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Project Monitoring, Evaluation

Project Monitoring, Evaluation. The following should form part of the RPFP monitoring and evaluation activities: a)   environmental monitoring; b)   resource inventory and classification; c)   program and project monitoring; d)   policy review, and; e)   periodic plan review and replanning.

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Project Monitoring, Evaluation

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  1. Project Monitoring, Evaluation

  2. The following should form part of the RPFP monitoring and evaluation activities: a)   environmental monitoring;b)   resource inventory and classification;c)   program and project monitoring;d)   policy review, and;e)   periodic plan review and replanning. •      The time frame for the revision of the RPFP should match the 10-year phasing.  The sectoral program components of the plan, however, can be updated from time to time based on the synchronized planning, programming and budgeting system (SPPBS) activity. •      The regular monitoring of the changes in land use shall be the responsibility of LGUs in coordination with the HLURB and RLUC pursuant to the Local Government Code and EO 72.

  3. E.O. 72 “PROVIDING FOR THE PREPARATION AND IMPLEMENTATION OF THE COMPREHENSIVE LAND USE PLANS OF LOCAL GOVERNMENT UNITS PURSUANT TO THE LOCAL GOVERNMENT CODE OF 1991 AND OTHER PERTINENT LAWS”

  4. E.O. 308 In line with the government’s 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.

  5. The RDC shall have one of these functions: “Coordinate the preparation, implementation, monitoring and evaluation of     short and long-term regional development plans and investment programs,     regional physical framework plan and special development plans, including the     formulation of policy recommendations”

  6. 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 non-government organizations (NGOs) at all levels.

  7. 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.

  8. 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 sub-regional 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;

  9. 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 non-government organizations (NGOs) in the development planning progress.

  10. 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.

  11. Development projects include: • projects which are capital-forming and contributing directly to the country’s productive capacity; • preinvestment studies, research and development, and institutional development activities; and • “pro-poor” and other similar projects under direction and special programs of the President through Presidential Management Staff (PMS) and other Cabinet offices.

  12. Projects to be covered, in more specific terms include the following: • a. those under the General Appropriations Act for the current fiscal year; • b. those which comprise the approved National Infrastructure Program; • c. those undertaken by government-owned and controlled corporations, with or without subsidy or equity contribution from the national government; and • d. 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.

  13. Regional Level Projects that will be monitored and evaluated at the regional level include: • a. all foreign-assisted projects (loan or grant funded); • b. inter-provincial 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.

  14. ORGANIZATION OF PROJECT MONITORING COMMITTEES 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: Regional PMCNEDA Regional Director – ChairmanDBM Regional Director – Co-ChairmanDILG Regional Director – MemberPMS-OP Regional Team Leader – MemberOne RDC-NGO Representative – MemberTwo NGO Representatives – Members

  15. 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 Co-Chairman, for selection and appointment of the NGO members to the RPMC.

  16. Selection and Appointment of NGO Members 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.

  17. 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.

  18. Responsibilities 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, problem-solving); • 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.

  19. Responsibilities 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.

  20. Responsibilities 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.

  21. 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.

  22. 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.

  23. 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.

  24. 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.

  25. 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 / / peace and order condition

  26. c. Investigate any deviation from the approved conditions, plans and specifications. Some causes of deviation are: / / modification/substitution of materials/ / increase in the original quantities of any or all items of work/ / reclassification of an existing item to another as provided for in the original contract/ / decrease in the quantity of work due to underruns or deletion of portions or sections of the project/ / nonadherence of contractor to the defined conditions in the contract (e.g., maximum hiring of workers from the project site) • d. Determine whether deviations are authorized or not, that is, they are covered by a Change Order, Extra Work Order or Suspension Order.

  27. 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.

  28. 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.

  29. 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.

  30. 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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