OPERATIONS MANUAL - RPDO-ARMMrpdo.armm.gov.ph/rpdo/RPMES/RENAME.pdf · OPERATIONS MANUAL Republic of the ... ARMM Planning and Development Board, ... development goals and plans as

REGIONAL PROJECTMONITORING AND

EVALUATION SYSTEM(RPMES)

NationalEconomic andDevelopment

Authority1 9 9 4

OPERATIONSMANUAL

REGIONAL PROJECT MONITORING ANDEVALUATION SYSTEM (RPMES)

OOPPEERRAATTIIOONNSSMMAANNUUAALL

Republic of the PhilippinesNATIONAL ECONOMIC & DEVELOPMENT AUTHORITY

1994

TABLE OF CONTENTS

Message iForeword iiDILG Memorandum to all Municipal/City Mayors and Provincial Governors iiiMemorandum Circular No. 1-94 iv

1.0 Rationale 32.0 Objectives and Scope 5

2.1 Objectives 52.2 Scope 5

3.0 Organizational Framework 83.1 Coordination Activities 83.2 Planning, Programming, Scheduling and Monitoring Activities 83.3 Project Implementation Activities 8

4.0 Organizational of PMCs 104.1 Membership 10

4.2 Creation of PMCs 114.3 Selection & Appointment of NGO Members 12

5.0 Responsibilities of Entities 146.0 Systems Framework 207.0 Process Flow 22

7.1 General Flow 227.2 National Level 237.3 Regional Level 247.4 Provincial / City Levels 267.5 Municipal Level 27

8.0 Reporting 288.1 General Guidelines 288.2 Input Forms 298.3 Output Forms 308.4 Frequency and Timing of Submission 318.5 Options 32

9.0 Monitoring Procedures 3410.0 Problem Solving Mechanism 3711.0 Procedures for Computing Accomplishments 38

11.1 Financial Accomplishment 3811.2 Physical Accomplishment of Project 3811.3 Agency Accomplishment 3911.4 Area Accomplishment 4111.5 Sample Case 43

ANNEXIESANNEX A RPMES Input Forms and GuidelinesANNEX B RPMES Output Forms and GuidelinesANNEX C Sector / Subsector Breakdown of Public Investment ProjectsANNEX D Relevant Issuances

Executive Order 93Executive Order 376

MESSAGE

Monitoring and evaluation (M & E) involve systematic collectionand analysis of information about events associated with theimplementation of development programs / projects. It also provides theframework for improving or facilitating project implementation. It is onthis context that the Regional Project Monitoring and Evaluation System(RPMES) is being implemented as part of efforts to further strengtheninstitution at the regional and local levels. It also serve as an optionalcomponent of the empowerment strategy of the national governmentthrough which the timely deliver/completion of projects could be enhancedand their quality, improved.

This Manual on decentralized monitoring and evaluation is thereforea timely guide to monitors and evaluators in order that adequateinformation related to the implementation of development projects is madeavailable to decision makers (Development Councils, LGU executives,implementing agencies and general public). The monitoring and evaluationsystems at the municipal, city, provincial and regional levels shouldtherefore be improved and result in outputs leading to the implementationof corrective measures to facilitate project implementation.

I trust that this Manual will contribute to the efficiency ofdevelopment programs and projects implementation and instill in the LGUsthe importance of M & E for ongoing programs/projects as well as theirrespective development plans.

(Sgd.) CIELITO F. HABITOSecretary of Socio-Economic Planning

and NEDA Director-General

FOREWORD

This revised version of the Manual was prepared to prescribe the operatingprocedures in the implementation of the Regional Project Monitoring and EvaluationSystems (RPMES) with the new management at the local levels as a result of theimplementation of the Local Government Code of 1991.

This revised Manual presents the objectives, systems framework and mechanicsof the RPMES. It is intended to serve as a guide for the Project Monitoring Committeeat the regional, provincial / city and municipal levels. It also provides a venue in themonitoring and validation processes of project implementation.

The system provides for the minimum requirements for monitoring andevaluating projects, but allows inclusion of additional data inputs and output reportsdepending upon the needs of the development councils as the primary client of M & Einformation.

(Sgd.) ANICETO M. SOBREPEÑADeputy Director-General

Chairman, National ProjectMonitoring Committee

REPUBLIC OF THE PHILIPPINESDEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

EDSA Corner Reliance St., MandaluyongMetro Manila

MEMORANDUM

FOR: All Municipal / City Mayors and Provincial Governor

FROM: The Secretary

SUBJECT: ORGANIZATION OF PROJECT MONITORING COMMITTEES ASPRESCRIBED UNDER EXECUTIVE ORDER 93 AND CONDUCT OFREGULAR MONITORING AND EVALUATION UNDER THE REGIONALPROJECT MONITORING AND EVALUATION SYSTEM ( RPMES)

DATE: 22 March 1994

1. This refers to Executive Order No. 93, dated 1 June 1993 entitled Amending ExecutiveOrder No. 376 (Series of 1989) “Establishing the Regional Project Monitoring andEvaluation System (RPMES)” and for Other Purposes.

2. Monitoring and evaluating the implementation of development programs and projects areimportant tasks assigned to the Local Development Councils under the new LG Codeand, relatedly, M / E information is a valuable tool for local development managers.In this connection, may I be apprised of the status of respective Project MonitoringCommittees under the RPMES including its composition if already organized. May Ialso enjoin the LGUs to allocate some resources to undertake M / E activity as this is

now part of their regular functions.

3. For reference, I have attached copies of EO 376 and EO93. Furthermore, the RegionalProject Monitoring Committee under the Regional Development Council is available toassist in implementing these Eos as it coordinates RPMES implementation in the region.

4. Best regards.

(Sgd.) RAFAEL M. ALUNAN IIISecretary

REPUBLIC OF THE PHILIPPINESNATIONAL PROJECT MONITORING COMMITTEE

REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM

National Economic and Development AuthorityDepartment of Interior and Local Government

Department of Budget and ManagementPresidential Management Staff – Office of the President

MEMORANDUM CIRCULAR NO. 1-94July 1994

TO : The Chairmen and Members of the Regional Development Councils, including theARMM Planning and Development Board, the Cordillera Executive Board andMetropolitan Manila Authority;the Provincial, City and Municipal DevelopmentCouncils; the Government Corporate Monitoring and Coordinating Committee;TheHeads of Departments, Bureaus, Offices, and Other Agencies ofthe NationalGovernment; Provincial Governors, City and Municipal Mayors;Representatives/Members of the Project Monitoring Committees; and All OthersConcerned

SUBJECT: ADOPTION OF THE RPMES MANUAL OF OPERATIONSIMPLEMENTING PROVISIONS OF EXECUTIVE ORDER 93 DATEDJUNE 1, 1993

1.0 PURPOSE

This circular is issued to adopt the Revised RPMES Manual of Operations and to prescribethe general procedures and guidelines in the organization and operationalization of theRegional Project Monitoring and Evaluation System (RPMES) as directory by ExecutiveOrder No. 93, dated 01 June 1993.

2.0 COVERAGE

This circular shall cover coordinators of RPMES at the national, regional, provincial, city andmunicipal levels, the monitors (members of the various project monitoring committees) andthe project implementers (line agencies, LGUs and government-owned or controlledcorporations).

3.0 GENERAL GUIDELINES

EO 93 amends EO 376 (series of 1989) “Establishing the Regional Project Monitoring andEvaluation System (RPMES)” and for Other Purposes.

EO 93 establishes the National Project Monitoring Committees (NPMC) to overseeimplementation of RPMES and authorizes these, from time to time, to update and makerevisions to the Manual of Operations implementing RPMES.

Pursuant to the above, all concerned Development Councils / Planning Boards/ LGUs areenjoined to implement the RPMES in accordance with the Manual of Operationswhich prescribes the guidelines on the operationalization of the system.

Likewise, the Project Implementors are also enjoined to report progress of implementation tothe respective Project Monitoring Committees at regional, provincial, city and municipallevels and provide monitors more detailed information on ongoing projects facilitation/problem-solving.

4.0 EFFECTIVITY

This circular shall take effect immediately.

(Sgd.) ANICETO M. SOBREPEÑAChairman, National ProjectMonitoring Committee and

Deputy Director-General, NEDA

RPMES Manual of Operations

________________________________________________________________________________________

1.0 RATIONALE

In line with the government’s policies on decentralization and administrativedelegation, Regional Development Councils (RDCs) were reorganized and strengthenedthrough Executive Order (EO) No. 308, which among others, tasked the RDCs with thecoordination of project implementation, monitoring and evaluation. Moreover, MemorandumOrder (MO) No. 175 was issued on 25 May 1998 which created Project MonitoringCommittees at the provincial/city and municipal levels to monitor local government projectsfunded from national government and local government funds.

In support of these policies and to facilitate project implementation, monitoring andevaluation at the regional and subregional levels, a Regional Project Monitoring andEvaluation System (RPMES) was established through EO 376 dated 2 November 1989. Thesystem provides a scheme for monitoring and evaluating projects at the national, regional,provincial/city and municipal levels, with intensive and active participation of variousgovernment agencies, local government units and nongovernment organizations (NGOs) atall levels.

Through the system, generation of information on the overall status of projectimplementation at each level and the detection of problems that impede implementation willbe facilitated, so that remedial actions can be readily undertaken at the level nearest theproject sites, and at the earliest time possible.

This manual has been developed primarily for the Project Monitoring Committees atthe regional/provincial/city/municipal levels responsible for the monitoring and evaluation ofprograms/projects under their jurisdiction. It provides the basic framework for monitoringand evaluating projects at all levels, the general process flow, responsibilities of unitsinvolved, the input and output forms, and the procedures of filing up the forms. Decisionparameters are also included for specific/common implementation problems. Expansion ofthe system to include additional data inputs and outputs reports will be depend upon thevarious development councils at the regional, provincial, city or municipal levels. Thereports suggested in the manual are the minimum required to provide basic information thatwill enable consolidation of information on implementation status of development projectsnecessary to evaluate performance and resolve implementation problems at all levels.


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With the passage of Republic Act (RA 7160), otherwise known as the LocalGovernment Code of 1991, monitoring of projects has been devolved to the localgovernment unit. However, there remains a need for the coordination of projectimplementation, monitoring and evaluation both at the regional and national levels. Thus, aneed for updating the Manual Operations for the Project Monitoring Committees at all levelsto make it consistent with the devolution of monitoring functions to the local governmentunits pursuant to the code. The National Project Monitoring Committee was establishedpursuant to EO 93 which amends EO 376 to coordinate various RPMES matters nationwide.EO 93 also mandates the NPMC to update and make revision on the manual as necessary.


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2.0 OBJECTIVES AND SCOPE2.1 OBJECTIVES

The RPMES primarily aims to facilitate project implementation, and devolve projectfacilitation, problem-solving, monitoring and evaluation to the regional, provincial/city andmunicipal levels. Specifically, the system aims to achieve the following objectives:

a. to provide a system for the integration, coordination and linkage of all monitoringactivities in the region;

b. to provide up-to-date information on the overall status of project implementation ateach level for planning and budget allocation, to include employment generation ofthe various programs/projects expressed in man-days;

c. to identify problems/issues which impede project implementation for remedial actionsat the regional and subregional levels and to elevate unresolved issues and problemsat these levels to the Cabinet or the President for resolution and final action throughthe NPMC, CORD or Presidential Assistants (PAs) as appropriate;

d. to provide information on lessons learned in project implementation for planning andimplementation of future similar projects;

e. to assess and ascertain whether projects implemented are supportive of regionaldevelopment goals and plans as well as national development thrusts and priorities;and

f. to provide a venue for greater participation of nongovernment organizations (NGOs)in the development planning progress.

2.2 SCOPE AND COVERAGE

Monitoring and evaluation under the RPMES will cover all development projectsundertaken by Government Agencies (GAs), Local Government Units (LGUs), StateColleges and Universities, and Government-Owned and Controlled Corporations (GOCCs)at the regional, provincial/city and municipal levels during the fiscal year, inclusive ofbacklogs from previous fiscal years.


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Development projects include: (a) projects which are capital-forming and contributingdirectly to the country’s productive capacity; (b) preinvestment studies, research anddevelopment, and institutional development activities; and (c) “pro-poor” and other similarprojects under direction and special programs of the President through PresidentialManagement Staff (PMS) and other Cabinet offices. These projects may be funded by theNational Government with or without foreign assistance, or financed purely from localrevenues of LGUs. Projects to be covered, in more specific terms include the following:

a. those under the General Appropriations Act for the current fiscal year;

b. those which comprise the approved National Infrastructure Program;

c. those undertaken by government-owned and controlled corporations, with or withoutsubsidy or equity contribution from the national government; and

d. those implemented by local government units, with or without budgetary assistancefrom the national government, specifically including those funded from the 20percent of the internal revenue allotment share appropriated for development projects.

National Level:

The National Project Monitoring Committee will monitor all development projectsundertaken by government agencies, LGUs, SCUs and GOCCs and prepare consolidatedreports based on monitoring outputs of the Regional Project Monitoring Committees.

Regional Level:

Projects that will be monitored and evaluated at the regional level include:

a. all foreign-assisted projects (loan or grant funded);

b. interprovincial projects implemented in two or more provinces in the region;

c. all area development projects; and

d. nationally-funded projects implemented in the region and other projects consideredcritical by the Office of the President, regional development councils/planning board.


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Provincial/City Level:

At the provincial/city level, the scope of monitoring will include projectsimplemented and managed at these levels and projects classified under any of the following:

a. foreign and nationally-funded projects, which are implemented or located in two orseveral municipalities in the province (provincial projects and/or intermunicipalprojects) or implemented or located in the city;

b. other projects implemented and managed at the provincial/city level with fundinggenerated from provincial/city sources.

Municipal Level:

At the municipal level, the scope of monitoring will include projects implemented andmanaged at these levels and projects classified under any of the following:

a. foreign and nationally-funded projects, which are implemented or located in themunicipality;

b. other projects implemented and managed at the municipal level with fundinggenerated from local sources.


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3.0 ORGANIZATIONAL FRAMEWORKThe operationalization of the RPMES will be undertaken by a number of units/entities

acting as coordinators, monitors, and project implementors.

3.1 COORDINATION ACTIVITIES

To ensure that the RPMES activities are coordinated in terms of informationdissemination, submission of reports, monitoring and evaluation of project implementation,feedback and problem-solving, coordinative mechanism of the system will be provided at thevarious levels. The NEDA Board through the NPMC will oversee the implementation of theRPMES at all levels.

Coordination of PMC activities at the subnational levels will be the responsibility ofthe various development councils. Regionwide and interregional coordination will behandled by the Regional Development Councils (RDCs), the Metropolitan Manila Authority,Regional Planning and Development Board of ARMM, Cordillera Executive Board of CARand other similar bodies which may be established.

Coordination at the provincial and municipal levels will be undertaken by theProvincial Development Councils, the City Development Councils and the MunicipalDevelopment Councils.

3.2 PLANNING, PROGRAMMING, SCHEDULING, AND MONITORINGACTIVITIES

Operationalization of the RPMES will be undertaken by the NPMC through theProject Monitoring Committees (PMCs) created in each region through EO 376 and EO 93in each province, city and municipality as mandated by RA 7160 (LGC). These PMCs willbe responsible for planning, programming and scheduling monitoring activities and formonitoring and evaluating the implementation of development projects at their respectivelevels.

The RPMES provides for the extensive and active participation of NGOs, privatevolunteer organizations (PVOs) and concerned citizens as authorized monitors at all levels.

3.3 PROJECT IMPLEMENTATION ACTIVITIES

The implementation of development projects at various levels will be undertaken byregular government agencies, nonfinancial government-owned or controlled corporations,and local government units. They will provide monitors with their respective annual workand financial plans, and status reports on project implementation.


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RPMES ORGANIZATIONAL FRAMEWORK

AGENCYCENTRALOFFICE

AGENCYREGIONAL

OFFICE

REGIONALPROJECT

MONITORINGCOMMITTEE

AGENCYFIELD/

DISTRICTOFFICES

CITYDEVELOPMENT

COUNCIL

MUNICIPALPROJECT

MONITORINGCOMMITTEE

PROVINCIAL/CITY OFFICES

(Eng’g Agri. Environment/Natural Resources)

MUNICIPALGOVERNMENT

OFFICES(Eng’g Agri. Environment/

Natural Resources)

PROVINCIAL/CITY PROJECTMONITORINGCOMMITTEE

NATIONALPROJECT

MONITORINGCOMMITTEE

REGIONALDEVELOPMENT

COUNCIL

PROVINCIAL/CITY

DEVELOPMENTCOUNCIL

NEDA BOARD/RDC-CORD

COORDINATORSMONITORSIAs/GOCC

IMPLEMENTORSLGU

IMPLEMENTORS


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4.0 ORGANIZATION OF PROJECT MONITORINGCOMMITTEES

4.1 MEMBERSHIP

The Project Monitoring Committees (PMCs) established in each region through theEO 376 and in each province, city and municipality through MO 175, as amended will becomposed of the following:

National PMC

NEDA Deputy Director-General – Chairman DBM Undersecretary – Co-Chairman PMS-OP Head – Member DILG Undersecretary – Member

A technical working group among NEDA, DBM, DILG and PMS-OP will be created.The NEDA will serve as the Secretariat of the NPMC.

Regional PMC

NEDA Regional Director – Chairman DBM Regional Director – Co-Chairman DILG Regional Director – Member PMS-OP Regional Team Leader – Member One RDC-NGO Representative – Member Two NGO Representatives – Members

The NEDA Regional Office will serve as the Secretariat of the RPMC.

Provincial/City/Municipal PMC

The composition of the local PMCs will be left to the discretion of the LocalDevelopment Council subject to inclusion of the following as mandatory members of thePMC:

DILG Representative or Provincial/City/Local Government Officer assigned in thearea


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One Representative of NGO/PO One Representative of NGO members in the Local Development Council Four PMC members appointed by the Local Chief Executive from among the

nominees of the Local Development Council nominated out of the seven PMCmembers

The Chairman will be appointed by the local chief executive from among threenominees of the Local Development Council nominated out of the seven PMC members.

4.2 CREATION OF PMCS

Region

1. The RPMC Chairman, Co-Chairman and RPMC members, shall initiate the creationof the PMC by calling for an organizational meeting to be attended by RDC-NGOmembers and NGO representatives, to discuss the objectives and functions of theRPMC.

2. In the said meeting, the NGO representatives shall recommend the persons who willbe nominated to the RPMC. The RDC-NGO members shall submit the name of theirnominees to the RDC Chairman and Co-Chairman, thru the RPMC Chairman copyfurnished the RPMC Co-Chairman, for selection and appointment of the NGOmembers to the RPMC.

Province/City/Municipality

1. The Provincial/City/Municipal Development Council shall initiate the creation of thePMC by deciding on its composition and procedure for appointing members of thePMC and calling an organizational meeting to be attended by those concerned (PMCChairman and members) to discuss the objectives and functions of the PMC.

2. In the said meeting, the NGO representatives shall recommend nominees to the PMCwho shall sit as LDC-NGO members. The PMC Chairman shall then submit thenames of these NGO nominees to the Local Development Council for selection andappointment.


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4.3 SELECTION AND APPOINTMENT OF NGO MEMBERS

4.3.1 Regional

The selection and appointment of NGO representatives to the Regional PMCs will beguided by a set of criteria prescribed under Section 4.2 of the DBM-NEDA Joint Circular 1-90, as amended.

a. the NGO representatives of the Regional Development Council shall nominate all theNGO representatives to the PMC. All NGO nominees must meet the following basicqualifications:

he must be a Filipino citizen; he must be a member in good standing of a civic, religious, or any other NGO

preferably with chapters or extensions in all provinces and cities in the region; and he must be nominated by the NGO member of the RDC.

b. all nominations shall be submitted to the RDC Chairman and Co-Chairman, thru theRPMC Chairman and Co-Chairman for selection and appointment. Nominations must beaccompanied by the bio-data of each nominee and certification of membership in goodstanding of the NGO with which the nominee is affiliated with.

c. the RDC Chairman and Co-Chairman, from among the nominees of the NGO membersof the RDC shall select and appoint the NGO members to the PMC following thequalification guidelines.

d. the term of appointment of NGO member to the PMC shall be one year without prejudiceto reappointment or a maximum of three (3) years membership in the PMC. Theappointment may be terminated at any time through the joint signatures of the RDCChairman and Co-Chairman.

e. an appointment may be made to fill up the unexpired term of an NGO member whoseservices has been terminated.

f. the NGO member of the regional PMC shall be entitled to an honorarium at the same rateas that of the regular RDC-NGO members allowed under MO No. 195, dated 24 October1988.


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4.3.2 Province/City/Municipality

Provincial/City/Municipal PMCs, on the other hand, will be guided by a set of criteriastipulated under Section 4.2 of the DBM-DOF Joint Circular 2 – 88 dated 3 October 1988 asamended.

a. the NGO representatives of the Local Development Council shall nominate the NGO/POrepresentatives to the PMC. All NGO/PO nominees must meet the following basicqualifications:

he must be a member in good standing of a civic, religious or any othernongovernment organization located in the province/city/ municipality concerned;

he must be a Filipino citizen; he must not be related by affinity or consanguinity up to the fourth degree to the Chief

Local Executive concerned; and he must be nominated by the NGO/PO members of the Local Development Council.

b. the Local Chief Executive shall appoint the NGO/PO nominees.

c. the term of appointment of the NGO/PO member to the PMC shall be one year withoutprejudice to reappointment. The term of appointment may be terminated at any time bythe joint signatures of the LDC Chairman and Co-Chairman.

d. an appointment may be extended to fill up the unexpired term of a member whose serviceis terminated.

e. the NGO/PO Member of the provincial/city/municipal PMC shall be entitled toincentives or honorarium at rates determined by RPMC, the granting of which will betied to reporting of status of projects to RPMC including participation in M&E activities.


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5.0 RESPONSIBILITIES OF ENTITIESThe specific roles and responsibilities of the various units/organizations involved in

implementation of the monitoring and evaluation system are as follows:

NATIONAL ECONOMIC AND DEVELOPMENT AUTHORITY (NEDA)

a. provides overall direction and coordination of RPMES activities;

b. provides feedback to Regional PMCs on actions made on issues raised to the Cabinetor the President;

c. provides the secretariat services as indicated; and

d. conducts training jointly with DBM and DILG for the operationalization of theRPMES, together with other members of the NPMC.

DEPARTMENT OF BUDGET AND MANAGEMENT (DBM)

a. provides the PMCs with information on project fund releases;

b. ensures that the national PMC Secretariat is provided with copies of all Advices ofAllotment issued, whether comprehensively released at the start of the fiscal year, oras directed by law as in the case of certain special purpose funds which require thefulfillment of certain preconditions for release;

c. evaluates and reports on the budget performance of implementing agencies; and

d. facilitates timely releases of RPMES funds for monitoring activities at the nationaland regional levels.

DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)

a. ensures expanded scope of monitoring and evaluation to include other developmentprojects specified under EO 376 as amended; and


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b. assists NEDA and other members of the NPMC in the conduct of training for theoperationalization of RPMES.

PRESIDENTIAL MANAGEMENT STAFF – OFFICE OF THE PRESIDENT(PMS-OP)

a. includes in the agenda of the CORD-RDC Chairmen meeting with the President orother appropriate venue, issues or problems raised through RPMES that require actionof the Cabinet/President;

b. follows up with the cabinet members/agency heads actions or recommendations toexpedite project implementation; and

c. provides feedback to concerned CORD-RDC chairman on problems/issues raised fordiscussion.

DEVELOPMENT COUNCILS (RDC, PDC, CDC, MDC)

a. supervise and coordinate activities of the PMCs;

b. assess problems encountered in project implementation and provide remedial actionpossible at their levels or refer problems/issues to appropriate units or next higherdevelopment council;

c. evaluate the implementation of projects and derive lessons for future planning andproject implementation;

d. provide policy direction in planning and budget allocation based on the overall statusof project implementation;

e. report on the status of project implementation to appropriate bodies (President,Cabinet, Congress, etc.) for information or action;

f. inform PMCs of action taken on problems referred to appropriate units (i.e., Cabinet,OP); and

g. disseminate information to the media, general public the status of projectimplementation in the respective areas of coverage.


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LOCAL GOVERNMENT UNITS

a. provide the RDC, thru the Regional PMC Secretariat, the monitoring reports of theProvincial, City and Municipal Project Monitoring Committees; and

b. establish local PMCs and provide needed resources for their operation andmaintenance.

NATIONAL PROJECT MONITORING COMMITTEE (NPMC)

a. coordinates and oversees implementation of RPMES at the national level and issuesdirections/instructions for efficient operation of system;

b. formulates policies, strategies and guidelines for the effective conduct of M&Eactivities at the regional, provincial, city and municipal level (data gathering, reportpreparation, problem-solving);

c. maintains up-to-date information on foreign-assisted projects and nationaldevelopment projects and prepares quarterly reports on priority programs and projectsto the President, legislature, and the general public;

d. conducts problem-solving sessions, monitor implementation of recommendation andconduct field monitoring visits on selected projects; and

e. develops and maintains an information system to facilitate reporting from regionalPMCs, and generation of reports.

PROJECT MONITORING COMMITTEES (RPMC, PPMC, CPMC, MPMC)

a. provide list and schedule of all projects to be monitored to NGOs involved in projectmonitoring;

b. collect and process reports of implementers and NGO monitors on the status ofproject implementation for the information of the development council and nexthigher level project monitoring committee;

c. pinpoint problems and verify information to be submitted for analysis and actions ofthe development council;

d. provide feedback on the remedial actions of the development council and follow uptheir implementation;


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e. prepare and disseminate periodic project monitoring report on the status of projectimplementation; and

f. elevate to higher level bodies problems/issues which are not resolved at their level.

PMC SECRETARIAT (NATIONAL LEVEL)

a. recommends to NPMC policies, strategies and guidelines for the effective conduct ofmonitoring and evaluation activities at the national, regional and local levels;

b. provides such assistance as may be required by the NPMC such as in the coordinationof the implementation of the RPMES at the national, regional and local levels;

c. provides feedback to regional PMCs on actions taken on issues raised at the nationallevel;

d. disseminates information on nationally-funded regional/local projects to the RPMCs;

e. monitors and reports on interregional and nationwide projects and undertakefacilitative actions on problems encountered;

f. develops and maintains up-to-date information system in support of RPMES; and

g. provides administrative support to the NPMC.

PMC SECRETARIAT (REGIONAL LEVEL)

a. prepares a Work and Financial Plan to cover the activities of the regional PMCswhich shall be endorsed by the RDC Chairman. The WFP will be the basis for theallocation of funds for the operating requirements of RPMCs;

b. prepares the monitoring program to be undertaken by the PMCs during any givenfiscal year, which will include, among others, the list of projects and schedule ofimplementation based on submission of implementing agencies; and


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c. facilitates interagency, intergovernmental and field headquarters coordination,whenever necessary.

PMC SECRETARIATS (PROVINCIAL, CITY, MUNICIPAL)

a. prepare the monitoring program to be undertaken by the PMCs during any givenfiscal year, which will include, among others, the list of projects and schedule ofimplementation based on submission of implementing agencies;

b. provide provincial/city/municipal chief executives with information on the project tobe monitored by the local PMCs; and

c. facilitate interagency, intergovernmental and field headquarters coordination,whenever necessary.

PROJECT IMPLEMENTORS (regular government agencies, nonfinancial government-owned or controlled corporations, state colleges and universities and local government units)

National Level

a. furnish copies of the Agency Work and Financial Plans to the National PMCSecretariat, thru the NEDA Project Monitoring Staff (NEDA-PMS) not later thantwo weeks after approval by DBM.

The Department of Public Works and Highways and Transportation andCommunications, in particular, will provide the national PMC Secretariat, thru theNEDA-PMS, copies of the National Infrastructure Program for the regions within twoweeks after approval by the President. For GOCCs, copies of approved projects for thecalendar year should be submitted to the National PMC Secretariat.

Regional, Provincial, City, Municipal Levels

a. submit periodic reports to the monitoring committee on the status of projectimplementation based on suggested reporting forms;

b. provide authorized monitors (PMC Members) assistance in getting access to moredetailed information on project implementation (e.g., detailed work program);


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c. submit to next higher level office of line agency reports on status of projectimplementation; and

d. implement/institute remedial measures on problems/issues identified as suggested bythe development council.

NGO-Authorized Monitors

a. assist the project monitoring committee or development council in monitoring andevaluation of projects by identifying implementation problems or outstandingperformance through project exception reports;

b. ensure effective/efficient implementation of projects through vigilance; and

c. act as government partners in ensuring transparency in project implementation.


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6.0 SYSTEMS FRAMEWORK

The underlying principle of the monitoring and evaluation system framework is itsusefulness in enhancing the efficiency of project implementation at the various levels.Hence, the monitoring and evaluation system at any level is primarily for the purpose ofexpediting project implementation at that level and to determine whether the objectives ofthe projects are accomplished. Providing the next higher level development council withreports on the status of project implementation is only a secondary function.

The schematic diagram (Figure 2) describes the overall framework for monitoringprojects at each level under the RPMES. The diagram likewise traces the reporting, feedbackand referral flows within the among the various levels of monitoring and evaluation –national, regional, provincial/city, and municipal levels.

For each level, the linkages among the project implementors as the basic source ofproject information, the Project Monitoring Committees as coordinators/ monitors,authorized nongovernment organizations as project monitors, and the development councilsat various levels as decision-making and problem-solving bodies are traced.


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RPMES: OVERALL SYSTEM FRAMEWORK

000

INFORMATION/APPROPRIATEACTION/DECISION

NATIONAL LEVEL

RDC-CORD/NEDABOARD

NATIONAL SECRETARIAT

CONSOLIDATION OF ACO/REG’LREPORTS/SUBMISSION OFRECOMMENDATION/MTPIP

MONITORING

PROJECT IMPLEMENTOR prepare WFP prepare agency reports

NEDA/DBM/PMS-OP/DILG

REGIONAL MONITORINGCOMMITTEE

monitor/evaluate, consolidateregional progress reportsprepare agency reports

REGIONALDEVELOPMENT COUNCILdiscuss project implementation

issues/problem-solving

PROJECT IMPLEMENTOR(DILG, DECS, DOH, otherImplementing Agencies/

GOCCs and LGUs)

A C O

REGIONAL LEVEL

QUARTERLY

QUARTERLY QUARTERLY MONTHLY

NGOs/Concerned

Citizens

PROVINCIAL PROJECTMONITORING COMMITTEE

monitor/evaluate, validateprovincial progress reportsprepare agency reports

PROVINCIAL/CITYDEVELOPMENT COUNCILdiscuss project implementation


PROJECT IMPLEMENTOR(Implementing Agencies/

GOCCs, NGOs and LGUs)

MONTHLYMONTHLYMONTHLY

PROVINCIAL/CITY

SUB REGIONALLEVEL

MUNICIPAL PROJECTMONITORING COMMITTEE

monitor/evaluate, validateprovincial progress reportsprepare agency reports

MUNICIPALDEVELOPMENT COUNCILdiscuss project implementation


PROJECT IMPLEMENTOR(Implementing Agencies/

NGOs and LGUs)

MONTHLYMONTHLYMUNICIPAL LEVEL

NGOs/Concerned

Citizens

Flowlines: MONITORING/VALIDATIONFEEDBACKREPORTING REFERRAL

NGOs/Concerned

Citizens

QUARTERLY


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7.0 PROCESS FLOW7.1 GENERAL

The monitoring and evaluation process starts with the planning, programming andscheduling of monitoring activities to be undertaken by the respective PMCs for the year.The following documents will be prepared:

a. Work and Financial Plan (WFP) to cover the activities of the regional andprovincial, city, municipal PMCs during the calendar year. The WFP will be preparedby each Regional PMC following the guidelines set by the DBM as basis for theallocation of funds for the operating requirements of the regional PMCs. The WFPendorsed by the RDC Chairman should be coursed through the DBM Regional Officefor evaluation and endorsement to the DBM Central Office for approval.

b. Monitoring Plan (MP) which shall include, among others, the list of projects to becovered by the RPMES during the year, and the corresponding schedules ofimplementation. The monitoring plan will be prepared by PMC Secretariats at thenational and regional levels based on the submission of implementing agencies. Thescope of monitoring at each level will be guided by the guidelines set in Section 2.2 ofthis manual.

c. Monitoring Work Program (MWP) which shall serve as operational checklist on thesequential activities required to achieve the objectives of the monitoring andevaluation. The MWP shall contain adequate information and shall specify particularprojects to be inspected, responsibilities, timetables, performance standards andtargets, budgets, etc. It will be prepared by the PMCs at the regional level based onthe monitoring plans prepared by the PMC Secretariats, and the initial reports andWork and Financial Plans from implementing agencies. The MWP will be distributedto all units involved in the RPMES.

Once the projects are in motion, monitoring and evaluation of the performance ofprojects will be undertaken. Project monitoring inputs will come from project implementersand NGOs, and submitted to the Project Monitoring Committees for processing andconsolidation. Where verification or validation of reports are needed, project visits will beconducted by the PMCs.


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The consolidated reports will be submitted to the development councils forinformation and evaluation. Problems encountered in project implementation will beassessed to determine the remedial actions that can be undertaken at their level. Thediscussion of the project implementation issues will be included in the agenda of thedevelopment councils meeting. It will take the form of a problem-solving session withconcerned implementing agencies attending. If the problems/issues cannot be resolved attheir level, these issues will be elevated to the higher level Development council (e.g., issuesthat cannot be resolved at the municipal level will be elevated to the provincial level, ordirectly from the municipal level to the regional level for problems that require RDC action).

Project Monitoring Committees will likewise submit regular consolidated reports tothe next higher level PMC, but these will only serve as secondary sources of data on projectimplementation. The primary sources of data will still be the project implementors andNGOs at the same level as the PMC. Consolidation and submission of reports at themunicipal, city and provincial levels will be done on a monthly basis, and quarterly for theregional level.

The output reports prepared at the regional level will be submitted to the RPMESNational Secretariat, copy furnished the DBM, for integration/ consolidation. Theconsolidated report will then be used as input during the Problem-Solving Sessions (PSS) ofthe CORD-RDCC meeting, with the President or the Presidential Assistants or NPMC withthe regions.

7.2 NATIONAL LEVEL

1. All national government agencies will furnish copies of their Work and Financial Planscovering respective Public Investment Program/ Projects to the NPMC Secretariatexcluding internal administration support, and capital outlays to the National PMCSecretariat through the NEDA-PMS not later than two weeks after approval by DBM.

Specifically, DPWH and DOTC will provide the National PMC Secretariat, through theNEDA-PMS, copies of the National Infrastructure Program for the regions within twoweeks after approval by the President.

2. The DBM will ensure that the National Secretariat is provided with copies of all Adviceof Allotments issued, whether comprehensively released at the start of the fiscal year oras directed by law as in the case of certain special purpose funds which require thefulfillment of certain preconditions of release, including issuance of Notice of CashAllocation to implementers.


________________________________________________________________________________________24

3. The National PMC Secretariat will disseminate information on projects to be monitoredby the regional and provincial, city and municipal PMCs to the different RDCs. TheRegional PMCs shall be responsible for disseminating information on projects to bemonitored to the provincial, city and municipal levels.

4. The project implementers will undertake projects and prepare and submit status reports ofproject implementation to the National PMC.

5. National PMC Secretariat will assess agency reports and conduct project visits forselected projects as may be identified based on established criteria.

6. National PMC Secretariat will process reports of various implementing agencies, RDCsand prepare QUARTERLY consolidated report on status of project implementation.

7. The national PMC will evaluate problems, provide/formulate recommendations andsubmit these to the Office of the President/ Cabinet for appropriate action or may initiateproblem-solving sessions with the Cabinet and the President.

8. National PMC Secretariat will provide feedback to concernedimplementers/RDCs/PMCs/LGUs/NGOs and other concerned agencies and follow upimplementation of remedial measures.

7.3 REGIONAL LEVEL

1. The RPMC, upon receipt of information on projects to be monitored, will classifyprojects which may be monitored, either thru desk monitoring or actual validation/ocularinspection, at the provincial, city and municipal levels.

Information on projects to be monitored will come from the following sources:

a. Monitoring Plan prepared by the National PMC Secretariat;

b. Work and Financial Plans/Initial Project Reports submitted by the Regional Offices ofRegular Government Agencies;

c. Reports provided by DBM Regional Offices, such as list of projects funded out of theGeneral Appropriations Act and/or the Infrastructure Program; and

d. Work programs for locally-funded projects submitted by the Local Chief Executives.


________________________________________________________________________________________25

2. The RPMC will prepare the Work and Financial Plan to cover the activities of theregional PMCs which shall be endorsed by the RDC Chairman to the DBM RegionalOffice as basis for the allocation of funds for the operating requirements at the regionallevel PMCs.

3. The RPMC Secretariat will prepare the monitoring plan to be undertaken by theregional/provincial, city, municipal PMCs which shall include, among others, the list ofprojects and schedule of implementation based on the submission of implementingagencies.

4. The RPMC Secretariat will provide the NGOs with the Regional Monitoring Plan, andthe provincial/city/municipal PMCs and Chief Executives with information on projects tobe monitored at their level.

5. The RPMC will prepare its monitoring work program for the calendar year.

6. The project implementers will undertake projects and prepare and submit status reports ofproject implementation to the RPMC.

7. NGOs (RPMC members or other independent NGOs/Pos and concerned citizens) willsubmit project exception reports to the RPMC, copy furnished the implementors.

8. RPMC will assess NGO and agency reports and conduct project visits for selectedprojects as may be identified based on established criteria.

9. RPMC will process reports of various implementing agencies, provincial PMCs andprovide RDC a consolidated report on status of project implementation.

10. RPMC will evaluate problems and provide/formulate recommendations during its regularMONTHLY or special meetings, and submit same to RDC for appropriate action.

11. RDC will assess reports and take proper action (problem-solving, referral to otheragencies/council/bodies).

12. RPMC will provide feedback to concerned implementors/LGUs/NGOs and otherconcerned agencies and follow up implementation of remedial measures.

13. RPMC will forward status report on project implementation to the National PMCSecretariat and other higher level bodies.


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7.4 PROVINCIAL/CITY LEVELS

1. The Provincial/City PMC Secretariat will include Provincial/City-funded developmentprojects (20% of the IRA share) in the monitoring plan and provide copies to the NGOs.The monitoring plan will contain information on projects to be implemented at theselevels.

2. The Provincial/City PMC will prepare its monitoring work program for the calendar year.

3. Project implementors will undertake projects and prepare and submit status reports onproject implementation to Provincial/City PMC.

4. NGOs (Provincial/City PMC members or independent NGOs/PVOs and concernedcitizens) will submit project exception reports to the Provincial/City PMC, copyfurnished the project implementors.

5. Provincial/City PMC will assess reports of implementors (agency or LGU) and NGOs,and conduct project visits of projects as identified in the monitoring work program.

6. Provincial/City PMC will process reports of various implementors and municipal PMCs,and provide Provincial Development Council with a consolidated report on status ofproject implementation in the province.

7. Provincial/City PMC will evaluate problems, recommend solutions during its regular orspecial meetings, and refer these to the Provincial/City Development Council forappropriate action. The provincial/city PMC will hold regular QUARTERLY meetingsfor this purpose or call special meetings as needed.

8. PDC/CDC will assess reports and take proper action (problem-solving, referral toappropriate agencies/council).

9. Implementors will take remedial action on problems/issues encountered in projectimplementation.

If, after a reasonable period of time, no remedial measure/ appropriate action has been takenon the problems referred to the concerned agency/local development council, theProvincial/City PMC will forward the issue to the RDC.

10. Provincial/City PMC will provide feedback to concerned implementors, LGUs, NGOsand other concerned agencies and follow up implementation of remedial measures.


________________________________________________________________________________________27

11. Provincial/City PMC will forward consolidated status report on project implementationin the province/city to the RPMC.

7.5 MUNICIPAL LEVEL

1. The Municipal PMC Secretariat will prepare its monitoring work program for thecalendar year.

2. Project implementors will prepare and submit status reports on project implementation tothe municipal PMC.

3. NGOs (Municipal PMC members and other independent NGOs/ PVOs and concernedcitizens) will submit project exception reports to the municipal PMC, copy furnished theimplementors.

4. Municipal PMC will assess NGO and agency/LGU reports, and conduct project visits forselected projects as identified in the municipal monitoring work program.

5. Municipal PMC will process reports of various implementors and provide the MDC aconsolidated report on the status of project implementation in the municipality.

6. Municipal PMC will evaluate problems, formulate recommendations and refer these tothe municipal Development Council for appropriate action. (It is suggested that themunicipal PMC will hold MONTHLY meetings for this purpose).

7. MDC will assess reports and take proper action (problem-solving, referral to appropriateagencies/council).

8. Implementors will take remedial action on problems/issues encountered in projectimplementation. If after a reasonable period of time, no remedial measures/appropriateactions have been taken on the problems referred to the concerned agency/localdevelopment council, the Municipal PMC will forward the issue to the PDC.

9. Municipal PMC will provide feedback to concerned implementors, LGUs, NGOs andother concerned agencies and follow up implementation of remedial measures.

10. Municipal PMC will forward consolidated status report on project implementation in theprovince/city to the Provincial PMC.


________________________________________________________________________________________28

8.0 REPORTING

8.1 GENERAL GUIDELINES

To continuously monitor the funds earmarked for each project/activity in relation tothe agency/LGU accomplishment, the prescribed reports shall be accomplished by thevarious implementors and monitoring units for capital investment project/activityimplemented. Option for the use of input forms is available subject to conditions mentionedin Sec. 8.1.8 and 8.5. However, output report forms for PMCs are prescribed to facilitateconsolidation of report.

1. The implementors shall accomplish the following input reports:

a. Initial Project Reports – containing basic information on projects to be implementedand activities to be undertaken during the year. These include name of project,schedules, financial and physical targets for each project/activity. These areaccomplished at the beginning of the year or before project implementation, or whenthere are revisions in the project targets. (RPMES Form No. I-1 – Monthly Physicaland Financial Targets)

b. Physical and Financial Accomplishment Report – containing information on thestatus or progress of projects implemented or activities undertaken. The cutoff datefor reporting project accomplishment shall be the 25th day of the month covering theperiod of report. (RPMES Form No. I-2 – Monthly Physical and FinancialAccomplishment Report)

2. The following output reports shall comprise the Consolidated Monitoring Report of theProject Monitoring Committees at various levels, which shall be submitted to theDevelopment Councils and the next level PMC:

a. Report on the Status of Projects Encountering Problems in Implementation(RPMES Form No. 0-1)

b. Project Monitoring Report by Project, by Agency and by Sector (RPMES FormNos. 0-2, 0-3 and 0-4)

3. NGO/PO authorized monitors are encouraged to submit the Project Exception Report foroutstanding performance by implementors. Likewise, they shall submit the same forproblems/issues encountered in project implementation.


________________________________________________________________________________________29

4. The output reports of the Provincial PMCs and progress reports of regional implementorsshall be processed into consolidated monitoring reports.

5. As a general rule, the public shall be given access to RPMES reports and otherdocuments.

6. The PMCs shall see to it that members of Congress, among others, are regularly briefedon the status of projects in their respective districts.

7. The suggested reporting formats under the RPMES contain the minimum informationrequirements for monitoring physical and financial performance of implementors. Thus,other existing monitoring reports required of agencies/monitors by mother agencies/otherbodies may continue to be accomplished. However, it is encouraged that RPMES formatsbe utilized and other information desired/required of implementors be indicated asadditional data in said RPMES forms.

8. A reporting option is available within RPMES which provides for the use of the projectimplementors’ existing reporting formats in submitting reports, provided that all theinformation requirements of the RPMES can be satisfied, with regards to coverage,content and frequency. The PMC concerned will decide on the usefulness/acceptability ofthe existing agency reports for RPMES purposes. Moreover, it (PMC) will have to informimplementing agencies on data gaps in their reports for subsequent reporting.

9. The existing reporting requirements of the Department of Public Works and Highwaysfor infrastructure projects requiring the S-curve (for projects above P3 million and withgestation periods of more than one year), will continue to be accomplished, provided thatsame be furnished the RPMC and other project monitoring committees concerned.However, for projects costing below P3 million, the accomplishment of the prescribedRPMES forms is required.

8.2 INPUT FORMS

To come up with the desired outputs, the RPMES suggests three (3) input forms to beaccomplished by implementing agencies and NGOs. The formats of the input forms aresimple and contain only the minimum information required for project monitoring andevaluation. These forms are used in monitoring and reporting the status of projectimplementation for a single year.


________________________________________________________________________________________30

1. Initial Project Reports (PMC Forms I-1) – Input reports containing basic informationsuch as name of project, total project cost, location, description of project and monthlyschedules of both financial and physical targets of each project. This report will beaccomplished at the beginning of the year or after projects have been bidded/awarded, asthe case may be, by the implementing agencies/GOCCs/LGUs.

2. Physical and Financial Accomplishment Report for Capital Investment Projects (PMCForm I-2) – Input report on physical and financial accomplishment of the project,including employment generated, problems encountered and measures recommended tosolve these problems. This will be accomplished by the implementing agencies on amonthly basis. The cutoff date for reporting project accomplishment shall be the 25th dayof the month covering the period of the report to allow for actual submission of report toregional PMCs before the end of reporting month.

3. Project Exception Report (PMC Form 1-3) – This report is used when implementationproblems needing immediate action by the PMC or the development council areencountered, or when project implementation has been outstanding. It records the criticalproblems that result to delays in project implementation outside the tolerable limits in thecase of the former, and the factors that contribute to outstanding performance in the caseof the latter.

The formats and guidelines for accomplishing these input forms are presented inAnnexB.

8.3 OUTPUT FORMS

The Project Monitoring Committee has to come up with these types of reports:

1. Report on the Status of Projects Encountering Problems in Implementation (PMCForm 0-1) – Output report of the PMC on projects encountering delays indicating actionstaken by/recommendations of the development council.

2. Financial and Physical Status of CAPITAL INVESTMENT Projects (PMC Form 0-2)- Output report of PMC on status of implementation in the region, province/city ormunicipality. This report will provide information on the financial and physical status ofongoing capital investment projects in a specific area. It will contain the project title,implementing agency, schedules (original or revised), financial and physicalperformance, problems encountered in implementation and employment generated by theproject in man-days.


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3. Summary of Financial and Physical Accomplishment by Agency (PMC Form 0-3) -This output report will provide a summary of the overall financial and physicalperformance of implementing agencies in a specific region, province/city or municipality.

4. Summary of Financial and Physical Accomplishment by Sector (PMC Form 0-4) –This output report will provide a summary of the overall financial and physicalperformance of the various sectors (i.e., infrastructure, agriculture, social development,etc.) in a specific region, province/city or municipality.

These reports will be submitted to the development councils and next level PMCs for usein their assessment of project implementation and in the identification of appropriateremedial actions that can be taken at their level. Issues/Problems which cannot beresolved at a particular level will be elevated to higher level councils/committees.Formats and guidelines for the preparation of these outputs are in Annex B.

8.4 FREQUENCY AND TIMING OF SUBMISSION

Provincial/City/Municipal Levels:

The cutoff date of reporting the monthly accomplishment shall be on the 25th day ofthe month under report. The monthly reports shall be submitted to the PMC on or before the30th day of the month under report.

Consolidated reports will be submitted to the respective development councils on orbefore the 7th day of the month following the reporting period.

Submission of the consolidated reports from the provincial PMCs to the regionalPMCs will be undertaken on a quarterly basis, but not later than two weeks after thereference quarter.

Regional Level:

Submission of agency reports at the regional level and the provincial PMCconsolidated report will be quarterly. Agency reports will be submitted to the Regional PMCnot later than two weeks after the reference quarter. The consolidated reports will besubmitted to the RDC on the third week of the month following the reference quarter.


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Consolidated reports from the regional PMCs will be submitted to the National PMCon or before the 30th day of the month following the reference quarter.

8.5 OPTIONS

The system provides for two options in the generation of basic data on projects, thechoice of which will depend on the capability of the units accomplishing the forms and thecharacteristics of the implementor’s existing monitoring system at regional, provincial, cityand municipal levels.

OPTION 1

Under this option, implementing agencies will accomplish two types of input forms:PMC Form 1-1 at the start of the year, and PMC Form 1-2 for the monthly/quarterlyreporting of the status of project implementation. Non-government/People’s organizations asproject monitors shall use PMC Form 1-3, the project exception report form, to recordfindings (problems/issues and outstanding performance) identified as a result of projectvisits. The form will likewise contain the reasons and the recommended remedial actions.The implementing agencies may, at their option, also use this form to report problems, oroutstanding performance.

OPTION 2

This option provides for the use of the existing report forms of line agencies. Insteadof filling up the prescribed initial and status report forms, the implementing agencies willprovide the PMCs copies of their reports. This is on the premise that these reports contain allthe information/data consistent that are required by the PMCs to prepare prescribed outputreports. As in Option 1, PMC Form 1-3 will be accomplished by the NGOs, and theimplementing agency. The PMC will evaluate the appropriateness of the implementor’sreporting system (forms) to satisfy the information requirement of RPMES. The PMC willhave to approve the use of Option 2 by concerned implementing agency/corporation.

Figure 3 in the next page presents the two options in diagram form.


________________________________________________________________________________________33

FIGURE 3: REPORTING OPTIONS 1 AND 2

PROJECTMONITORING

COMITTEE

DEVELOPMENTCOUNCIL

PLANNINGBOARDS

IMPLEMENTORS N G O s

FORM I-1

FORM I-2

FORM 0-4

FORM 0-3

FORM 0-2

FORM 0-1

PROCESSING

FORM I-3

AGENCYFORMS

FORM I-3

O P T I O N-1

O P T I O N-2


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9.0 MONITORING PROCEDURES

1. The PMCs must have their respective monitoring plans prepared before the end of thepreceding year as the basis for their regular monitoring. This plan should include specificprojects as defined in Section 2.2 of this manual for each level of PMC. Regular updatesof the status of projects included in the monitoring plan should be obtained from theimplementing agencies and processed by the PMCs.

2. From the list of projects to be monitored for the current year, the PMC should be able toschedule regular project field visits/inspections for a particular reporting period. Thisschedule of project visits will now be included in the monitoring work program which thePMC will fund and visit in a particular period. Detailed Programs of Work (POW) onthose projects to be visited must be secured prior to the actual visit.

3. Conduct initial appraisal of projects to be monitored based on information obtained fromthe Monitoring Plan and the Initial Project Reports submitted by project implementors. Ifthe project is undertaken by contract, secure if possible, Performance Bond and Notice toProceed. If undertaken by administration, check whether the required “Authority toUndertake project by Administration” has been issued.

4. Coordinate/Establish linkage with project implementors to ensure timely submission ofreports, accuracy of project evaluation and secure their cooperation and activeparticipation throughout the monitoring process. Such coordination/linkage shouldinclude, among others, a briefing on the timing and scope of monitoring activities andprovision for a feedback mechanism on problems and issues encountered during projectimplementation.

5. Analyze project/activity accomplishment reports and project exception reports submittedby project implementors and NGOs/POs, respectively.

6. Conduct regular ocular inspection at project sites on those projects which have beenprogrammed to be visited as well as those projects where verification or validation ofreports is needed due to the magnitude of the delay. This activity will involve thefollowing:


________________________________________________________________________________________35

a. Conduct interviews with Project Engineer, laborers, barangay officials, and reputableresidents of the locality to validate status of projects, reported problems/findings andto verify whether the project is being implemented in accordance with approvedconditions, plans and specifications.

b. Compare reported accomplishments against approved project schedules to determinewhether the project is behind or ahead of schedule.

Examine accomplishment chart/report or S-curve to detect slippage (differencebetween targeted/programmed accomplishment and actual accomplishment).

If the slippage is positive, the project is ahead of schedule; if negative, it is behindschedule.

Ascertain whether the delay in project implementation is justifiable or not. Somecauses of delay are:

lack of materials liquidity problems of contractor delayed release of funds force majeure (natural calamities) right-of-way problem peace and order condition

c. Investigate any deviation from the approved conditions, plans and specifications.Some causes of deviation are:

modification/substitution of materials increase in the original quantities of any or all items of work reclassification of an existing item to another as provided for in the original

contract decrease in the quantity of work due to underruns or deletion of portions or

sections of the project nonadherence of contractor to the defined conditions in the contract (e.g.,

maximum hiring of workers from the project site)


________________________________________________________________________________________36

d. Determine whether deviations are authorized or not, that is, they are covered by aChange Order, Extra Work Order or Suspension Order.

e. Assess quality of work whether it is in accordance with establishedengineering/quality control standards or within the level of acceptability. Referencemay be made to the results of the Materials/ Quality Control Testing conducted byauthorized personnel.

f. Obtain feedback from laborers, local officials and concerned citizens to verifyreported anomalies/irregularities.

7. Report findings and recommendations to the development councils or its Excom fordeliberations/resolution/action. The Excom or RDC meeting should include a problem-solving item in its agenda. Problems and issues that cannot be resolved at the local levelsshall be elevated to the next higher level or other appropriate bodies, as the case may be.

8. Upon completion of the project, conduct an evaluation of selected projects to determinethat the same is completed as per plans and specifications and the targets achieved.Verify Completion Report, Final Inspection Reports and Certificate of Acceptance/Turn-over if they are in order. Make an


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10.0 PROBLEM-SOLVING MECHANISM

To operationalize the primary objectives of RPMES, regular problem-solving sessionsshould be conducted to obtain maximum benefit from the information made available by theM&E activity.

The following procedure should apply in the project facilitation activity at theregional, provincial, city and municipal levels:

1. PMC will discuss the project implementation issue/problem and submit recommendationsto Development Council or its Executive Committee (Excom) depending on the urgencyof the problem.

2. Development council or its Excom will include a problem-solving item in its agenda todiscuss an resolve the problems/issues with the implementing agency during its meetings.The implementor(s) of subject project(s) will be invited to attend this meeting.

3. Development council or Excom will refer unresolved problems to higher bodies (nextlevel Development Council).

4. Monitoring of the implementation of the remedial measures will be conducted byrespective PMCs.


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11.0 PROCEDURES FOR COMPUTINGACCOMPLISHMENTS

11.1 FINANCIAL ACCOMPLISHMENT

Funding Support (%)

1. Get the sum of releases2. Compute for the total programmed amount3. Divide total releases by total programmed amount and multiply by 100 to get

financial support (%)

Total ReleasesFinancial Support (%) = ------------------------------------------- x 100

Total Programmed Amount

Expenditures Rate (%)

1. Get the sum of expenditures by adding unpaid obligation and cash disbursement2. Compute for the total programmed amount3. Divide total expenditures by total programmed amount and multiply by 100 to get

expenditure rate (%)

Total ExpendituresExpenditure Rate (%) = --------------------------------------- x 100

Total Programmed Amount

11.2 PHYSICAL ACCOMPLISHMENT OF PROJECT

1. Identify the components of the project and its costs2. Compute for the relative weight of each component by taking the ratio of the cost

of each component to the total project cost3. Compute for the cumulative percent accomplishment (target and actual) of each

component by taking the ratios of the target and actual accomplishment to the totalcomponent target

4. Multiply the percent accomplishment by the relative weight of the projectcomponent to get the weighted accomplishment of each component.


________________________________________________________________________________________39

5. Add up the weighted accomplishment of each project component to get the overallweighted project accomplishments.

6. Subtract target accomplishment from actual accomplishment to get projectcomponent slippage.

MATHEMATICAL FORMAT FOR COMPUTING PROJECTACCOMPLISHMENT:

Project Relative Accomplishment (%) WeightedComponent Cost Weight Target Actual Target Actual Slipppage

(1) (2) (3) (4) (5) (6) (7) (8)=(5)-(4)--------------- --------- ------------- -------------------------------- --------------------------- -------------

c1PC1 c1 w1 = --- t1 a1 w1 x t1 w1 x a1 s1

ct

c2PC2 c2 w2 = --- t2 a2 w2 x t2 w2 x a2 s2

ct. . . . . . . .. . . . . . . .. . . . . . . .

cnPCn cn wn = --- tn an wn x tn wn x an sn

ct-------------------------------------------------------------------------------------------------------------------------------------------------

n n n n n∑ ci = ct ∑ ci / ct = ∑ w1 = 1.0 ∑ wi x ti = A ∑ wi x ai = B

i = 1 i = 1 i = 1 i = 1 i = 1

BOVERALL WEIGHTED PERFORMANCE = ---- X 100 = (percent)

A

OVERALL PROJECT SLIPPAGE = B – A = (percent)

Where:i = 1,2,3,….n (as component of project)t = target in terms of equivalent percent for each component of projecta = actual accomplishment in equivalent percent for each component of projectw = relative weight of a component to total project based on costc = cost of each components = slippage or difference between actual and scheduled accomplishmentA = overall weighted project target in percentB = overall weighted project accomplishment in percent

11.3 PHYSICAL ACCOMPLISHMENT OF AGENCY

1. Identify all ongoing projects of the agency and their costs.2. Compute for the relative weight of each project by taking the ratio of the cost f each

project to the total cost of all projects of the agency scheduled for the year.


________________________________________________________________________________________40

3. Compute for the cumulative percent accomplishment (target and actual) of eachproject by taking the ratios of the target and actual accomplishment to the total projecttarget.

4. Multiply the percent accomplishment by the relative weight of the project to get theweighted accomplishment of each project.

5. Add up the weighted accomplishment of each project to get the overall weightedagency accomplishments.

6. Subtract target accomplishment from actual accomplishment to get project slippage.

MATHEMATICAL FORMAT FOR AGENCY ACCOMPLISHMENT:


(1) (2) (3) (4) (5) (6) (7) (8)=(5)-(4)--------------- --------- ------------- -------------------------------- ----------------------------- -------------

P1 C1 W1 T1 A1 W1 x T1 W1 x A1 S1

P2 C2 W2 T2 A2 W2 x T2 W2 x A2 S2. . . . . . . .. . . . . . . .. . . . . . . .

Pn Cn Wn Tn An Wn x Tn Wn x An Sn

-------------------------------------------------------------------------------------------------------------------------------------------------n n n n

∑ Ci = Ct ∑ Ci / Ct = WT = 1.0 ∑ Wi x Ti = AT ∑ Wi x Ai = BT

i = 1 i = 1 i = 1 i = 1 i = 1

BOVERALL WEIGHTED PERFORMANCE = ---- X 100 = (percent)

A

OVERALL AGENCY SLIPPAGE = BT – AT = (percent)

Where:i = 1,2,3,….n (as component of project)C = cost of agency projectsW = relative weight of agency project to total area based on costT = target of agency in percentA = actual accomplishment of agency in percentS = slippage of agency or difference between actual and scheduledAT = overall weighted area target in percentBT = overall weighted area accomplishment in percent


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11.4 PHYSICAL ACCOMPLISHMENT OF AREA COVERED*

1. Identify the agencies implementing projects in the region, province, city ormunicipality and compute for the total cost of all projects scheduled forimplementation during the year per agency.

2. Compute for relative weight of each agency to total cost (area) by taking the ratio oftotal cost of each agency’s projects to total cost of all projects in the area.

3. Compute for the cumulative percent accomplishment (target and actual) of eachagency by taking the ratios of the target and actual accomplishment to the total agencytarget.

4. Multiply percent accomplishment of each agency by the relative weight of the agencyto get the weighted accomplishment of each agency.

5. Add up the weighted accomplishment of each agency to get the overall weightedagency accomplishment.

6. Subtract target accomplishment from actual accomplishment to get project slippage.

_____________________* Area may refer to region, province, city or municipality


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MATHEMATICAL FORMAT FOR AREA ACCOMPLISHMENT:


(1) (2) (3) (4) (5) (6) (7) (8)=(5)-(4)--------------- --------- ------------- -------------------------------- ----------------------------- -------------

AGENCY1 C1 W1 T1 A1 W1 x T1 W1 x A1 S1

AGENCY2 C2 W2 T2 A2 W2 x T2 W2 x A2 S2. . . . . . . .. . . . . . . .. . . . . . . .

AGENCYn Cn Wn Tn An Wn x Tn Wn x An Sn

CT WT AT BT

n n n n∑ Ci = Ct ∑ Ci / Ct = WT = 1.0 ∑ Wi x Ti = AT ∑ Wi x Ai = BT

i = 1 i = 1 i = 1 i = 1 i = 1

BTOVERALL WEIGHTED PERFORMANCE = ---- X 100 = (percent)

AT

OVERALL AGENCY SLIPPAGE = BT – AT = (percent)

Where:i = 1,2,3,….n (as component of project)C = cost of agency projectsW = relative weight of agency project to total area based on costT = target of agency in percentA = actual accomplishment of agency in percentS = slippage of agency or difference between actual and scheduledAT = overall weighted area target in percentBT = overall weighted area accomplishment in percent


________________________________________________________________________________________43

11.5 A SAMPLE CASE FOR COMPUTING PERFORMANCE AND SLIPPAGE

1. Compute for the relative weight of each project component/project/ agency:

Component Cost RelativeProject/Agency (in P000) Weight

A 500 500/1000 = 0.5B 300 300/1000 = 0.3C 200 200/1000 = 0.2

------ ------------------TOTAL 1000 1.0

2. Compute for the percent accomplishment (performance) as of reporting period:

Component/ Overall Accomplishment Percent AccomplishmentProject Target Schedule Actual Schedule Actual

(Whole year)----------------------------------------------------------------------------------------------------------------

A 6 km. 3 km. 2 km. 3/6x100=50% 2/6x100=33%B 3 km. 2 km. 1 km. 66% 33%C 1 ha. 1 ha. 1 km. 100% 100%

3. Compute for the weighted project performance:

PercentComponent/ Weight Accomplishment Weighted Accomplishment

Project Schedule Actual Schedule Actual--------------- -------------- ----------------------------- ----------------------------------------------

A 0.5 50 33 50(.5) = 25.0 33(.5) =16.5B 0.3 66 33 66(.3) = 19.8 33(.3) = 9.9C 0.2 100 100 100(.2) = 20.0 100(.2) =20.0

-------- -------- ----------TOTAL 1.0 64.8% 46.4%

OVERALL WEIGHTED ACTUAL ACCOMPLISHMENT = 46.4%OVERALL PROJECT SLIPPAGE = 46.4 – 64.8 = -18.4%


________________________________________________________________________________________44


________________________________________________________________________________________45

ANNEX A


________________________________________________________________________________________46

CY

___

___

PHY

SIC

AL/

FIN

AN

CIA

L TA

RG

ET

TOTA

L(1

5)

FS–

finan

cial

sche

dule

%

-ove

rall

phys

ical

targ

et in

per

cent

O

I–

outp

ut in

dica

tor/

targ

ets

EG–

empl

oym

ent g

ener

ated

DEC (14)

NO

V(1

3)O

CT

(12)

SEP

(11)

AU

G(1

0)JU

L(9

JUN

(8)

MA

Y(7

)A

PR (6)

MA

R(5

)FE

B(4

)JA

N(3

)

TOTA

LPO

RJE

CT

TAR

GE

T

(2)

FS % OI

EG FS % OI

EG FS % OI EG

(A) N

AM

E O

F PR

OJE

CT

(B) L

OC

AT

ION

(C) S

ECTO

R/S

UBS

EC

TOR

(D) F

UN

DIN

G S

OU

RC

E(E

) FO

RC

E A

CC

OU

NT/

PAK

YA

W/

NA

ME

OF

CO

NTR

AC

TO

R(F

) PR

OJE

CT

SCH

EDU

LE

)

1. 2. 3. PRE

PAR

ED

BY

:___

____

____

____

____

____

____

____

__D

ESI

GN

AT

ION

:___

____

____

____

____

____

____

____

__

NO

TE

D :_

____

____

____

____

____

____

____

DA

TE

:___

____

____

____

____

____

____

____

__A

GE

NC

Y H

EA

D

PM

C F

OR

MI-

1

INIT

IAL P

RO

JEC

T R

EPO

RT

Physic

al and F

inancia

l T

arg

ets

for

Capital In

vestm

ents

Pro

gra

ms/P

roje

cts

IMPL

EMEN

TOR

>____________________________


________________________________________________________________________________________47

FORM I-1

TITLE: INITIAL PROJECT REPORT (PMC Form I-1)Physical and Financial Targets for Capital InvestmentPrograms/Projects

PURPOSE: This report is used to record the basic information on capital investmentprograms/projects that are being implemented by the agency, GOCC or LGU.It will contain such information as name of project, funding source, location,total project cost, project schedule, mode of implementation and the physicaland financial targets for the year.

RESPONSIBILITY: Implementing Agencies/GOCCs/LGUs

FREQUENCY: To be submitted at the beginning of the year or at the start of the projectand updated annually for multiyear projects.

SUBMISSION DATE: After the project has been bidded or awarded/contracted out or atthe start of the project.

DISTRIBUTION: 1 copy – Project Monitoring Committee

DEFINITION OF ENTRIES:

Implementor – Name of agency/GOCC/LGU that implements the project

For Column (1), indicate the following:

(A) Name of Project – Title of project as found in the approved program of work, loan orgrant agreement. For reporting of subprojects (i.e. contracts,components) indicate reference to mother project title

(B) Location - Barangay/municipality/city/province/region where project is implemented

(C) Sector-Subsector - Refers to the sector and subsector of the project (e.g., infrastructureroads; social development-education; agriculture-crops, etc.) Refer toAnnex C for sector/ subsector listing

(D) Funding Source - Indicate source of fund for the project, whether: Internal RevenueAllotment Share, Calamity Fund, National GovernmentAppropriations, Corporate funds of GOCCs, Foreign-Assisted Loanor Grant (e.g. ADB, WB, OECF, JICA, etc.)


________________________________________________________________________________________48

(E) Force Account/Pakyaw/Name of Contractor - Indicate whether project work will be implemented by force

account, pakyaw or if by contract, state name of contractor

(F) Project Schedule (Start/End) - Month, day and year when the project is expected to startand to be completed

Total Project Target – Indicate project targets (amount programmed, physical outputs ofmajor activities (at most 5 items), overall percent completion inpercent and employment generated) covering the implementation ofthe whole project

Columns (3-14) – Correspond to the physical and financial targets for the twelve (12) monthsof the year. For these columns, indicate the following:

Financial Schedule (P000) - Amount programmed for activities scheduled forimplementation for the month;

Physical Targets in Percent (%) – Equivalent target in percent (as a percentage of totalproject) that is scheduled for implementation for themonth;

Output Indicator/Targets – Indicate selected major project activities/ milestone (atmost 5) where accomplishment is to be measuredexpressed in terms of physical units (e.g. hectares to beirrigated, no. of classrooms to be constructed, kms. Ofroads to be constructed, trainings to be conducted,children to be vaccinated, etc.) with corresponding targetsfor the month; and

Employment Generated (in man-days) – Employment targeted to be generated by theproject, expressed in man-days for the month.

Columns 15 (Total) – Represents the total targets (sum of col. 3-14) for the calendar year

At the end of report, indicate the NAME, DESIGNATION and OFFICE of the person whoprepared the report and the DATE the report was prepared. Said report should be noted bythe Head of the Agency at that given level.


________________________________________________________________________________________49

REMA

RKS

1)Pr

oblem

s/Iss

ues o

fIm

plem

enta

tion

2)Re

com

men

datio

ns

(12)

EMPL

OYME

NTGE

NERA

TED

To D

ate

(Man

-Day

s)

(11)

PHY

SIC

AL

STA

TUS

ACTU

ALTo

Dat

e

(10)

ACTU

ALTh

isMo

nth

(9)

TARG

ETTo

Dat

e

(8)

Outp

utIn

dica

tor

(7)

FIN

AN

CIA

L ST

ATU

S (P

000

)

EXPE

ND

ITU

RE

DISB

URSE

MENT

To D

ate

(6)

UNPA

IDOB

LIGA

TION

STo

Dat

e

(5)

a) P

rogr

amb)

AA

Issue

dto

dat

e

(4)

a) P

rogr

amb)

AA

Issue

dCY

____

_

(3)

Loca

tion

(City

/Mu

nicip

ality

(2)

(a)

NAME

OF

PROJ

ECT

(b) D

ATE

STAR

TED

(c )

TARG

ETCO

MPLE

TION

DAT

E

(1)

PRE

PAR

ED

BY

:___

____

____

____

____

____

____

____

__D

ESI

GN

AT

ION

:___

____

____

____

____

____

____

____

____

____

____

____

____

____

____

___

DA

TE

:___

____

____

____

____

____

____

____

__A

GE

NC

Y H

EA

D

PM

C F

OR

MI-

2

PH

YSIC

AL A

ND

FIN

AN

CIA

L A

CC

OM

PLIS

HM

EN

T R

EPO

RT

FO

R C

APIT

AL IN

VEST

ME

NT

PR

OG

RA

MS/P

RO

JEC

TS

As o

f __

____

____

____

____

____

IMPL

EMEN

TOR

>_____________________________

CO

NTR

AC

TOR

> _

____

____

____

____

____

____

____

REG

ION

> __

____

____

____

____

____

____

___

PRO

VIN

CE

>__

____

____

____

____

____

____

____


________________________________________________________________________________________50

Form I-2

TITLE : PHYSICAL AND FINANCIAL ACCOMPLISHMENT REPORT FORCAPITAL INVESTMENT PROGRAMS/PROJECTS (PMC Form I-2)

PURPOSE : This report will provide information on the status of implementation of projectsin the specific areas on a monthly basis. It involves reporting on the status ofthe overall physical accomplishment and financial status for the month and asof the reporting period. Also reflected in the report are the problemsencountered by the implementing agency that impede project implementation.

RESPONSIBILITY : Implementing Agencies/GOCCs/LGUs

FREQUENCY : To be submitted monthly

SUBMISSION DATE:

Municipality/City/Provincial Level:

On or before the 30th day of the month under report.

Regional Level:

Not later than two (2) weeks after reference quarter.



As of – Refers to the reference month

Implementor – Name of implementing agency, GOCC or LGU implementing the project(s)

Region – Region where projects are being implemented

Province/City – Province or city where projects are being implemented

Column (1) Name of Project – Title of project as found in the approved program of work

Date Started – Month, day and year when project actually started

Target Completion Date – Date when the project is scheduled to be completed

Column (2) Location – Municipality/City where project is being implemented


________________________________________________________________________________________51

FINANCIAL STATUS (P000) (Columns 3-6)

Column (3) a) Program (Calendar Year) – Cumulative total amount of funds required duringthe year based on the approved program of work

b) AA Issued (Calendar Year) – Cumulative total Advices of Allotment issuedby DBM to the project firm from start of the calendar year

Column (4) a) Program to Date – Cumulative amount of funds required from start of projectto reporting date based on the approved program of work (covers annual andmulti year projects)

b) AA Issued To Date – Cumulative total Advices of Allotment issued byDBM from start of project to reporting date

Column (5) Expenditure (Unpaid Obligations to Date) – Total accounts committed to be paidfor services rendered and/or work accomplished

Column (6) Expenditure (Disbursement to Date) – Actual cash payments made through theissuance of Treasury Warrants and/or checks to the project, cumulative fromstart of project implementation up to reporting date

PHYSICAL SATUS (%) (Column 7-9)

Column (7) Output Indicator – Refers to project activities/milestones where accomplishmentis to be measured. Output indicator no. 1 should reflect overall project target andaccomplishment in percentage from start of project to reporting period withsucceeding output indicators to indicate selected major indicators and theircorresponding targets and accomplishments

Column (8)Target to Date – Work scheduled to be accomplished from start of projectimplementation up to the reporting period

Column (9) Actual this Month – Actual work accomplished for the month

Column (10) Actual to Date – Actual work accomplished from start of implementation up tothe reporting period

Column (11) Employment Generated – Employment generated by the project from start ofthe project to reporting period expressed in terms of man-days

Column (12) Remarks – Additional information on the project, such as problemsencountered that impede project implementation, remedial measures taken,etc.

At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the personwho accomplished the form and the DATE the report was prepared. Said report should benoted by the Head of Agency at the particular level.


________________________________________________________________________________________52

RE

CO

MM

EN

DA

TIO

NS

POSS

IBB

LE

RE

ASO

NS/

CA

USE

SFI

ND

ING

S

PRE

PAR

ED

BY

:___

____

____

____

____

____

____

____

__O

FFIC

E: _

____

____

____

____

____

___

DE

SIG

NA

TIO

N :_

____

____

____

____

____

____

____

____

DA

TE

: ___

____

____

____

____

____

_

PMC

FO

RM

I-3

PRO

JEC

T EX

CEP

TIO

N R

EPO

RT

Nam

e of

Pro

ject

: _

____

____

____

____

____

____

____

Loca

tion:

____

____

____

____

____

____

____

____

___

Sect

or/S

ubse

ctor

: _

____

____

____

____

____

____

____

Impl

emen

ting

Age

ncy:

___

____

____

____

____

____

_

Impl

emen

tatio

nSt

atus

:

(

) Ahe

ad(

) Beh

ind-

Sche

dule

() O

n-Sc

hedu

le


________________________________________________________________________________________53

Form I-3

TITLE: PROJECT EXCEPTION REPORT (PMC Form I-3)

PURPOSE: This report is used when implementation problems needing immediate actionby the Project Monitoring Committee/ Development Council are encounteredor when project implementation has been outstanding. It records the criticalproblems that would result in delays in project implementation outside thetolerable limits, in the case of the former, and the factors that contribute tooutstanding performance in the case of the latter.

RESPONSIBILITY: Non-government Organizations, Concerned Citizens and Agencies

FREQUENCY: To be submitted a the need arises



Name of Project – Title of project as found in the approved program of work

Sector/Subsector – Sector or subsector to which the project falls (Refer to Annex C forListings)

Location – Municipality/City/Province/Region where project is being implemented

Implementing Agency – Name of agency implementing the project

Implementation Status – Physical accomplishment of the project and indicate whether theproject is ahead of schedule, behind-schedule, or on-schedule.Mark appropriate status

Findings – Problems encountered in project implementation or outstanding performance of aproject

Possible Reasons/Causes – Events, incidents, etc. that may have caused the problems (e.g.,delayed release of funds, contractors’ poor performance) orfactors that contribute to the outstanding performance

Recommendations – Suggestions to improve work progress or to commend outstandingperformance

At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the personwho prepared the report and the DATE the report was prepared.


________________________________________________________________________________________54


________________________________________________________________________________________55

ANNEX B


________________________________________________________________________________________56

PRE

PAR

ED

BY

:__

____

____

____

____

____

____

____

___

OFF

ICE

: ___

____

____

____

____

____

__

DE

SIG

NA

TIO

N :_

____

____

____

____

____

____

____

____

D

AT

E: _

____

____

____

____

____

____

AC

TIO

N T

AK

EN

REC

OM

MEN

DA

TIO

N

(9)

SOU

RC

E O

FIN

FOR

MA

TIO

N

(8)

ISSU

ES

(7)

IMPL

MEN

TATI

ON

STA

TUS

(%)

SLIP

PAG

E

(6)

AC

TU

AL

(5)

TA

RG

ET

(4)

IMPL

EM

EN

TIN

GA

GE

NC

Y

(3)

LOC

ATI

ON

(2)

NA

ME

OF

PRO

JEC

T/

PRO

GR

AM

(1)

PM

C F

OR

M 0-1

RE

PO

RT

ON

TE S

TA

TU

S O

F P

RO

JEC

TS E

NC

OU

NT

ER

ING

PRO

BLE

MS IN

IM

PLE

ME

NT

AT

ION

As o

f __

____

____

____

____

____

____

___


________________________________________________________________________________________57

FORM 0-1

TITLE: REPORT ON STATUS OF PROJECTS ENCOUNTERING PROBLEMS INIMPLEMENTATION (PMC FORM 0-1)

PURPOSE: This report will provide information on the various problems encountered byongoing projects that impede their implementation. Remedial measures toimprove progress and other recommended courses of action are likewisereflected in the report.

RESPONSIBILITY: Project Monitoring Committee

Municipal Level

Frequency: To be prepared and submitted monthly

Distribution: 1 copy – Municipal Development Council1 copy – Provincial Project Monitoring Committee

Submission Date:

Municipal Development Council – On the 7th day of the month following thereference month

Provincial PMC – Not later than two (2) weeks after reference month.

Provincial/City Level

Frequency: To be prepared and submitted monthly to the Provincial/CityDevelopment Council; quarterly to the Regional Project MonitoringCommittee

Distribution: 1 copy – Provincial/City Development Council1 copy – Regional Project Monitoring Committee

Submission Date:

Provincial/City Development Council – On the 7th day of the month following thereference month.

Regional PMC – Not later than two (2) weeks after reference month.


________________________________________________________________________________________58

Regional Level

Frequency: To be prepared and submitted quarterly

Distribution: 1 copy – Regional Development Council1 copy – NEDA Central Office

Submission Date:

Regional Development Council – On the third week after reference quarter

President/Cabinet/NEDA Board – On or before the 30th day of the month afterreference quarter


As of – End of reporting period

Column (1) Name of Project – Title of project encountering implementation problems

Column (2) Location – Region, province, city or municipality where project is beingimplemented

Column (3) Implementing Agency – Name of agency implementing the program/ project

Column (4) Implementation Status (Target) – Expected amount of work in percent to beaccomplished as of report date

Column (5) Implementation Status (Actual) – Actual work accomplished as of report date

Column (6) Slippage – Difference between actual (column 5) and target (column 4). It maybe positive (which means that the project is ahead of schedule), negative(behind-schedule) or zero (on-schedule)

Column (7) Issues – Operational constraints/concerns observed during projectimplementation

Column (8) Source of Information – Name of agency/NGO/PVO or concerned citizensreporting the problems/issues

Column (9) Action Taken/Recommendations – Remedial measures taken/beingrecommended to improve work progress or to commend outstandingperformance

At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the personwho accomplished the form and the DATE the report was prepared.


________________________________________________________________________________________59

Rem

arks

(15)

Empl

oym

ent

Gene

rate

d(M

an-D

ays)

(14)

P H

Y S

I C

A L

(%)

Perfo

rman

ce

(13)

=(11

)/(10

)x10

0

Slip

page

(12)

=(11

)-(10

)

Actu

al

(11)

Targ

et

(10)

F I N

A N

C I

A L

(P

000)

Expe

nditu

reRa

te(%

)

(9)=

(8)/(

3)x1

00

EXPE

ND

ITU

RE To

tal

(8)=

(6)+

(7)

Disb

urse

-m

ent

(7)

Unpa

idOb

liga-

tions (6)

Fund

ing

Supp

ort

%

(5)=

(4)/(

3)x1

00

AAIss

ued

ToDa

te

(4)

Prog

ram

(3)

SCH

EDU

LE

Targ

etCo

mpl

etio

nDa

te

(2b)

Date

Star

ted

(2a)

(a)

Proj

ect

Title

(b) A

genc

y(c

) Lo

catio

n

(1)

PRE

PAR

ED

BY

:__

____

____

____

____

____

____

____

___

OFF

ICE

: ___

____

____

____

____

____

__

DE

SIG

NA

TIO

N :_

____

____

____

____

____

____

____

____

D

AT

E: _

____

____

____

____

____

____

PM

C F

OR

M 0

-2

FIN

AN

CIA

L A

ND

PH

YSIC

AL S

TA

TU

S O

F C

APIT

AL IN

VE

ST

ME

NT

PR

OG

RA

MS/P

RO

JEC

TS

As o

f __

____

____

____

____

____

REG

ION

/PR

OV

INC

E /M

UN

ICIP

ALI

TY__

____

____

____

____

____

____

____


________________________________________________________________________________________60

Form 0-2

TITLE: FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENTPROGRAMS/PROJECTS (PMC FORM 0-2)

PURPOSE: This report will provide information on the financial and physical status ofongoing capital investment programs/projects in a specific area/location. It willcontain the titles of ongoing projects, implementing agency, location, schedules(may be original or revised), the financial and physical performance of eachproject and problems encountered in implementation.


Municipal Level



Submission Date:






Submission Date:

Provincial/City Development Council – On the 7th day of the month followingthe reference month.



________________________________________________________________________________________61

Regional Level



Submission Date:





Region/Province/City/Municipality – Area or level where projects are being implemented

Column (1) Project Title – Title of project as found in approved program of work

Agency – Name of agency implementing the project (IA, GOCCs, LGUs)

Location – Exact location of the project

Column (2) Schedule (Start/Completion Dates) – Date when the project started and will becompleted in month, day, and year

FINANCIAL STATUS (P000)

Column (3) Program – Total amount of funds required from the start of projectimplementation to reporting date, based on the approved program of work

Column (4) AA Issued – Cumulative total Advices of Allotment issued by DBM to theprogram/project from start of implementation to reporting date

Column (5) Funding Support (%) – Total AA issued (Column 4) divided by Program(Column 3)

Column (6) Expenditure (Unpaid Obligation) – Accounts committed to be paid for servicesrendered and/or work accomplished as of report date


________________________________________________________________________________________62

Column (7) Expenditure (Disbursement) – Actual cash payments made through the issuanceof Treasury Warrants and/or checks to the project as of report date

Column (8) Expenditure (Total) – Sum of unpaid obligation (Column 6) and disbursement(Column 7)

Column (9) Expenditure Rate – Total expenditure (Column 8) divided by Program (Column3), multiplied by 100

PHYSICAL STATUS (%)

Column (10) Target – Expected amount of work to be accomplished in percentage from thestart of project implementation up to the report date

Column (11) Actual – Actual work accomplished in terms of percentage to total target of thewhole project from start of implementation up to report period

Column (12) Slippage – Difference between Actual (column 11) and Physical Target(Column 10). It may be positive (which means that the project is ahead ofschedule), negative (behind-schedule), or zero (on-schedule)

Column (13) Performance – Actual physical (Column 11) divided by target (Column 10)multiplied by 100.

Column (14) Employment Generated – Employment generated by the project in man-days

Column (15) Remarks – Additional information on the project, such as problemsencountered that impede project implementation, remedial measures taken,etc.



________________________________________________________________________________________63

Rem

arks

(15)

Em

ploy

men

tG

ener

ated

(Man

-Day

s)

(14)

P H

Y S

I C

A L

(%)

Perf

orm

ance

(13)

=(11

)/(10

)x10

0

Slip

page

(12)

=(11

)-(10

)

Actu

al

(11)

Targ

et

(10)

Exp

endi

ture

Rat

e(%

)

(9)=

(8)(3

)x10

0

F I N

A N

C I

AL

(P00

0)

EXPE

ND

ITU

RE T

otal

(8)=

(6)+

(7)

Dis

burs

e-m

ent

(7)

Unp

aid

Obl

igat

ion

(6)

Fund

ing

Supp

ort

%

(5)=

(4)/(

3)x1

00

AA

Issu

edTo

Dat

e

(4)

PRO

GR

AM

(3)

Num

ber

ofPr

ojec

ts

(2)

>

AG

EN

CY

(1)

OV

ERA

LL>

PRE

PAR

ED

BY

:__

____

____

____

____

____

____

____

___

OFF

ICE

: __

____

____

____

____

____

___

DE

SIG

NA

TIO

N :_

____

____

____

____

____

____

____

____

DA

TE

:

___

____

____

____

____

____

__

PM

C F

OR

M 0

-3

SU

MM

AR

Y O

FFIN

AN

CIA

L A

ND

PH

YSIC

AL

AC

CO

MPLIS

HM

EN

TS B

Y A

GE

NC

Y

As o

f __

____

____

____

____

____

REG

ION

/PR

OV

INC

E /M

UN

ICIP

ALI

TY__

____

____

____

____

____

____

____


________________________________________________________________________________________64

Form 0-3

TITLE: SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENT BYAGENCY (PMC FORM 0-3)

PURPOSE: This report will provide a summary of the financial and physicalaccomplishment broken down by implementing agency. It will containinformation on the number of projects and the overall financial and physicalstatus of projects being implemented by each agency in the region, provincecity or municipality. This report will likewise contain the overall performancefor the area.


Municipal Level



Submission Date:






Submission Date:




________________________________________________________________________________________65

Regional Level



Submission Date:





Region/Province/City/Municipality - Specific area where projects are being implemented

Column (1) Agency – Name of implementing agency

Column (2) No. of Projects – Total number of projects being implemented by the agency inthe specified area


Column (3) Program – Total amount of funds required by the agency to accomplish targetsfrom start of project to reporting period

Column (4) AA Issued – Cumulative total Advices of Allotment issued by DBM to theAgency from start of implementation to reporting date

Column (5) Funding Support (%) – Total AA Issued (Column 4) divided by Program(Column 3)

Column (6) Expenditure (Unpaid Obligation) – Total accounts committed to be paid for theservices rendered and/or work accomplished by each agency as of reportingdate

Column (7) Expenditure (Disbursement) – Total actual cash payments made by each agencythrough the issuance of Treasury Warrants and/or checks as of reporting date


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Column (8) Expenditure (Total) – Sum of unpaid obligation (Column 6) and disbursement(Column 7) for each agency


PHYSICAL STATUS (%)

Column (10) Target – Expected overall amount of work (in percentage) to be accomplishedby each agency as of report date. Overall agency weighted target

Column (11) Actual – Actual work accomplished by each agency (in percentage) as ofreporting date. Overall agency weighted accomplishment

Column (12) Slippage – Difference between Actual (column 11) and Target (Column 10). Itmay be positive (which means that the project is ahead of schedule), negative(behind-schedule), or zero (on-schedule)

Column (13) Performance – Actual (Column 11) divided by Target (Column 10) multipliedby 100.

Column (14) Employment Generated – Employment generated by the ongoing projects ofthe agency expressed in man-days

Column (15) Remarks – Additional information on the project, such as problems that impedeproject implementation, remedial measures taken, etc.



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________________________________________________________________________________________68

FORM 0-4

TITLE: SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENT BYSECTOR (PMC FORM 0-4)

PURPOSE: This report will provide a summary of the financial and physicalaccomplishment by sector. It will contain information on the number ofongoing projects and the overall financial and physical performance of theprojects being implemented by each sector in the specific areas (region,province, city or municipality). This report will likewise contain the overallperformance of projects implemented in the area.


Municipal Level



Submission Date:






Submission Date:




________________________________________________________________________________________69

Regional Level



Submission Date:





Region/Province/City/Municipality - Specific area where projects are being implemented

Column (1) Sector – Sector or category of projects

Column (2) No. of Projects – Total number of projects being implemented under the sectorin the specified area


Column (3) Program – Total amount of funds required by the sector to accomplish targets asof the reporting period

Column (4) AA Issued – Cumulative total Advices of Allotment issued by DBM from startof implementation to reporting date

Column (5) Funding Support (%) – Total AA Issued (Column 4) divided by Program(Column 3)

Column (6) Expenditure (Unpaid Obligation) – Total accounts committed to be paid for theservices rendered and/or work accomplished by each sector as of reporting date

Column (7) Expenditure (Disbursement) – Total actual cash payments made by each sectorthrough the issuance of Treasury Warrants and/or checks as of reporting date


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Column (8) Expenditure (Total) – Sum of unpaid obligation (Column 6) and disbursement(Column 7) for each sector


PHYSICAL STATUS (%)

Column (10) Target – Expected overall amount of work (in percentage) to be accomplishedby each sector as of report date (weighted sectoral target in percent)

Column (11) Actual – Actual work accomplished by each sector (in percentage) as ofreporting period (weighted sectoral accomplishment in percent)

Column (12) Slippage – Difference between Actual (column 11) and Target (Column 10)physical accomplishment by sector. It may be positive (which means that theproject is ahead of schedule), negative (behind-schedule), or zero (on-schedule)

Column (13) Performance – Actual (Column 11) divided by Target (Column 10) multipliedby 100.

Column (14) Employment Generated – Employment generated by the sector expressed inman-days

Column (15) Remarks – Additional information on the project, such as problems that impedeproject implementation, remedial measures taken, etc.



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Annex C


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SECTOR/SUBSECTOR BREAKDOWN OFPUBLIC INVESTMENT PROJECTS

I. AGRI-INDUSTRIAL STRATEGY

01 Agriculture and Agrarian ReformAgrarian reformCropsFisheriesLivestockSupport Services

02 Environment and Natural ResourcesEnvironmentForestryLand Management

03 Industry, Trade and Tourism

04 Science and Technology

II. HUMAN DEVELOPMENT

01 Education

02 Housing

03 Health, Population and Nutrition

04 Social Services and Community Development

III. INFRASTRUCTURE SUPPORT

01 TransportationAirport and Air NavigationRoads and BridgesPortsRailwaysUrban Transportation


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02 Water ResourcesFlood ControlIrrigationWater Supply, Sewerage and Sanitation

03 Power, Energy and ElectrificationCoal Exploration and DevelopmentGeothermal Exploration and DevelopmentPower Generation and TransmissionRural ElectrificationOther Power, Energy and Electrification

04 CommunicationsPostal CommunicationsTelecommunications

05 Social InfrastructureSchool BuildingsUrban Community InfrastructureHealth Center

IV. DEVELOPMENT ADMINISTRATION

V. DISASTER MITIGATION

VI. INTEGRATED AREA DEVELOPMENT


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ANNEX D


________________________________________________________________________________________76


________________________________________________________________________________________77

MALACAÑANGMANILA

EXECUTIVE ORDER NO. 93

AMENDING EXECUTIVE ORDER NO. 376 (SERIES OF 1989)“ESTABLISHING THE REGIONAL PROJECT MONITORING ANDEVALUATION SYSTEM (RPMES)” AND FOR OTHER PURPOSES

WHEREAS, there is a need to further delineate and streamline the specific roles andresponsibilities of and operating procedures to be observed by the Project MonitoringCommittees at the regional, provincial and municipal levels in view of the implementation ofthe Local Government Code of 1991;

WHEREAS, there is a need to expand the membership of Project MonitoringCommittees in the national, regional, provincial, city and municipal levels to promote greaternon-governmental organization (NGO) participation in and transparency of governmentprograms; and

WHEREAS, there is a need to establish a Project Monitoring Committee at thenational level to address and coordinate various RPMES matters, to act on implementationissues and problems and to orchestrate RPMES activities and concerns in the regions.

NOW, THEREFORE, I, FIDEL V. RAMOS, President of the Republic of thePhilippines, by virtue of the powers vested in me by law, do hereby order:

Section 1. The third and fourth paragraphs of Section 2 of Executive Order No. 376(hereinafter referred to as “Order”) are hereby amended to read as follows:

“At the regional level, the projects to be monitored shall include all foreign assistedprojects (loan or grant funded), inter-provincial projects, area development projects,nationally-funded projects, and other projects considered critical by the Office of thePresident and the Regional Development Councils/ Planning Boards, which are implementedin the region.”

“At the provincial, city and municipal levels, the scope of monitoring shall include allforeign and nationally-funded projects, including development projects funded from theInternal Revenue Allotment (IRA) share of LGUs or supported by funds released directly tothe province/city/municipality, and projects funded from locally-generated resources, whichare implemented within their respective areas.”


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Section 2. Sec. 3 of said Order is hereby amended to read as follows:

“Sec. 3. Organization. The RPMES shall be implemented by the developmentcouncils/planning boards at the various levels (RDC, PDC, CDC and MDC). A RegionalProject Monitoring Committee (RPMC) shall be established under the RDC in addition tothe Project Monitoring Committees (PMCs) created through Memorandum Order No. 175,as amended, and/or the Local Government Code of 1991. At the national level, a NationalProject Monitoring Committee (NPMC) shall be established to oversee implementation ofthe RPMES, with NEDA serving as its Secretariat.”

“The Presidential Management Staff (PMS) shall, corollary to the efforts of theRPMCs, focus on monitoring the President’s commitments in the various regions.”

“The extensive participation of Non-Governmental Organizations (NGOs) andPeople’s Organizations (POs) as project monitors shall be advocated at all levels. NGO/POmembership in the provincial, city and municipal levels shall include, but not be limited to,representatives from civic and/or religious groups.”

“At the national level, designated officials from the National Economic andDevelopment Authority (NEDA), Department of Budget and Management (DBM),Department of the Interior and Local Government (DILG), and PMS/OP shall compose theNPMC, with the NEDA and DBM representatives as Chairman and Co-Chairman,respectively.

“At the regional level, the NEDA and DBM Regional Directors shall act as Chairmanand Co-Chairman, respectively, of the RPMC. The other members of the RPMC shall be theDILG, PMS/OP and the three (3) NGO/PO representatives, at least one (1) of whom shall bedrawn from the NGO representatives in the Regional Development Council (RDC). TheNEDA Regional Office shall serve as the Secretariat of the RPMC.”

“The PMCs created at the provincial, city and municipal levels will have, asmandatory members, the DILG official assigned in the locality and two (2) NGO/POrepresentatives. The other four members of the PMC shall be appointed by the Local ChiefExecutive from among five nominees of the Local Development Council. The Chairmanshall be appointed by the Local Chief Executive from among the PMC members. Therespective planning and development offices of the local government units (LGUs)concerned shall serve as Secretariat to the local PMCs.”

Section 3. The subtitle “Development Councils (RDC, PDC, CDC, MDC)” under Sec.4 of said Order, is hereby reworded to read “Development Councils/ Planning Boards (RDC,PDC, CDC, MDC).”


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Section 4. Sec. 7 of said Order is hereby amended to read as follows:

“Section 7. Funding. Funds needed to implement the RPMES, particularly the initialoperations of the NPMC shall be made available from sources to be recommended by theDBM, with the approval of the President. Subsequent funding requirements of the RPMES atthe national level shall be provided in the General Appropriations Act by the DBM. Thefunds for RPMES operations at the national level shall be administered by the NEDASecretariat.”

“The funding requirements of the RPMES at the regional, city and municipal levels,which shall include the granting of financial incentives to NGO monitors as well as training,capability-building and other administrative costs, shall be provided in the GeneralAppropriations Act under the Regional Development Fund. The funds for RPMES at theselevels shall be administered by the RDCs concerned. As the RPMC may deem essential,portions of the Regional Development Fund for monitoring and evaluation may be allotted toa local PMC to augment its budget.”

Section 5. The responsibilities of the Office of the Cabinet Secretary as providedunder Sec. 4 of said Order is hereby transferred to and shall be assumed by the PresidentialManagement Staff (PMS).

Section 6. The National Project Monitoring Committee (NPMC) is hereby authorized,from time to time, to update and make revisions to the Manual of Operations implementingthe RPMES.

Section 7. This Executive Order shall take effect immediately.

DONE in the City of Manila, this 1st day of June in the year of Our Lord, Nineteen

Hundred and Ninety-Three.

(SGD.) FIDEL V. RAMOS

By the President:

(SGD.) ANTONIO T. CARPIOChief Presidential Legal CounselMALACAÑANGMANILA


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MALACAÑANGMANILA

EXECUTIVE ORDER NO. 376ESTABLISHING THE REGIONAL PROJECT MONITORING ANDEVALUATION SYSTEM (RPMES), SETTING FORTH ITSOBJECTIVES, DEFINING ITS SCOPE AND COVERAGE,REQUIRING THE FORMULATION OF A MANUAL OFOPERATIONS AND FOR OTHER SIMILAR PURPOSES

WHEREAS, in pursuit of the government’s decentralization policy, efforts aredirected to make institutions more effective and more responsive to the needs and conditionsof local communities by bringing decision making and action at the local level;

WHEREAS, decentralization shall be effected meaningfully in all aspects of planimplementation;

WHEREAS, it is imperative to synchronize planning, programming and budgetingand to complement the devolution efforts already ongoing in the institutional processes fordevelopment planning and policy formulation, programming, budgeting withdecentralization efforts in plan and project monitoring and evaluation;

WHEREAS, as a consequence of said policies on decentralization and administrativedelegation, Executive Order No. 308, as amended, mandates the Regional DevelopmentCouncils (RDCs) to monitor, evaluate and formulate recommendations on theimplementation of development plans and programs in the region;

WHEREAS, there is an urgent need to institutionalize a comprehensive anddecentralized project monitoring and evaluation systems with the kind of timeliness that isnecessary in order to take quick action on problems that are confronted in theimplementation of projects at the lowest level;

WHEREAS, this has been initially effected through the creation of Project MonitoringCommittees in the provincial and municipal levels under Memorandum Order No. 175, asamended;


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NOW, THEREFORE, I, CORAZON C. AQUINO, President of the Philippines, byvirtue of the powers vested in me by the Constitution, do hereby order the establishment andadoption of the Regional Project Monitoring and Evaluation System (RPMES).

SECTION 1. Objectives. The RPMES primarily aims to expedite projectimplementation and devolve project facilitation, problem-solving, monitoring and evaluationto the regions and sub-regional levels, particularly to the provincial and municipal levels.More specifically, the RPMES aims to achieve the following objectives:

a. To provide up-to-date information on the overall status of project implementationfor planning and budget allocation, to include employment generation of thevarious programs/projects expressed in man-days;

b. To identify problems/issues which impede project implementation for remedialaction at the regional and sub-regional levels and elevate unresolved issues andproblems at these levels to the Cabinet or the President for resolution and finalactions;

c. To integrate all monitoring activities in the region;

d. To assess and ascertain whether projects implemented are supportive of regionaldevelopment goals and plans as well as national development thrusts andpriorities;

e. To provide information on lessons learned in project implementation for planningand implementation of future similar projects;

f. To provide a venue for greater participation of non-government organizations(NGOs) in the development planning process.

SECTION 2. Scope and Coverage. The RPMES envisions to monitor and evaluate alldevelopment projects (economic, social, infrastructure and other development projects) at theregional, provincial, city and municipal levels. These development projects may be fundedfrom national government and locally-generated resources.

At the national level, the monitoring and evaluation of the economic and physicalperformance of government corporations shall, likewise, be undertaken by the GovernmentCorporate Monitoring and Coordinating Committee (GCMCC) to validate capitalexpenditure programming by the corporations under it.

At the regional level, the projects to be monitored may include projects contained inthe Regional Development Investment Program (RDIP), other foreign-assisted or nationally-


________________________________________________________________________________________82

funded projects implemented and managed at the regional level and the regional componentsof nationwide projects.

At the provincial, city and municipal levels, the scope of monitoring shall includeprojects implemented and managed at these levels with the NALGU funds released directlyto the province/city/municipality, foreign and nationally-funded projects, and other projectsfunded from locally-generated resources.

SECTION 3. Organization. The RPMES shall be implemented by the developmentcouncils at the various levels (RDC, PDC, CDC and MDC). A Regional Project MonitoringCommittee (RPMC) shall be established under the RDC in addition to the ProjectMonitoring Committees (PMCs) created through Memorandum Order No. 175, as amended.At the national level, the RPMES shall be implemented initially through the Cabinet ActionCommittee on Implementation Assistance (CACIA) with the NEDA Secretariat to serve asthe Secretariat. At the national level, the participation of the Government CorporateMonitoring and Coordinating Committee (GCMCC) is hereby effected to monitor andevaluate corporate financial and physical performance of the government corporations underit.

The Presidential Management Staff (PMS), independent of the RPMC, shall focus onmonitoring the President’s commitments in the various regions.

The extensive participation of non-government organizations (NGOs) as projectmonitors shall be advocated at all levels. NGO membership in the provincial, city andmunicipal levels shall include, but shall not be limited to, representatives from either civicand/or religious groups.

At the regional level, the National Economic and Development Authority (NEDA)Regional Director shall be the Chairman of the Regional Project Monitoring Committee(RPMC) with the Department of Budget and Management (DBM) Regional Director as Co-Chairman. The Committee shall have representatives from the Department of LocalGovernment (DLG) and non-government/religious organizations as members. The NEDARegional Office shall serve as the Secretariat of the Regional PMC.

The PMCs created through Memorandum Order No. 175, as amended, to implementthe RPMES at the sub-regional levels (province and municipality) will each be composed ofrepresentatives from the DLG, NGOs and the Parent-Teacher Association (PTA) President orPTA Federation representative. There shall likewise be established City Project MonitoringCommittees with the same functions and membership, as applicable to the city. TheProvincial/City/ Municipal Budget Officer will be the Chairman of the Committee with theProvincial/City/Municipal Development Coordinator as Co-Chairman. Secretariat support tothe sub-regional PMCs will be provided by the Provincial/City/ Municipal Planning andDevelopment Office.


________________________________________________________________________________________83

The operationalization of the PMCs at the various levels shall be ensured by the DBMand NEDA in coordination with the DILG.

The Project Monitoring Committees may, in their discretion, consult the Commissionon Audit representatives assigned to their respective areas of jurisdiction on matters fallingunder the functional responsibility of the Commission on Audit.

SECTION 4. Responsibilities of Entities. The specific roles and responsibilities ofvarious units/organizations involved in the RPMES are as follows:

Department of Budget and Management (DBM)

a. Jointly with NEDA, provide over-all direction and coordination of RPMESactivities;

b. Provide the PMCs with information on project fund releases;

c. Evaluate and report on the budget performance of implementing agencies; and

d. Operationalize the creation of Project Monitoring Committees at the Regional,Provincial, City and Municipal levels.

National Economic and Development Authority (NEDA)

a. Provide feedback to Regional PMCs on actions made on issues raised to theCabinet or the President;

b. Provide the Secretariat services as are here indicated; and

c. Conduct training for the operationalization of the RPMES, together with DBM.

Office of the Cabinet Secretary-OP

a. Include in the agenda of the monthly CORD-RDC Chairmen meeting with thePresident or other appropriate venue, issues/problems raised through RPMES thatrequire the action of the Cabinet/President;

b. Follow-up with the Cabinet members/agency heads actions on recommendationsto expedite project implementation; and

c. Provide feedback to concerned CORD/RDC Chairman on problems/ issues raisedfor discussion.


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Presidential Management Staff (PMS)-OP

a. Monitor compliance with President’s commitments in the various regions,independently of the RPMC

Government Corporate Monitoring and Coordinating Committee (GCMCC)

a. Monitor and evaluate financial and physical performance of governmentcorporations under it.

Project Implementors (regular agencies, non-financial government-owned/controlled corporations and local government units)

a. Submit list of projects for implementation during the year to the monitoringcommittees using suggested initial report forms;

b. Submit periodic reports to the monitoring committee on the status of projectimplementation based on suggested reporting form;

c. Provide authorized monitors access to more detailed information on projectimplementation (e.g. work program);

d. Submit to the next higher level of the line agency reports on status of projectimplementation; and

e. Implement/institute remedial measures on problems/issues identified as suggestedby the development council.

NGO Authorized Monitors

a. Assist the PMC or development council in monitoring and evaluation of projectsby identifying implementation problems or outstanding performance throughproject exception reports;

b. Ensure effective/efficient implementation of project trough vigilance; and

c. Act as government partners in ensuring transparency in project implementation.

Project Monitoring Committee

a. Provide list of projects to be monitored to NGOs involved in project monitoring;


________________________________________________________________________________________85

b. Collect and process reports of implementors and NGO monitors on the status ofproject implementation for the development council and next higher level projectmonitoring committee;

c. Pinpoint problems, verify information and recommend remedial measures to besubmitted for analysis and action of the development council;

d. Provide feedback on the remedial actions of the development council and follow-up their implementation;

e. Prepare and disseminate periodic (monthly or quarterly) project monitoring reportson the status of project implementation; and

f. Elevate to higher level bodies problems/issues which are not resolved at theirlevel.

Development Councils (RDC, PDC, CDC, MDC)

a. Supervise and coordinate activities of the PMCs;

b. Assess problems encountered in project implementation and provide remedialaction possible at their levels or refer problems/issues to appropriate units ordevelopment council;

c. Evaluate the implementation of projects and derived lessons for future planningand project implementation;

d. Provide policy direction in planning and budget allocation based on the overallstatus of project implementation;

e. Report on the status of project implementation to appropriate bodies (President,Cabinet, Congress, etc.) for information or action; and

f. Inform PMCs of action taken on problems referred to appropriate units (i.e.,Cabinet, OP).

Department of Local Government

a. Coordinate with the DBM in creating and operationalizing the PMCs at themunicipal, city and provincial levels;


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b. Ensure expanded scope of monitoring and evaluation (provided by MO 175, asamended) to include other development projects specified under the ExecutiveOrder; and

c. Assist the DBM and NEDA in the conduct of training for the RPMES.

The reports herein required shall include as part of its reporting formats employmentgeneration of the various programs/projects expressed in man-days.

SECTION 5. Implementing Rules and Regulations. The Secretary of Budget andManagement, jointly with the Director-General of NEDA, shall promulgate the rules andregulations to effectively implement the provisions of this Executive Order.

SECTION 6. RPMES Manual of Operations. A Manual of Operations to implementthe RPMES shall be formulated jointly by the DBM, NEDA, DLG, and other concernedagencies for the effective and efficient implementation of the same for the guidance of all.

Trainings/workshops on the use of the RPMES Manual of Operations shall beconducted within the next six months.

SECTION 7. Funding. Funds needed to implement the RPMES shall be madeavailable from sources to be recommended by the DBM, with the approval of the President.Subsequently funding requirements of the RPMES such as the ranting of financial incentivesto NGO monitors, training, capability-building and other administrative costs shall beprovided in the General Appropriations Act under the Regional Development Fund. Thefunds for the RPMES shall be administered by the DBM.

SECTION 8. Rescission Clause. All orders, issuances, rules and regulations or partsthereof inconsistent with this Executive Order are hereby revoked or modified accordingly.However, this Executive Order should complement Memorandum Order No. 175, asamended, which provides for, among others, the creation of Project Monitoring Committees.

SECTION 9. Effectivity. This Executive Order shall take effect immediately.

DONE in the City of Manila, Philippines, this 2nd day of November in the year ofOur Lord, nineteen hundred and eighty-nine.

(Sgd.) CORAZON C. AQUINO

By the President:

(Sgd.) CATALINO MACARAIG, JR.Executive Secretary

Documents

OPERATIONS MANUAL - RPDO-ARMMrpdo.armm.gov.ph/rpdo/RPMES/RENAME.pdf · OPERATIONS MANUAL Republic of the ... ARMM Planning and Development Board, ... development goals and plans as