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RPMES MANUAL
OF OPERATION

PROJECT
MONITORING
REPORTS

 ODA
PROJECTS		 RPMES
ACTIVITIY		 RME ARCHIVES

 

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

  • provides overall direction and coordination of RPMES activities;

  • provides feedback to Regional PMCs on actions made on issues raised to the Cabinet or the President;

  • provides the secretariat services as indicated; and

  • 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

  • provides the PMCs with information on project fund releases;

  • ensures that the national PMC Secretariat is provided with copies at the start of the fiscal year, or as directed by law as in the case of certail special purpose funds which require the fulfillment of certain preconditions for release;

  • evaluates and reports on the budget performance of implementing agencies; and

  • facilitates timely releases of RPMES fudns for monitoring activities at the national and regional levels.

Department of Interior and Local Government

  • ensures expanded scope of monitoring and evaluation to include other development projects specified under EO 376 as amended; and

  • 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

  • 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;

  • follows up with the cabinet members/agency heads actions or recommendations to expedite project implementation; and

  • provides feedback to concerned CORD-RDC Chairman on problems/issues raised for discussion.

Development Councils (RDC, PDC, CDC, MDC)

  • supervise and coordinate activities of the PMCs;

  • assess problems in project implementation and provide remedial action possible at their levels or refer problems/issues to appropriate units or next higher development council;

  • evaluate the implementation of projects and derive lessons for future planning and project implementation;

  • 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 (President, Cabinet, Congress, etc.) for information or action;

  • inform PMCs of action taken on problems referred to appropriate units (i.e., Cabinet, OP); and

  • disseminate information to the media, general public the status of project implementation in the respective areas of coverage.

Local Government Units

  • provide the RDC, thru the Regional PMC Secretariat, the monitoring reports of the Provincial, City and Municipal Project Monitoring Committees; and

  • establish local PMCs and provided needed resources for their operation and maintenance.

National Project Monitoring Committee

  • coordinates and oversees implementation of RPMES at the national level and issues directions/ instructions for efficient operation of system;

  • formulate 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;

  • 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;

  • conducts problem-solving sessions, monitor implementation of recommendation and conduct field monitoring visits on selected projects; and

  • develops and maintains an information system to facilitate reporting from regional PMCs, and generation of reports.

Project Monitoring Committees (RPMC, PPMC, CPMC, MPMC)

  • provide list of schedule of all projects to be monitored to NGOs involved in project monitoring;

  • collect and process reports of implementors and NGO monitors on the status of project implementation for the information of the development council and next higher level project monitoring committee;

  • pinpoint 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 their implementation

  • prepare and disseminate periodic project monitoring report on the status of project implementation; and

  • elevate to higher level bodies problems/issues which are not resolved at their level.

PMC Secretariat (National Level)

  • recommends to NPMC policies, strategies and guidelines for the effective conduct of monitoring and evaluation activities at the national, regional and local levels;

  • 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;

  • provides feedback to regional PMCs on actions taken on issues raised at the national level;

  • disseminates information on nationally-funded regional/local projects to the RPMCs;

  • monitors and reports on interregional and nationwide projects and undertake facilitative actions on problems encountered;

  • develops and maintains up-to-date information system in support of RPMES; and

  • provides administrative support to the NPMC.

PMC Secretariat (Regional Level)

  • 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;

  • 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

  • facilitates interagency, intergovernmental and field headquarters coordination, whenever necessary.

PMC Secretariats (Provincial, City, Municipal)

  • 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;

  • provide provincial/city/municipal chief executives with the information on the projects to be monitored by the local PMCs; and

  • facilitate interagency, intergovernmental and field headquarters coordination, whenever necessary.

Project Implementors (regular government agencies, nonfinancial government-owned or control corporations, state colleges and universities, and local government units)

  1. National Level

   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 Transporation 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.

  1. Regional, Provincial, City, Municipal Levels

  • 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 to next higher level office of line agency reports on status of project implementation; and

  • implement/institute remedial measures on problems/issues identified as suggested by the development council.

  1. NGO-Authorized Monitors

  • 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;

  • ensure effective/efficient implementation of projects through vigilance; and

  • act as government partners in ensuring transparency in project implementation.