GOOD SOURCE 4 - 1625214313 - NEDA M&E Systems

NEDA’s M&E Frameworks and Systems
VIOLETA S. CORPUS, CESO III

Director IV, Monitoring and Evaluation Staff
30 June 2021 | M&E Webinar Series Session 5
Country Context
Features of Results-
oriented Public Sector
Management (PSM)
§ Presence of core result

attributes
§ Focus on common results
§ Interdependency among
the components
§ Effective vertical and
horizontal linkages
Source: Based on the results-based Public Sector Management (PSM) framework developed by the
Asia-Pacific Community of Practice on Managing for Development Results (APCoP-MfDR),
Adopted in PDP Results Matrix 2011-2016
M&E of GPH Results Framework
Source: NEDA - National Evaluation Policy Guidelines

M&E of GPH Results Framework
Documents M&E Reports

Societal Goal: Foundation for
Inclusive Growth, A High • Socio-Economic Report
• Philippine Development Plan Trust Society, and Globally- • Regional Development Report
and-Results Matrices (RMs) Competitive Knowledge c/o NEDA
• Regional/Local Development Economy • SONA Technical Report c/o
Plans and RMs OP-PMS
• NEPF and its Guidelines • Evaluation Reports
Sectoral Goals
• Budget/ Financial
Accountability Reports c/o DBM
• Program Expenditure • Budget Execution Document
Classification (PREXC) c/o Organizational Outcomes/Major c/o DBM
DBM Final Outputs
• ODA Portfolio Review

• RPMES Reports
• Project’s Logical Framework • Project-level Reports (c/o IAs,
c/o Implementing Agencies Programs and Projects LGUs)
/LGUS • Project Monitoring and
Evaluations Reports (c/o
Agencies/ DPs)
Source: NEDA - MES
NEDA’s M&E Mandate
Monitoring A continuing function that uses systematic

• EO 230 (NEDA) collection of data on specified indicators to
• RA 8182 (ODA Act of 1996) provide management and the main stakeholders of
• EO 376 and 93 (RPMES)
an ongoing development intervention with
indications of the extent of progress and
• NEDA Rationalization Plan
achievement of objectives & progress in the use of
allocated funds.
Evaluation
• EO 230 (NEDA) Systematic and objective assessment of an
• EO 376 and 93 (RPMES) on-going or completed project, programme or
• NEDA Rationalization Plan policy, its design, implementation and results.
National Evaluation Policy Framework
Source: OECD - DAC

M&E Practice through the Years
• M&E is part of the planning cycle
• Most M&E are actually Big M and very little e, if at all
• Emphasis on results - E getting bigger
• New M&E - adds structured experiential learning into M&E

M&E in the Project Framework
Internal to the IA but external to the beneficiaries
Monitoring
Inputs Activities Outputs Outcomes Goals
Evaluation
External to the IA, mostly to the

beneficiaries
Coverage of Public Sector M&E
Scope of MONITORING includes those indicators

committed in the RM, programs and projects supported
through ODA and local funds, and the current
Administration’s priority programs and initiatives.
“All projects/programs…are EVALUATED at least once

at the end of their program/project life cycle or as
frequently as necessary.”
-NEPF Section 5.1
NEDA’s M&E Activities
Activity Description
Formulation/ Updating of the Results Coordinates the formulation and updating of the PDP-RM, which served as a monitoring and performance
Matrices of the Philippine assessment tool of the plan
Development Plan
Annual ODA Portfolio Review Yearly assessment of the performance of all active ODA programs and projects, with the end view of
submitting a report to Congress by June 30 of each year
Conduct of PIO and facilitation Regular meeting of designated PIOs of all implementing agencies to discuss on agencies’ ODA portfolio
meetings performance and other related developments.
Project Re-evaluation Re-evaluation of projects with requests for implementation period/ loan validity and supplemental funding
Supervision/ On-site validation activities being conducted with Development Partners and Implementing Agencies as
Implementation Support necessary
Missions/Field Visits
Conduct of evaluation studies Evaluation of programs and projects. Assessment of the changes (higher level goal) attributed to a particular
intervention.
M&E Network Forums/Webinar Yearly forum that serves as a platform to development practitioners where they can engage in dialogues on
series (2021) strengthening monitoring and evaluation practice and capacity in the Philippines/migrated to 2021 monthly
webinar series.
NEDA’s M&E Activities
Activity Description
NPMC meetings Regular meetings of members (NEDA, OP, DBM, and DILG) to discuss issues/concerns on project
implementation and other related developments of issues raised by regional offices
Loans Performance Assessment Monitoring of quarterly financial absorptive capacity performance of the GPH ODA loans portfolio data on
indicators such as disbursement rate/utilization rate
Grants Performance Assessment Monitoring the status of grants and technical assistance to the Philippines as reported by the development
partners
Projects Likely to be Restructured Reports on projects incurring restructuring – through cost-overruns, extensions, changes in scope, re-
Assessment allocations of loans/grants , in compliance with section 5.4 of the IRR of the ODA Act
Alert Mechanism Quarterly assessment of project performance which can flag projects requiring priority monitoring and
implementation. Classifies projects into Potential and Actual problem projects.
Joint Portfolio Review/Joint Annual assessment of performance of projects per development partner (WB/CPPR, ADB/CPRM, JICA/PIR
Consultations and Post-evaluation)
The Updated PDP 2017-2022 and the Ambisyon 2040
The Socioeconomic Report
The SER signals how the government

was able to successfully kick off the
implementation of its reform agenda and
bring about the needed changes in some
of its priority areas.
Reflects the accomplishments of the

commitments/targets stated in the PDP
and its corresponding RMs. Reports on
factors that led to the variations in
performance such as policies effected
and other interventions.
The PDP 2017-2022 Results Matrices
The PDP 2017-2022 Results Matrices
The Socio-economic Report
The ODA Portfolio Review
Republic Act (RA) No. 8182, also

known as the ODA Act of 1996, as
amended by RA 8555, mandated NEDA
to conduct an annual review of the status
of all projects financed by ODA and
identify causes of implementation and
completion delays or reasons for
bottlenecks, cost overruns (actual and
prospective), and continued project or
program viability.
The ODA portfolio review aims to: (a) report on

the status of all projects financed through ODA,
including their budgetary requirements; (b)
identify key implementation issues, actual or
prospective causes (e.g., procurement delays,
cost overrun), and cross-cutting concerns
hampering project implementation; (c) report on
actions taken by concerned agencies to facilitate
project implementation; (d) report on projects
requiring restructuring; (e) report results (outputs
and outcomes) derived from implementing ODA
programs and projects; and (f) provide
recommendations to improve portfolio
performance.
Executive Summary
The ODA Portfolio
Financial Performance
Physical Performance
Results
Key Implementation Issues
Assessment of Continued Viability of ODA Programs and Projects
Lessons Learned and Recommendations
Review of ODA Grants in the Philippines

ODA Portfolio Review Forms
Regional Project Monitoring and Evaluation System
The RPMES aims to facilitate

program and project
implementation, and devolve
project facilitation, problem-
solving, monitoring, and
evaluation to the regional,
provincial, city and municipal
levels
INTRODUCTION
1.1 What is an evaluation?
1.2 Why evaluate?
1.3 Evaluation in the context of government’s drive towards results
1.4 Evaluation, development planning, and investment programming
1.5 Evaluation and the budget cycle
1.6 Evaluation principles, norms, and standards
1.7 Applicability of guidelines
1.8 Overview of the evaluation process
INSTITUTIONAL RESPONSIBILITIES
2.1 Implementing Agencies
2.2 Evaluation Task Force and Secretariat
INITIATING AN EVALUATION
3.1 Developing an agency evaluation agenda
3.2. Developing an evaluation plan
3.3 Assessing evaluability
3.4 Evaluations vs. internal assessments
3.5 Stakeholder engagement
PREPARING AN EVALUATION
4.1 Program objectives and intended outcomes
4.2 Evaluation objectives
4.3 Evaluation methods
4.4 Risk identification and assessment
4.5 Financial and human resource requirements
IMPLEMENTING EVALUATIONS
5.1 Evaluation governance arrangements
5.2 Managing risks
5.3 Ethical behavior
5.4 Evaluation reporting
UTILIZING EVALUATIONS
6.1 Management response
6.2 Communication and dissemination
6.3 Planning for the next evaluation
QUALITY ASSURANCE
• TOR
• Inception Report
• Evaluation Structure, Methodology, and Data Sources
• Findings, Conclusions and Recommendations
Where We Are Now and Where We Are Headed
2018-19 2020 2021 2022 2023

DEMONSTRATION PRACTICE DEEPENING SUSTAINABILITY
Strategic 2021-2022
3 evaluations completed + 3 12/12 evaluations / 2021-2022 2023-2028 PDP shaped by
Evaluations other studies National Evaluation National Evaluation
more commissioned evaluations & released with
and other Agenda drafted and Agenda implemented an evaluation agenda
studies Initial pipeline of evaluations approved
Way forward for NEDA Agencies adopt and implement Monitoring of the Tier 2 budget proposals & ICC
NEPF Guidelines
evaluation function the NEPF Guidelines implementation of the NEPF project decisions backed by
completed
Enabling established Guidelines evaluations or have evaluation
Environment designs
Evaluation portal Evaluation portal Evaluation portal
Launched Utilized Enhanced
NEDA and key agencies NEPF Guidelines Key agencies propose NEDA organized with evaluation
learn by doing evaluation Pilot-released with & roll-out evaluations on group
assigned tasks coaching for 8 agencies priority programs
Pilot agencies conduct
Agency Evaluability assessment Agencies use evaluations their own evaluations Agency M&E units are
Capacity of 8 agencies’ programs to improve programs activated
PPMS functionalities
evolved for improved PPMS integrated within
PPMS developed and NEDA and other data
functional utilization in planning &
decision making systems
Awareness and learning Competency Framework & Capacity-enhancement Pilot agency participants New cohort of agency
Individual through the M&E Evaluation Training through online learning, apply learning in planning participants undertake
Capacity Network Forum seminar, module, & training their own evaluations capacity development
NEDA’s M&E Frameworks and Systems
VIOLETA S. CORPUS, CESO III

Director IV, Monitoring and Evaluation Staff
30 June 2021 | M&E Webinar Series Session 5

GOOD SOURCE 4 - 1625214313 - NEDA M&E Systems

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NEDA’s M&E Frameworks and Systems

VIOLETA S. CORPUS, CESO III

§ Presence of core result

Source: NEDA - National Evaluation Policy Guidelines

Documents M&E Reports

• ODA Portfolio Review

Monitoring A continuing function that uses systematic

Source: OECD - DAC

• M&E is part of the planning cycle

• Most M&E are actually Big M and very little e, if at all

• Emphasis on results - E getting bigger

• New M&E - adds structured experiential learning into M&E

Internal to the IA but external to the beneficiaries

Inputs Activities Outputs Outcomes Goals

External to the IA, mostly to the

Scope of MONITORING includes those indicators

“All projects/programs…are EVALUATED at least once

The SER signals how the government

Reflects the accomplishments of the

Republic Act (RA) No. 8182, also

The ODA portfolio review aims to: (a) report on

The ODA Portfolio Review

The ODA Portfolio

Key Implementation Issues

Assessment of Continued Viability of ODA Programs and Projects

Lessons Learned and Recommendations

Review of ODA Grants in the Philippines

The RPMES aims to facilitate

2018-19 2020 2021 2022 2023

VIOLETA S. CORPUS, CESO III

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