LPMC Handbook Feb 1 2022

Department of the Interior and Local Government
Office of Project Development Services
LP
The
MC handBook
The Local Project Monitoring
Committee Handbook Vol. 1
LP
The
MC handBook
2 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 self-
reliant, 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 This handbook, the first in a series
designed to promote technical to be developed for Local Project
capabilities of local governments and Monitoring Committees (LPMC),
assist in the development of program discusses the creation and
components for the implementation fundamentals of LPMCs, the roles
of tested and appropriate systems and responsibility of members of
and processes at the local level. 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.
2
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.
Hence, this LPMC Handbook Volume 1 will

hopefully capacitate and embolden each of us to
Eduardo M. Año remain firm and resolute in upholding what is right,
faithful, and true in the face of trying circumstances
Secretary 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!

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
4
III.3. Reporting Frequency and Timelines . . 44
III.4.Accomplishing RPMES Forms
III.4.1 Form 1: Initial Project Report . . 47
III.4.2 Form 2: Physical and Financial
Accomplishment Report. . . . 52
III.4.3 Form 3: Project Exception Report . . 55
III.4.4 Form 4: Project Results . . . 57
Annex 1: Template for the Executive Order

for the Creation and Mobilization of LPMCs. . 59
LPMC Member NOTES . . . . 63

The LPMC Handbook vol. 1

A QUICK GUIDE
What are Local Project
2
Monitoring Committees?
LPMCs are the primary
monitoring and evaluation
arm of Local Development
Councils (LDCs).
1
The LPMC supports the
WHY is it important to
Regional Project Monitoring and have active lpmcs in our
Evaluation System (RPMES) in
mainstreaming Monitoring and communities?
Evaluation (M&E) of government The LPMCs are pivotal in
projects by practicing M&E ensuring that the projects
principles in their localities.
Details are on page 14. in our communities are
implemented according
to plan, and that local
government transparency
and accountability are
being upheld.
3 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 7
WHO ARE INVOLVED IN M&E

ACTIVITIES AT THE LOCAL LEVEL?
5
how are lpmcs created?
4
The following entities are involved in
M&E activities of projects in a locality:
Local Project Monitoring Committee,
Local Development LPMC Secretariat, Local Development
Councils initiate the creation Councils (LDCs), Local Government
of LPMCs, and this is ratified Unit (LGU), Project Implementer, Non-
through the issuance of an Government Organizations (NGOs).
Executive Order. Please The specific functions of each unit are
refer to page 18 for more listed in page 26.
details.
What are THE functions of each unit

INVOLVED IN LOCAL PROJECT M&E PROCESSES?
Tasks are distributed among the units involved
in the whole project M&E process, from the
creation, supervision and coordination of the
6
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.
7
The three (3) main documents that
support the monitoring activities
of the LPMC are the Work and
What ARE the supporting Financial Plan (WFP), Monitoring
documents for the and Evaluation Plan (MP), and
monitoring activities of Monitoring and Evaluation Work
Program (MWP). The purpose of
the lpmc? each is specified in page 19.
How is an LGU infrastructure An infrastructure project

goes through three
project developed and major phases: the
implemented? Pre-Implementation
8
Phase, where the
project is conceived, the
Implementation Phase,
where the project is
constructed, and the Post-
Implementation Phase,
where activities after project
completion fall under. The
specific stages under each
phase are illustrated in
page 20.
9
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 Post-
Implementation Phase to maximize its
lifespan and serviceability. The specific
activities under each stage are reflected
in pages 22 - 23.
10 11 What Programs and Projects

can the LPMC monitor?
How should LPMC members All programs and projects
conduct monitoring? Are there implemented and managed at
established steps that we the provincial, city or municipal
level, regardless of funding
should follow? source, and whether it is locally
The LPMC Secretariat and the or foreign funded, are covered by
Local Chief Executive trigger the the LPMC's M&E. See page 29
monitoring process. The whole for details.
monitoring flow is illustrated in
page 34.
12
All problems and issues
observed and identified
are noted by the LPMC
and provided with
recommended solutions
which are forwarded to
How does the LPMC the LDC for resolution.
address observations Refer to page 36 for the
comprehensive steps in
noted in the project problem-solving by the
being implemented? LPMC.
13 14
Is there a platform where members
of the LPMC can check the projects WHICH LPMC members
being implemented in their localities? are responsible in the
The DILG has a monitoring system called preparation of RPMES
SubayBayan which currently carries
data on Local Government Support FORMS?
Fund (LGSF) projects of the LGUs Form 1 shall be filled out
under programs being managed by the by the LPMC Secretariat,
DILG-OPDS. Eventually, the coverage and Forms 2 - 4 are filled
of the system could be expanded to using a rotational set-up.
accommodate data on all projects being Please see the details in
implemented by the LGUs. Please page 45.
refer to page 38 to know more about
SubayBayan.
15
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
What types of reports are being Reporting Frequency &
generated by Project Monitoring Timelines.
Committees and other project How often should the
implementation stakeholders? reports be produced?
16
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.
17 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.
Chapter 1: LPMC Fundamentals 13
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:
1987. Issuance of
Executive Order No. 308:
1988. Issuance of Reorganization of Regional
Memorandum Order 175, Development Councils
localizing project monitoring (RDC)
This spurred the creation of Local The RDCs hold the duty of
Project Monitoring Committees monitoring the implementation of
(PMCs)at the provincial, city, and projects.
municipal levels.
1989. Issuance of E.O 376,
as amended by E.O. 93 s.
1991. Devolution of the 1993: Establishment of the
monitoring and evaluation Regional Project Monitoring
of projects to LGUs and Evaluation System
The devolution of project M&E
follows the passage of the Local (RPMES)
Government Code (LGC). This is the institutional
mechanism for monitoring
and evaluating projects at the
2004. Issuance of DILG national, regional, provincial, city,
Memorandum Circular No. and municipal levels. The LPMCs
are mobilized to implement the
2004-78 RPMES at the sub-national level.
The DILG MC was issued to
facilitate the reorganization and
reconstitution of PMCs nationwide 2019. Issuance of DILG
and to further strengthen the Memorandum Circular 2019-
roles of the committee in ensuring 188
transparency and accountability This outlines more specific
in the implementation of local functions of the LPMC and to
development programs and encourage all LGUs to organize
projects. their respective committees.
13
RPMES
OVERVIEW The RPMES was established
to mainstream the culture of
Regional Project monitoring and evaluation in
Monitoring and the government.
Evaluation
System 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
The RPMES is specifically

designed to achieve the
following objectives:
integration, provide up-to-

coordination date information
and linkage of on the overall
all monitoring status of projects
activities
assess and
provide ascertain
information whether projects
and lessons implemented
learned in project are supportive
implementation of regional
development
goals and plans
identify
problems/issues provide a venue
encountered for for greater
remedial action participation of
non-government
organizations
(NGOs)
15
The Project Monitoring

Levels of Committees, responsible for
the utilization and information
Project of the RPMES, are classified
according to function in project
Monitoring monitoring and evaluation.

The three main classifications
Committees of PMCs are reflected in this

spread.
National
1
Project
Monitoring The NPMC consists of Undersecretary-level
Committee 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 President-
Presidential 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)
16
consist of Director-level members

of the NEDA, DBM, DILG, and OP-
PMS. It also includes a private sector
representative (PSR) or an NGO.
The respective NEDA Regional
2
Office (NRO) serves as Chair and
Secretariat of the RPMC.
RPMC composition
NEDA, DBM, DILG, OP-PMS, PSR/
Regional Project NGO (NROs as Chair/Secretariat)
Monitoring Committees
3
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 problem- Local Project
solving sessions at their level, among others.
Monitoring
The System is structured wherein lower level Committees
PMCs monitor, consolidate and validate (Provincial,
project status for submission to higher level
PMCs. While the problem-solving sessions City, Municipal
are being conducted for each level, problems Project
and issues which are not resolved at their Monitoring
level are elevated to the next PMC levels.
Committee)
PPMC/CPMC/MPMC composition
DILG, NGO / People’s Organization (PO)
representative, NGO/PO representative in the
LDC, members nominated by LDC and appointed 17
by LCE, other members selected by LDC
Establishment of Local Project

Monitoring Committees
Who should initiate the The LPMCs shall be created

creation of LPMCs? through the issuance of an
The Local Development Council Executive Order.
(LDC) at the provincial, city, or A template for the E.O. is on Annex 1 at
municipal level, shall initiate Page 59.
the creation of the LPMC, by
proposing its composition. The mandatory members of the LPMC, as
prescribed in DILG MC 2019-188 are as
Each LDC shall nominate, follows:
select, and appoint NGO
representatives to every PMC.
The RPMC or PMCs at the

sub-national level shall issue DILG One (1)
the guidelines on the selection representative representative
and appointment of the NGO or officer of NGOs/POs
representatives. assigned in
the locality;
The LPMC Chairperson Four (4) PMC

members One (1)
shall be appointed by the representative
LCE, selected from the LDC appointed by
the Local Chief of NGO/PO
nominees or members of the members in
PMC Executive from
among five (5) the LDC
The LPMC Secretariat nominees of
shall be composed of the the LDC
Office of the Local (Provincial/
City/Municipal) Planning and
Development Coordinator
LPMC Mandatory
Members
18
Documents to support the

activities of the LPMC
Documents
expected to M&E Work Program (MWP) Monitoring and Evaluation
be prepared Plan (MP)
by the LPMC which shall serve as an
annually operational checklist on the which shall include, among
sequential activities required others, the list of projects to
to achieve the objectives of be covered by the RPMES
the monitoring and evaluation. during the year, and the
The MWP shall contain corresponding schedules
adequate information and shall of implementation. The
specify particular projects to monitoring plan will be
be inspected, responsibilities, prepared by PMC Secretariats
timetables, performance at the local level based on the
standards and targets, budgets, submission of implementing
etc. It will be prepared by the agencies. The scope of
PMCs at the Local level based monitoring of the LPMC is
on the monitoring plans prepared detailed on page 29.
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 Work and Financial Plan (WFP)
is prepared
by the to cover the activities of the regional and provincial,
Regional city, municipal PMCs during the calendar year.
Project The WFP will be prepared by each Regional
Monitoring PMC following the guidelines set by the DBM as
Committee basis for the allocation of funds for the operating
annually 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.
19
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:
20
1. Pre-Implementation Phase
Project
Project Appraisal
Design Stage Project
Stage Approval
F/S Project
Project
Proposal
Project Strategy
Strategy/ Stage Detailed
Baseline
Baseline Engineering
Data7first
4Ġ4"⁹gathered
iĊĠ" Design
9 4Ġ2 $i $6
Procurement
Project
Implementation Project Operation
Project Stage
Startup Stage
Stage Project
Completion
Stage
Post
2. Implementation Phase Evaluation
Stage
Role of LPMC
This is where the LPMC
applies its M&E functions
3. Post-Implementation
Phase
21
The Project Lifecycle Breakdown
The stages necessary

to complete a project
have been identified to
The stages within the three
ensure sustainability.
main phases of the Project
Ideally, a project
Life Cycle are described
is developed and
in the following narratives
implemented without
omitting or skipping any
step.
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 Project Technical Planning Phase
Stage Appraisal Stage
the stages where the
Project Strategy
Baseline F/S Project methodological and detailed
Proposal engineering planning is done
Stage 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 Procurement
if the project is indeed feasible Detailed
and implementable. Engineering Project
Design Approval
Chapter 2: LPMC Involvement in Project Monitoring 23
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
Your ROLE Startup
Stage
Project
happens at
Completion
Stage
these stages!
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 Post-Evaluation Stage

the stage where the the stage where the
project sustainability, results or output of the
operation and project implementation are
maintenance plans are assessed and evaluated
executed. This is an as to whether it meets
integral stage of the the project objective
project as it aims to envisaged during the pre-
sustain the achievement implementation (project
of the project and avoid conceptualization) stage.
reversion from it.
Roles and The LPMC

Responsibilities of counterbalances the
monitoring done by
LPMC Members the Implementation
Team by checking
and ensuring that the
Programs and Projects
As mentioned in the previous section of the are done according to the
Handbook, the roles and responsibilities plans and parameters
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.
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
Local Development Local PMC Secretariat

Councils (LPDO)
• supervise and coordinate
activities of the PMCs; • prepare the monitoring and
• assess problems encountered evaluation work program to
in project implementation and be undertaken by the PMCs
provide remedial action possible during any given fiscal year,
at their levels or refer problems/ which will include the list of
issues to appropriate units or
next higher development council; the projects and schedule
• provide policy direction in of implementation based on
planning and budget allocation submission of implementing
based on the overall status of agencies;
project implementation; • provide provincial/city/
• report on the status of project municipal chief executives
implementation to appropriate with information on the
bodies (Office of the President, projects to be monitored by
Cabinet, Congress, etc.) for the local PMCs; and,
information or action; • facilitate inter-agency, inter-
• inform PMCs of action taken on governmental and field
problems referred to appropriate
units (Office of the President, headquarters coordination,
Cabinet, Congress, etc.); and, whenever necessary.
• disseminate information to the
media and general public on the
status of project implementation
in their respective areas of
coverage.
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
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.
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 The list of programs and
provincial, city, or projects to be monitored by
municipal level, regardless the LPMC is limited only to
of funding source. the list submitted and agreed
(i.e. MPMC to monitor upon in the year preceding the
projects of the Municipal execution of M&E (i.e., 2021
Government etc) list of projects for monitoring
should be approved by the
These may also include projects end of year 2020)
in Comprehensive Development
Plans (CDPs) and other
development / sectoral / thematic
plans prepared by LGUs
It is emphasized that the

LPMC monitoring focuses
on Performance-Based
Monitoring (Output-
Based Monitoring),
different from Results-
Based Monitoring
(Outcome-Based) done
by the Local Development
Council.
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 Field Monitoring
The conduct of
monitoring is through Inspection and
the documentation validation are done
of the projects, its physically at the site
details, progress and
accomplishments.
Based on Frequency
Regular Monitoring Ad Hoc Monitoring
Additional monitoring
Monitoring conducted activities outside of the
regularly on a set regular scope that is
schedule and periods absolutely necessary.
throughout the project (e.g. efforts related to
implementation (i.e., disaster rehabilitation
Monthly, etc.) and reconstruction and
other possible emerging
concerns)
Sample of Specific Field Activities

TI O N I N T E
LE MENTA RV
IM P 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: N
IO
Key Informant Interview: interview with people AT
who have a direct responsibility on the project
U
AL
(Contractors, Implementing Unit of the LGU);
EV
Focus Group Discussion: small-group
discussion with stakeholders to tackle issues, o
risk, and impediments in project implementation.
EC K IN G O F Q U A LI T
CH 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)
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:
DE VIATIONS
CT
O JE
F PR OJECT SC HE PR
NO DU
F
the conduct of M&E to
O
the conduct of M&E using L
N
check for differences
TI O
the timeliness of project on the actual site vs the
ES
implementation. It is a UA planned and documented

comparison of the Target/ Scope and Program
EVAL
Planned Accomplishment of Works (provide

over Actual Accomplishment example ref: contract
in a given time. management)
EG RIT Y F E E D B A C
IN T 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.)
LPMC M&E Process Flow

C Secretar O s
M NG
LP
iat
Preparation and Submission
Preparation of submission of of project
Annual Work reports to the exception
Monitoring LPMC reports to th
Program LPMC
er
Pr
je
nt
ct I e
o
m ple m
LDCs
Assessment
of Reports Implementation Did the Proje
and conduct of remedial Implementer
of appropriate action on take action on
action (i.e. problems/issues the problems
issuance of notice encountered issues
to the project encountered?
P ro
er
implementer)
ec
nt
t I m p le m e
j
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 Yes.
respective PMCs for the year.
Process Evaluate
n Assess NGO reports from
and LGU problems,
implementers; formulate
reports; conduct provide recommendations,
he project site visit consolidated and refer these to
accordingly report on project the LDC
status to LDC
LPM C
LPMC
ect Endorse the

issue for
n
s/ No. appropriate
action by the
PDC
?
LPMC
Provide feedback Forward
to concerned consolidated
implementers, status reports
LGUs, NGOs et al. on project
re: implementation implementation
of remedial to the Provincial
measures PMC
LPM C
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.
The LPMC Problem-Solving Flow
Higher Level Local

LPMC Development
Council
LPMC
escalate unr
Identified
Periodic Report
Problem-Solving
Submit
e solved issues Session Submit Issues
Periodic Project
Periodic Report Monitoring
Submit
Activity
Periodic Report
Issues Identified
Solved Issues
Project
Unresolved Issues
Implementer
SubayBAYAN: The DILG Monitoring

and Reporting Platform
A
n initiative of the
DILG Office of Project
Development Services
(OPDS), the SubayBayan SubayBayan
Public Portal serves as
the official platform for was envisioned
monitoring the LGUs' implementation
of some of their Local Government
as a platform
Support Fund (LGSF) Projects. to support
the LPMCs'
monitoring
activities
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.
CHAPTER
03
Preparation and
Integration of Reports
Chapter 3: LPMC Reporting 41
RPMES Overall System Framework
Section 1.4 (Systems Framework) of RPMES Operational Guidelines 2017

Source: 1994 RPMES Manual of Operations
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:
01 Types of Reports
02 Reporting Frequency
& Timelines
03 Accomplishing RPMES
Forms 1 - 4
Agency/NGOs/Concerned
Citizens Input Forms
01
RPMES Form No. 1
Initial Project Report Types of
RPMES Form No. 2 Reports
Physical and Financial
Accomplishment Report The discussion of this
Handbook focuses only
RPMES Form No. 3 on RPMES Forms Nos.
Project Exception Report 1-4. The descriptions
of each report will be
RPMES Form No. 4 discussed later on in this
Project Results Chapter.
Regional PMC Output Forms National PMC Output Forms
RPMES Form No. 5 NPMC Form No. 1

Summary of Physical & Financial Issues Elevated to the NPMC
Status of Programs and Projects
including Project Results NPMC Form No. 2
Project Inspections/Field Visits
RPMES Form No. 6 Conducted
Report on the Status of Projects
Encountering Implementation NPMC Form No. 3
Problems Problem-Solving Session/
Facilitation Meeting Conducted
RPMES Form No. 7
Project Inspection Report NPMC Form No. 4
List of Trainings/Workshops
RPMES Form No. 8 Conducted
Problem-Solving Session/
Facilitation Meeting Conducted NPMC Form No. 5
List of Resolutions Passed
RPMES Form No. 9
List of Trainings/Workshops NPMC Form No. 6
Conducted Key Lessons Learned
RPMES Form No. 10

List of Resolutions Passed
RPMES Form No. 11
Key Lessons Learned
Reporting From the Section on Types of
02 Frequency &
Reports, the frequency and
timelines of the submission of
Timelines
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.
The suggested rotational set-up

of teams for the preparation of
For RPMES Forms 2 - 4, it is each RPMES Form is as follows:
suggested that the preparation of
each Form will be on a rotational a. RPMES Forms 1, 3, 4
set-up composed of staff/personnel Preparation of reports by the staff/
of two (2) mandatory members personnel will follow the order of
excluding the Chairperson. reporting in the first three (3) years.
However, all members are to
provide inputs. b. RPMES Form 2
Preparation of reports by the staff/
The Chairperson shall oversee personnel will follow the order
the on-time preparation and of reporting in the first three (3)
submission of the reports by the
members of the LPMC. If there months.
were additional member/s in the
The documents that can serve as
LPMC, the Chairperson may assign reference and attachment of RPMES
them to support the responsible Form 1, are in Annex __, as submitted
staff/ personnel in the preparation by various implementing agencies.
of reports.
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
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.
Total Project Target

Targets covering the whole implementation of the project.
Financial Physical Output Employment

Schedule Targets Indicator Generated
Monthly Monthly % Completion of Monthly
projected cumulative major project number of
cash physical targets milestones persons
disbursement employed
RPMES Form No. 2: Physical and Financial

Accomplishment Report
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.
RPMES Form No. 3 This report records the factors that result
Project Exception in an outstanding performance of a project
or critical problems that cause delays in
Report project implementation.
RPMES Form No. 3

Project Exception Report
This form shall provide information on the

RPMES Form No. 4 benefits of the project. The results should be
based on the logical framework indicators.
Project Results
The form is accomplished annually and
submitted to the RPMC within the first quarter,
to correspond with the socio-economic report.
Annex 1
Template for the Executive Order
for the Creation and Mobilization of LPMCs
The LPMC Notes 63
LPMC Notes
Please use the following pages for taking down notes
during project monitoring and evaluation.
The LPMC Notes 65
The LPMC Notes 67
The LPMC Notes 69
The LPMC Notes 71
The LPMC Notes 73
The LPMC Notes 75
The LPMC Notes 77
The LPMC Notes 79
The LPMC Notes 81
The LPMC Notes 83
The LPMC Notes 85
The LPMC Notes 87
The LPMC Notes 89
The LPMC Notes 91
The LPMC Notes 93
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Department of the Interior and Local Government

Office of Project Development Services

The Department of the Interior and

The Office of Project Development

It is the hope of the Department

® 2021 DILG All rights reserved.

Our role as members of the LPMC in our localities

Hence, this LPMC Handbook Volume 1 will

Hangarin kong lagi nating isinasabuhay ang tatak

We at the Department of the Interior and Local

Again, thank you to the OPDS for being proponents

Mabuhay po tayong lahat!

CHAPTER I: LPMC Creation and Fundamentals

The Project Life Cycle. . . . . 20

CHAPTER II: Understanding LPMC Roles and Responsibilities

CHAPTER III: Preparation and Integration of Reports

Annex 1: Template for the Executive Order

LPMC Member NOTES . . . . 63

The LPMC Handbook vol. 1

3 Are there different levels and

WHO ARE INVOLVED IN M&E

What are THE functions of each unit

How is an LGU infrastructure An infrastructure project

10 11 What Programs and Projects

When did the organization of Local

The RPMES covers all development projects,

The RPMES is specifically

integration, provide up-to-

The Project Monitoring

Monitoring monitoring and evaluation.

Committees of PMCs are reflected in this

consist of Director-level members

Establishment of Local Project

Who should initiate the The LPMCs shall be created

The RPMC or PMCs at the

The LPMC Chairperson Four (4) PMC

Documents to support the

The Project Lifecycle Breakdown

The stages necessary

the stages where the identified

2. Implementation Phase: Project Execution Proper

3. Post-Implementation Phase: Operation and Maintenance and

Project-Operation Stage Post-Evaluation Stage

Roles and The LPMC

For guidance, various government

With this, the policy that shall prevail

In this handbook, DILG MC 2019-188

Institutional Arrangements for

Local Project Monitoring Committees

Local Development Local PMC Secretariat

Local Government Units

Other Institutions Involved in the

Scope, Limitations, and Coverage of Monitoring and

The scope of the M&E of

It is emphasized that the

Monitoring How To's

It is recommended to ensure that the type, frequency and schedule

Sample of Specific Field Activities

Inspecting the quality or output of work

implementation. It is a UA planned and documented

Planned Accomplishment of Works (provide

May be formal feedback through the

LPMC M&E Process Flow