Rpmes Manual

REGIONAL PROJECT
MONITORING AND
EVALUATION
SYSTEM (RPMES)
OPERATIONS
MANUAL
National
Economic and
Development
Authority
1994
REGIONAL PROJECT MONITORING AND

EVALUATION SYSTEM (RPMES)
OPERATIONS
MANUAL
Republic of the Philippines

NATIONAL ECONOMIC & DEVELOPMENT
AUTHORITY 1994
TABLE OF CONTENTS
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
Message
Foreword
DILG Memorandum to all Municipal/City Mayors and Provincial Governors
Memorandum Circular No. 1-94
Rationale
Objectives and Scope
2.1 Objectives
2.2 Scope
Organizational Framework
3.1 Coordination Activities
3.2 Planning, Programming, Scheduling and Monitoring Activities
3.3 Project Implementation Activities
Organizational of PMCs
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
ANNEXIES
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
i
ii
iii
iv
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5
5
5
8
8
8
8
10
10
11
12
14
20
22
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24
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28
29
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MESSAGE
Monitoring and evaluation (M & E) involve systematic collection
and analysis of information about events associated with the
implementation of development programs / projects. It also provides the
framework for improving or facilitating project implementation. It is on
this context that the Regional Project Monitoring and Evaluation System
(RPMES) is being implemented as part of efforts to further strengthen
institution at the regional and local levels. It also serve as an operational
component of the empowerment strategy of the national government
through which the timely delivery/completion of projects could be
enhanced and their quality, improved.
This Manual on decentralized monitoring and evaluation is therefore
a timely guide to monitors and evaluators in order that adequate
information related to the implementation of development projects is made
available to decision makers (Development Councils, LGU executives,
implementing agencies and general public). The monitoring and evaluation
systems at the municipal, city, provincial and regional levels should
therefore be improved and result in outputs leading to the implementation
of corrective measures to facilitate project implementation.
I trust that this Manual will contribute to the efficiency of
development programs and projects implementation and instill in the LGUs
the importance of M & E for ongoing programs/projects as well as their
respective development plans.
(Sgd.) CIELITO F. HABITO

Secretary of Socio-Economic Planning
and NEDA Director-General
FOREWORD
This revised version of the Manual was prepared to prescribe the operating
procedures in the implementation of the Regional Project Monitoring and Evaluation
Systems (RPMES) with the new management at the local levels as a result of the
implementation of the Local Government Code of 1991.
This revised Manual presents the objectives, systems framework and mechanics
of the RPMES. It is intended to serve as a guide for the Project Monitoring Committee
at the regional, provincial / city and municipal levels. In the monitoring and evaluation
(M&E) of programs and projects under their jurisdiction.
This M&E has been designed in support of the decentralization policy of
government and provides for a scheme linking the monitoring and evaluation systems
at the national, regional, provincial/city and municipal levels.It also provides a venue
for the active participation of non government and private volunteer organizations in
the monitoring and validation processes of project implementation.
The system provides for the minimum requirements for monitoring and
evaluating projects, but allows inclusion of additional data inputs and output reports
depending upon the needs of the development councils at various levels. The use of
M&E information for decision making or project facilitation is highlighted in each
level with the respective development councils as the primary client of M&E
information.
(Sgd.) ANICETO M. SOBREPEA

Deputy Director-General
Chairman, National Project
Monitoring Committee
REPUBLIC OF THE PHILIPPINES

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT
EDSA Corner Reliance St., Mandaluyong
Metro Manila
MEMORANDUM
FOR:
All Municipal / City Mayors and Provincial Governor
FROM:
The Secretary
SUBJECT: ORGANIZATION OF PROJECT MONITORING COMMITTEES AS

PRESCRIBED UNDER EXECUTIVE ORDER 93 AND CONDUCT OF
REGULAR MONITORING AND EVALUATION UNDER THE REGIONAL
PROJECT MONITORING AND EVALUATION SYSTEM ( RPMES)
DATE:
1.
22 March 1994
This refers to Executive Order No. 93, dated 1 June 1993 entitled Amending Executive
Order No. 376 (Series of 1989) Establishing the Regional
Evaluation System (RPMES) and for Other Purposes.
2.
3.
4.
Project Monitoring
and
Monitoring and evaluating the implementation of development programs and projects are
important tasks assigned to the Local Development
Councils under the new LG Code
and, relatedly, M / E information is a
valuable tool for local development managers.
In this connection, may I be apprised of the status of
respective Project Monitoring
Committees under the
RPMES including its composition if already organized. May I
also enjoin the LGUs to allocate some resources to undertake M / E activity as this is now
part of their regular functions.
For reference, I have attached copies of EO 376 and EO93. Furthermore, the Regional
Project Monitoring Committee under the Regional Development Council is available to
assist in implementing these Eos as it coordinates RPMES implementation in the region.
Best regards.
(Sgd.) RAFAEL M. ALUNAN III
Secretary
REPUBLIC OF THE PHILIPPINES

NATIONAL PROJECT MONITORING COMMITTEE
REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM
National Economic and Development Authority
Department of Interior and Local Government
Department of Budget and Management
Presidential Management Staff Office of the President
MEMORANDUM CIRCULAR NO. 1-94
July 1994
TO
The Chairmen and Members of the Regional Development Councils, including the
ARMM Planning and Development Board, the Cordillera Executive Board and
Metropolitan Manila Authority;the Provincial, City and Municipal Development
Councils; the Government Corporate Monitoring and Coordinating Committee;The
Heads of Departments, Bureaus, Offices, and Other Agencies ofthe National
Government; Provincial Governors, City and Municipal Mayors;
Representatives/Members of the Project
Monitoring Committees; and All Others
Concerned
SUBJECT:
ADOPTION OF THE RPMES MANUAL OF OPERATIONS

IMPLEMENTING PROVISIONS OF
EXECUTIVE ORDER 93 DATED
JUNE 1, 1993
1.0
PURPOSE
This circular is issued to adopt the Revised RPMES Manual of Operations and to prescribe
the general procedures and guidelines in the organization and operationalization of the
Regional Project Monitoring and Evaluation System (RPMES) as directory by Executive
Order No. 93, dated 01 June 1993.
2.0
COVERAGE
This circular shall cover coordinators of RPMES at the national, regional, provincial, city and
municipal levels, the monitors (members of the various project monitoring committees) and
the project implementers (line agencies, LGUs and government-owned or controlled
corporations).
3.1
GENERAL GUIDELINES
EO 93 amends EO 376 (series of 1989) Establishing the Regional Project Monitoring and
Evaluation System (RPMES) and for Other Purposes.
EO 93 establishes the National Project Monitoring Committees (NPMC) to oversee
implementation of RPMES and authorizes these, from time to time, to update and make
revisions to the Manual of Operations implementing RPMES.
Pursuant to the above, all concerned Development Councils / Planning
Boards/ LGUs are
enjoined to implement the RPMES in accordance with
the Manual
of Operations
which prescribes the guidelines on the
operationalization of the system.
Likewise, the Project Implementors are also enjoined to report progress of implementation to
the respective Project Monitoring Committees at
regional, provincial, city and municipal
levels and provide monitors more
detailed information on ongoing projects facilitation/
problem-solving.
4.0
EFFECTIVITY
This circular shall take effect immediately.
(Sgd.) ANICETO M. SOBREPEA

Chairman, National Project
Monitoring Committee and
Deputy Director-General, NEDA
RPMES 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 25 May 1998 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 intensive 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 of filing up the forms. Decision
parameters are also included for specific/common implementation problems. Expansion of
the system to include additional data inputs and outputs reports will be 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
necessaryto 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 unit. 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 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.
________________________________________________________________________________________
4
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.
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5
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 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 bygovernment 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.
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6
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.
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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,
MONITORING ACTIVITIES
SCHEDULING,
AND
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.
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8
RPMES ORGANIZATIONAL STRUCTURE

IAs/GOCC
LGU
IMPLEMENTORS
IMPLEMENTORS
MONITORS
COORDINATORS
AGENCY
CENTRAL
OFFICE
NATIONAL
PROJECT
MONITORING
COMMITTEE
NEDA BOARD/
RDC-CORD
AGENCY
REGIONAL
OFFICE
REGIONAL
PROJECT
MONITORING
COMMITTEE
REGIONAL
DEVELOPMENT
COUNCIL
AGENCY
FIELD/
DISTRICT
OFFICES
PROVINCIAL/
CITY PROJECT
MONITORING
COMMITTEE
PROVINCIAL/
CITY
DEVELOPMENT
COUNCIL
MUNICIPAL
PROJECT
MONITORING
COMMITTEE
MUNICIPAL
DEVELOPMENT
COUNCIL
PROVINCIAL/
CITY OFFICES
(Engg Agri. Environment/
Natural Resources)
MUNICIPAL
GOVERNMENT
OFFICES
(Engg Agri. Environment/
Natural Resources)
________________________________________________________________________________________
9
4.0 ORGANIZATION OF PROJECT MONITORING

COMMITTEES
4.1 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
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One Representative of NGO/PO

One Representative of NGO members in the Local Development Council
Four PMC members appointed by the Local Chief Executive from among the
nominees of the Local Development Council nominated out of the seven 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 Co-Chairman, 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.
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4.3 SELECTION AND APPOINTMENT OF NGO MEMBERS

4.3.1 Regional
The selection and appointment of NGO representatives to the Regional PMCs will be
guided by a set of criteria prescribed under Section 4.2 of the DBM-NEDA Joint Circular 190, 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.
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12
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.
________________________________________________________________________________________
13
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
________________________________________________________________________________________
14
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 (PMSOP)
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;
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.
________________________________________________________________________________________
15
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, 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.
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;
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16
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.
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
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17
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 (regular government agencies, nonfinancial governmentowned or controlled corporations, state colleges and universities and local government units)
National Level
a. furnish copies of the Agency Work and Financial Plans to the National 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.
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);
________________________________________________________________________________________
18
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.
________________________________________________________________________________________
19
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.
________________________________________________________________________________________
20
RPMES: OVERALL SYSTEM FRAMEWORK

NATIONAL LEVEL
INFORMATION/APPROPRIATE
RDC-CORD/NEDA
BOARD
ACTION/DECISION
NATIONAL SECRETARIAT
NEDA/
DBM/
PMS-OP/
DILG
CONSOLIDATION OF ACO/REGL
REPORTS/SUBMISSION OF
RECOMMENDATION/MTPIP
MONITORING
PROJECT IMPLEMENTOR
prepare WFP
prepare agency reports
ACO
QUARTERLY
REGIONAL LEVEL
QUARTERLY
QUARTERLY
REGIONAL
DEVELOPMENT COUNCIL
REGIONAL MONITORING
COMMITTEE
discuss projectimplementation
monitor/evaluate, consolidate
(DILG,DECS,DOH, other
Implementing Agencies/
issues/problem-solving
regional progress reports
GOCCs and LGUs)
QUARTERLY
SUB REGIONAL
LEVEL
PROVINCIAL/CITY
MONTHLY
MONTHLY
PROJECT IMPLEMENTOR
NGOs/
Concerned
Citizens
MONTHLY
PROVINCIAL/CITY
DEVELOPMENT COUNCIL
PROVINCIAL PROJECT
MONITORING COMMITTEE
monitor/evaluate,validate
provincial progress reports
MONTHLY
PROJECT IMPLEMENTOR
(Implementing Agencies/
GOCCs, NGOsand LGUs)
NGOs/
Concerned
Citizens
MUNICIPALLEVEL
MONTHLY
MONTHLY
MUNICIPAL
DEVELOPMENT COUNCIL
MUNICIPAL PROJECT
MONITORING COMMITTEE
monitor/evaluate,validate
provincial progress reports
PROJECT IMPLEMENTOR
(Implementing Agencies/
NGOsand LGUs)
NGOs/
Concerned
Citizens
Flowlines:
REPORTING
FEEDBACK
REFERRAL
MONITORING/VALIDATION
________________________________________________________________________________________
21
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 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.
________________________________________________________________________________________
22
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 implementors.
________________________________________________________________________________________
23
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 implementors 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.
________________________________________________________________________________________
24
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.
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.
________________________________________________________________________________________
25
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.
________________________________________________________________________________________
26
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.
________________________________________________________________________________________
27
8.0 REPORTING
8.1 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.
________________________________________________________________________________________
28
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.
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.
________________________________________________________________________________________
29
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
A.
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.
________________________________________________________________________________________
30
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.
________________________________________________________________________________________
31
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.
Figure 3 in the next page presents the two options in diagram form.
________________________________________________________________________________________
32
FIGURE 3: REPORTING OPTIONS 1 AND 2
IMPLEMENTORS
NGOs
PROJECT
MONITORING
COMMITEE
DEVELOPMENT
COUNSIL
PLANNING
BOARDS
O P T I O N-1
FORM I-1
FORM I-2
FORM I-3
O P T I O N-2
AGENCY
FORMS
FORM I-3
P
R
O
C
E
S
S
I
N
G
FORM 0-4
FORM 0-3
FORM 0-2
FORM 0-1
________________________________________________________________________________________
33
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:
________________________________________________________________________________________
34
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
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)
________________________________________________________________________________________
35
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 problemsolving 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/Turnover if they are in order. Make an assessment of the lessons and insights drawn in the
course of projects implementation and make this available to project planners.
________________________________________________________________________________________
36
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 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.
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.
________________________________________________________________________________________
37
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.
________________________________________________________________________________________
38
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:
Project
Component
(1)
--------------PC1
Cost
(2)
--------c1
Relative
Weight
(3)
------------c1
w1 = --ct
Accomplishment (%)
Target
Actual
(4)
(5)
-------------------------------t1
Weighted
Target Actual
Slipppage
(6)
(7)
(8)=(5)-(4)
--------------------------- -------------
a1
w1 x t1
w1 x a1
s1
c2
w2 = --t2
a2
w2 x t2
w2 x a2
s2
ct
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
cn
PCn
cn
wn = --tn
an
wn x tn
wn x an
sn
ct
----------------------------------------------------------------------------------------------------------------------------- -------------------n
n
n
n
n
ci = ct
ci / ct = w1 = 1.0
wi x ti = A
wi x ai = B
PC2
i=1
c2
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.
________________________________________________________________________________________
39
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.
6. Subtract target accomplishment from actual accomplishment to get project slippage.
MATHEMATICAL FORMAT FOR AGENCY ACCOMPLISHMENT:
Project
(1)
---------------
Cost
(2)
---------
Relative
Weight
(3)
-------------
Accomplishment (%)
Target
Actual
(4)
(5)
--------------------------------
P1
C1
W1
T1
A1
P2
.
.
.
C2
.
.
.
W2
.
.
.
T2
.
.
.
A2
Pn
Cn
Wn
Tn
.
.
.
Weighted
Target
Actual
(6)
(7)
-----------------------------
Slipppage
(8)=(5)-(4)
-------------
W1 x T1
W1 x A1
S1
W2 x T2
.
.
.
W2 x A2
.
.
.
S2
.
.
.
Wn x An
Sn
An
Wn x Tn
----------------------------------------------------------------------------------------------------------------------------- -------------------n
n
n
n
Ci = Ct Ci / Ct = WT = 1.0
Wi x Ti = AT Wi x Ai = BT
i=1
i=1
i=1
i=1
B
A
OVERALL AGENCY 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 project in equivalent percent
A = actual accomplishment of project in equivalent percent
S = slippage of project or difference between actual and scheduled accomplishment
AT = overall weighted agency target in percent
BT = overall weighted agency accomplishment in percent
________________________________________________________________________________________
40
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 agencys projects to total cost of all projects in the area.
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
agency accomplishment.
6. Subtract target accomplishment from actual accomplishment to get project slippage.
_____________________
* Area may refer to region, province, city or municipality
________________________________________________________________________________________
41
MATHEMATICAL FORMAT FOR AREA ACCOMPLISHMENT:

Agency
(1)
---------------
Relative
Weight
(3)
-------------
Cost
(2)
---------
Accomplishment (%)
Target
Actual
(4)
(5)
--------------------------------
Weighted
Target
Actual
(6)
(7)
-----------------------------
AGENCY1
C1
W1
T1
A1
W1 x T1
W1 x A1
AGENCY2
.
.
.
AGENCYn
C2
.
.
.
Cn
W2
.
.
.
Wn
T2
.
.
.
Tn
A2
.
.
.
An
W2 x T2
.
.
.
Wn x Tn
W2 x A2
.
.
.
Wn x An
CT
WT
n
Ci = Ct
i=1
n
Wi = WT = 1.0
AT
n
Wi x Ti = AT
i=1
i=1
Slipppage
(8)=(5)-(4)
------------S1
S2
.
.
.
Sn
BT
n
Wi x Ai = BT
i=1
BT
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
________________________________________________________________________________________
42
11.5 A SAMPLE CASE FOR COMPUTING PERFORMANCE AND SLIPPAGE

1. Compute for the relative weight of each project component/project/ agency:
Component
Project/Agency
Cost
(in P000)
A
B
C
Relative
Weight
500
300
200
-----1000
TOTAL
500/1000 = 0.5
300/1000 = 0.3
200/1000 = 0.2
-----------------1.0
2. Compute for the percent accomplishment (performance) as of reporting period:

Component/
Project
Overall
Accomplishment
Percent
Accomplishment
Target
Schedule
Actual
Schedule
Actual
(Whole year)
---------------------------------------------------------------------------------------------------------------A
B
C
6 km.
3 km.
1 ha.
3 km.
2 km.
1 ha.
2 km.
1 km.
1 km.
3/6x100=50%
66%
100%
2/6x100=33%
33%
100%
3. Compute for the weighted project performance:
Component/
Project
--------------A
B
C
TOTAL
Weight
-------------0.5
0.3
0.2
-------1.0
Percent
Accomplishment
Weighted Accomplishment
Schedule
Actual
Schedule
Actual
----------------------------- ---------------------------------------------50
33
50(.5) = 25.0
33(.5) =16.5
66
33
66(.3) = 19.8
33(.3) = 9.9
100
100
100(.2) = 20.0 100(.2) =20.0
----------------64.8%
46.4%
OVERALL WEIGHTED ACTUAL ACCOMPLISHMENT = 46.4%

OVERALL PROJECT SLIPPAGE = 46.4 64.8 = -18.4%
________________________________________________________________________________________
43
________________________________________________________________________________________
44
ANNEX A
________________________________________________________________________________________
45
IMPLEMENTOR
> ____________________________
(A) NAME OF PROJECT

(B) LOCATION
(C) SECTOR/SUBSECTOR
TOTAL
(D) FUNDING SOURCE
PROJECT
(E) FORCE ACCOUNT/
TARGET
PAKYAW/
NAME OF CONTRACTOR
(2)
(F) PROJECT SCHEDULE)
CY ______ PHYSICAL/FINANCIAL TARGET
JAN
(3)
FEB
(4)
MAR
(5)
1.
FS
%
OI
EG
2.
FS
%
OI
EG
3.
FS
%
OI
EG
FS financial schedule
% - overall physical target in percent
PREPARED BY :_________________________________
DESIGNATION :_________________________________
DATE
:_________________________________
APR
(6)
MAY
(7)
JUN
(8)
JUL
(9
AUG
(10)
OI output indicator/targets
SEP
(11)
OCT
(12)
NOV
(13)
DEC
(14)
TOTAL
(15)
EG employment generated
NOTED :_____________________________
AGENCY HEAD
National Project Monitoring Committee
________________________________________________________________________________________
46
PMC FORM I-1

INITIAL PROJECT REPORT
Physical and Financial Targets for Capital Investments Programs/Projects
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:
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.)
________________________________________________________________________________________
47
(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.
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.
________________________________________________________________________________________
48
________________________________________________________________________________________
49
PMC FORM I-2

PHYSICAL AND FINANCIAL ACCOMPLISHMENT REPORT FOR CAPITAL INVESTMENT PROGRAMS/PROJECTS
As of ______________________
IMPLEMENTOR > _____________________________
CONTRACTOR
> _____________________________
REGION
> _____________________________
PROVINCE
>______________________________
REMARKS
FINANCIAL STATUS (P 000)
(a) NAME OF PROJECT

(b) DATE STARTED
PHYSICAL STATUS
Location
(City
/Municipality)
(c ) TARGET COMPLETION
DATE
EXPENDITURE
a) Program
b) AA Issued
CY_____
a) Program
b) AA Issued
to date
UNPAID
TARGET
Indicator
(5)
PREPARED BY :_________________________________
DESIGNATION :_________________________________
DATE: __________________________________________
ACTUAL
To Date
To Date
(4)
2)Recommendations
This
To Date
(3)
To Date
ACTUAL
Output
OBLIGATIONS
(2)
1)Problems/Issues of
Implementation
(Man-Days)
DISBURSEMENT
(1)
EMPLOYMENT
GENERATED
To Date
Month
(6)
(7)
(8)
(9)
(10)
(11)
(12)
_________________________________
AGENCY HEAD
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.
As of Refers to the reference month
Implementor Name of implementing agency, GOCC or LGU implementing the project(s)
Region Region where projects are being implemented
Province/City Province or city where projects are being implemented
Column (1) Name of Project Title of project as found in the approved program of work
Date Started Month, day and year when project actually started
Target Completion Date Date when the project is scheduled to be completed
Column (2) Location Municipality/City where project is being implemented
________________________________________________________________________________________
50
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
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.
________________________________________________________________________________________
51
Name of Project
: _____________________________
Location: ___________________________________
Sector/Subsector : _____________________________
Implementation Status:
( ) Ahead
FINDINGS
( ) Behind-Schedule
Implementing Agency: ________________________

( ) On-Schedule
POSSIBBLE REASONS/CAUSES
RECOMMENDATIONS
PREPARED BY :_________________________________
OFFICE: ________________________
DESIGNATION :_________________________________
DATE : ________________________
________________________________________________________________________________________
52
PMC FORM I-3

PROJECT EXCEPTION REPORT
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: Non-government Organizations, Concerned Citizens and Agencies
FREQUENCY: To be submitted a the need arises
Name of Project Title of project as found in the approved program of work
Sector/Subsector Sector or subsector to which the project falls (Refer to Annex C 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
Recommendations Suggestions to improve work progress or to commend outstanding
performance
who prepared the report and the DATE the report was prepared.
________________________________________________________________________________________
53
________________________________________________________________________________________
54
ANNEX B
________________________________________________________________________________________
55
REPORT ON TE STATUS OF PROJECTS ENCOUNTERING PROBLEMS IN IMPLEMENTATION

As of _____________________________
NAME OF PROJECT/
PROGRAM
(1)
IMPLEMENTING
LOCATION
(2)
AGENCY
(3)
IMPLEMENTATION STATUS
(%)
TARGET
(4)
ACTUAL
(5)
SLIPPAGE
(6)=(5)(4)
ISSUES
(7)
SOURCE OF
INFORMATION
ACTION TAKEN
RECOMMENDATION
(8)
(9)
PREPARED BY :_________________________________
OFFICE : _________________________
DESIGNATION :_________________________________
DATE : _________________________
________________________________________________________________________________________
56
PMC FORM 0-1
TITLE: REPORT ON STATUS OF PROJECTS ENCOUNTERING PROBLEMS

IN IMPLEMENTATION (PMC FORM 0-1)
PURPOSE: This report will provide information on the various problems encountered by
ongoing 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
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 PMC Not later than two (2) weeks after reference month.
Provincial/City Level
Frequency: To be prepared and submitted monthly to the Provincial/City
Development Council; quarterly to the Regional Project Monitoring
Committee
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 PMC Not later than two (2) weeks after reference month.
________________________________________________________________________________________
57
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 third week after reference quarter
President/Cabinet/NEDA Board On or before the 30th day of the month after
reference quarter
As of End of reporting period
Column (1) Name of Project Title of project encountering implementation problems
Column (2) Location Region, province, city or municipality where project is being
implemented
Column (3) 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 observed 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 taken/being

recommended to improve work progress or to commend outstanding
performance
who accomplished the form and the DATE the report was prepared.
________________________________________________________________________________________
58
PMC FORM 0-2

FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENT PROGRAMS/PROJECTS
As of ______________________
REGION/PROVINCE /MUNICIPALITY______________________________
(a) Project
Title
(b) Agency
(c ) Location
SCHEDULE
a)Start
F I N A N C I A L (P 000)
t
Completion
AA
Program
Date
(1)
(2a)
(2b)
Issued To
Date
(3)
(4)
Funding
Support
%
(5)=(4)/(3)x100
P H Y S I C A L (%)
EXPENDITURE
Unpaid
Obligations
Expenditure
Disbursement
(6)
(7)
Total
Target
Actual
Slippage
Rate
(9)=(8)/(3)x100
Remarks
Performance
(14)
(%)
(8)=(6)+(7)
Employment
Generated
(Man-Days)
(10)
(11)
(12)=(11)-(10)
(15)
(13)=(11)/(10)x100
OFFICE : _________________________
DESIGNATION :_________________________________
DATE : _________________________
PREPARED BY :_________________________________
TITLE: FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENT

PROGRAMS/PROJECTS (PMC FORM 0-2)
PURPOSE: This report will provide information on the financial and physical status of
ongoing capital investment programs/projects in a specific area/location. It will
contain the titles of ongoing projects, implementing agency, location, schedules
(may be original or revised), the financial and physical performance of each
project and problems encountered in implementation.
Municipal Level
Submission Date:
th
Municipal Development Council On the 7 day of the month following the

reference month
Frequency: To be prepared and submitted monthly to the Provincial/City Development
Council; quarterly to the Regional Project Monitoring Committee
Distribution: 1 copy Provincial/City Development Council 1
copy Regional Project Monitoring Committee
Submission Date:
th
Provincial/City Development Council On the 7 day of the month following

the reference month.
________________________________________________________________________________________
60
Regional Level
Distribution: 1 copy Regional Development
Council 1 copy NEDA Central Office
Submission Date:
th
President/Cabinet/NEDA Board On or before the 30 day of the month after

reference quarter
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 (P000)
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
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 as of report date
________________________________________________________________________________________
61
Column (7) Expenditure (Disbursement) Actual cash payments made through the issuance
of Treasury Warrants and/or checks to the project as of report date
Column (8) Expenditure (Total) Sum of unpaid obligation (Column 6) and disbursement
(Column 7)
Column (9) Expenditure Rate Total expenditure (Column 8) divided by Program (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
Column (15) 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.
________________________________________________________________________________________
62
F I N A N C I A L (P000)
AGENCY
Number
of
Projects
(1)
OVERALL>
(2)
PROGRAM
(3)
AA Issued
To Date
(4)
Funding
Support
%
(5)=(4)/(3)x100
P H Y S I C A L (%)
EXPENDITURE
Expenditure
(%)
Unpaid
Disburse-
Obligation
ment
(6)
(7)
Employment
Rate
Generated
Target
Actual
Slippage
Performance
(Man-Days)
(12)=(11)-(10)
(13)=(11)/(10)x100
(14)
Remarks
Total
(8)=(6)+(7)
(9)=(8)(3)x100
(10)
(11)
(15)
>
PREPARED BY :_________________________________
OFFICE : _________________________
DESIGNATION :_________________________________
DATE : _________________________
________________________________________________________________________________________
63
PMC FORM 0-3

SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENTS BY AGENCY
As of ______________________
TITLE: SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENT

BY AGENCY (PMC FORM 0-3)
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.
Municipal Level
Submission Date:
reference month
Committee
Submission Date:
Provincial/City Development Council On the 7th day of the month following
________________________________________________________________________________________
64
Regional Level
Submission Date:
reference quarter
Region/Province/City/Municipality - Specific area where projects are being implemented
Column (1) Agency Name of implementing agency
Column (2) No. of Projects Total number of projects being implemented by the agency in
the specified area
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) Total accounts committed to be paid for the
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
through the issuance of Treasury Warrants and/or checks as of reporting date
________________________________________________________________________________________
65
(Column 7) for each agency
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 ongoing 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.
________________________________________________________________________________________
66
F I N A N C I A L (P000)
SECTOR
Number
of
Projects
(1)
OVERALL>
(2)
PROGRAM
(3)
AA Issued
To Date
(4)
Funding
Support
%
(5)=(4)/(3)x100
P H Y S I C A L (%)
EXPENDITURE
Expenditure
Rate
(%)
Unpaid
Disburse-
Obligation
ment
(6)
(7)
Target
Actual
Slippage
Performance
(12)=(11)-(10)
(13)=(11)/(10)x100
Employment
Generated
(Man-Days)
Remarks
Total
(8)=(6)+(7)
(9)=(8)(3)x100
(10)
(11)
(14)
(15)
>
PREPARED BY :_________________________________
OFFICE : _________________________
DESIGNATION :_________________________________
DATE : _________________________
________________________________________________________________________________________
67
PMC FORM 0-4

SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENTS BY SECTOR
As of ______________________
TITLE: SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENT

BY SECTOR (PMC FORM 0-4)
PURPOSE: This report will provide a summary of the financial and physical
accomplishment by sector. It will contain information on the number of
ongoing 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.
Municipal Level
Submission Date:
reference month
Committee
Submission Date:
Provincial/City Development Council On the 7th day of the month following
________________________________________________________________________________________
68
Regional Level
Submission Date:
reference quarter
Region/Province/City/Municipality - Specific area where projects are being implemented
Column (1) Sector Sector or category of projects
Column (2) No. of Projects Total number of projects being implemented under the sector
in the specified area
Column (3) Program Total amount of funds required by the sector to accomplish targets as
of the reporting period
Column (4) AA Issued Cumulative total Advices of Allotment issued by DBM 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 the
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
through the issuance of Treasury Warrants and/or checks as of reporting date
________________________________________________________________________________________
69
(Column 7) for each sector
PHYSICAL STATUS (%)
Column (10) Target Expected overall amount of work (in percentage) to be accomplished
by each sector as of report date (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 sector. It may be positive (which means that the
project is ahead of schedule), negative (behind-schedule), or zero (onschedule)
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
man-days
Column (15) Remarks Additional information on the project, such as problems that impede
project implementation, remedial measures taken, etc.
________________________________________________________________________________________
70
Annex C
________________________________________________________________________________________
71
________________________________________________________________________________________
72
SECTOR/SUBSECTOR BREAKDOWN OF
PUBLIC INVESTMENT PROJECTS
I.
AGRI-INDUSTRIAL STRATEGY
1
Agriculture and Agrarian Reform

Agrarian Reform
Crops
Fisheries
Livestock
Support Services
02
Environment and Natural Resources

Environment
Forestry
Land Management
Industry, Trade and Tourism
Science and Technology
II. HUMAN DEVELOPMENT

1
Education
02
Housing
03
Health, Population and Nutrition
Social Services and Community Development
III. INFRASTRUCTURE SUPPORT

1
Transportation
Airport and Air Navigation
Roads and Bridges
Ports
Railways
Urban Transportation
________________________________________________________________________________________
73
02 Water Resources
Flood Control
Irrigation
Water Supply, Sewerage and Sanitation
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 Buildings
Urban Community Infrastructure
Health Center
IV. DEVELOPMENT ADMINISTRATION
V. DISASTER MITIGATION
VI. INTEGRATED AREA DEVELOPMENT
________________________________________________________________________________________
74
ANNEX D
________________________________________________________________________________________
75
________________________________________________________________________________________
76
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 nationally-funded 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 locally-generated resources, which
are implemented within their respective areas.
________________________________________________________________________________________
77
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.
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).
________________________________________________________________________________________
78
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 MALACAANG
MANILA
________________________________________________________________________________________
79
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;
________________________________________________________________________________________
80
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;
b. 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;
c. To integrate all monitoring activities in the region;
d. To assess and ascertain whether projects implemented are supportive of regional
development goals and plans as well as national development thrusts and
priorities;
e. To provide information on lessons learned in project implementation for planning
and implementation of future similar projects;
f. To provide a venue for greater participation of non-government organizations
(NGOs) in the development planning process.
SECTION 2. Scope and Coverage. The RPMES envisions to monitor and evaluate 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________________________________________________________________________________________
81
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.
SECTION 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 CoChairman. 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 sub-regional 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.
________________________________________________________________________________________
82
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.
SECTION 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;
b. Provide the PMCs with information on project fund releases;
c. Evaluate and report on the budget performance of implementing agencies; and
d. Operationalize the creation of Project Monitoring Committees at the Regional,
Provincial, City and Municipal levels.
National Economic and Development Authority (NEDA)
a. Provide feedback to Regional PMCs on actions made on issues raised to the
Cabinet or the President;
b. Provide the Secretariat services as are here indicated; and
c. Conduct training for the operationalization of the RPMES, together with DBM.
Office of the Cabinet Secretary-OP
a. Include in the agenda of the monthly CORD-RDC Chairmen meeting with the
President or other appropriate venue, issues/problems raised through RPMES that
require the action of the Cabinet/President;
b. Follow-up with the Cabinet members/agency heads actions on recommendations
to expedite project implementation; and
c. Provide feedback to concerned CORD/RDC Chairman on problems/ issues raised
for discussion.
________________________________________________________________________________________
83
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;
b. Submit periodic reports to the monitoring committee on the status of project
implementation based on suggested reporting form;
c. Provide authorized monitors access to more detailed information on project
implementation (e.g. work program);
d. Submit to the next higher level of the line agency reports on status of project
implementation; and
e. Implement/institute remedial measures on problems/issues identified as suggested
by the development council.
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;
b. Ensure effective/efficient implementation of project trough vigilance; and
c. Act as government partners in ensuring transparency in project implementation.
Project Monitoring Committee
a. Provide list of projects to be monitored to NGOs involved in project monitoring;
________________________________________________________________________________________
84
b. 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;
c. Pinpoint problems, verify information and recommend remedial measures to be
submitted for analysis and action of the development council;
d. Provide feedback on the remedial actions of the development council and followup their implementation;
e. Prepare and disseminate periodic (monthly or quarterly) project monitoring reports
on the status of project implementation; and
f. Elevate to higher level bodies problems/issues which are not resolved at their
level.
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
development council;
c. Evaluate the implementation of projects and derived 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; and
f. Inform PMCs of action taken on problems referred to appropriate units (i.e.,
Cabinet, OP).
Department of Local Government
a. Coordinate with the DBM in creating and operationalizing the PMCs at the
municipal, city and provincial levels;
________________________________________________________________________________________
85
b. Ensure expanded scope of monitoring and evaluation (provided by MO 175, as

amended) to include other development projects specified under the Executive
Order; and
c. Assist the DBM and NEDA in the conduct of training for the RPMES.
The reports herein required shall include as part of its reporting formats employment
generation of the various programs/projects expressed in man-days.
SECTION 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.
SECTION 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.
Trainings/workshops on the use of the RPMES Manual of Operations shall be
conducted within the next six months.
SECTION 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.
SECTION 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.
SECTION 9. Effectivity. This Executive Order shall take effect immediately.
DONE in the City of Manila, Philippines, this 2nd day of November in the year of
Our Lord, nineteen hundred and eighty-nine.
(Sgd.) CORAZON C. AQUINO
By the President:
(Sgd.) CATALINO MACARAIG, JR.
Executive Secretary
________________________________________________________________________________________
86

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REGIONAL PROJECT

REGIONAL PROJECT MONITORING AND

Republic of the Philippines

RPMES Input Forms and Guidelines

(Sgd.) CIELITO F. HABITO

(Sgd.) ANICETO M. SOBREPEA

REPUBLIC OF THE PHILIPPINES

All Municipal / City Mayors and Provincial Governor

SUBJECT: ORGANIZATION OF PROJECT MONITORING COMMITTEES AS

REPUBLIC OF THE PHILIPPINES

ADOPTION OF THE RPMES MANUAL OF OPERATIONS

(Sgd.) ANICETO M. SOBREPEA

RPMES Manual of Operations

RPMES Manual of Operations

RPMES Manual of Operations

2.0 OBJECTIVES AND SCOPE

SCOPE AND COVERAGE

RPMES Manual of Operations

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

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

all area development projects; and

nationally-funded projects implemented in the region and other projects considered

RPMES Manual of Operations

foreign and nationally-funded projects, which are implemented or located in two

other projects implemented and managed at the provincial/city level with

foreign and nationally-funded projects, which are implemented or located in

RPMES Manual of Operations

3.0 ORGANIZATIONAL FRAMEWORK

To ensure that the RPMES activities are coordinated in terms of information

Operationalization of the RPMES will be undertaken by the NPMC through the

PROJECT IMPLEMENTATION ACTIVITIES

The implementation of development projects at various levels will be undertaken

RPMES Manual of Operations

RPMES ORGANIZATIONAL STRUCTURE

RPMES Manual of Operations

4.0 ORGANIZATION OF PROJECT MONITORING

NEDA Deputy Director-General Chairman

NEDA Regional Director Chairman

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

RPMES Manual of Operations

One Representative of NGO/PO

RPMES Manual of Operations

4.3 SELECTION AND APPOINTMENT OF NGO MEMBERS

he must be a Filipino citizen;

RPMES Manual of Operations

he must be a member in good standing of a civic, religious or any other

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

RPMES Manual of Operations

5.0 RESPONSIBILITIES OF ENTITIES

RPMES Manual of Operations

RPMES Manual of Operations

LOCAL GOVERNMENT UNITS

RPMES Manual of Operations

RPMES Manual of Operations

c. facilitates interagency, intergovernmental and field headquarters coordination,

RPMES Manual of Operations

RPMES Manual of Operations

6.0 SYSTEMS FRAMEWORK

RPMES Manual of Operations