Rationale
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.
In support to 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.
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:
- to provide a system for the integration, coordination and
linkage of all monitoring activities in the region;
- 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;
- 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;
- to provide information on lessons learned in project
implementation for planning and implementation of future similar
projects;
- to assess and ascertain whether projects implemented are
supportive of regional development goals and plans as well as
national development thrusts and priorities; and
- to provide a venue for greater participation on nongovernment
organizations (NGOs) in the development planning process.
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
country’s 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 national government, specifically
including those funded from the 20 percent of the internal revenue
allotment share appropriated for development projects.
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
inter-regional 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.
Project Implementation 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.
Planning, Programming, Scheduling, and Monitoring 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.
Organization of PMCs
The Project Monitoring Committees (PMCs) established in each region
through 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 as appointed by the Local Chief Executive from
among the nominees of the Local Development Council
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.
Problem Solving Mechanisms
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:
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.
Development council or its Excom will include a problem-solving item
in its agenda to discuss and 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.
Development council or Excom will refer unresolved problems to
higher bodies (next level Development Council)
Monitoring of the implementation of remedial measures will be
conducted by respective PMCs.
Monitoring Procedures
The PMCs must have their respective monitoring plans prepared before
the end of the preceding year as the basis for their regular
monitoring. Regular updates of the status of projects included in
the monitoring plan should be obtained from the implementing
agencies and processed by the PMCs.
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.
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.
Coordinate/Establish linkage with project implementors to ensure
timely submission of reports, accuracy of project evaluation and
secure the 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.
Analyze project/activity accomplishment reports and project
exception reports submitted by project implementors and NGOs/POs,
respectively.
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 delay.
Report findings and recommendations to the development councils or
the Excom for deliberations/ resolution/action. The Excom or RDC
meeting should inclue 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.
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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