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NGA ODA Review Guidelines
NEDA guidelines
Your Browser Doesn't Support Canvas. Showing the Text Content of the PDF Instead: CY 2015 ANNUAL PORTFOLIO REVIEW
Program/Project Factsheet
As of December 31, 2015
PROGRAM/PROJECT DATA
Pertinent data based on program/project documents
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.)
Executing Agency
The executing agency (EA) is identified in a financing agreement or
TA agreement. It shall be responsible for carrying out the loan- ,
grant-, or TA grant-funded project/program. The EA may be different
from the implementing agency (IA) that the EA designates to
implement the project and hire consultants or contractors.
Implementing Agency(ies)
Name of agency(ies) implementing the project
Sector/Sub-sector
Sectoral/sub-sectoral
Region(s)
Region(s) where the project will be implemented and/or being
implemented
Province(s)
Province(s) where the project will be implemented and/or being
implemented
Municipality(ies)
Municipality(ies) where the project will be implemented and/or being
implemented
Beneficiaries
Target group of people where the program/project is planned to bring
benefits, and quantity to the extent possible
Objective(s)
Brief project description of the new conditions that will be
realized/achieved upon project completion, when beneficiaries utilize
the project outputs
Description
Brief project description to cover overall physical output, project
components, inputs, and other important aspects of the project
(Please limit to a maximum of 50 words)
Components
Components of the program/project as identified in program/project
documents
Output Indicators
Major output indicator per component where accomplishment is to be
measured as identified in program/project documents
Cost (PhP)
Equivalent cost of components as identified in program/project
documents and/or appraisal reports, in PhP million
classification
of
the
project
Target at end-of-Program/Project
Original
Target
Program/Project Cost
Original Cost
Target quantity to be accomplished per major output indicator as
originally agreed between implementing agency and funding
institution based on approved program/project documents and/or
appraisal reports
Adjusted target to be accomplished per major output indicator based
on revised plan (as may be agreed between implementing agency
and funding institution, and as approved by the Investment
Coordination Committee (ICC), if applicable).
Cost indicated in original ICC-approved document, in PhP million
Total
Sum of Foreign Exchange component in peso equivalent and
Local cost of the program/project, in PhP million
Forex
Forex exchange requirement of the program/project, in PhP million
Local
Local cost requirement of the program/project, in PhP million
Conversion Rate
Peso equivalent of US$1.00 or currency of funding institution
(whichever is applicable)
Loan/Grant Agreement Cost
Cost indicated in loan/grant agreement, in PhP million (if applicable)
Revised Cost
Revised program/project cost as approved by ICC, indicate date of
ICC concurrence and/or re-appraisal, in PhP million and mm/dd/yyyy
Loan Proceeds
Sum of loan proceeds expressed in original currency of the funding
institution (if applicable)
Grant Proceeds
Sum of grant proceeds expressed in original currency of the funding
institution (if applicable)
GPH
Sum of GPH counterpart funds from GOCC and sub-borrowers, in
PhP million
Implementation Schedule
Physical Start Date
Physical Completion Date
Date when program/project is scheduled to start. For ODA, start date
as agreed between the implementing agency and the funding
institution (mm/dd/yyyy)
Date when program/project is scheduled to be completed, classified
as “Original” and “Revised”. For ODA, completion date, as agreed
between the implementing agency and the funding institution
(mm/dd/yyyy)
CY 2015 ANNUAL ODA REVIEW
Table 1
Regional Disaggregation of Projects and Programs
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Location
Regional location where program/project will be implemented and/or
being implemented.
Approved Cost
Per most recent re-approval by the ICC/NB, or latest revised cost as
approved by the agency head (for Locally-funded Programs and
Projects not requiring ICC/NB approval).
TP
Sum of funds from loan and grant proceeds and peso counterpart,
with approved subprojects for relending facilities, in PhP million.
LP
Amount financed by loan from funding institution, in PhP million (if
applicable).
GP
Amount financed by grant from funding institution, in PhP million (if
applicable).
GPH
Local funding/counterpart of the program/project, in PhP million
Implementation Schedule
Physical Start Date
Physical Completion Date
Date when program/project is scheduled to start. For ODA, start date
as agreed between the implementing agency and the funding
institution (mm/dd/yyyy).
Date when program/project is scheduled to be completed, classified
as “Original” and “Revised”. For ODA, completion date, as agreed
between the implementing agency and the funding institution
(mm/dd/yyyy).
Remarks
Justification/explanations for any deviations, if any, in the
program/project cost and implementation schedule as compared with
those indicated in the Project Factsheet, and issues/problems
encountered which resulted in said deviation.
Notes
1. For locally-funded programs, the cost refers to the program
budget for CY 2015 (i.e., new releases for CY 2015, including
balances of previous releases continuing/carried forward to CY
2015, net of adjustments within CY 2015).
2. Projects are defined as special agency undertakings which are
to be carried out within a definite time frame and which are
intended to result in some pre-determined measure of goods and
services.
3. Programs are defined as a homogeneous group of activities
necessary for the performance of a major purpose for which a
government agency is established, or for the basic maintenance
of the agency’s administrative operations, or for the provision of
staff support to the agency’s administrative operations, or for the
provision of staff support to the agency’s line functions. For ODA,
program loans may refer to ODA loans that assist recipient
countries in policy improvement and reform implementation.
Program loans support implementation of national strategies or
of poverty reduction strategies over longer time spans. Loan
agreements are signed and funds are provided based on
confirmation that reform items have been achieved by the partner
country’s government. In many instances, program loans take the
form of co-financing with other multilateral institutions.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 2A
Financial Status of Projects and Programs
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Allotment Releases
As of December 31, 2014
For Projects:
Cumulative amount approved from start of the project up to end of
CY 2014 excluding any balance carried forward to CY 2015, which
should be placed under the "Continuing" releases in CY 2015, in
PhP million.
For Programs:
It should only include available releases in CY 2014 i.e., allotment
continuing or carried forward to CY 2014, and new releases in CY
2014, net of any adjustments in CY 2014, in PhP million.
CY 2015
Continuing
New
Obligations
As of December 31, 2014
Balance of releases in previous years continuing or carried forward
from CY 2015, net of adjustments in CY 2015, in PhP million.
New/Current releases for CY 2015, in PhP million.
Liabilities legally incurred and committed to be paid by the agency
either immediately or in the future to the sub- borrowers.
For Projects:
Cumulative obligations incurred from start of the project up to end of
CY 2014, in PhP million.
For Programs:
Obligations incurred in CY 2014, in PhP million.
CY 2015
Obligations incurred by the program/project for the reporting period,
in PhP million.
Disbursements
Disbursements are the settlement of government obligations and/or
accounts payable by cash; movement of cash from the BTr or from
an authorized disbursing officer to the final recipient. Also
synonymous with liquidation/settlement/payment of an obligation.
As of December 31, 2014
For Projects:
Cumulative actual disbursements by the project from start of the
project up to end of CY 2014, in PhP million, in PhP million.
For Programs:
Actual disbursements made by the program in CY 2014.
CY 2015
Actual amount disbursed by the program/project in CY 2015, in PhP
million.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 2B
Budget Forecast
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Total Cost
ICC-Approved Cost and Loan Agreement (L/A) Cost, classified as
funds from loan proceeds and GPH counterpart, in PhP million.
ICC-Approved Cost
Project cost indicated in ICC-approved document
classified into “Original” and “Revised”, in PhP million.
further
For locally-funded programs, the cost refers to the program budget
for CY 2015 (i.e., new releases for CY 2015, including balances of
previous releases continuing/carried forward to CY 2015, net of
adjustments within CY 2015).
L/G Cost
Project cost indicated in loan/grant agreement, in PhP million.
FOA
Cost as per the Formal Obligation Authority (FOA). The FOA is a
certificate of commitment or authority issued by the DBM to a NG
agency certifying that funds shall be made available to cover the
total project cost. This will serve as an assurance that the loan
proceeds and the peso counterpart contribution are included in the
long term capital program of the NG.
Current Estimate
Estimated revised cost, subject to ICC/NB approval, if applicable, in
PhP million.
Multi-year Requirement Forecast
Project financial requirements per year from CY 2016 to CY 2020,
and future years, classified as loan proceeds, grant proceeds, and
GPH counterpart, in PhP million.
Notes
1. The sum of the multi-year budget requirement and the
cumulative obligations as of end 2015 (as per Table 2A) should
be equal to the current estimate of the total project cost.
2. For locally-funded programs, only fill up: "Current Estimate"
column to indicate the CY 2015 budget; and the budget
requirement forecast for CY 2016.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 2C
Loan Disbursement (Withdrawal) Targets (if applicable)
Name of Agency
January 1 to December 31, 2016
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Original Currency
Original currency of the loan as indicated in the loan agreement.
Net Commitment
Total loan amount less cumulative partial cancellations (this data
may be requested from NEDA MES project officers).
Disbursements as of December 2015
Cumulative loan drawdowns as registered with the fund source
from program/project start to reporting period in exact amounts and
in original currency of the loan (this data may be requested from
NEDA MES project officers).
CY 2016 Targets
Loan drawdown (disbursement) targets in exact amounts and in
original currency from January 1 to December 31, 2016. Note that
in calculating disbursement targets, the project must take into
account the definition of disbursement, which means loan
drawdown for a period as registered with the fund source.
Disbursement under this definition may not yet entail actual
payment by the agency to providers of goods and services. Thus,
future payment by the agency to providers, when already registered
as disbursement with the fund source during a previous period,
should no longer be included in the loan disbursement targeting.
Q1
Q2
Q3
Q4
Future Targets
2017
2018
2019
2020
Future Years
Disbursement target for January to March 2016
Disbursement target for April to June 2016
Disbursement target for July to September 2016
Disbursement target for October to December 2016
(in exact amounts and in original currency)
Disbursement target for January to December 2017
Disbursement target for January to December 2018
Disbursement target for January to December 2019
Disbursement target for January to December 2020
Disbursement target beyond December 2020 up to the end of the
program project
(in exact amounts and in original currency)
Total
Sum of disbursements as of December 2015 (Column 2), 2016
Targets (Column 3) and Future Targets (Column 4). The total should
equate or not exceed the net commitment (Column 1)
Remarks
Indicate the foreign exchange rate(s) used in setting future targets.
Note
For future targets, insert additional years as may be necessary.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 3A
Physical Targets and Actual Accomplishments of Programs and Projects
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Target
Estimated overall weighted physical targets, which could be derived
from the program/project S-curve if available. In case annual
physical targets could not be expressed in overall percentage,
please indicate target, based on output indicators.
As of December 31, 2014
For Projects:
Cumulative target since the start of the project up to the end of CY
2014, in percentage.
For Programs:
Target as of 31 December 2014 shall refer to the physical targets
corresponding to the programmed utilization of available releases
for CY 2014, i.e., from the use of new releases in CY 2014 and
balances of past releases, continuing or carried forward to CY 2014,
net of adjustments, but to exclude balances of releases continuing
or carried forward to CY 2015.
CY 2015
For Projects:
Physical target or output during the particular reporting period, in
percentage.
For Programs:
Target for CY 2015 shall refer to the physical targets corresponding
to the programmed utilization of available releases for CY 2015, i.e.,
from the use of new releases in CY 2015 and balances of past
releases continuing or carried forward to CY 2015.
Actual
As of December 31, 2014
Overall physical accomplishment or output of the program/project.
For Projects:
Cumulative physical accomplishment or output since the start of the
project up to the end of CY 2014, in percentage.
For Programs:
Actual physical accomplishment as of 31 December 2014 shall refer
to the actual physical accomplishment corresponding to the
programmed utilization of available releases for CY 2014, i.e., from
the use of new releases in CY 2014 and balances of past releases,
continuing or carried forward to CY 2014, net of adjustments, but to
exclude balances of releases continuing or carried forward to CY
2015.
CY 2015
For Projects:
Physical accomplishment or output during the particular reporting
period, in percentage.
For Programs:
Actual physical accomplishment for CY 2015 shall refer to the actual
physical accomplishment corresponding to the programmed
utilization of available releases for CY 2015, i.e., from the use of new
releases in CY 2015 and balances of past releases continuing or
carried forward to CY 2015.
Future Targets
Physical targets for the remaining years from CY 2016 to CY 2020,
and future years, in percentage. In case annual physical targets
could not be expressed in overall percentage, please indicate target,
based on output indicators. For locally-funded programs, only supply
the CY 2016 targets.
Status
Indicate whether program/project implementation is on schedule,
ahead of schedule, behind schedule, or completed.
Ahead of schedule
On schedule
Behind schedule
Cumulative actual OWPA is greater than
ten percent of cumulative target OWPA
Cumulative actual OWPA is within
plus/minus ten percent of cumulative
target OWPA, i.e., actual OWPA is
greater than or equal to minus ten
percent of target OWPA, but less than or
equal to plus ten percent of target
OWPA.
Cumulative actual OWPA is equal or less
than minus ten percent of cumulative
target OWPA
Example:
Cumulative target OWPA = 40%; Minus (-) 10% of target = 36%;
Plus (+) 10% of target = 44%
Therefore:
Ahead of schedule if cumulative actual OWPA > 44%
On schedule if cumulative actual OWPA ≥36% and ≤44%
Behind schedule if cumulative actual OWPA < 36%
In the absence of OWPA, tagging shall be based on the assessment
of the agency, justification may be provided in the remarks column.
Remarks
Indicate whether the project would be completed on schedule. In
case no physical accomplishment or output, please indicate
preparatory activities undertaken. If there is negative slippage as of
end of CY 2015, cite reason(s) with the details provided in Table 4A.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 3B
Components and Physical Outputs of Programs and Projects
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Component
Components of the program/project as identified in program/project
documents.
Output Indicator
Major output indicator per component where accomplishment is to
be measured as indicated in program/project documents, i.e.,
number of SMEs provided/extended with loans (DBP), number of
LGUs provided/extended with loans (LBP), etc.
Target
Target quantity to be accomplished as agreed
implementing agency and funding institution, if any.
As of December 31, 2014
between
For Projects:
Cumulative target since the start of the project up to the end of CY
2014, in percentage.
For Programs:
Target as of 31 December 2014 shall refer to the physical targets
corresponding to the programmed utilization of available releases
for CY 2014, i.e., from the use of new releases in CY 2014 and
balances of past releases, continuing or carried forward to CY 2014,
net of adjustments, but to exclude balances of releases continuing
or carried forward to CY 2015.
CY 2015
For Projects:
Physical target or output during the particular reporting period, in
percentage.
For Programs:
Target for CY 2015 shall refer to the physical targets corresponding
to the programmed utilization of available releases for CY 2015, i.e.,
from the use of new releases in CY 2015 and balances of past
releases continuing or carried forward to CY 2015.
Actual
As of December 31, 2014
For Projects:
Cumulative physical accomplishment or output since the start of the
project up to the end of CY 2014, in percentage.
For Programs:
Actual physical accomplishment as of 31 December 2014 shall refer
to the physical targets corresponding to the programmed utilization
of available releases for CY 2014, i.e., from the use of new releases
in CY 2014 and balances of past releases, continuing or carried
forward to CY 2014, net of adjustments, but to exclude balances of
releases continuing or carried forward to CY 2015.
CY 2015
For Projects:
Physical accomplishment or output during the particular reporting
period, in percentage.
For Programs:
Actual physical accomplishment for CY 2015 shall refer to actual
physical accomplishment or outputs corresponding to the
programmed utilization of available releases for CY 2015, i.e., from
the use of new releases in CY 2015 and balances of past releases
continuing or carried forward to CY 2015.
Validated MFO
Revised/validated Major final Outputs as per the 2015 GAA of the
agency where the delivery of the outputs contributes to.
Remarks
Indicate whether the target quantity would be delivered as scheduled,
and if not, the factors that affected its delivery on time.
Note
For locally-funded programs, cumulative target and actual outputs as
of 2014 should only include outputs which correspond to CY 2014
allotments (new, continuing, and adjustments in CY 2014).
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 3C
Programs/Projects Component(s) Addressing Climate Change and
Contributing to Disaster Risk Reduction
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Component
Components of the project as identified in project documents,
which addresses climate change adaptation, mitigation, or disaster
risk reduction.
Mitigation
Aims to facilitate the transition towards low greenhouse gas
emissions for sustainable development a) energy efficiency and
conservation; b) realization of the full potential of the country’s
renewable energy; c) improvement of the transport sector
through the uptake of alternative fuels and expansion of mass
transport systems; d) making use of energy--efficient design and
materials for public infrastructure and settlements; e) reduction of
emissions from deforestation and forest degradation; and g) waste
management.
Adaptation
Points towards building the adaptive capacity of communities and
increasing the resilience of natural ecosystems to climate change a)
enhancement of vulnerability and adaptation assessments; b)
integrated ecosystem-based management; c) water governance
and management; d) promotion of a climate-responsive agriculture;
e) support climate-responsive health sector; and f) encourage
climate-proofing infrastructure.
Disaster Risk Reduction (DRR)
The ADB defines DRR as a “series of interconnected actions
to minimize disaster
vulnerability by avoiding (prevention) or
limiting (mitigation and preparedness) the adverse effects of
hazards within the broad context of sustainable development.”
DRR is also an integral component of CC adaptation. A
comprehensive approach for DRR is set out in the UN- endorsed
Hyogo Framework for Action (HFA). It highlights five priority areas
of action: (a) Ensure that disaster risk reduction is a national and a
local priority with a strong institutional basis for implementation; (b)
Identify, assess, and monitor disaster risks and enhance early
warning; (c) Use knowledge, innovation, and education to build a
culture of safety and resilience at all levels; (d) Reduce the
underlying risk factors; and, (e) Strengthen disaster preparedness
for effective response at all levels.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 3D
Project(s) with Damaged Output(s), Incomplete Output(s) and Sustainability Issue(s)
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.)
Year Completed
Date of physical completion of the project (mm/dd/yyyy)
Description of Damaged Output(s)
Detailed account of the project’s output(s) damaged in CY 2015
including outputs damaged in previous years. Includes which
program/project output(s) were damaged, the extent of the damage
as well as factor(s) that caused the damage.
Description of Incomplete Output(s)
Detailed account of projects which closed in CY 2015 but with
incomplete output(s). Includes which output(s) were not completely
delivered and the factor(s) that caused the incomplete delivery of
output(s)
Description of Sustainability Issue(s)
Detailed account of the issue(s) related to the Pro project’s
sustainability. Includes the factor(s) affecting the project
sustainability
Actions Taken/Being Taken
Actions/measures undertaken/being undertaken by the agency to
address the damaged output(s), incomplete output(s), and issue(s)
on sustainability
Actions to be Taken
Identify the action plan by the agency to address the damaged
output(s), incomplete output(s), and issue(s) on sustainability
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 4A
Problem Analysis of Projects
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.)
Problem/Issue
Major issues/problems encountered in CY 2015, regardless
whether these are encountered during the pre-implementation
phase or the implementation phase.
Recommended issue typology:
Government/Funding Institution
Approvals
Difficulties in obtaining Government or funding institution approvals
or required clearances (e.g., issuance of SPAs).
Design, Scope, Technical
Faulty/inadequate design resulting in facilities which are
substandard, unsafe, or incapable of delivering the services at
anticipated cost and specified level of service. Includes low demand
for outputs (e.g., credit facilities due to uncompetitive relending
rates) and changes in scope and output specifications outside the
agreed range.
Procurement
Delays in procurement and pre-procurement activities (e.g., failure
in bidding, collapse in negotiations, etc.).
Site Condition/Availability
(including permits and approvals,
right-of-way acquisition and
resettlement)
Issues on availability of site; inadequacy of existing site structures;
unanticipated
geological
conditions;
environmental
contamination/liabilities; archaeological and cultural heritage
discoveries; right-of-way, land acquisition, and resettlement; peace
and order concerns.
Budget and Funds Flow
Delayed fund releases; adverse movement of interest or exchange
rates.
Inputs and Cost
Inputs are unavailable in required quantities or of inadequate quality,
or inputs cost more than anticipated, which may be due to price
escalation or the effects of inflation, among others.
Performance of Contractor/
Consultant
Failure of contractor/consultant to provide contracted services to
specifications; financial demands on the contractor/consultant
exceed its financial capacity.
PMO* Manpower/Capacity
Difficulties in recruitment; turnover of staff affecting program/project
implementation; low technical capacity of the PMO to
manage/implement the program/project.
Institutional Support
Where the program/project relies on complementary Government,
NGO, CSO support, that support is withdrawn, varied, or deemed
inadequate, adversely affecting program/project implementation.
Legal and Policy Issuances
Where there is a statutory regulation involved, changes are imposed
adversely affecting program/project implementation. Change in
law/policy which has adverse consequences on program/project.
Sustainability and O&M
Formal exit strategies (e.g., on O&M) not formulated; organizational
changes/inadequacies (including O&M budget and manpower)
preventing
continuity
of
work
or
program/project
outputs/services/benefits, among others.
Force Majeure
Inability to meet service delivery caused by reason of force majeure
events (e.g., earthquake, major typhoons, etc.)
Issue Details
Provide more details on the type/nature/cause of the problem,
magnitude, as well as an indication of how long this problem had
been existing.
Status (Current or Resolved)
Indicate “current” if the problem/issue is still valid and continues to
be a threat to the project. Meanwhile, indicate “resolved” if it has
been already resolved.
Action Taken/Being Taken
Indicate the steps taken/being taken in resolving past problems.
Include measures undertaken or being undertaken by the agency
as of 2015 on recommendations during the CY 2014 ODA
Portfolio. Indicate also the names of other agencies involved in
resolving the issues/problems.
Actions to be Taken in CY 2016 and
Beyond
Outline the action plan necessary to resolve any outstanding
problem affecting the project.
Remarks
Indicate the probable or actual effect on the overall project scope,
implementation schedule and cost. For the problems identified as
outstanding, provide recent updates (2016) on actions taken, if any,
and indicate the probability of still meeting the project objectives –
low, moderate, high probability, etc.
*Project Management Office of the implementing agency
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 4B
Assumptions and Risk Register for Programs and Projects
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Assumption/Risk Category
Indicate the category by area of project affected as follows:
Government/Funding Institution
Approvals
Difficulties in obtaining Government or funding institution approvals or
required clearances (e.g., issuance of SPAs).
Design, Scope, Technical
Faulty/inadequate design resulting in facilities which are substandard,
unsafe, or incapable of delivering the services at anticipated cost and
specified level of service. Includes low demand for outputs (e.g., credit
facilities due to uncompetitive relending rates) and changes in scope
and output specifications outside the agreed range.
Procurement
Delays in procurement and pre-procurement activities (e.g., failure in
bidding, collapse in negotiations, etc.).
Site Condition/Availability
(including permits and
approvals, right-of-way
acquisition and resettlement)
Issues on availability of site; inadequacy of existing site structures;
unanticipated
geological
conditions;
environmental
contamination/liabilities; archaeological and cultural heritage
discoveries; right-of-way, land acquisition, and resettlement; peace
and order concerns.
Budget and Funds Flow
Delayed fund releases; adverse movement of interest or exchange
rates.
Inputs and Cost
Inputs are unavailable in required quantities or of inadequate quality,
or inputs cost more than anticipated, which may be due to price
escalation or the effects of inflation, among others.
Performance of Contractor/
Consultant
Failure of contractor/consultant to provide contracted services to
specifications; financial demands on the contractor/consultant exceed
its financial capacity.
PMO* Manpower/Capacity
Difficulties in recruitment; turnover of staff affecting program/project
implementation; low technical capacity of the PMO to
manage/implement the program/project.
Institutional Support
Where the program/project relies on complementary Government,
NGO, CSO support, that support is withdrawn, varied, or deemed
inadequate, adversely affecting program/project implementation.
Legal and Policy Issuances
Where there is a statutory regulation involved, changes are imposed
adversely affecting program/project implementation. Change in
law/policy which has adverse consequences on program/project.
Sustainability and O&M
Formal exit strategies (e.g., on O&M) not formulated; organizational
changes/inadequacies (including O&M budget and manpower)
preventing
continuity
of
work
or
program/project
outputs/services/benefits, among others.
Force Majeure
Inability to meet service delivery caused by reason of force majeure
events (e.g., earthquake, major typhoons, etc.)
Assumption/Risk Description
A phrase defining/referring to a specific, uncertain event that may occur
to the detriment or enhancement of the project. Indicate details of the
assumption/risk and its probable effect on the overall project scope,
implementation schedule and cost. Potential impacts on the project if
the risks occurred include delayed completion date, change in project
design, cost over runs, etc.
Management Strategies
List down countermeasures underway or being instituted by concerned
unit(s), whether individually or collectively to prevent, reduce or transfer
the risk. Indicate also the names of other agencies involved to facilitate
early resolution of problems.
Risk Status and Updates/Remarks
Indicate the status of the assumption/risk:
a) current - poses as a threat/enhancement to the project
b) ended - is no longer a threat or a valid assumption
c) mitigated - risk was mitigated
d) occurred - risks not mitigated and has progressed as an
issue/problem); or, an assumption that has materialized
The column should also include an explanation/update:
a) on risk/assumption status compared vis-à-vis the previous
reporting period
b) on actions done according to the previously identified
management strategies, on the assessment of their
effectiveness, and reasons for changes in the strategies where
applicable
Note
1. The following documents may be used in identifying risks:
a) Logical Framework (JICA, WB and ADB) Project Design Matrix
(JICA)
b) ICC Project Evaluation Report at appraisal
c) PDP-RM
2. Project assumptions are potential causes of project risk specially
when there is uncertainty in these assumptions.
Risks that have occurred should be logged as an ongoing.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 5
Programs and Projects for Possible Restructuring/ICC Re-evaluation
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Funding Source
For ODA, name of funding institution where loan proceeds was
sourced.
Details
Nature of request and details of possible project restructuring/ ICC
re-evaluation (e.g., estimated length of extension for loan extension;
estimated portion of the loan amount for cancellation; etc.).
Reason/Justification
Provide details on the reason(s) for each of the proposed/possible
nature/type of restructuring. Given the reasons identified which
warranted project/program restructuring, indicate the probability of
still meeting the project/program objectives, i.e., whether low,
moderate, or high.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 6
Program/Project Results
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Objective(s)
Consists of the Goal, Purpose and Output as indicated in the
project’s logical framework (ICC PE Form 6). The objectives (if
there are many objectives) that will be assessed are those which
can be achieved during the evaluation period.
Results Indicator/Target
Results refer to the objective(s) as stated in the narrative summary
of the project/program logical framework (ICC PE Form 6 for ICCapproved projects). These are new conditions or qualities achieved
when beneficiaries adopt/utilize the project outputs.
Indicators which will measure/indicate in concrete, observable and
objectively verifiable terms, to what extent the expected results have
been achieved. Indicators, as much as possible, should have
Quality, Quantity, Area and Beneficiaries dimensions.
Actual
Maybe either proxy or logframe indicators. Proxy indicators may
lead as “stand in” for the logical framework indicators
whenever the latter is still not available/appreciable but nevertheless
may provide early evidence that project results will be or will not be
achieved.
PDP RM Indicator(s)
Indicators in the Revalidated Philippine Development Plan (PDP)
Results Matrices (RM) 2011-2016 to which specific project/program
outcomes contribute to. E-copy of the RM may be downloaded from
the NEDA website (http://www.neda.gov.ph/2015/05/07/philippinedevelopment-plan-2011-2016-revalidated-results-matrices/).
Note
Projects are not simply a means to accomplish components and
activities but they are the best means to attain end of project
objectives or project results (or outcomes). Project results are the
initial benefits directly resulting from the project. These should
become visible during, or soon, after project completion. They are
usually based on specific results indicators which are measurable
indicators derived from the logical framework (or similar
instruments) used in the design of the project.
CY 2015 ANNUAL PORTFOLIO REVIEW
Table 7
Lessons Learned Register for Programs and Projects
Name of Agency
As of December 31, 2015
Program/Project Title
Official title as indicated in official project documents (e.g. loan/grant
agreement for ODA, contracts, budget documents, etc.).
Program/Project Management
Area/Category
Indicate if the lessons learned being reported falls under which key
project management area/category:
a)
b)
c)
d)
e)
f)
g)
h)
i)
Program/Project Phase
Scope;
Cost;
Quality;
Time;
Procurement;
Communication;
Human Resource;
Risk Management;
Others
Indicate if the lessons learned happened in which phase of the
project:
a) Project design/preparation;
b) Implementation
Situation
Describe briefly the situation or the issue encountered.
Lessons Realized/Learned
Indicate the realizations/learnings from performing the tasks. What
could have done differently if we go back and start again. What
worked well and what did not work well on the program/project that
could serve to promote recurrence of desirable outcomes or preclude
the recurrence of undesirable outcomes in future programs/projects.
