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 will now be 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:

1. 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.

2. 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

3. 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 the original contract

• decrease in the quantity of work due to under-runs or deletion of portions or sections of the project

• non-adherence of contractor to the defined conditions in the contract (e.g., maximum hiring of workers from the project site)

4. Determine whether deviations are authorized or not, that is, they are covered by a Change Order, Extra work Order or Suspension Order.

5. 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.

6. Obtain feedback from laborers, local officials and concerned citizens to verify reported anomalies/irregularities.

7. Report findings and recommendations to the development councils or its ExCom for deliberations/resolution/action. The ExCom or RDC meeting should include a problem-solving item in its agenda. Problems and issues that cannot be resolved at the local levels shall be elevated to the next higher level or other appropriate bodies, as the case may be.

8. Upon completion of the project, conduct an evaluation of selected projects to determine that the same is completed as per plans and specifications and the targets are achieved. Verify Completion Report, Final Inspection Reports and Certificate of Acceptance/Turn-over if they are in order, Make an assessment of the lessons and insights drawn in the course of project implementation and make this available to project planners.

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