Regional Project Monitoring and Evaluation System: Manual of Operations

RPMES Manual of Operations
TABLE OF CONTENTS
Page 1.0 2.0 RATIONALE OBJECTIVES AND SCOPE 2.1 Objectives 2.2 Scope ORGANIZATIONAL FRAMEWORK 3.1 Coordination Activities 3.2 Planning, Programming, Scheduling, and Monitoring Activities 3.2 Project Implementation Activities ORGANIZATION OF Project Monitoring Committees 4.1 Membership 4.2 Creation of PMCs 4.3 Selection & Appointment of NGO Members RESPONSIBILITIES OF ENTITIES SYSTEMS FRAMEWORK PROCESS FLOW 7.1 General Flow 7.2 National Level 7.3 Regional Level 7.4 Provincial/City Levels 7.5 Municipal Level REPORTING 8.1 General Guidelines 8.2 Input Forms 8.3 Output Forms 8.4 Frequency and Timing of Submission 8.5 Options MONITORING PROCEDURES PROBLEM-SOLVING MECHANISM PROCEDURES FOR COMPUTING ACCOMPLISHMENTS 11.1 Financial Accomplishment 11.2 Physical Accomplishment of Project 11.3 Agency Accomplishment 11.4 Area Accomplishment 11.5 Sample Case 1 2 2 2 4 4 4 4 6 6 6 7 9 13 15 15 16 16 17 18 19 19 20 20 21 21 23 25 26 26 26 27 28 29
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4.0
5.0 6.0 7.0
8.0
9.0 10.0 11.0
FIGURES
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Figure 1 Figure 2 Figure 3
RPMES ORGANIZATIONA STRUCTURE OVERALL SYSTEM FRAMEWORK REPORTING OPTIONS 1 AND 2
5 14 22
ANNEXES
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Annex A Annex B Annex C Annex D
RPMES Input Forms and Guidelines RPMES Output Forms and Guidelines Sector/Subsector Breakdown of Public Investment Projects Relevant Issuances Executive Order 93 Executive Order 376
31 39 51 54
1.0
RATIONALE
In line with the governments policies on decentralization and administrative delegation. Regional Development Councils (RDCs) were reorganized and strengthened through Executive Order (EO) No. 308, which among others, tasked the RDCs with the coordination of project implementation, monitoring and evaluation. Moreover, Memorandum Order (MO) No. 175 was issued on 25 May 1988 which created Project Monitoring Committees at the provincial/city and municipal levels to monitor local government projects funded from national government and local government funds. In support of these policies and to facilitate project implementation, monitoring and evaluation at the regional and subregional levels, a Regional Project Monitoring and Evaluation System (RPMES) was established through EO 376 dated 2 November 1989. The system provides a scheme for monitoring and evaluating projects at the national, regional, provincial/city and municipal levels, with the extensive and active participation of various government agencies , local government units and nongovernment organizations (NGOs) at all levels. Through the system, generation of information on the overall status of project implementation at each level and the detection of problems that impede implementation will be facilitated, so that remedial actions can be readily undertaken at the level nearest the project sites, and at the earliest time possible. This manual has been developed primarily for the Project Monitoring Committees at the regional/provincial/city/municipal levels responsible for the monitoring and evaluation of programs/projects under their jurisdiction. It provides he basic framework for monitoring and evaluating projects at all levels, the general process flow, responsibilities of units involved, the input and output forms, and the procedures for filling up the forms. Decision parameters are also included for specific/common implementation problems. Expansion of the system to include additional data inputs and output reports will depend upon the various development councils at the regional, provincial, city or municipal levels. The reports suggested in the manual are the minimum required to provide basic information that will enable consolidation of information on implementation status of development projects necessary to evaluate performance and resolve implementation problems at all levels. With the passage of Republic Act (RA) 7160, otherwise known as the Local Government Code of 1991, monitoring of projects has been devolved to the local government units. However, there remains a need for the coordination of project implementation, monitoring and evaluation both at the regional and national levels. Thus, a need for updating the Manual of Operations for the Project Monitoring Committees at all levels to make it consistent with the devolution of monitoring functions to the local government units pursuant to the Code. The National Project Monitoring Committee was established pursuant 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 2.1
OBJECTIVES AND SCOPE

Objectives
The RPMES primarily aims to facilitate project implementation, and devolve project facilitation, problem-solving, monitoring and evaluation to the regional, provincial/city and municipal levels. Specifically, the system aims to achieve the following objectives: a. to provide a system for the integration, coordination and linkage of all monitoring activities in the region; b. to provide up-to-date information on the overall status of project implementation at each level for planning and budget allocation, to include employment generation of the various programs/projects expressed in man-days; c. to identify problems/issues which impede project implementation for remedial actions at the regional and subregional levels and to elevate unresolved issues and problems at these levels to the Cabinet or the President for resolution and final action through the NPMC, CORD or Presidential Assistants (PAs) as appropriate;
d. to provide information on lessons learned in project implementation for planning and implementation of future similar projects; e. to assess and ascertain whether projects implemented are supportive of regional development 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 projects undertaken by Government Agencies (GAs), Local Government Units (LGUs), State Colleges and Universities, and Government-Owned and Controlled Corporations (GOCCs) at the regional, provincial/city and municipal levels during the fiscal year, inclusive of backlogs from previous fiscal years. Development projects include: (a) projects which are capital-forming and contributing directly to the countrys productive capacity; (b) preinvestment studies, research and development, and institutional development activities; and (c) pro-poor and other similar projects under direction and special programs of the President through Presidential Management Staff (PMS) and other Cabinet offices. These projects may be funded by the National Government with or without foreign assistance, or financed purely from local revenues of LGUs. Projects to be covered, in more specific terms include the following: those under the General Appropriations Act for the current fiscal year; those which comprise the approved National Infrastructure Program; those undertaken by government-owned and controlled corporations, with or without subsidy or equity contribution from the national government; and those implemented by local government units, with or without budgetary assistance from the national government, specifically including those funded from the 20 percent of the internal revenue allotment share appropriated for development projects.
National Level:
The National Project Monitoring Committee will monitor all development projects undertaken by government agencies, LGUs, SCUs and GOCCs and prepare consolidated reports 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 considered critical by the Office of the President, regional development councils/planning board.
Provincial/City Level:
At the provincial/city level, the scope of monitoring will include projects implemented 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 or several municipalities in the province (provincial projects and/or intermunicipal projects) or implemented or located in the city; b. other projects implemented and managed at the provincial/city level with funding generated from provincial/city sources.
Municipal Level:
At the municipal level, the scope of monitoring will include projects implemented 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 the municipality; b. other projects implemented and managed at the municipal level with funding generated from local sources.
3.0
ORGANIZATIONAL FRAMEWORK
Coordination Activities
The operationalization of the RPMES will be undertaken by a number of units/entities acting as coordinators, monitors, and project implementors.
3.1
To ensure that the RPMES activities are coordinated in terms of information dissemination, submission of reports, monitoring and evaluation of project implementation, feedback and problemsolving, coordinative mechanism of the system will be provided at the various levels. The NEDA Board through the NPMC will oversee the implementation of the RPMES at all levels. Coordination of PMC activities at the subnational levels will be the responsibility of the various development councils. Regionwide and interregional coordination will be handled by the Regional Development Councils (RDCs), the Metropolitan Manila Authority, Regional Planning and Development Board of ARMM, Cordillera Executive Board of CAR and other similar bodies which may be established. Coordination at the provincial and municipal levels will be undertaken by the Provincial Development Councils, the City Development Councils and the Municipal Development Councils.
3.2
Planning, Programming, Scheduling, and Monitoring Activities
Operationalization of the RPMES will be undertaken by the NPMC through the Project Monitoring Committees (PMCs) created in each region through EO 376 and EO 93 in each province, city and municipality as mandated by RA 7160 (LGC). These PMCs will be responsible for planning, programming and scheduling monitoring activities and for monitoring and evaluating the implementation of development projects at their respective levels. The RPMES provides for the extensive and active participation of NGOs, private volunteer 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 by regular government agencies, nonfinancial government-owned or controlled corporations, and local government units. They will provide monitors with their respective annual work and financial plans, and status reports on project implementation.
RPMES ORGANIZATIONAL STRUCTURE
4.0 4.1
ORGANIZATION OF PROJECT MONITORING COMMITTEES

Membership
The Project Monitoring Committees (PMCs) established in each region through the EO 376 and in each province, city and municipality through MO 175, as amended will be composed 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 Local Development Council subject to inclusion of the following as mandatory members of the PMC: DILG Representative or Provincial/City/Local Government Officer assigned in the area 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 PMC members
The Chairman will be appointed by the local chief executive from among three nominees 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 creation of the PMC by calling for an organizational meeting to be attended by RDC-NGO members and NGO representatives, to discuss the objectives and functions of the RPMC. 2. In the said meeting, the NGO representatives shall recommend the persons who will be nominated to the RPMC. The RDC-NGO members shall submit the name of their nominees to
the RDC Chairman and Co-Chairman, thru the RPMC Chairman copy furnished the RPMC CoChairman, for selection and appointment of the NGO members to the RPMC.
Province/City/Municipality
1. The Provincial/City/Municipal Development Council shall initiate the creation of the PMC by deciding on its composition and procedure for appointing members of the PMC and calling an organizational meeting to be attended by those concerned (PMC Chairman and members) to discuss the objectives and functions of the PMC. 2. In the said meeting, the NGO representatives shall recommend nominees to the PMC who shall sit as LDC-NGO members. The PMC Chairman shall then submit the names of these NGO nominees to the Local Development Council for selection and appointment.
4.3
4.3.1
Selection and Appointment of NGO Members

Regional
The selection and appointment of NGO representatives to the Regional PMCs will be guided 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 the NGO representatives to the PMC. All NGO nominees must meet the following basic qualifications: 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 the RPMC Chairman and Co-Chairman for selection and appointment. Nominations must be accompanied by the bio-data of each nominee and certification of membership in good standing of the NGO with which the nominee is affiliated with. c. the RDC Chairman and Co-Chairman, from among the nominees of the NGO members of the RDC shall select and appoint the NGO members to the PMC following the qualification guidelines.
d. the term of appointment of NGO member to the PMC shall be one year without prejudice to reappointment or a maximum of three (3) years membership in the PMC. The appointment may be terminated at any time through the joint signatures of the RDC Chairman and Co-Chairman. e. an appointment may be made to fill up the unexpired term of an NGO member whose services has been terminated. f. the NGO member of the regional PMC shall be entitled to an honorarium at the same rate as that of the regular RDC-NGO members allowed under MO No. 195, dated 24 October 1988.
4.3.2
Province/City/Municipality
Provincial/City/Municipal PMCs, on the other hand, will be guided by a set of criteria stipulated under Section 4.2 of the DBM-DOF Joint Circular 2 88 dated 3 October 1988 as amended.
a. the NGO representatives of the Local Development Council shall nominate the NGO/PO representatives to the PMC. All NGO/PO nominees must meet the following basic qualifications: he must be a member in good standing of a civic, religious or any other nongovernment 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 without prejudice to reappointment. The term of appointment may be terminated at any time by the 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 service is terminated. e. the NGO/PO Member of the provincial/city/municipal PMC shall be entitled to incentives or honorarium at rates determined by RPMC, the granting of which will be tied to reporting of status of projects to RPMC including participation in M&E activities.
5.0
RESPONSIBILITIES OF ENTITIES
The 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 Cabinet or the President; c. provides the secretariat services as indicated; and d. conducts training jointly with DBM and DILG for the operationalization of the RPMES, 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 of Allotment issued, whether comprehensively released at the start of the fiscal year, or as directed by law as in the case of certain special purpose funds which require the fulfillment 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 national and regional levels.
DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)

a. ensures expanded scope of monitoring and evaluation to include other development projects specified under EO 376 as amended; and b. assists NEDA and other members of the NPMC in the conduct of training for the operationalization 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 or other appropriate venue, issues or problems raised through RPMES that require action of the Cabinet/President; b. follows up with the cabinet members/agency heads actions or recommendations to expedite project implementation; and c. provides feedback to concerned CORD-RDC chairman on problems/issues raised for discussion.
DEVELOPMENT COUNCILS (RDC, PDC, CDC, MDC)

a. supervise and coordinate activities of the PMCs; b. assess problems encountered in project implementation and provide remedial action possible at their levels or refer problems/issues to appropriate units or next higher development council;
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c.
evaluate the implementation of projects and derive lessons for future planning and project implementation;
d. provide policy direction in planning and budget allocation based on the overall status of 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 project implementation in the respective areas of coverage.
LOCAL GOVERNMENT UNITS

a. provide the RDC, thru the Regional PMC Secretariat, the monitoring reports of the Provincial, City and Municipal Project Monitoring Committees; and b. establish local PMCs and provide needed resources for their operation and maintenance.
NATIONAL PROJECT MONITORING COMMITTEE (NPMC)

a. coordinates and oversees implementation of RPMES at the national level and issues directions/instructions for efficient operation of system; b. formulates policies, strategies and guidelines for the effective conduct of M&E activities at the regional, provincial, city and municipal level (data gathering, report preparation, problemsolving); c. maintains up-to-date information on foreign-assisted projects and national development projects and prepares quarterly reports on priority programs and projects to the President, legislature, and the general public;
d. conducts problem-solving sessions, monitor implementation of recommendation and conduct field monitoring visits on selected projects; and e. develops and maintains an information system to facilitate reporting from regional PMCs, 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 project monitoring; b. collect and process reports of implementers and NGO monitors on the status of project implementation for the information of the development council and next higher level project monitoring committee; c. pinpoint problems and verify information to be submitted for analysis and actions 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 project monitoring report on the status of project implementation; and f. elevate to higher level bodies problems/issues which are not resolved at their level.
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PMC SECRETARIAT (NATIONAL LEVEL)

a. recommends to NPMC policies, strategies and guidelines for the effective conduct of monitoring 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 coordination of 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 national level; d. disseminates information on nationally-funded regional/local projects to the RPMCs; e. monitors and reports on interregional and nationwide projects and undertake facilitative 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 PMCs which shall be endorsed by the RDC Chairman. The WFP will be the basis for the allocation of funds for the operating requirements of RPMCs; b. prepares the monitoring program to be undertaken by the PMCs during any given fiscal year, which will include, among others, the list of projects and schedule of implementation based on submission of implementing agencies; and 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 given fiscal year, which will include, among others, the list of projects and schedule of implementation based on submission of implementing agencies; b. provide provincial/city/municipal chief executives with information on the project to be monitored by the local PMCs; and c. facilitate interagency, intergovernmental and field headquarters coordination, whenever necessary.
PROJECT IMPLEMENTORS
National Level
(regular government agencies, nonfinancial government-owned or controlled corporations, state colleges and universities and local government units)
a. furnish copies of the Agency Work and Financial Plans to the National PMC Secretariat, thru the NEDA Project Monitoring Staff (NEDA-PMS) not later than two weeks after approval by DBM. The Department of Public Works and Highways and Transportation and Communications, in particular, will provide the national PMC Secretariat, thru the NEDA-PMS, copies of the National Infrastructure Program for the regions within two weeks after approval by the President. For GOCCs, copies of approved projects for the calendar year should be submitted to the National PMC Secretariat.
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Regional, Provincial, City, Municipal Levels

a. submit periodic reports to the monitoring committee on the status of project implementation based on suggested reporting forms; b. provide authorized monitors (PMC Members) assistance in getting access to more detailed information on project implementation (e.g., detailed work program); c. submit to next higher level office of line agency reports on status of project implementation; and
d. implement/institute remedial measures on problems/issues identified as suggested by the development council.
NGO-Authorized Monitors
a. assist the project monitoring committee or development council in monitoring and evaluation of projects by identifying implementation problems or outstanding performance 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 its usefulness 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 of expediting project implementation at that level and to determine whether the objectives of the projects are accomplished. Providing the next higher level development council with reports on the status of project implementation is only a secondary function. The schematic diagram (Figure 2) describes the overall framework for monitoring projects at each level under the RPMES. The diagram likewise traces the reporting, feedback and 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 of project information, the Project Monitoring Committees as coordinators/ monitors, authorized nongovernment organizations as project monitors, and the development councils at various levels as decision-making and problem-solving bodies are traced.
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Figure 2
OVERALL SYSTEM FRAMEWORK
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7.0 7.1
PROCESS FLOW
GENERAL FLOW
The monitoring and evaluation process starts with the planning, programming and scheduling 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 and provincial, city, municipal PMCs during the calendar year. The WFP will be prepared by each Regional PMC following the guidelines set by the DBM as basis for the allocation of funds for the operating requirements of the regional PMCs. The WFP endorsed by the RDC Chairman should be coursed through the DBM Regional Office for evaluation and endorsement to the DBM Central Office for approval. b. Monitoring Plan (MP) which shall include, among others, the list of projects to be covered by the RPMES during the year, and the corresponding schedules of implementation. The monitoring plan will be prepared by PMC Secretariats at the national and regional levels based on the submission of implementing agencies. The scope of monitoring at each level will be guided by the guidelines set in Section 2.2 of this manual. c. Monitoring Work Program (MWP) which shall serve as operational checklist on the sequential activities required to achieve the objectives of the monitoring and evaluation. The MWP shall contain adequate information and shall specify particular projects to be inspected, responsibilities, timetables, performance standards and targets, budgets, etc. It will be prepared by the PMCs at the regional level based on the monitoring plans prepared by the PMC Secretariats, and the initial reports and Work and Financial Plans from implementing agencies. The MWP will be distributed to all units involved in the RPMES.
Once the projects are in motion, monitoring and evaluation of the performance of projects will be undertaken. Project monitoring inputs will come from project implementers and NGOs, and submitted to the Project Monitoring Committees for processing and consolidation. Where verification or validation of reports are needed, project visits will be conducted by the PMCs. The consolidated reports will be submitted to the development councils for information and evaluation. Problems encountered in project implementation will be assessed to determine the remedial actions that can be undertaken at their level. The discussion of the project implementation issues will be included in the agenda of the development councils meeting. It will take the form of a problem-solving session with concerned implementing agencies attending. If the problems/issues cannot be resolved at their level, these issues will be elevated to the higher level Development council (e.g., issues that cannot be resolved at the municipal level will be elevated to the provincial level, or directly from the municipal level to the regional level for problems that require RDC action). Project Monitoring Committees will likewise submit regular consolidated reports to the next higher level PMC, but these will only serve as secondary sources of data on project implementation. The primary sources of data will still be the project implementors and NGOs at the same level as the PMC. Consolidation and submission of reports at the municipal, city and provincial levels will be done on a monthly basis, and quarterly for the regional level. The output reports prepared at the regional level will be submitted to the RPMES National Secretariat, copy furnished the DBM, for integration/ consolidation. The consolidated report will then be used as input during the Problem-Solving Sessions (PSS) of the CORD-RDCC meeting, with the President or the Presidential Assistants or NPMC with the regions.
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7.2
NATIONAL LEVEL
1. All national government agencies will furnish copies of their Work and Financial Plans covering respective Public Investment Program/ Projects to the NPMC Secretariat excluding internal administration support, and capital outlays to the National PMC Secretariat through the NEDAPMS not later than two weeks after approval by DBM. Specifically, DPWH and DOTC will provide the National PMC Secretariat, through the NEDA-PMS, copies of the National Infrastructure Program for the regions within two weeks after approval by the President. 2. The DBM will ensure that the National Secretariat is provided with copies of all Advice of Allotments issued, whether comprehensively released at the start of the fiscal year or as directed by law as in the case of certain special purpose funds which require the fulfilment of certain preconditions of release, including issuance of Notice of Cash Allocation to implementers. 3. The National PMC Secretariat will disseminate information on projects to be monitored by the regional and provincial, city and municipal PMCs to the different RDCs. The Regional PMCs shall be responsible for disseminating information on projects to be monitored to the provincial, city and municipal levels. 4. The project implementers will undertake projects and prepare and submit status reports of project implementation to the National PMC. 5. National PMC Secretariat will assess agency reports and conduct project visits for selected projects as may be identified based on established criteria. 6. National PMC Secretariat will process reports of various implementing agencies, RDCs and prepare QUARTERLY consolidated report on status of project implementation. 7. The national PMC will evaluate problems, provide/formulate recommendations and submit these to the Office of the President/ Cabinet for appropriate action or may initiate problem-solving sessions with the Cabinet and the President. 8. National PMC Secretariat will provide feedback to concerned implementers/ RDCs/PMCs/LGUs/NGOs and other concerned agencies and follow up implementation of remedial measures.
7.3 REGIONAL LEVEL

1. The RPMC, upon receipt of information on projects to be monitored, will classify projects which may be monitored, either thru desk monitoring or actual validation/ocular inspection, 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 of Regular Government Agencies; c. Reports provided by DBM Regional Offices, such as list of projects funded out of the General Appropriations Act and/or the Infrastructure Program; and
d. Work programs for locally-funded projects submitted by the Local Chief Executives. 2. The RPMC will prepare the Work and Financial Plan to cover the activities of the regional PMCs which shall be endorsed by the RDC Chairman to the DBM Regional Office as basis for the allocation of funds for the operating requirements at the regional level PMCs.
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3. The RPMC Secretariat will prepare the monitoring plan to be undertaken by the regional/provincial, city, municipal PMCs which shall include, among others, the list of projects and schedule of implementation based on the submission of implementing agencies. 4. The RPMC Secretariat will provide the NGOs with the Regional Monitoring Plan, and the provincial/city/municipal PMCs and Chief Executives with information on projects to be 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 of project implementation to the RPMC. 7. NGOs (RPMC members or other independent NGOs/Pos and concerned citizens) will submit project exception reports to the RPMC, copy furnished the implementors. 8. RPMC will assess NGO and agency reports and conduct project visits for selected projects as may be identified based on established criteria. 9. RPMC will process reports of various implementing agencies, provincial PMCs and provide RDC a consolidated report on status of project implementation. 10. RPMC will evaluate problems and provide/formulate recommendations during its regular MONTHLY or special meetings, and submit same to RDC for appropriate action. 11. RDC will assess reports and take agencies/council/bodies). proper action (problem-solving, referral to other
12. RPMC will provide feedback to concerned implementors/LGUs/NGOs and other concerned agencies and follow up implementation of remedial measures. 13. RPMC will forward status report on project implementation to the National PMC Secretariat and other higher level bodies.
7.4 PROVINCIAL/CITY LEVELS

1. The Provincial/City PMC Secretariat will include Provincial/City-funded development projects (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 these levels. 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 on project implementation to Provincial/City PMC. 4. NGOs (Provincial/City PMC members or independent NGOs/PVOs and concerned citizens) will submit project exception reports to the Provincial/City PMC, copy furnished 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 of project implementation in the province. 7. Provincial/City PMC will evaluate problems, recommend solutions during its regular or special meetings, and refer these to the Provincial/City Development Council for appropriate action. The provincial/city PMC will hold regular QUARTERLY meetings for this purpose or call special meetings as needed. 8. PDC/CDC will assess reports and take proper action (problem-solving, referral to appropriate agencies/council).
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9. Implementors will implementation.
take
remedial
action
on
problems/issues
encountered
in
project
If, after a reasonable period of time, no remedial measure/ appropriate action has been taken on the problems referred to the concerned agency/local development council, the Provincial/City PMC will forward the issue to the RDC. 10. Provincial/City PMC will provide feedback to concerned implementers, LGUs, NGOs and other concerned agencies and follow up implementation of remedial measures. 11. Provincial/City PMC will forward consolidated status report on project implementation in the province/city to the RPMC.
7.5
MUNICIPAL LEVEL
1. The Municipal PMC Secretariat will prepare its monitoring work program for the calendar year. 2. Project implementors will prepare and submit status reports on project implementation to the municipal PMC. 3. NGOs (Municipal PMC members and other independent NGOs/ PVOs and concerned citizens) will submit project exception reports to the municipal PMC, copy furnished the implementors. 4. Municipal PMC will assess NGO and agency/LGU reports, and conduct project visits for selected projects as identified in the municipal monitoring work program. 5. Municipal PMC will process reports of various implementors and provide the MDC a consolidated report on the status of project implementation in the municipality. 6. Municipal PMC will evaluate problems, formulate recommendations and refer these to the municipal Development Council for appropriate action. (It is suggested that the municipal PMC will hold MONTHLY meetings for this purpose). 7. MDC will assess reports and take proper action (problem-solving, referral to appropriate agencies/council). 8. Implementors will take remedial action on problems/issues encountered in project implementation. If after a reasonable period of time, no remedial measures/appropriate actions have been taken on the problems referred to the concerned agency/local development council, the Municipal PMC will forward the issue to the PDC. 9. Municipal PMC will provide feedback to concerned implementors, LGUs, NGOs and other concerned agencies and follow up implementation of remedial measures. 10. Municipal PMC will forward consolidated status report on project implementation in the province/city to the Provincial PMC.
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8.0 8.1
REPORTING
GENERAL GUIDELINES
To continuously monitor the funds earmarked for each project/activity in relation to the agency/LGU accomplishment, the prescribed reports shall be accomplished by the various implementors and monitoring units for capital investment project/activity implemented. Option for the use of input forms is available subject to conditions mentioned in Sec. 8.1.8 and 8.5. However, output report forms for PMCs are prescribed to facilitate consolidation of report. 1. The implementors shall accomplish the following input reports: a. Initial Project Reports containing basic information on projects to be implemented and activities to be undertaken during the year. These include name of project, schedules, financial and physical targets for each project/activity. These are accomplished at the beginning of the year or before project implementation, or when there are revisions in the project targets. (RPMES Form No. I-1 Monthly Physical and Financial Targets) b. Physical and Financial Accomplishment Report containing information on the status or progress of projects implemented or activities undertaken. The cutoff date for reporting project accomplishment shall be the 25th day of the month covering the period of report. (RPMES Form No. I-2 Monthly Physical and Financial Accomplishment Report) 2. The following output reports shall comprise the Consolidated Monitoring Report of the Project Monitoring Committees at various levels, which shall be submitted to the Development 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 Form Nos. 0-2, 0-3 and 0-4) 3. NGO/PO authorized monitors are encouraged to submit the Project Exception Report for outstanding performance by implementors. Likewise, they shall submit the same for problems/issues encountered in project implementation. 4. The output reports of the Provincial PMCs and progress reports of regional implementors shall be processed into consolidated monitoring reports. 5. As a general rule, the public shall be given access to RPMES reports and other documents. 6. The PMCs shall see to it that members of Congress, among others, are regularly briefed on the status of projects in their respective districts. 7. The suggested reporting formats under the RPMES contain the minimum information requirements for monitoring physical and financial performance of implementors. Thus, other existing monitoring reports required of agencies/monitors by mother agencies/other bodies may continue to be accomplished. However, it is encouraged that RPMES formats be utilized and other information desired/required of implementors be indicated as additional data in said RPMES forms. 8. A reporting option is available within RPMES which provides for the use of the project implementors existing reporting formats in submitting reports, provided that all the information requirements of the RPMES can be satisfied, with regards to coverage, content and frequency. The PMC concerned will decide on the usefulness/acceptability of the existing agency reports for RPMES purposes. Moreover, it (PMC) will have to inform implementing agencies on data gaps in their reports for subsequent reporting.
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9. The existing reporting requirements of the Department of Public Works and Highways for infrastructure projects requiring the S-curve (for projects above P3 million and with gestation periods of more than one year), will continue to be accomplished, provided that same be furnished the RPMC and other project monitoring committees concerned. However, for projects costing below P3 million, the accomplishment of the prescribed RPMES forms is required.
8.2
INPUT FORMS
To come up with the desired outputs, the RPMES suggests three (3) input forms to be accomplished by implementing agencies and NGOs. The formats of the input forms are simple and contain only the minimum information required for project monitoring and evaluation. These forms are used in monitoring and reporting the status of project implementation for a single year. 1. Initial Project Reports (PMC Forms I-1) Input reports containing basic information such as name of project, total project cost, location, description of project and monthly schedules of both financial and physical targets of each project. This report will be accomplished at the beginning of the year or after projects have been bidded/awarded, as the case may be, by the implementing agencies/GOCCs/LGUs. 2. Physical and Financial Accomplishment Report for Capital Investment Projects (PMC Form I-2) Input report on physical and financial accomplishment of the project, including employment generated, problems encountered and measures recommended to solve these problems. This will be accomplished by the implementing agencies on a monthly basis. The cutoff date for reporting project accomplishment shall be the 25th day of the month covering the period of the report to allow for actual submission of report to regional PMCs before the end of reporting month. 3. Project Exception Report (PMC Form 1-3) This report is used when implementation problems needing immediate action by the PMC or the development council are encountered, or when project implementation has been outstanding. It records the critical problems that result to delays in project implementation outside the tolerable limits in the case of the former, and the factors that contribute to outstanding performance in the case of the latter. The formats and guidelines for accomplishing these input forms are presented in Annex B.
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 (PMC Form 0-1) Output report of the PMC on projects encountering delays indicating actions taken 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 or municipality. This report will provide information on the financial and physical status of ongoing capital investment projects in a specific area. It will contain the project title, implementing agency, schedules (original or revised), financial and physical performance, problems encountered in implementation and employment generated by the project in man-days. 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 physical performance of implementing agencies in a specific region, province/city or municipality.
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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 physical performance 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 use in their assessment of project implementation and in the identification of appropriate remedial actions that can be taken at their level. Issues/Problems which cannot be resolved 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 cut off date of reporting the monthly accomplishment shall be on the 25th day of the month under report. The monthly reports shall be submitted to the PMC on or before the 30th day of the month under report. Consolidated reports will be submitted to the respective development councils on or before the 7th day of the month following the reporting period. Submission of the consolidated reports from the provincial PMCs to the regional PMCs will be undertaken on a quarterly basis, but not later than two weeks after the reference quarter.
Regional Level:
Submission of agency reports at the regional level and the provincial PMC consolidated report will be quarterly. Agency reports will be submitted to the Regional PMC not later than two weeks after the reference quarter. The consolidated reports will be submitted to the RDC on the third week of the month following the reference quarter. Consolidated reports from the regional PMCs will be submitted to the National PMC on 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, the choice of which will depend on the capability of the units accomplishing the forms and the characteristics of the implementors existing monitoring system at regional, provincial, city and 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/quarterly reporting of the status of project implementation. Non-government/Peoples organizations as project monitors shall use PMC Form 1-3, the project exception report form, to record findings (problems/issues and outstanding performance) identified as a result of project visits. 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, or outstanding performance.
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OPTION 2
This option provides for the use of the existing report forms of line agencies. Instead of filling up the prescribed initial and status report forms, the implementing agencies will provide the PMCs copies of their reports. This is on the premise that these reports contain all the information/data consistent that are required by the PMCs to prepare prescribed output reports. As in Option 1, PMC Form 1-3 will be accomplished by the NGOs, and the implementing agency. The PMC will evaluate the appropriateness of the implementors reporting system (forms) to satisfy the information requirement of RPMES. The PMC will have to approve the use of Option 2 by concerned implementing agency/corporation. Figure 3 presents the two options in diagram form.
Figure 3
REPORTING OPTIONS 1 AND 2
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9.0
MONITORING PROCEDURES
1. The PMCs must have their respective monitoring plans prepared before the end of the preceding year as the basis for their regular monitoring. This plan should include specific projects as defined in Section 2.2 of this manual for each level of PMC. Regular updates of the status of projects included in the monitoring plan should be obtained from the implementing agencies and processed by the PMCs. 2. From the list of projects to be monitored for the current year, the PMC should be able to schedule regular project field visits/inspections for a particular reporting period. This schedule of project visits will now be included in the monitoring work program which the PMC will fund and visit in a particular period. Detailed Programs of Work (POW) on those 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 from the Monitoring Plan and the Initial Project Reports submitted by project implementors. If the project is undertaken by contract, secure if possible, Performance Bond and Notice to Proceed. If undertaken by administration, check whether the required Authority to Undertake project by Administration has been issued. 4. Coordinate/Establish linkage with project implementors to ensure timely submission of reports, accuracy of project evaluation and secure their cooperation and active participation throughout the monitoring process. Such coordination/linkage should include, among others, a briefing on the timing and scope of monitoring activities and provision for a feedback mechanism on problems and issues encountered during project implementation. 5. Analyze project/activity accomplishment reports and project exception reports submitted by project implementors and NGOs/POs, respectively. 6. Conduct regular ocular inspection at project sites on those projects which have been programmed to be visited as well as those projects where verification or validation of reports is needed due to the magnitude of the delay. This activity will involve the following: a. Conduct interviews with Project Engineer, laborers, barangay officials, and reputable residents of the locality to validate status of projects, reported problems/findings and to verify whether the project is being implemented in accordance with approved conditions, plans and specifications. b. Compare reported accomplishments against approved project schedules to determine whether the project is behind or ahead of schedule. Examine accomplishment chart/report or S-curve to detect slippage (difference between targeted/programmed accomplishment and actual accomplishment). If the slippage is positive, the project is ahead of schedule; if negative, it is behind schedule. Ascertain whether the delay in project implementation is justifiable or not. Some causes of delay are: lack of materials liquidity problems of contractor delayed release of funds force majeure (natural calamities) right-of-way problem
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c.
peace and order condition
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)
d. Determine whether deviations are authorized or not, that is, they are covered by a Change Order, Extra Work Order or Suspension Order. e. Assess quality of work whether it is in accordance with established engineering/quality control standards or within the level of acceptability. Reference may be made to the results of the Materials/ Quality Control Testing conducted by authorized personnel. f. Obtain feedback from laborers, local officials and concerned citizens to verify reported anomalies/irregularities.
7. Report findings and recommendations to the development councils or its Excom for deliberations/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 levels shall 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 determine that 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 assessment of the lessons and insights drawn in the course of project implementation and make this available to project planners.
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10.0
PROBLEM-SOLVING MECHANISM
To operationalize the primary objectives of RPMES, regular problem-solving sessions should be conducted to obtain maximum benefit from the information made available by the M&E activity. The following procedure should apply in the project facilitation activity at the regional, provincial, city and municipal levels: 1. PMC will discuss the project implementation issue/problem and submit recommendations to Development Council or its Executive Committee (Excom) depending on the urgency of the problem. 2. Development council or its Excom will include a problem-solving item in its agenda to discuss 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 (next level Development Council). 4. Monitoring of the implementation of the remedial measures will be conducted by respective PMCs.
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11.0 11.1
PROCEDURES FOR COMPUTING ACCOMPLISHMENTS

FINANCIAL ACCOMPLISHMENT
Funding Support (%)

1. Get the sum of releases 2. Compute for the total programmed amount 3. Divide total releases by total programmed amount and multiply by 100 to get financial support (%) Total Releases Financial Support (%) = ------------------------------------------- x 100 Total Programmed Amount
Expenditures Rate (%)

1. Get the sum of expenditures by adding unpaid obligation and cash disbursement 2. Compute for the total programmed amount 3. Divide total expenditures by total programmed amount and multiply by 100 to get expenditure rate (%) Total Expenditures Expenditure Rate (%) = --------------------------------------- x 100 Total Programmed Amount
11.2 PHYSICAL ACCOMPLISHMENT OF PROJECT

1. Identify the components of the project and its costs. 2. Compute for the relative weight of each component by taking the ratio of the cost of each component to the total project cost. 3. Compute for the cumulative percent accomplishment (target and actual) of each component by taking the ratios of the target and actual accomplishment to the total component target. 4. Multiply the percent accomplishment by the relative weight of the project component to get the weighted accomplishment of each component. 5. Add up the weighted accomplishment of each project component to get the overall weighted project accomplishments. 6. Subtract target accomplishment from actual accomplishment to get project component slippage.
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Mathematical Format for Computing Project Accomplishment

Project Component (1) PC1 PC2 PCn Cost (2) c1 c2 cn n ci = ct i=1 Relative Weight (3) w1 = c1 ct w2 = c2 ct wn = cn ct n n ci/ct = wi=1.0 i=1 i=1 ACCOMPLISHMENT (%) Target (4) t1 t2 tn Actual (5) a1 a2 an n wi x ti = A i=1 WEIGHTED Target (6) w1 x t1 w2 x t2 wn x tn Actual (7) w1 x a1 w2 x a2 wn x an n wi x ai = B i=1 Slippage (8) - (5) - (4) S1 S2 Sn
OVERALL WEIGHTED PERFORMANCE =
B A
x 100 = (percent)
OVERALL PROJECT SLIPPAGE = B - A = (percent) Where: i = t = a = w = c = s = A = B =
1,2,3,........ n (as component of project) target in terms of equivalent percent for each component of project actual accomplishment in equivalent percent for each component of project relative weight of a component to total project based on cost cost of each component slippage difference between actual and scheduled accomplishment overall weighted project target in percent overall weighted project accomplishment in percent
11.3 PHYSICAL ACCOMPLISHMENT OF AGENCY

1. Identify all on-going projects of the agency and their costs. 2. Compute for he relative weight of each project taking the ratio of the cost of each project to the total cost of all projects of the agency scheduled for the year. 3. Compute s for the cumulative percent accomplishment (target and actual) of each project by taking the the ratios of the target and actual accomplishment of each project. 4. Multiply the percent accomplishment by the relative weight of the project to get the weighted accomplishment of each project. 5. Add up the weighted accomplishment of each project to get the overall weighted agency accomplishments. 6. Subtract target accomplishment from actual accomplishment to get project slippage.
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Mathematical Format for Agency Accomplishment

Project (1) PC1 PC2 PCn Cost (2) C1 C2 Cn WT n Ci = Ct i=1 n Ci/Ct = WT = 1.0 i=1 n Wi x Ti = AT i=1 n Wi x Ai = BT i=1 Relative Weight (3) W1 W2 Wn ACCOMPLISHMENT (%) Target (4) T1 T2 Tn Actual (5) A1 A2 An WEIGHTED Target (6) W1 x T1 W2 x T2 Wn x Tn Actual (7) W1 x A1 W2 x A2 Wn x An Slippage (8) - (5) - (4) S1 S2 Sn
BT x 100 = (percent) AT OVERALL PROJECT SLIPPAGE = BT - AT = (percent) Where: I C W T A S AT BT = = = = = = = = 1,2,3,........ n (as component of project) cost of each project relative weight of project to total agency projects based on cost target of project in equivalent percent actual accomplishment of project in equivalent percent slippage of project or difference between actual and scheduled accomplishment overall weighted agency target in percent overall weighted agency accomplishment in percent
11.4
PHYSICAL ACCOMPLISHMENT OF AREA COVERED
1. Identify the agencies implementing projects in the region, province, city or municipality and compute for the total cost of all projects scheduled for implementation during the year per agency. 2. Compute for relative weight of each agency to total cost (area) by taking the ratio of total 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 each agency by taking the ratios of the target and actual accomplishment to the total agency target. 4. Multiply percent accomplishment of each agency by the relative weight of the agency to get the weighted accomplishment of each agency. 5. Add up the weighted accomplishment of each agency to get the overall weighted area accomplishment. 6. Subtract target accomplishment from actual accomplishment to get project slippage.
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Mathematical Format for Area Accomplishment ACCOMPLISHMENT (%) Relative Agency Cost Weight Target Actual (1) AGENCY1 AGENCY2 AGENCYn (2) C1 C2 Cn CT n Ci = Ct i=1 (3) W1 W2 Wn WT n Wi = WT = 1.0 i=1 (4) T1 T2 Tn (5) A1 A2 An AT n Wi x Ti = AT i=1
WEIGHTED Target (6) W1 x T1 W2 x T2 Wn x Tn Actual (7) W1 x A1 W2 x A2 Wn x An BT n Wi x Ai = BT i=1
Slippage (8) - (5) - (4) S1 S2 Sn
BT AT
x 100 = (percent)
OVERALL PROJECT SLIPPAGE = BT - AT = (percent) Where: i C W T A S AT BT = = = = = = = = 1,2,3,........ n (as component of project) cost of each project relative weight of project to total agency projects based on cost target of project in equivalent percent actual accomplishment of project in equivalent percent slippage of project or difference between actual and scheduled accomplishment overall weighted agency target in percent overall weighted agency accomplishment in percent
11.5
SAMPLE CASE FOR COMPUTING PERFORMANCE AND SLIPPAGE

1. Compute for the relative weight of each project component/project/agency.
Component Project/Agency A B C Cost (in Php 000) 500 300 200 100 Relative Weight 500/100 = 0.5 300/100 = 0.3 200/100 = 0.2 1.0
TOTAL
2. Compute for the percent accomplishment (performance) as of reporting period.

Component/ Project A B C Overall Target (Whole Year) 6 km. 3 km. 1 ha. Accomplishment Schedule 6 km. 2 km. 1 ha. Actual 2 km. 1 km. 1 ha. Percent Accomplishment Schedule 3/6 x 100 = 50% 2/3 x 100 - 66% 1/1 x 100 = 100% Actual 2/6 x 100 = 33% 1/3 x 100 = 33% 1/1 x 100 = 100%
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3. Compute for the weighted project performance

Component/ Project A B C TOTAL Overall Target (Whole Year) 0.5 0.3 0.2 1.0 Percent Accomplishment Schedule 50 66 100 Actual 33 33 100 Weighted Accomplishment Schedule 50 (.5) = 25.0 66 (.3) = 19.80 100 (.2) = 20.00 64.80% Actual 33 (.5) = 16.50 33 (.3) = 9.90 100 (.2) = 20 46.40%
OVERALL WEIGHTED ACTUAL ACCOMPLISHMENT = 46.40% OVERALL PROJECT SLIPPAGE = 46.40% - 64.80% = (18.40%)
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Annex A
RPMES Input Forms and Guidelines
32
TITLE :
INITIAL PROJECT REPORT (PMC FORM I-1) PHYSICAL AND FINANCIAL TARGETS FOR CAPITAL INVESTMENT PROGRAMS/PROJECTS
PURPOSE: This report is used to record the basic information on capital investment programs/projects that are being implemented by the agency, GOCC or LGU. It will contain such information as name of project, funding source, location, total projecr cost, project schedule, mode of implementation and the physical and 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 project and updated annually for multi year projects SUBMISSION DATE: After the project has been bidded or awarded/contracted out or at the start of the project. DISTRIBUTION: 1 copy - Project Monitoring Committee IMPLEMENTOR: Name of Agency/GOCC/LGU that implements the project . COLUMN (1), indicate the following: (A) Name of Project - Title of project as found in the approved program of work, loan or grant 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-Sub-sector - Refers to the sector and sub-sector of the project (e.g., infrastructure - roads; social development - education; agriculture - crops, etc) refer to Annex C for sector/subsector listing (D) Funding Source - Indicate source of fund for the project, whether: Internal Revenue Allotment Share, , Calamity Fund, National Government Appropriations, Corporate Funds of GOCCs, Foreign Assisted Loan or Grant (e.g., ADB, WB, OECP, JICA, etc.) (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 the project is expected to start and to be completed COLUMNS (3-14) - Correspond to the physical and financial targets for the twelve (12) months of the year. For these columns, indicate the following: Financial Schedule (Php '000) - Amount programmed for activities scheduled for implementation for the month; Physical Targets in Percent (%) - Equivalent target in percent (as a percentage of total project) for implementation for the month; Output Indicator/Targets - Indicate selected major activities/milestone (at most 5) where accomplishment is to be measured expressed in terms of physical units (e.g., hectares to be irrigated, number of classrooms to be constructed, kilometers of roads to be constructed,
33
trainings to be conducted, children to vaccinated, etc.) with corresponding targets for the month; and Employment Generated (in man-days) - Employment targeted to be generated by the project, expressed in man-days for the month. COLUMN 15 (Total) - Represents the total targets (sum of column 3-14) for the calendar year. At the end of report, indicate the NAME, DESIGNATION and OFFICE of the person who prepared the report and the DATE the report was prepared. Said report should be noted by the Head of Agency at that given level.
PMC FORM I-1 INITIAL PROJECT REPORT Physical and Financial Targets for Capital Investment Programs/Projects Implementors : _________________________________________ (A) Name of Project (B) Location (C) Sector/Sub-Sector (D) Funding Source (E) Force Account/Pakyaw/Name of Contractor (F) Project Schedule 1. Total Project Cost (2) CY _____ PHYSICAL/FINANCIAL TARGET
Jan (3)
Feb (4)
Mar (5)
Apr (6)
May (7)
June (8)
July (9)
Aug (10)
Sept (11)
Oct (12)
Nov Dec Total (13) (14) (15)
FS % OI EG FS % OI EG FS % OI EG
2.
3.
FS - Financial Schedule % - Overall Physical Target in Percent OI - Output Indicator/Target EG - Employment Generated Prepared by: _______________________ Designation : _______________________ Date: _______________________
Noted: ____________________ Agency Head
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TITLE
PHYSICAL AND FINANCIAL ACCOMPLISHMENT REPORT FOR CAPITAL INVESTMENT PROGRAMS/PROJECTS (PMC FORM I-2)
PURPOSE: This report will provide information on the status of implementation of projects in the specific areas on a monthly basis. It involves reporting on the status of the overall accomplishment and financial status for the month and as of reporting period. Also reflected in the report are the problems encountered by the implementing agency that impede project implementation. RESPONSIBILITY: Implementing Agencies/GOCCS/LGUs FREQUENCY: To be submitted monthly SUBMISSION DATE:
Municipal/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
DISTRIBUTION: 1 copy - Project Monitoring Committee DEFINITION OF ENTRIES: As of - refers to the reference month Implementor - Name of implementing agency, GOCC or LGU implementing the projects 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
FINANCIAL STATUS (Php '000) Column (3)

a. b.
Program (Calendar Year) - Cumulative total amount of funds required during the year based on the approved program of work AA issued (Calendar Year) - Cumulative total Advices of Allotment (issued by DBM to the project firm from start of the calendar year)
Column (4)
a. b.
Program to Date - Cumulative amount of funds required from start of project to reporting date based on the approved program of work (covers annual and multi year projects) AA Issued to Date - Cumulative total Advices of Allotment issued by DBM from start of the project to reporting date
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Column (5) Expenditure (Unpaid Obligation to Date) - Total accounts committed to be paid for services rendered and/or work accomplished Column (6) Expenditure (Disbursement to Date) - Actual cash payments made through the issuance of Treasury Warrants and/or checks to the project, cumulative from the start of project implementation up to reporting date PHYSICAL STATUS (%) Column (7) Output Indicator - Refers to project activities/milestones where accomplishment is to be measured. Output indicator no. 1 should reflect overall project target and accomplishment in percentage from start of the project to reporting period with succeeding output indicators to indicate selected major indicators and their corresponding targets and accomplishments. Column (8) Target to Date - Work scheduled to be accomplished from start of project implementation up to the reporting period. Column (9) Actual this Month - Actual work accomplished from start of implementation up to the reporting period. Column (10) Actual to Date - Actual work accomplished from start of implementation up to the reporting period. Column (11) Employment Generated - Employment generated by the project from start of the project to reporting period expressed in terms of man-days. Column (12) Remarks - Additional information on the project, such as problems encountered that impede project implementation, remedial measures taken, etc. At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the person who accomplished the form and the DATE the report was prepared. Said report should be noted by the HEAD OF AGENCY at the particular level.
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PMC FORM I-2 PHYSICAL AND FINANCIAL ACCOMPLISHMENT REPORT FOR CAPITAL INVESTMENT PROGRAMS/PROJECTS
As of ________________________________________________ IMPLEMENTORS : _______________________________________ REGION : _______________________________________ PROVINCE: _______________________________________

a) Name of Proect b) Date Started c) Target Completio n Date Locatio n a) (City/ ProMunigram pality) b) AA Issue d CY __ (2) (3) FINANCIAL STATUS (%) a) Program b) AA Issue d To Date (4) EXPENDITURE PHYSICAL STATUS EMPLOYMEN REMARKS T GENERATED 1) ProbTo Date (Man-Days) lems/Issue s of implementation 2) Recommendation (11) (12)
Output Targe Actua Actua Indicato t l l Unpaid Disbursemen r to This To Obligation t Date Month Date s To Date To Date
(1)
(5)
(6)
(7)
(8)
(9)
(10)
Prepared by: _______________________ Designation : _______________________ Date: _______________________
Noted: ____________________ Agency Head back to top
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TITLE: PROJECT EXCEPTION REPORT (PMC FORM I-3) PURPOSE: This report is used when implementation problems needing immediate action by the Project Monitoring Committee/Development Councils are encountered or when project implementation has been outstanding. It records the critical problems that would result in delays in project implementation outside the tolerable limits, in the case of the former, and the factors that contribute to outstanding performance in the case of the latter. RESPONSIBILITY: Non-Government Organizations, Concerned Citizens and Agencies FREQUENCY: To be submitted as the need arises DISTRIBUTION: 1 Copy - Project Monitoring Committee DEFINITION OF ENTRIES: Name of Project - Title of Project as found in the approved program of work Sector/Sub-Sector - Sector or sub-sector to which the project falls (Refer to Annex C for Listings) Location - Municipality/City/Province/Region where project is being implemented Implementing Agency - Name of agency implementing the project Implementing Status - Physical accomplishment of the project and indicate whether the project is ahead of schedule, behind schedule, or on schedule. Mark appropriate status. Findings - Problems encountered in project implementation or outstanding performance of a project. Possible Reasons/Causes - Events, incidents, etc. that may have caused the problems (e.g., delayed release of funds, contractors' poor performance) or factors that contribute to the outstanding performance. Recommendations - Suggestions to improve work progress or to commend outstanding performance. At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the person who accomplished the form and the DATE the report was prepared. Said report should be noted by the HEAD OF AGENCY at the particular level.
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PMC FORM I-3 PROJECT EXCEPTION REPORT Name of Project: _______________________ Sector/Subsector: ______________________ Location: _______________________________ Implementing Agency: _____________________
Implementation Status: FINDINGS
( ) Ahead
( ) Behind Schedule
( ) On Schedule RECOMMENDATIONS
POSSIBLE REASONS/CAUSES
Prepared by: _______________________ Designation : _______________________
Office: ______________________ Date : ______________________
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Annex B
RPMES Output Forms and Guidelines
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TITLE: REPORT ON STATUS OF PROJECTS ENCOUNTERING PROBLEMS IN IMPLEMENTATION (PMC FORM O-1) PURPOSE: This report will provide information on the various problems encountered by on-going projects that impede their implementation. Remedial measures to improve progress and other recommended courses of action are likewise reflected in the report. RESPONSIBILITY: Project Monitoring committee Municipal Level Frequency: To be prepared and submitted monthly Distriution: 1 Copy - Municipal Development Council 1 Copy - Provincial Project Monitoring Committee
Submission Date: Municipal Development Council - On the 7th day of the month following the reference month Provincial Project Monitoring Committee (PMC) - Not later than two (2) weeks after reference month Provincial/City Level Frequency: To be prepared and submitted to the Provincial/City Development Council; quarterly to the Regional Project Monitoring Committee Distriution: 1 Copy Provincial/City Development Council 1 Copy Regional Project Monitoring Committee
Submission Date: Provincial/City Development Council - On the 7th day of the month following the reference month Regional Project Monitoring Committee (PMC) - Not later than two (2) weeks after reference month Regional Level Frequency: To be prepared and submitted quarterly Distriution: 1 Copy - Regional Development Council (RDC) 1 Copy - NEDA Central Office
Submission Date: Regional Development Council (RDC) - On the 3rd week after reference quarter President/Cabinet/NEDA Board - On or before the 3oth day of the month after reference quarter
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DEFINITION OF ENTRIES: As of - End of reporting period Column (1) Column (2) Column (3) Name of Project - Title of project encountering implementation problems Location - Region, province, city or municipality where project is being implemented Implementing Agency - Name of agency implementing the program/project
Column (4) Implementation Status (Target) - Expected amount of work in percent to be accomplished 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 may be positive (which means that the project is ahead of schedule), negative (behind schedule) or zero (on schedule). Column (7) Issues - Operational constraints/concerns observe during project implementation
Column (8) Source of Information - Name of agency/NGO/PVO or concerned citizens reporting the problems/issues Column (9) Action Taken/Recommendations Remedial measures recommended to improve work progress or to commend outstanding performance taken/being
At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the person who accomplished the form and the DATE the report was prepared.
PMC FORM O-1 REPORT ON THE STATUS OF PROJECTS ENCOUTERING PROBLEMS IN IMPLEMENTATION
As of ___________________________ Implementation Status (%) Implementing Location Agency Target Actual Slippage (2) (3) (4) (5) (6) Action Source of Taken/ Information Recommendation (8) (9)
Name of Project/Program (1)
Issues (7)
Office: ______________________ Date : ______________________
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TITLE: FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENT PROGRAM/PROJECTS (PMC FORM O-2) PURPOSE: This report will provide information on the financial and physical status of on-going capital investment programs/projects in a specific area/location. It will contain the ts used to record the basic information on capital investment programs/projects It will contain the titles of on-going projects, implementing agency, location, schedules (may be original or revised), the financial and physical performance of each project and problems encountered in implementation. RESPONSIBILITY: Project Monitoring Committee Municipal Level FREQUENCY: To be prepared and submitted monthly DISTRIBUTION: 1 Copy - Municipal Development Council 1 Copy - Provincial Project Monitoring Committee SUBMISSION DATE: Municipal Development Council - On the 7th day of the month following the reference month Provincial Project Monitoring Committee - Not later than two (2) weeks after reference month. Provincial Level FREQUENCY: To be prepared and submitted monthly to the Provincial/City Development Council; quarterly to the regional Project Monitoring Committee (RPMC) DISTRIBUTION: 1 Copy - Provincial/City Development Council 1 Copy - Regional Project Monitoring Committee SUBMISSION DATE: Provincial/City Development Council - On the 7th day of the month following the reference month Regional Project Monitoring Committee - Not later than two (2) weeks after reference month. Regional Level FREQUENCY: To be prepared and submitted quarterly DISTRIBUTION: 1 Copy - Regional Development Council 1 Copy - NEDA Central Office SUBMISSION DATE: Regional Development Council - On the 3rd week after reference quarter President/Cabinet/NEDA Board - On or before the 30th day of the month after reference quarter
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DEFINITION OF ENTRIES: As of - End of reporting period 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 be completed in month, day and year FINANCIAL STATUS (Php '000) Column (3) Program - Total amount of funds required from the start of project implementation to reporting date, based on the approved program of work Column (4) AA Issued - Cumulative total Advices of Allotment issued by DBM to the program/project from start of implementation to reporting date, based on the approved program of work 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 servies rendered and/or work accomplished as of report date Column (7) Expenditure (Disbursement) - Actual cash payments made though the issuance of Treasury Warrants and/or checks to the project as of report date Column (8) (Column 7) Expenditure (Total) - Sum of unpaid obligation (Column 6) and disbursement
Column (9) Expenditure Rate - Total expenditure (Column 8) divided by Program (Column 3), multiplied by 100 PHYSICAL STATUS Column (10) Target - Expected amount of work to be accomplished in percentage from the start of project implementation up to the report date. Column (11) Actual - Actual work accomplished in terms of percentage to total target of the whole 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 of schedule), 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
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Column (15) Remarks - Additional information on the project, such as problems encountered that impede project implementation, remedial measures taken, etc. At the end of report, indicate the NAME, DESIGNATION and OFFICE of the person who prepared the report and the DATE the report was prepared.
PMC FORM O-2 FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENT PROGRAMS/PROJECTS As of: _________________________________________
a) Project Title b) Agency c) Location Schedule a) Start b) Completion Date FINANCIAL (Php '000) EXPENDITURE Programs PHYSICAL (%) Slippage Employment GenePerfor- rated Remarks mance (ManDays)
ExpenAA Funding diture Issued Support Unpaid DisburseTarget Actual ObliTotal Rate to Date (%) ment (%) gation
Office: _______________________ Date: _______________________
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TITLE: SUMMARY OF FINANCIAL BY AGENCY (PMC FORM O-3)
AND
PHYSICAL
ACCOMPLISHMENT
PURPOSE: This report will provide a summary of the financial and physical accomplishment broken down by implementing agency. It will contain information on the number of projects and the overall financial and physical status of projects being implemented by each agency in the region, province/city or municipality. This report will likewise contain the overall performance for the area. RESPONSIBILITY: Project Monitoring Committee Municipal Level FREQUENCY: To be prepared and submitted monthly DISTRIBUTION: 1 Copy - Municipal Development Council 1 Copy - Provincial Project Monitoring Committee
SUBMISSION DATE: Municipal Development Council - On the 7th day of the month following the reference month Provincial Project Monitoring Committee - Not later than two (2) weeks after reference month. Provincial Level FREQUENCY: To be prepared and submitted monthly to the Provincial/City Development Council; quarterly to the regional Project Monitoring Committee (RPMC) DISTRIBUTION: 1 Copy - Provincial/City Development Council 1 Copy - Regional Project Monitoring Committee
SUBMISSION DATE: Provincial/City Development Council - On the 7th day of the month following the reference month Regional Project Monitoring Committee - Not later than two (2) weeks after reference month. Regional Level FREQUENCY: To be prepared and submitted quarterly DISTRIBUTION: 1 Copy - Regional Development Council 1 Copy - NEDA Central Office
SUBMISSION DATE: Regional Development Council - On the 3rd week after reference quarter President/Cabinet/NEDA Board - On or before the 30th day of the month after reference quarter
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DEFINITION OF ENTRIES: As of - End of reporting period Region/Province/City/Municipality - Specific area where projects are being implemented Column (1) Agency - Name of agency implementing agency
Column (2) Number of Projects - Total number of projects being implemented by the agency in the specified area FINANCIAL STATUS (Php '000) Column (3) Program - Total amount of funds required by the agency to accomplish targets from start of project to reporting period Column (4) AA Issued - Cumulative total Advices of Allotment issued by DBM to the agency 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 services rendered and/or work accomplished by each agency as of reporting date Column (7) Expenditure (Disbursement) - Total actual cash payments made by each agency though the issuance of Treasury Warrants and/or checks as of reporting date Column (8) Expenditure (Total) - Sum of unpaid obligation (Column 6) and disbursement (Column 7) for each agency Column (9) Expenditure Rate - Total expenditure (Column 8) divided by Program (Column 3), multiplied by 100 PHYSICAL STATUS Column (10) Target - Expected overall amount of work (in percentage) to be accomplished by each agency as of report date. Overall agency weighted target Column (11) Actual - Actual work accomplished by each agency (in percentage) as of reporting date. Overall agency weighted accomplishment Column (12) Slippage - Difference between Actual (Column 11) and Target (Column 10). It may 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) multiplied by 100. Column (14) Employment Generated - Employment generated by the on-going projects of the agency expressed in man-days Column (15) Remarks - Additional information on the project, such as problems that impede project implementation, remedial measures taken, etc.
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At the end of report, indicate the NAME, DESIGNATION and OFFICE of the person who prepared the report and the DATE the report was prepared.
PMC FORM O-3 SUMMARYOF FINANCIAL AND PHYSICAL ACCOMPLISHMENT BY AGENCY As of: _________________________________________ Region/Province/Municipality: ______________________
Agency Number of Projects FINANCIAL (Php '000) AA Funding Pro- Issued Support Unpaid Disbursegrams to ObliTotal (%) ment Date gation (3) (4) (5) = (4)/(3) x 100 (6) (7) (8) = (6) + (7) EXPENDITURE PHYSICAL (%) Expenditure Target Actual Rate (%) (9) = (8)/(3) x 100 (10) (11) Slippage (12)= (11) (10) Performance (13) = (11)/(10) x 100 Employment GeneRemarks rated (ManDays) (14) (15)
(1)
(2)
Overall >>
Office: _______________________ Date: _______________________
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TITLE: SUMMARY OF FINANCIAL BY SECTOR (PMC FORM O-4)
AND
PHYSICAL
ACCOMPLISHMENT
PURPOSE: This report will provide a summary of the financial and physical accomplishment by sector. It will contain information on the number of on-going projects and the overall financial and physical performance of the projects being implemented by each sector in the specific areas (region, province, city or municipality). This report will likewise contain the overall performance of projects implemented in the area. RESPONSIBILITY: Project Monitoring Committee Municipal Level FREQUENCY: To be prepared and submitted monthly DISTRIBUTION: 1 Copy - Municipal Development Council 1 Copy - Provincial Project Monitoring Committee
SUBMISSION DATE: Municipal Development Council - On the 7th day of the month following the reference month Provincial Project Monitoring Committee - Not later than two (2) weeks after reference month. Provincial Level FREQUENCY: To be prepared and submitted monthly to the Provincial/City Development Council; quarterly to the regional Project Monitoring Committee (RPMC) DISTRIBUTION: 1 Copy - Provincial/City Development Council 1 Copy - Regional Project Monitoring Committee
SUBMISSION DATE: Provincial/City Development Council - On the 7th day of the month following the reference month Regional Project Monitoring Committee - Not later than two (2) weeks after reference month. Regional Level FREQUENCY: To be prepared and submitted quarterly DISTRIBUTION: 1 Copy - Regional Development Council 1 Copy - NEDA Central Office
SUBMISSION DATE: Regional Development Council - On the 3rd week after reference quarter President/Cabinet/NEDA Board - On or before the 30th day of the month after reference quarter
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DEFINITION OF ENTRIES: As of - End of reporting period Region/Province/City/Municipality - Specific area where projects are being implemented Column (1) Sector - Sector or category of projects
Column (2) Number of Projects - Total number of projects being implemented under the sector in the specified area FINANCIAL STATUS (Php '000) Column (3) Program - Total amount of funds required by the sector to accomplish targets from start of project to reporting period Column (4) AA Issued - Cumulative total Advices of Allotment issued by DBM to the agency 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 services rendered and/or work accomplished by each sector as of reporting date Column (7) Expenditure (Disbursement) - Total actual cash payments made by each sector though the issuance of Treasury Warrants and/or checks as of reporting date Column (8) Expenditure (Total) - Sum of unpaid obligation (Column 6) and disbursement (Column 7) for each sector Column (9) Expenditure Rate - Total expenditure (Column 8) divided by Program (Column 3), multiplied by 100 PHYSICAL STATUS Column (10) Target - Expected overall amount of work (in percentage) to be accomplished by each sector as of reporting period (weighted sectoral target in percent) Column (11) Actual - Actual work accomplished by each sector (in percentage) as of reporting period (weighted sectoral accomplishment in percent) Column (12) Slippage - Difference between Actual (Column 11) and Target (Column 10) physical accomplishment by each sector. It may 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) multiplied by 100. Column (14) Employment Generated - Employment generated by the sector expressed in mandays Column (15) Remarks - Additional information on the project, such as problems that impede project implementation, remedial measures taken, etc.
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At the end of report, indicate the NAME, DESIGNATION and OFFICE of the person who prepared the report and the DATE the report was prepared.
PMC FORM O-4 SUMMARYOF FINANCIAL AND PHYSICAL ACCOMPLISHMENT BY SECTOR As of: _________________________________________ Region/Province/Municipality: ______________________
Sector Number of Projects FINANCIAL (Php '000) EXPENDITURE AA Funding Pro- Issued Unpaid Support Disbursegrams to ObliTotal (%) ment Date gation (3) (4) (5) = (4)/(3) x 100 (6) (7) (8) = (6) + (7) PHYSICAL (%) Expenditure Target Actual Rate (%) (9) = (8)/(3) x 100 (10) (11) Slippage (12)= (11) (10) Performance (13) = (11)/(10) x 100 Employment GeneRemarks rated (ManDays) (14) (15)
(1)
(2)
Overall >>
Office: _______________________ Date: _______________________
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Annex C
Sector/Subsector Breakdown of Public Investment Projects
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SECTOR/SUB-SECTOR BREAKDOWN OF PUBLIC INVESTMENT PROJECT
I.
AGRI-INDUSTRIAL STRATEGY 01 Agriculture and Agrarian Reform Agrarian Reform Crops Fisheries Livestock Support Services 02 Environment and Natural Resources Environment Forestry Land Management 03 Industry, Trade and Tourism 04 Science and Technology
II.
HUMAN DEVELOPMENT 01 02 03 04 Education Housing Health, Population and Nutrition Social Services and Community Development
III.
INFRASTRUCTURE SUPPORT 01 Transportation Airport and Air Navigation Roads and Bridges Ports Railways Urban Transportation 02 Water Resources Flood Control Irrigation Water Supply, Sewerage and Sanitation
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03 Power, Energy and Electrification Coal Exploration and Development Geothermal Exploration and Development Power Generation and Transmission Rural Electrification Other Power, Energy and Electrification 04 Communications Postal Communications Telecommunications 05 Social Infrastructure School Building Urban Community Infrastructure Health Center IV. V. VI. DEVELOPMENT ADMINISTRATION DISASTER MITIGATION INTEGRATED AREA DEVELOPMENT
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Annex D
RELEVANT ISSUANCES Executive Order 93 Executive Order 376
55
MALACAANG MANILA
EXECUTIVE ORDER NO. 93
AMENDING EXECUTIVE ORDER NO. 376 (SERIES OF 1989) ESTABLISHING THE REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM (RPMES) AND FOR OTHER PURPOSES WHEREAS, there is a need to further delineate and streamline the specific roles and responsibilities of and operating procedures to be observed by the Project Monitoring Committees at the regional, provincial and municipal levels in view of the implementation of the Local Government Code of 1991;
WHEREAS, there is a need to expand the membership of Project Monitoring Committees in the national, regional, provincial, city and municipal levels to promote greater non-governmental organization (NGO) participation in and transparency of government programs; and WHEREAS, there is a need to establish a Project Monitoring Committee at the national level to address and coordinate various RPMES matters, to act on implementation issues and problems and to orchestrate RPMES activities and concerns in the regions. NOW, THEREFORE, I, FIDEL V. RAMOS, President of the Republic of the Philippines, 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 assisted projects (loan or grant funded), inter-provincial projects, area development projects, nationally-funded projects, and other projects considered critical by the Office of the President and the Regional Development Councils/ Planning Boards, which are implemented in the region. At the provincial, city and municipal levels, the scope of monitoring shall include all foreign and nationallyfunded projects, including development projects funded from the Internal Revenue Allotment (IRA) share of LGUs or supported by funds released directly to the province/city/municipality, and projects funded from locallygenerated resources, which are implemented within their respective areas. Section 2. Sec. 3 of said Order is hereby amended to read as follows: Sec. 3. Organization. The RPMES shall be implemented by the development councils/planning boards at the various levels (RDC, PDC, CDC and MDC). A Regional Project Monitoring Committee (RPMC) shall be established under the RDC in addition to the 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 National Project Monitoring Committee (NPMC) shall be established to oversee implementation of the RPMES, with NEDA serving as its Secretariat. The Presidential Management Staff (PMS) shall, corollary to the efforts of the RPMCs, focus on monitoring the Presidents commitments in the various regions. The extensive participation of Non-Governmental Organizations (NGOs) and Peoples Organizations (POs) as project monitors shall be advocated at all levels. NGO/PO membership 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 and Development Authority (NEDA), Department of Budget and Management (DBM), Department of the Interior and Local Government (DILG), and PMS/OP shall compose the NPMC, with the NEDA and DBM representatives as Chairman and Co-Chairman, respectively.
56
At the regional level, the NEDA and DBM Regional Directors shall act as Chairman and Co-Chairman, respectively, of the RPMC. The other members of the RPMC shall be the DILG, PMS/OP and the three (3) NGO/PO representatives, at least one (1) of whom shall be drawn from the NGO representatives in the Regional Development Council (RDC). The NEDA Regional Office shall serve as the Secretariat of the RPMC. The PMCs created at the provincial, city and municipal levels will have, as mandatory members, the DILG official assigned in the locality and two (2) NGO/PO representatives. The other four members of the PMC shall be appointed by the Local Chief Executive from among five nominees of the Local Development Council. The Chairman shall be appointed by the Local Chief Executive from among the PMC members. The respective 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). 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 initial operations of the NPMC shall be made available from sources to be recommended by the DBM, with the approval of the President. Subsequent funding requirements of the RPMES at the national level shall be provided in the General Appropriations Act by the DBM. The funds for RPMES operations at the national level shall be administered by the NEDA Secretariat. 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 General Appropriations Act under the Regional Development Fund. The funds for RPMES at these levels 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 to a local PMC to augment its budget. Section 5. The responsibilities of the Office of the Cabinet Secretary as provided under Sec. 4 of said Order is hereby transferred to and shall be assumed by the Presidential Management 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 implementing the 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. CARPIO Chief Presidential Legal Counsel
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MALACAANG MANILA
EXECUTIVE ORDER NO. 376

ESTABLISHING THE REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM (RPMES), SETTING FORTH ITS OBJECTIVES, DEFINING ITS SCOPE AND COVERAGE, REQUIRING THE FORMULATION OF A MANUAL OF OPERATIONS AND FOR OTHER SIMILAR PURPOSES WHEREAS, in pursuit of the governments decentralization policy, efforts are directed to make institutions more effective and more responsive to the needs and conditions of local communities by bringing decision making and action at the local level; WHEREAS, decentralization shall be effected meaningfully in all aspects of plan implementation; WHEREAS, it is imperative to synchronize planning, programming and budgeting and to complement the devolution efforts already ongoing in the institutional processes for development planning and policy formulation, programming, budgeting with decentralization efforts in plan and project monitoring and evaluation; WHEREAS, as a consequence of said policies on decentralization and administrative delegation, Executive Order No. 308, as amended, mandates the Regional Development Councils (RDCs) to monitor, evaluate and formulate recommendations on the implementation of development plans and programs in the region; WHEREAS, there is an urgent need to institutionalize a comprehensive and decentralized project monitoring and evaluation systems with the kind of timeliness that is necessary in order to take quick action on problems that are confronted in the implementation of projects at the lowest level; WHEREAS, this has been initially effected through the creation of Project Monitoring Committees in the provincial and municipal levels under Memorandum Order No. 175, as amended; NOW, THEREFORE, I, CORAZON C. AQUINO, President of the Philippines, by virtue of the powers vested in me by the Constitution, do hereby order the establishment and adoption of the Regional Project Monitoring and Evaluation System (RPMES). SECTION 1. Objectives. The RPMES primarily aims to expedite project implementation and devolve project facilitation, problem-solving, monitoring and evaluation to 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 implementation for planning and budget allocation, to include employment generation of the various programs/projects expressed in man-days; To identify problems/issues which impede project implementation for remedial action at the regional and sub-regional levels and elevate unresolved issues and problems at these levels to the Cabinet or the President for resolution and final actions; To integrate all monitoring activities in the region; To assess and ascertain whether projects implemented are supportive of regional development goals and plans as well as national development thrusts and priorities; To provide information on lessons learned in project implementation for planning and implementation of future similar projects; To provide a venue for greater participation of non-government organizations (NGOs) in the development planning process.
b.
c. d.
e.
f.
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SEC. 2. Scope and Coverage. The RPMES envisions to monitor and evaluate all development projects (economic, social, infrastructure and other development projects) at the regional, provincial, city and municipal levels. These development projects may be funded from national government and locally-generated resources. At the national level, the monitoring and evaluation of the economic and physical performance of government corporations shall, likewise, be undertaken by the Government Corporate Monitoring and Coordinating Committee (GCMCC) to validate capital expenditure programming by the corporations under it. At the regional level, the projects to be monitored may include projects contained in the Regional Development Investment Program (RDIP), other foreign-assisted or nationally-funded projects implemented and managed at the regional level and the regional components of nationwide projects. At the provincial, city and municipal levels, the scope of monitoring shall include projects implemented and managed at these levels with the NALGU funds released directly to the province/city/municipality, foreign and nationally-funded projects, and other projects funded from locally-generated resources. SEC. 3. Organization. The RPMES shall be implemented by the development councils at the various levels (RDC, PDC, CDC and MDC). A Regional Project Monitoring Committee (RPMC) shall be established under the RDC in addition to the Project Monitoring Committees (PMCs) created through Memorandum Order No. 175, as amended. At the national level, the RPMES shall be implemented initially through the Cabinet Action Committee on Implementation Assistance (CACIA) with the NEDA Secretariat to serve as the Secretariat. At the national level, the participation of the Government Corporate Monitoring and Coordinating Committee (GCMCC) is hereby effected to monitor and evaluate corporate financial and physical performance of the government corporations under it. The Presidential Management Staff (PMS), independent of the RPMC, shall focus on monitoring the Presidents commitments in the various regions. The extensive participation of non-government organizations (NGOs) as project monitors shall be advocated at all levels. NGO membership in the provincial, city and municipal levels shall include, but shall not be limited to, representatives from either civic and/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 Local Government (DLG) and non-government/religious organizations as members. The NEDA Regional Office shall serve as the Secretariat of the Regional PMC. The PMCs created through Memorandum Order No. 175, as amended, to implement the RPMES at the subregional levels (province and municipality) will each be composed of representatives from the DLG, NGOs and the Parent-Teacher Association (PTA) President or PTA Federation representative. There shall likewise be established City Project Monitoring Committees with the same functions and membership, as applicable to the city. The Provincial/City/ Municipal Budget Officer will be the Chairman of the Committee with the Provincial/City/Municipal Development Coordinator as Co-Chairman. Secretariat support to the sub-regional PMCs will be provided by the Provincial/City/ Municipal Planning and Development Office. The operationalization of the PMCs at the various levels shall be ensured by the DBM and NEDA in coordination with the DILG. The Project Monitoring Committees may, in their discretion, consult the Commission on Audit representatives assigned to their respective areas of jurisdiction on matters falling under the functional responsibility of the Commission on Audit. SEC. 4. Responsibilities of Entities. The specific roles and responsibilities of various 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 RPMES activities;
59
b. c. d.
Provide the PMCs with information on project fund releases; Evaluate and report on the budget performance of implementing agencies; and Operationalize the creation of Project Monitoring Committees at the Regional, Provincial, City and Municipal levels.
National Economic and Development Authority (NEDA) a. b. c. Provide feedback to Regional PMCs on actions made on issues raised to the Cabinet or the President; Provide the Secretariat services as are here indicated; and 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 the President or other appropriate venue, issues/problems raised through RPMES that require the action of the Cabinet/President; Follow-up with the Cabinet members/agency heads actions on recommendations to expedite project implementation; and Provide feedback to concerned CORD/RDC Chairman on problems/ issues raised for discussion.
b.
c.
Presidential Management Staff (PMS)-OP a. Monitor compliance with Presidents 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 government corporations 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 monitoring committees using suggested initial report forms; Submit periodic reports to the monitoring committee on the status of project implementation based on suggested reporting form; Provide authorized monitors access to more detailed information on project implementation (e.g. work program); Submit to the next higher level of the line agency reports on status of project implementation; and Implement/institute remedial measures on problems/issues identified as suggested by the development council.
b.
c.
d. e.
NGO Authorized Monitors a. Assist the PMC or development council in monitoring and evaluation of projects by identifying implementation problems or outstanding performance through project exception reports; Ensure effective/efficient implementation of project trough vigilance; and
b.
60
c.
Act as government partners in ensuring transparency in project implementation.
Project Monitoring Committee a. b. Provide list of projects to be monitored to NGOs involved in project monitoring; Collect and process reports of implementors and NGO monitors on the status of project implementation for the development council and next higher level project monitoring committee; Pinpoint problems, verify information and recommend remedial measures to be submitted for analysis and action of the development council; Provide feedback on the remedial actions of the development council and follow-up their implementation; Prepare and disseminate periodic (monthly or quarterly) project monitoring reports on the status of project implementation; and Elevate to higher level bodies problems/issues which are not resolved at their level.
c.
d. e.
f.
Development Councils (RDC, PDC, CDC, MDC) a. b. Supervise and coordinate activities of the PMCs; Assess problems encountered in project implementation and provide remedial action possible at their levels or refer problems/issues to appropriate units or development council; Evaluate the implementation of projects and derived lessons for future planning and project implementation; Provide policy direction in planning and budget allocation based on the overall status of project implementation; Report on the status of project implementation to appropriate bodies (President, Cabinet, Congress, etc.) for information or action; and Inform PMCs of action taken on problems referred to appropriate units (i.e., Cabinet, OP).
c. d.
e.
f.
Department of Local Government a. Coordinate with the DBM in creating and operationalizing the PMCs at the municipal, city and provincial levels; Ensure expanded scope of monitoring and evaluation (provided by MO 175, as amended) to include other development projects specified under the Executive Order; and Assist the DBM and NEDA in the conduct of training for the RPMES.
b.
c.
The reports herein required shall include as part of its reporting formats employment generation of the various programs/projects expressed in man-days. SEC. 5. Implementing Rules and Regulations. The Secretary of Budget and Management, jointly with the Director-General of NEDA, shall promulgate the rules and regulations to effectively implement the provisions of this Executive Order. SEC. 6. RPMES Manual of Operations. A Manual of Operations to implement the RPMES shall be formulated jointly by the DBM, NEDA, DLG, and other concerned agencies for the effective and efficient implementation of the same for the guidance of all.
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Trainings/workshops on the use of the RPMES Manual of Operations shall be conducted within the next six months. SEC. 7. Funding. Funds needed to implement the RPMES shall be made available 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 incentives to NGO monitors, training, capability-building and other administrative costs shall be provided in the General Appropriations Act under the Regional Development Fund. The funds for the RPMES shall be administered by the DBM. SEC. 8. Rescission Clause. All orders, issuances, rules and regulations or parts thereof inconsistent with this Executive Order are hereby revoked or modified accordingly. However, this Executive Order should complement Memorandum Order No. 175, as amended, which provides for, among others, the creation of Project Monitoring Committees. SEC. 9. Effectivity. This Executive Order shall take effect immediately. DONE in the City of Manila, Philippines, this 2nd day of November in the year of Our Lord, nineteen hundred and eighty-nine.
(Sgd.) CORAZON C. AQUINO By the President: (Sgd.) CATALINO MACARAIG, JR. Executive Secretary

Regional Project Monitoring and Evaluation System: Manual of Operations

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RPMES Manual of Operations

5.0 6.0 7.0

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RPMES Manual of Operations

Figure 1 Figure 2 Figure 3

RPMES ORGANIZATIONA STRUCTURE OVERALL SYSTEM FRAMEWORK REPORTING OPTIONS 1 AND 2

RPMES Manual of Operations

Annex A Annex B Annex C Annex D

RPMES Manual of Operations

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RPMES Manual of Operations

OBJECTIVES AND SCOPE

Scope and Coverage

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RPMES Manual of Operations

RPMES Manual of Operations

Planning, Programming, Scheduling, and Monitoring Activities

Project Implementation Activities

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RPMES Manual of Operations

RPMES ORGANIZATIONAL STRUCTURE

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RPMES Manual of Operations

ORGANIZATION OF PROJECT MONITORING COMMITTEES

RPMES Manual of Operations

Selection and Appointment of NGO Members

RPMES Manual of Operations

RPMES Manual of Operations

NATIONAL ECONOMIC AND DEVELOPMENT AUTHORITY (NEDA)

DEPARTMENT OF BUDGET AND MANAGEMENT (DBM)

DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)

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

DEVELOPMENT COUNCILS (RDC, PDC, CDC, MDC)

RPMES Manual of Operations

LOCAL GOVERNMENT UNITS

NATIONAL PROJECT MONITORING COMMITTEE (NPMC)

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

RPMES Manual of Operations

PMC SECRETARIAT (NATIONAL LEVEL)

PMC SECRETARIAT (REGIONAL LEVEL)

PMC SECRETARIATS (PROVINCIAL, CITY, MUNICIPAL)

RPMES Manual of Operations

Regional, Provincial, City, Municipal Levels

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

RPMES Manual of Operations

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RPMES Manual of Operations

OVERALL SYSTEM FRAMEWORK

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RPMES Manual of Operations

RPMES Manual of Operations

7.3 REGIONAL LEVEL

RPMES Manual of Operations

7.4 PROVINCIAL/CITY LEVELS

RPMES Manual of Operations

9. Implementors will implementation.

RPMES Manual of Operations

RPMES Manual of Operations

RPMES Manual of Operations

FREQUENCY AND TIMING OF SUBMISSION

RPMES Manual of Operations

REPORTING OPTIONS 1 AND 2

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As of ____________________________ IMPLEMENTORS : _ REGION : _ PROVINCE: ___________________

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