Department of the Interior and Local Government Office of Project Development Services

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The Local Project Monitoring Committee Handbook Vol. 1

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The LPMC Handbook Vol. 1

The Department of the Interior and Local Government (DILG) is the primary catalyst for excellence in local governance that nurtures selfreliant, progressive, orderly, safe, and globally competitive communities sustained by an empowered citizenry. Learn more at dilg.gov.ph or follow the DILG Philippines page on Facebook. The Office of Project Development Services (OPDS) formulates innovative approaches and strategies designed to promote technical capabilities of local governments and assist in the development of program components for the implementation of tested and appropriate systems and processes at the local level.

This handbook, the first in a series to be developed for Local Project Monitoring Committees (LPMC), discusses the creation and fundamentals of LPMCs, the roles and responsibility of members of the LPMC in project monitoring and evaluation, and the reporting mechanisms for projects being monitored by the Committee. It is the hope of the Department that this will be used regularly and shared among members of the LPMC in your locality.

® 2021 DILG All rights reserved.

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Message from the SILG I thank the Department’s very own Office of Project Development Services for completing the first volume of the Local Project Monitoring Committee Handbook to guide our LPMC members in making sure that local government units are honestly and effectively carrying out local initiatives in their own areas of jurisdiction. Our role as members of the LPMC in our localities cannot be underscored enough, especially since we support our LGUs in transparently and accountably implementing their projects. In more ways than one, we hold the key to continuous development and progress in our provinces, cities, and municipalities nationwide.

Eduardo M. Año Secretary

Hence, this LPMC Handbook Volume 1 will hopefully capacitate and embolden each of us to remain firm and resolute in upholding what is right, faithful, and true in the face of trying circumstances that would test our moral code, ethical values, and character. Hangarin kong lagi nating isinasabuhay ang tatak ng isang matino, mahusay, maaasahang lingkod bayan sa ating pang-araw-araw na tungkulin. We at the Department of the Interior and Local Government hope that as members of our LPMCs, along with our LGUs, we will continue to stand as true instruments of probity and excellence in our localities. Together, let us advocate for transparency, accountability, and good governance in order to fulfill our vow to uplift the wellbeing and quality of life of our citizens. Again, thank you to the OPDS for being proponents of local development and growth. May our service now pave the road to a bright and prosperous future for all. Mabuhay po tayong lahat!

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The LPMC Handbook Vol. 1

Table of Contents INTRODUCTION AND OVERVIEW



I. Foreword. . . . . . 3 II. A Quick Guide to the LPMC Handbook Vol. 1 6 An overview of the LPMC Handbook with brief descriptions of the subjects covered, and leading to pages where more elaborate and detailed answers could be found.

CHAPTER I: LPMC Creation and Fundamentals I.1. The Foundation and Creation of Local Project Monitoring Committees . . . 13 I.2. The Regional Project Monitoring and Evaluation System Overview . . . . 14 I.3. Levels of Project Monitoring Committees . 16 I.4. Establishment of LPMCs . . . 18 I.5. Documents Needed for the Conduct of Monitoring Activities . . . . . 19 The Project Life Cycle. . . . . 20 CHAPTER II: Understanding LPMC Roles and Responsibilities II.1. Roles and Responsibilities of LPMC Members . 25 II.2. Institutional Arrangements for M&E at the Local Level and the Roles and Responsibilities of Each Unit. 26 II.3. Scope, Limitations, and Coverage of M&E Duties of the LPMC . . . . . 29 II.4. Monitoring Methods . . . . 31 II.5. Sample of Specific Field Activities . . 32 II.6. The LPMC M&E Process Flow . . . 34 II.7. The LPMC in Problem Solving Sessions . 36 II.8. SubayBAYAN Monitoring Platform . . 38 CHAPTER III: Preparation and Integration of Reports III.1. The RPMES Overall System Framework . 41 III.2. Types of Reports . . . . 43

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III.3. Reporting Frequency and Timelines . . III.4.Accomplishing RPMES Forms III.4.1 Form 1: Initial Project Report . . III.4.2 Form 2: Physical and Financial Accomplishment Report. . . . III.4.3 Form 3: Project Exception Report . . III.4.4 Form 4: Project Results . . .

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Annex 1: Template for the Executive Order for the Creation and Mobilization of LPMCs. .

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LPMC Member NOTES

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The LPMC Handbook vol. 1

A QUICK GUIDE

What are Local Project Monitoring Committees?

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LPMCs are the primary monitoring and evaluation arm of Local Development Councils (LDCs).

The LPMC supports the Regional Project Monitoring and Evaluation System (RPMES) in mainstreaming Monitoring and Evaluation (M&E) of government projects by practicing M&E principles in their localities. Details are on page 14.

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WHY is it important to have active lpmcs in our communities?

The LPMCs are pivotal in ensuring that the projects in our communities are implemented according to plan, and that local government transparency and accountability are being upheld.

Are there different levels and kinds of Project Monitoring Committees? There are essentially three (3) levels of Project Monitoring Committees (PMCs) – National, Regional, and Local. See their specific compositions on page 16.

A Quick Guide to the Handbook

WHO ARE INVOLVED IN M&E ACTIVITIES AT THE LOCAL LEVEL?

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how are lpmcs created?

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Local Development Councils initiate the creation of LPMCs, and this is ratified through the issuance of an Executive Order. Please refer to page 18 for more details.

The following entities are involved in M&E activities of projects in a locality: Local Project Monitoring Committee, LPMC Secretariat, Local Development Councils (LDCs), Local Government Unit (LGU), Project Implementer, NonGovernment Organizations (NGOs). The specific functions of each unit are listed in page 26.

What are THE functions of each unit INVOLVED IN LOCAL PROJECT M&E PROCESSES?

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Tasks are distributed among the units involved in the whole project M&E process, from the creation, supervision and coordination of the PMC, drafting of M&E plan, implementation of M&E activities and conceiving recommendations on observations and preparation of reports. The specific functions of each unit is on page 28.

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7 What ARE the supporting documents for the monitoring activities of the lpmc?

The three (3) main documents that support the monitoring activities of the LPMC are the Work and Financial Plan (WFP), Monitoring and Evaluation Plan (MP), and Monitoring and Evaluation Work Program (MWP). The purpose of each is specified in page 19.

How is an LGU infrastructure project developed and implemented?

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An infrastructure project goes through three major phases: the Pre-Implementation Phase, where the project is conceived, the Implementation Phase, where the project is constructed, and the PostImplementation Phase, where activities after project completion fall under. The specific stages under each phase are illustrated in page 20.

A Quick Guide to the Handbook

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what happens at each stage of the project life cycle?

For infrastructure projects of the LGU, a project starts with conceptualization and technical planning which happen at the Pre-Implementation Phase. These plans are then executed and actualized at the Implementation Phase. Finally, once completed, the project is managed and maintained by the LGU at the PostImplementation Phase to maximize its lifespan and serviceability. The specific activities under each stage are reflected in pages 22 - 23.

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How should LPMC members conduct monitoring? Are there established steps that we should follow? The LPMC Secretariat and the Local Chief Executive trigger the monitoring process. The whole monitoring flow is illustrated in page 34.

What Programs and Projects can the LPMC monitor? All programs and projects implemented and managed at the provincial, city or municipal level, regardless of funding source, and whether it is locally or foreign funded, are covered by the LPMC's M&E. See page 29 for details.

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How does the LPMC address observations noted in the project being implemented?

13 Is there a platform where members of the LPMC can check the projects being implemented in their localities? The DILG has a monitoring system called SubayBayan which currently carries data on Local Government Support Fund (LGSF) projects of the LGUs under programs being managed by the DILG-OPDS. Eventually, the coverage of the system could be expanded to accommodate data on all projects being implemented by the LGUs. Please refer to page 38 to know more about SubayBayan.

All problems and issues observed and identified are noted by the LPMC and provided with recommended solutions which are forwarded to the LDC for resolution. Refer to page 36 for the comprehensive steps in problem-solving by the LPMC.

14 WHICH LPMC members are responsible in the preparation of RPMES FORMS? Form 1 shall be filled out by the LPMC Secretariat, and Forms 2 - 4 are filled using a rotational set-up. Please see the details in page 45.

A Quick Guide to the Handbook

15 What types of reports are being generated by Project Monitoring Committees and other project implementation stakeholders? The LPMCs are expected to gather and consolidate data for RPMES Form 1, and fill-out RPMES Forms 2 - 4, the RPMCs are expected to generate 7 kinds of reports, and the NPMC is expected to produce 6 kinds of reports. The specific coverage of each report is on page 46.

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The Initial Project Report is done once, at the beginning of the year. The Physical and Financial Accomplishment Report is produced monthly. The Project Exception Report is prepared as the need arises, and the Project Results Report is done annually. Turn to page 44 to see the section on Reporting Frequency & Timelines.

How often should the reports be produced?

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How should we accomplish the rpmes forms?

The details on how to fill out RPMES Forms 1 - 4 could be found on pages 47 - 58.

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Chapter 1: LPMC Fundamentals

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When did the organization of Local Project Monitoring Committees Start? The signing of Executive Order No. 308 on November 05, 1987 kickstarted the push towards localizing monitoring of program implementations. This policy initiative started at the regional level, which later led to a recognition of LPMCs’ essential role in ensuring that the projects in our communities, down to the provincial, city, and municipal level, are implemented according to plan and that local government transparency and accountability are being upheld. The timelines for the foundation and institutionalization of LPMCs is reflected below:

1988. Issuance of Memorandum Order 175, localizing project monitoring

This spurred the creation of Local Project Monitoring Committees (PMCs)at the provincial, city, and municipal levels.

1991. Devolution of the monitoring and evaluation of projects to LGUs

The devolution of project M&E follows the passage of the Local Government Code (LGC).

2004. Issuance of DILG Memorandum Circular No. 2004-78

The DILG MC was issued to facilitate the reorganization and reconstitution of PMCs nationwide and to further strengthen the roles of the committee in ensuring transparency and accountability in the implementation of local development programs and projects.

1987. Issuance of Executive Order No. 308: Reorganization of Regional Development Councils (RDC)

The RDCs hold the duty of monitoring the implementation of projects.

1989. Issuance of E.O 376, as amended by E.O. 93 s. 1993: Establishment of the Regional Project Monitoring and Evaluation System (RPMES)

This is the institutional mechanism for monitoring and evaluating projects at the national, regional, provincial, city, and municipal levels. The LPMCs are mobilized to implement the RPMES at the sub-national level.

2019. Issuance of DILG Memorandum Circular 2019188 This outlines more specific functions of the LPMC and to encourage all LGUs to organize their respective committees.

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RPMES OVERVIEW

Regional Project Monitoring and Evaluation System

The RPMES was established to mainstream the culture of monitoring and evaluation in the government. The system also facilitates the devolution of project implemenation, facilitation, problem solving, and M&E to the regional, provincial, city, and municipal levels with extensive participation of various agencies, LGUs, and NGOs.

The RPMES covers all development projects, inclusive of Official Development Assistance (ODA) and other Foreign-Assisted projects, as well as those administered by National Government Agencies, Local Government Units, State Universities and Colleges (SUCs), and Government-Owned and Controlled Corporations (GOCCs) at the regional, provincial, city, and municipal levels. 14

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The RPMES is specifically designed to achieve the following objectives: integration, coordination and linkage of all monitoring activities

provide information and lessons learned in project implementation

identify problems/issues encountered for remedial action

provide up-todate information on the overall status of projects

assess and ascertain whether projects implemented are supportive of regional development goals and plans

provide a venue for greater participation of non-government organizations (NGOs)

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Levels of Project Monitoring Committees National Project Monitoring Committee

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The Project Monitoring Committees, responsible for the utilization and information of the RPMES, are classified according to function in project monitoring and evaluation. The three main classifications of PMCs are reflected in this spread.

The NPMC consists of Undersecretary-level members, which coordinates and oversees the implementation of RPMES. The Committee is chaired and co-chaired by the National Economic Development Authority (NEDA) and the Department of Budget and Management (DBM), respectively, and its members are the Department of the Interior and Local Government (DILG), and the Office of the PresidentPresidential Management Staff (OP-PMS). The NEDA-Monitoring and Evaluation Staff (NEDA-MES) serves as Secretariat of NPMC. NPMC composition NEDA, DBM, DILG, OP-PMS (NEDA-MES as Secretariat)

Chapter 1: LPMC Fundamentals

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Regional Project Monitoring Committees

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consist of Director-level members of the NEDA, DBM, DILG, and OPPMS. It also includes a private sector representative (PSR) or an NGO. The respective NEDA Regional Office (NRO) serves as Chair and Secretariat of the RPMC. RPMC composition NEDA, DBM, DILG, OP-PMS, PSR/ NGO (NROs as Chair/Secretariat)

The composition of PPMC, CPMC, MPMC is left to the discretion of the LDC, except mandatory members indicated on the following page. It is the task of all LPMCs to monitor the status of project implementation and conduct problemsolving sessions at their level, among others. The System is structured wherein lower level PMCs monitor, consolidate and validate project status for submission to higher level PMCs. While the problem-solving sessions are being conducted for each level, problems and issues which are not resolved at their level are elevated to the next PMC levels.

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Local Project Monitoring Committees (Provincial, City, Municipal Project Monitoring Committee)

PPMC/CPMC/MPMC composition

DILG, NGO / People’s Organization (PO) representative, NGO/PO representative in the LDC, members nominated by LDC and appointed by LCE, other members selected by LDC

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Establishment of Local Project Monitoring Committees Who should initiate the creation of LPMCs?

The Local Development Council (LDC) at the provincial, city, or municipal level, shall initiate the creation of the LPMC, by proposing its composition. Each LDC shall nominate, select, and appoint NGO representatives to every PMC.

The RPMC or PMCs at the sub-national level shall issue the guidelines on the selection and appointment of the NGO representatives.

The LPMC Chairperson shall be appointed by the LCE, selected from the LDC nominees or members of the PMC

The LPMC Secretariat

shall be composed of the Office of the Local (Provincial/ City/Municipal) Planning and Development Coordinator

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The LPMCs shall be created through the issuance of an Executive Order.

A template for the E.O. is on Annex 1 at Page 59.

The mandatory members of the LPMC, as prescribed in DILG MC 2019-188 are as follows:

DILG representative or officer assigned in the locality;

Four (4) PMC members appointed by the Local Chief Executive from among five (5) nominees of the LDC

One (1) representative of NGOs/POs

One (1) representative of NGO/PO members in the LDC

LPMC Mandatory Members

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Chapter 1: LPMC Fundamentals

Documents to support the activities of the LPMC Documents expected to be prepared by the LPMC annually

M&E Work Program (MWP) which shall serve as an 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 Local level based on the monitoring plans prepared by the LPMC 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.

This document is prepared by the Regional Project Monitoring Committee annually

Monitoring and Evaluation 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 local level based on the submission of implementing agencies. The scope of monitoring of the LPMC is detailed on page 29.

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.

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The Project Life Cycle As members of the LPMC in your community, it is important to be aware of the phases of the project cycle to adequately perform your respective functions and understand your roles and responsibilities as monitors. The following diagram of the Project Life Cycle shall be adopted in this material:

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Chapter 1: LPMC Fundamentals

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1. Pre-Implementation Phase Project Appraisal Stage

Project Design Stage

Project

Project Strategy Strategy/ Baseline Baseline 4Ġ4"⁹gathered iĊĠ" Data7first

F/S Project Proposal Stage

Project Approval

Detailed Engineering Design

9 4Ġ2 $i $6

Procurement

Project Startup Stage

Project Implementation Stage

Project Operation Stage

Project Completion Stage

2. Implementation Phase

Post Evaluation Stage

Role of LPMC

This is where the LPMC applies its M&E functions

3. Post-Implementation Phase 21

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The Project Lifecycle Breakdown The stages necessary to complete a project have been identified to ensure sustainability. Ideally, a project is developed and implemented without omitting or skipping any step.

The stages within the three main phases of the Project Life Cycle are described in the following narratives

1. Pre-Implementation Phase

The Pre-Implementation Phase is considered the planning and preparation stage. It has two main parts -- the Project Conceptualization Phase and the Technical Planning Phase. This Phase is where various important factors are assessed and deliberated to ensure smooth project implementation as well as the operability and sustainability of the project. Failure at these stages may lead to failure of the project. Project Design Stage

Technical Planning Phase

Project Appraisal Stage

Project Strategy Baseline

F/S Project Proposal Stage

the stages where the methodological and detailed engineering planning is done based on the type of project and in accordance with the National Standards, laws and policies covering the project and its implementation.

Project Conceptualization Phase the stages where the identified project is put into a deliberation of careful planning and study to achieve the project objective. It is an important stage to identify if the project is indeed feasible and implementable.

Detailed Engineering Design

Procurement Project Approval

Chapter 2: LPMC Involvement in Project Monitoring

2. Implementation Phase: Project Execution Proper

This phase is where the results of the pre-implementation phase are executed and realized, plans are actualized and the project is given form. LPMCs are required to perform their roles and responsibilities during this phase to ensure project continuity and, eventually, completion.

Project Startup Stage

Your ROLE happens at these stages!

Project Completion Stage

Project Implementaion Stage

3. Post-Implementation Phase: Operation and Maintenance and Project Evaluation As soon as the projects are completed, the project enters the Post-Implementation Phase, which is classified into two (2) main parts: (1) Project Operation Stage and (2) Post-Evaluation Stage. Project-Operation Stage the stage where the project sustainability, operation and maintenance plans are executed. This is an integral stage of the project as it aims to sustain the achievement of the project and avoid reversion from it.

Post-Evaluation Stage the stage where the results or output of the project implementation are assessed and evaluated as to whether it meets the project objective envisaged during the preimplementation (project conceptualization) stage.

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Chapter 2: LPMC Involvement in Project Monitoring

Roles and Responsibilities of LPMC Members As mentioned in the previous section of the Handbook, the roles and responsibilities of the LPMC as monitors are performed during project implementation. For guidance, various government agencies have provided issuances on the monitoring roles and responsibilities that the LPMC should assume. However, these issuances are merely recommendatory in nature not requiring local policy for adoption. With this, the policy that shall prevail and should be followed by the LPMC is the LGU’s issuance on the matter (e.g. Executive Order, SB/SP Resolution, and the like).

In this handbook, DILG MC 2019-188 dated 14 November 2019 is used as a primary reference material in outlining the key roles and responsibilities of the LPMC. Please refer to the next page for relevant details.

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The LPMC

counterbalances the monitoring done by the Implementation Team by checking and ensuring that the Programs and Projects are done according to the plans and parameters

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Institutional Arrangements for M&E at the Local Level and the Roles and Responsibilities of Each Unit Local Project Monitoring Committees (LPMCs) • •

• • • • •

provide list and schedule of all projects to be monitored to NGOs involved in project monitoring; 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; determine problems and verify information to be submitted for analysis and action of the development council; provide feedback on the remedial actions of the development council and follow up implementation; prepare and disseminate periodic project monitoring report on the status of project implementation; and elevate to higher-level bodies problems/ issues encountered during project implementation which cannot be resolved at their level Assist in the information, education, and communication campaign of SubayBayan to encourage local communities to engage in the monitoring activities of the government's programs and projects

Chapter 2: LPMC Involvement in Project Monitoring

Local Development Councils

• supervise and coordinate activities of the PMCs; • assess problems encountered in project implementation and provide remedial action possible at their levels or refer problems/ issues to appropriate units or next higher development council; • provide policy direction in planning and budget allocation based on the overall status of project implementation; • report on the status of project implementation to appropriate bodies (Office of the President, Cabinet, Congress, etc.) for information or action; • inform PMCs of action taken on problems referred to appropriate units (Office of the President, Cabinet, Congress, etc.); and, • disseminate information to the media and general public on the status of project implementation in their respective areas of coverage.

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Local PMC Secretariat (LPDO) • prepare the monitoring and evaluation work program to be undertaken by the PMCs during any given fiscal year, which will include the list of the projects and schedule of implementation based on submission of implementing agencies; • provide provincial/city/ municipal chief executives with information on the projects to be monitored by the local PMCs; and, • facilitate inter-agency, intergovernmental and field headquarters coordination, whenever necessary.

Local Government Units • provide the Regional Development Council (RDC), through the RPMC Secretariat, the monitoring reports of the Provincial, City, and Municipal Project Monitoring Committees; and, • establish local PMCs and provide needed resources for operation and maintenance as stipulated in the RPMES Manual of Operations

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Other Institutions Involved in the M&E of Projects at the Local Level

In addition to the responsibilities of oversight agencies, the project implementers at the local level are responsible for the following:

Project Implementers Provincial/City/Municipal Level • Submit periodic reports to the monitoring committee on the status of project implementation based on suggested reporting forms. • Provide authorized monitors (PMC Members) assistance in getting access to more detailed information on project implementation (e.g., detailed work program). • Submit reports on status of project implementation to the next higher level office of the line agency. • Implement/institute remedial measures on problems/issues identified or as suggested by the development council.

Non-Government Organization as Authorized Monitors • Assist the PMC or development council to monitor and evaluate projects by identifying implementation problems or outstanding performance through project exception reports. • Ensure effective and efficient implementation of projects through vigilant monitoring. • Act as government partners to ensure transparency in project implementation.

Chapter 2: LPMC Involvement in Project Monitoring

Scope, Limitations, and Coverage of Monitoring and Evaluation Duties of the LPMC The scope of the M&E of the LPMC, based on EO 376, includes all programs and projects implemented and managed at the provincial, city, or municipal level, regardless of funding source. (i.e. MPMC to monitor projects of the Municipal Government etc) These may also include projects in Comprehensive Development Plans (CDPs) and other development / sectoral / thematic plans prepared by LGUs

The list of programs and projects to be monitored by the LPMC is limited only to the list submitted and agreed upon in the year preceding the execution of M&E (i.e., 2021 list of projects for monitoring should be approved by the end of year 2020)

It is emphasized that the LPMC monitoring focuses on Performance-Based Monitoring (OutputBased Monitoring), different from ResultsBased Monitoring (Outcome-Based) done by the Local Development Council.

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Chapter 2: LPMC Involvement in Project Monitoring

Monitoring How To's

Below are some of the most common ways the LPMC shall conduct their monitoring activities on programs and projects. It is recommended to ensure that the type, frequency and schedule of monitoring and reporting be included in the Monitoring & Evaluation Plan of the LPMC.

Based on Activity Document Review The conduct of monitoring is through the documentation of the projects, its details, progress and accomplishments.

Field Monitoring Inspection and validation are done physically at the site

Based on Frequency Regular Monitoring Monitoring conducted regularly on a set schedule and periods throughout the project implementation (i.e., Monthly, etc.)

Ad Hoc Monitoring Additional monitoring activities outside of the regular scope that is absolutely necessary. (e.g. efforts related to disaster rehabilitation and reconstruction and other possible emerging concerns)

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Sample of Specific Field Activities LE IM P

TI O N I N T E MENTA RV

IE W

S

Various types of interviews that may be conducted to indentify and validate the progress and performance in the implementation of the projects:

Focus Group Discussion: small-group discussion with stakeholders to tackle issues, risk, and impediments in project implementation.

EC CH

K IN G O F Q U A LI T

Y

Inspecting the quality or output of work based on its conformity to the Approved Design/ Drawings and Technical Specifications. To help ensure the quality of the project, as part of the LPMC, you may provide your observations during the conduct of the site visit which later on can be included in the remarks section of the Regional Project Monitoring and Evaluation System (RPMES) Form 3.(provide example and possible picture ref: common findings)

U

N

EV AL

Key Informant Interview: interview with people who have a direct responsibility on the project (Contractors, Implementing Unit of the LGU);

IO AT

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Chapter 2: LPMC Involvement in Project Monitoring

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There are various activities which you may perform to validate the project status, progress and performance in the conduct of on-site Monitoring and Evaluation as follows:

ES

the conduct of M&E using L the timeliness of project implementation. It is a comparison of the Target/ Planned Accomplishment over Actual Accomplishment in a given time.

O

DU

EG IN T

F

N

HE

UA TI O

F

O PR

EVAL

NO

PR OJECT SC

RIT Y F E E D B A C

JE

DE CT

VIATIONS

the conduct of M&E to check for differences on the actual site vs the planned and documented Scope and Program of Works (provide example ref: contract management)

K

May be formal feedback through the conduct of perception survey (Household Survey) during project implementation. Informal feedback may also be captured thru Barangay Assembly; other feedback mechanisms currently being utilized by the LGU (i.e., thru SubayBAYAN, DevLive social media page, website, emails, call or text, snail mail, etc.)

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LPMC M&E Process Flow O NG Preparation and submission of reports to the LPMC

Pr

o

je

er

Preparation of Annual Work Monitoring Program

ct I

s

Submission of project exception reports to th LPMC

nt

M

C Secretar

iat

LP

m ple m

e

P ro

Assessment of Reports and conduct of appropriate action (i.e. issuance of notice to the project implementer)

Implementation of remedial action on problems/issues encountered

j

ec

er

LDCs

Did the Proje Implementer take action on the problems issues encountered?

nt

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t I m p le m e

Guided by the RPMES Manual of Operations, 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.

Yes.

n

he

ect

n s/

Chapter 2: LPMC Involvement in Project Monitoring

Assess NGO and LGU reports; conduct project site visit accordingly

Process reports from implementers; provide consolidated report on project status to LDC

LPM C LPMC

No.

?

Endorse the issue for appropriate action by the PDC

LPMC Provide feedback to concerned implementers, LGUs, NGOs et al. re: implementation of remedial measures

Forward consolidated status reports on project implementation to the Provincial PMC

LPM C

Evaluate problems, formulate recommendations, and refer these to the LDC

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The LPMC in

Problem-Solving Sessions During the course of project monitoring, members of the LPMC will most likely encounter concerns and "bottlenecks" of various nature.

"All problems and issues observed and identified shall be noted by the LPMC. These issues shall be raised to the Local Development Council (LDC), including recommended solutions, for resolution." The role of the LPMC in problem-solving sessions is rooted in analyzing the noted areas of concern to provide the most suitable recommendations for improvement or rectification. The findings and initial recommendations will be submitted for evaluation to the Local Development Council (LDC). The LDC shall evaluate the submission from the LPMC, and forward the final observations and recommendations to the project implementer to conduct appropriate action. Any inaction by the project implementer on the observations submitted regarding a project shall be raised to the higher level Development Council for appropriate action. Monitoring of the implementation of the remedial measures will be conducted by the respective PMCs.

Chapter 2: LPMC Involvement in Project Monitoring

The LPMC Problem-Solving Flow

Periodic Report

Periodic Report Issues Identified Solved Issues

Unresolved Issues

Problem-Solving Session Periodic Project Monitoring Activity

Project Implementer

Submit Issues

Periodic Report

escalate unr

Submit

e solved issues

LPMC

Identified

Local Development Council

Higher Level LPMC

Submit

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SubayBAYAN: The DILG Monitoring and Reporting Platform

A

n initiative of the DILG Office of Project Development Services (OPDS), the SubayBayan Public Portal serves as the official platform for monitoring the LGUs' implementation of some of their Local Government Support Fund (LGSF) Projects.

SubayBayan was envisioned as a platform to support the LPMCs' monitoring activities

Chapter 2: LPMC Involvement in Project Monitoring

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The availability of the platform allows the LPMC members and the rest of the general public to view and acquire information on projects being implemented in their localities with just a few clicks, anytime, anywhere.

For details on how to access and use the SubayBayan portal, please check the SubayBayan pamphlets at: https://fliphtml5.com/dbmbl/ghpj for the English version or https://fliphtml5.com/ dbmbl/ejht for the Filipino version.

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CHAPTER

03

Preparation and Integration of Reports

Chapter 3: LPMC Reporting

RPMES Overall System Framework

Section 1.4 (Systems Framework) of RPMES Operational Guidelines 2017 Source: 1994 RPMES Manual of Operations

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This chapter discusses the integration of data on existing projects to the Regional Project Monitoring and Evaluation System (RPMES) forms or reports, to be used as guide during report preparation of the LPMC. From the RPMES Overall System Framework which can be seen at the previous page, this Handbook will focus on the reporting of the Local Project Monitoring Committee. For future programs and projects, an updated version of this LPMC Handbook will be issued by the DILG OPDS.

This chapter outlines the following on the LPMC reporting:

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Types of Reports

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Accomplishing RPMES Forms 1 - 4

Reporting Frequency & Timelines

Chapter 3: LPMC Reporting

Agency/NGOs/Concerned Citizens Input Forms RPMES Form No. 1 Initial Project Report

RPMES Form No. 2 Physical and Financial Accomplishment Report RPMES Form No. 3 Project Exception Report RPMES Form No. 4 Project Results

Regional PMC Output Forms RPMES Form No. 5 Summary of Physical & Financial Status of Programs and Projects including Project Results RPMES Form No. 6 Report on the Status of Projects Encountering Implementation Problems RPMES Form No. 7 Project Inspection Report RPMES Form No. 8 Problem-Solving Session/ Facilitation Meeting Conducted RPMES Form No. 9 List of Trainings/Workshops Conducted RPMES Form No. 10 List of Resolutions Passed RPMES Form No. 11 Key Lessons Learned

01 Types of Reports

The discussion of this Handbook focuses only on RPMES Forms Nos. 1-4. The descriptions of each report will be discussed later on in this Chapter. National PMC Output Forms NPMC Form No. 1 Issues Elevated to the NPMC NPMC Form No. 2 Project Inspections/Field Visits Conducted NPMC Form No. 3 Problem-Solving Session/ Facilitation Meeting Conducted NPMC Form No. 4 List of Trainings/Workshops Conducted NPMC Form No. 5 List of Resolutions Passed NPMC Form No. 6 Key Lessons Learned

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Reporting Frequency & Timelines

From the Section on Types of Reports, the frequency and timelines of the submission of reports mentioned are defined below.

The LPMC Secretariat will consolidate RPMES Form 1 from various implementing agencies as reference for projects to be monitored in the year. The consolidation will be used for the preparation of Forms 2 - 4.

Chapter 3: LPMC Reporting

For RPMES Forms 2 - 4, it is suggested that the preparation of each Form will be on a rotational set-up composed of staff/personnel of two (2) mandatory members excluding the Chairperson. However, all members are to provide inputs. The Chairperson shall oversee the on-time preparation and submission of the reports by the members of the LPMC. If there were additional member/s in the LPMC, the Chairperson may assign them to support the responsible staff/ personnel in the preparation of reports.

The suggested rotational set-up of teams for the preparation of each RPMES Form is as follows: a. RPMES Forms 1, 3, 4 Preparation of reports by the staff/ personnel will follow the order of reporting in the first three (3) years. b. RPMES Form 2 Preparation of reports by the staff/ personnel will follow the order of reporting in the first three (3) months. The documents that can serve as reference and attachment of RPMES Form 1, are in Annex __, as submitted by various implementing agencies.

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Form 1

Initial Project Report

To be consolidated by the LPMC Secretariat

Records basic information on capital investment projects being implemented by the agency, GOCC, or the LGU

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RPMES Form No. 1: Initial Project Report

This details the parts of RPMES Form No.1 where data inputs are expected, such project details, physical and financial targets of the project, output indicators, and which documents the required data can be taken from. The LDIP, AIP, and Annual Budget could also be used as references for the needed data.

Chapter 3: LPMC Reporting

Total Project Target

Targets covering the whole implementation of the project.

Financial Schedule Monthly projected cash disbursement

Physical Targets Monthly % cumulative physical targets

Output Indicator Completion of major project milestones

Employment Generated Monthly number of persons employed

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RPMES Form No. 2: Physical and Financial Accomplishment Report

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This details the parts of RPMES Form No.2 where data inputs are expected, such project details, and actual physical and financial accomplishments of the project against its set targets and schedule, and which documents the required data can be culled from.

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RPMES Form No. 3 Project Exception Report

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This report records the factors that result in an outstanding performance of a project or critical problems that cause delays in project implementation.

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RPMES Form No. 3 Project Exception Report

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RPMES Form No. 4 Project Results

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This form shall provide information on the benefits of the project. The results should be based on the logical framework indicators. The form is accomplished annually and submitted to the RPMC within the first quarter, to correspond with the socio-economic report.

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Annex 1

Template for the Executive Order for the Creation and Mobilization of LPMCs

The LPMC Notes

LPMC Notes Please use the following pages for taking down notes during project monitoring and evaluation.

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Local Project Monitoring Committee Handbook 2021