Regional Project Monitoring and Evaluation System

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 225 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.
Manual of Operations

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 225 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 the 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

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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.
2.0 OBJECTIVES AND SCOPE
2.1 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:
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

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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
The operationalization of the RPMES will be undertaken by a number of units/entities acting as
coordinators, monitors, and project implementors.
3.1 Coordination Activities

To ensure that the RPMES activities are coordinated in terms of information dissemination,
submission of reports, monitoring and evaluation of project implementation, feedback and
problem-solving, 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

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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.

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.
7.0 Process Flow
7.1 GENERAL

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

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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.
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 NEDA-
PMS 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 fulfillment 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

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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.
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.

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11. RDC will assess reports and take proper action (problem-solving, referral to other
agencies/council/bodies).
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).
9. Implementors will take remedial action on problems/issues encountered in project
implementation.
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 implementors, 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.

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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.
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 proper action (problem-solving, referral to other
agencies/council/bodies).

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.

8.0 Reporting

8.1 GENERAL GUIDELINES

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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

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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.

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:

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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.

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 cutoff 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.

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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.

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.

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.

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

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

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/ / 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.

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).

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

11.0 Procedures for Computing Accomplishments

11.1 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.

MATHEMATICAL FORMAT FOR COMPUTING PROJECT

ACCOMPLISHMENT:

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ProjectComponent(1) Cost(2) RelativeWeight(3) Accomplishment (%) Weighted Slippage(8)=(5)-
(4)
Target(4) Actual(5) Target(6) Actual(7)
PC1 c1 c1w1 = ct t1 a1 w1 x t1 w1 x a1 S1
PC2 c2 c2w2 = ct t2 a2 w2 x t2 w2 x a2 S2

PCn cn cnwn = ct tn An wn x tn wn x an Sn

Nnnnn
ci = ct ci/ct = wi =1.0 wi x ti = A wi x ai = B
i=1 i=1 i=1 i =1 i =1

B
OVERALL WEIGHTED PERFORMANCE = - X 100 = (percent)
A

OVERALL PROJECT SLIPPAGE = B A = (percent)

Where:
i = 1,2,3,.n (as component of project)
t = target in terms of equivalent percent for each component of project
a = actual accomplishment in equivalent percent for each component of project
w = relative weight of a component to total project based on cost
c = cost of each component
s = slippage or difference between actual and scheduled accomplishment
A = overall weighted project target in percent
B = overall weighted project accomplishment in percent

11.3 PHYSICAL ACCOMPLISHMENT OF AGENCY

1. Identify all ongoing projects of the agency and their costs.

2. Compute for the relative weight of each project by taking the ratio of the cost f each project to
the total cost of all projects of the agency scheduled for the year.

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

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.

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

MATHEMATICAL FORMAT FOR AGENCY ACCOMPLISHMENT

Agency(1) Cost(2) RelativeWeight(3) Accomplishment (%) Weighted Slippage(8)=(5)-(4)

Target(4) Actual(5) Target(6) Actual(7)
AGENCY1 C1 W1 T1 A1 W1 x T1 W1 x A1 S1
AGENCY2 C2 W2 T2 A2 W2 x T2 W2 x A2 S2

AGENCYn Cn Wn Tn An Wn x Tn Wn x An Sn
CT WT AT BT

nnnn
Ci = Ct Wi = WT = 1.0 Wi x Ti = AT Wi x Ai = BT
i=1 i=1 i =1 i =1

BT
OVERALL WEIGHTED PERFORMANCE = - X 100 = (percent)
AT

OVERALL AREA SLIPPAGE = BT AT = (percent)

Where:
i = 1,2,3,.n (as component of project)
C = cost of agency projects
W = relative weight of agency project to total area based on cost
T = target of agency in percent
A = actual accomplishment of agency in percent
S = slippage of agency or difference between actual and scheduled
AT = overall weighted area target in percent
BT = overall weighted area accomplishment in percent

11.5 A SAMPLE CASE FOR COMPUTING PERFORMANCE AND SLIPPAGE

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

Component Cost Relative

Project/Agency (in P000) Weight

A 500 500/1000 = 0.5

B 300 300/1000 = 0.3
C 200 200/1000 = 0.2

TOTAL 1000 1.0

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

Component/Project OverallTarget(whole yr) Accomplishment Percent Accomplishment

Schedule Actual Schedule Actual
A 6 km. 3 km. 2 km. 3/6100=50% 2/6100=33%
B 3 km. 2 km. 1 km. 66% 33%
C 1 ha. 1 ha. 1 km. 100% 100%

3. Compute for the weighted project performance:

Component/Project Weight Percent Accomplishment Weighted Accomplishment

Schedule Actual Schedule Actual
A 0.5 50 33 50(.5)=25.0 33(.5)=16.5
B 0.3 66 33 66(.3)=19.8 33(.3)=9.9
C 0.2 100 100 100(.2)=20.0 100(.2)=20.0
TOTAL 1.0 64.8% 46.4%

OVERALL WEIGHTED ACTUAL ACCOMPLISHMENT = 46.4%

OVERALL PROJECT SLIPPAGE = 46.4 64.8 = -18.4%

FORM I-1

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 project 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 multiyear 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

DEFINITION OF ENTRIES:

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

For Column (1), indicate the following:

(A) Name of Project Title of project as found in the approved program of work, loan 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-Subsector Refers to the sector and subsector 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, OECF, 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 when the project is expected to start and to
be completed

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

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 (P000) Amount programmed for activities scheduled for implementation for
the month;

Physical Targets in Percent (%) Equivalent target in percent (as a percentage of total project) that
is scheduled for implementation for the month;

Output Indicator/Targets Indicate selected major project activities/ milestone (at most 5) where
accomplishment is to be measured expressed in terms of physical units (e.g. hectares to be
irrigated, no. of classrooms to be constructed, kms. Of roads to be constructed, trainings to be
conducted, children to be 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.

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

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

FORM 1-2

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 physical
accomplishment and financial status for the month and as of the 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:

Municipality/City/Provincial Level:

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

Regional Level:

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

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 project(s)

Region Region where projects are being implemented

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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 (P000) (Columns 3-6)

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

b) 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) 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)

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

Column (5) Expenditure (Unpaid Obligations 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 start of project
implementation up to reporting date

PHYSICAL SATUS (%) (Column 7-9)

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 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 for the month

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

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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.

Form I-3

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 Council 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: Nongovernment Organizations, Concerned Citizens and Agencies

FREQUENCY: To be submitted a 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/Subsector Sector or subsector 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

Implementation 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

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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
prepared the report and the DATE the report was prepared.

Republic of the Philippines

Province of La Union
MUNICIPALITY OF BACNOTAN

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Project Monitoring and Evaluation System

MANUAL OF OPERATIONS

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