CY2012 ODA Portfolio Review Full Report

CY 2012
ODA PORTFOLIO REVIEW

Table of Contents
EXECUTIVE SUMMARY
ODA Profile
Performance
Key Implementation Issue
Results
Initiatives to Better Manage for Development Results
Lessons Learned and Best Practices in
Implementation
Actions Taken and Recommendations
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1.0
THE OFFICIAL DEVELOPMENT ASSISTANCE (ODA)

PORTFOLIO REVIEW
Legal Mandates
Objectives
Methodology
Structure of the Report
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2.0
ODA PORTFOLIO
ODA Loans Profile
Net Commitment
CY 2012 Portfolio
CY 2011 and 2012 Portfolio
Net Commitment in the Past Ten Years
Program Loans
Types of Program Loans
CY 2012 Program Loans Portfolio
ODA Loans Distribution
By Development Partner
By Sector
Age of the Loans Portfolio
Ongoing Loans
Closed Loans
ODA Grants Profile
Magnitude and Distribution
By Sector
New Grants
Other ODA Disaggregation
By Region
Loans
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National Economic and Development Authority

CY 2012 ODA Portfolio Review Report
3.0
Grants
ODA Programs and Projects Addressing
Climate Change (CC) and Contributing to
Disaster Risk Reduction (DRR)
Climate Change Adaptation and
Mitigation
Disaster Risk Reduction
ODA Projects Supporting the Achievement of
the Millennium Development Goals (MDGs)
ODA Projects According to Gender
Responsiveness
Other Types of Distribution
Budgetary Requirements of the Portfolio
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PERFORMANCE
Loans Financial Performance
Overall Loans Portfolio
CY 2011 and CY 2012 Financial
Performance
ODA
Loans
Portfolio
Financial
Performance in the Past Ten Years
IA Portfolio Performance
IA
Portfolio
with
the
Highest
Disbursement Shortfall in CY 2012
IA Portfolios with Highest Availment
Backlog in CY 2012
Performance of Project Loans
Utilization Rate against Time Elapsed
Actual Time Expended to Disburse 10%
of Loan Amount
Average Utilization Rate in the 1st and
2nd Year of Project Implementation
Performance of Loan-assisted Projects
with Additional Financing (AF)
Performance of Program Loans
National Program Support (NPS) Loans
CY 2010 to CY 2012 Loans Portfolio
Performance
Commitment Fees
Grants Financial Performance
By Sector
Physical Performance
Supervision/Implementation Review Missions in CY
2012
Alert Mechanism
Alert Status from 2009 to 2012
Problem Projects in 2012
Problem Projects by Implementing
Agency
Problem Projects by Sector
Prospects for Problem Projects
Projects with Incomplete Outputs at Loan Closing in
CY 2012
Completed Projects with Damaged Outputs in 2012
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4.0
5.0
6.0
and/or with Sustainability Issues

Projects that were Restructured in CY 2012
Projects with Change in Scope (Upscaled or
Downscaled)
Projects with Time Extensions
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KEY IMPLEMENTATION ISSUES

Key Implementation Issues
Start-up Delay
Budget and Funds Flow Bottlenecks
Prolonged Procurement
Issues on Projects with LGU Participation
Projects with Sustainability Issues
Issue on Right of Way and Land Acquisition
Other Implementation Issues
Cost Overrun
Cost Overrun for CY 2012
New Requests in CY 2012
Loans with Cost Overruns that Closed in 2012
Status of Processing of Requests
Reasons for Cost Overrun
Projects Likely To Be Restructured in CY 2013
Recurring Project Implementation Issues
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RESULTS
Results of Ongoing Projects
Results of Completed Programs and Projects
Results of Projects at Ex-Post
Results of Other Evaluation Studies of Completed
Projects
ODA Projects Contribution to the Development
Objectives in the PDP and RMs 2011-2016
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INITIATIVES TO BETTER MANAGE FOR DEVELOPMENT

RESULTS
Results-Oriented Public Sector Management (PSM)
Harmonized
National
Government
Performance Monitoring, Information and
Reporting Systems (Administrative Order 25)
Performance Incentive Based on Result
(Executive Order 80)
Review of Agency Major Final Outputs (MFOs)
and Performance Indicators (PI)s and
Restructuring of Programs, Activities and
Projects (PAPs, National Budget Circular 532)
Program Budgeting Approach
Bottom-up Planning and Budgeting
RM-OPIF Linkaging Initiatives
IFAD-TA on RBME
Aid Effectiveness Initiatives
By the Government
By the DPs

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7.0
ACTIONS TAKEN AND RECOMMENDATIONS

Actions Taken on the Recommendations of the CY
2011 ODA Portfolio Review
Actions Taken by IAs
Actions Taken on Proposed Enhancements
Recommendations for CY 2013 and Beyond
For Implementing Agencies
Other Recommendations for 2012 and
Beyond
Continuing and Planned Enhancements for
the 2012 ODA Review
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CY 2012 Report on the Classification of ODA Projects

According to Gender Responsiveness
Glossary of Terms

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List of Tables
TABLES
Table 2.1
Table 2.2
Table 2.3
Table 2.4
Table 2.5
Table 2.6
Table 2.7
Table 2.8
Table 2.9
Table 2.10
Table 2.11
Table 2.12
Table 2.13
Table 2.14
Table 2.15
Table 2.16
Table 2.17
Table 3.1
Table 3.2
Table 3.3
Table 3.4
Table 3.5
Table 3.6
Table 3.7
Table 3.8
Table 3.9
Table 3.10
Table 3.11
Table 3.12
Table 3.13
Table 3.14
Table 3.15
Table 3.16
Table 3.17
Table 3.18
CY 2011 and CY 2012 Composition of Loans

CY 2012 Net Commitment by Development
Partner
Historical New ODA Loans by Development
Partner (US$B)
ODA Loans Sector Classification
CY 2012 Net Commitment by Sector
Historical New ODA Loans by Sector (US$B)
Age of Ongoing Loans
Age of Closed Loans within the Past Five (5)
Years*
Net Commitment Distribution by Coverage Area
Regional Distribution of Grants
ODA Programs and Projects with CC Adaptation
and Mitigation Components
Projects and Programs with DRR components
ODA Projects Supporting the Achievement of
MDGs
Classification by Gender-Responsiveness
ODA as Percentage of GAA per IA
CY 2012 Budget Appropriations
Multi-year Budget Requirements from CY 2013
Onwards
ODA Loans Financial Performance (CY 2011 vs.
CY 2012)
Disbursement Shortfall in CY 2011 and CY 2012 (in
US$M)
Historical Disbursement Level
CY 2012 Financial Performance By Agency
Agencies with Change in Financial Performance
(CY 2011 vs. CY 2012)
IA Portfolios with the Highest Disbursement
Shortfall
IA Portfolios with the Highest Availment Backlog
Financial Performance of Project Loans in CY
2012
List of Loans with Below 70 Percent Availment
and Disbursement Rates
Loans which Exceeded 30% Difference between
Original Time Elapsed and Utilization Rate
Loans which exceeded 30% Difference between
Revised Time Elapsed and Utilization Rate
Performance of Projects with AF
Financial Performance of National Program
Support Loans (CY 2011 vs. CY 2012)
Project Loans Signed within the PDP Period
Program Loans Signed within the PDP Period
CFs Paid as a % of Annual Project Loans Net
Commitment (CY 2003-2012)
Grant Utilization per DP
Physical Performance of Active Programs and
Projects

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Table 3.19
Table 3.20
Table 3.21
Table 3.22
Table 3.23
Table 3.24
Table 3.25
Table 3.26
Table 3.27
Table 3.28
Table 4.1
Table 4.2
Table 4.3
Table 4.4
Table 4.5
Table 4.6
Table 4.7
Table 4.8
Table 4.9
Table 4.10
Table 4.11
Table 4.12
Table 4.13
Table 4.14
Table 4.15
Table 5.1
Table 5.2
Table 5.3
Table 5.4
Table 5.5
Table 5.6
Table 6.1
Table 6.2
Table 7.1
Table 7.2
Table 7.3
Table 7.4
Physical Implementation Performance by IA in

CY 2012
Physical Performance by Sector
Alert Mechanism Leading Indicators
Alert Status of ODA Projects
Alert Status of Projects by Agency, CY 2012
(Amounts in US$ M, based on net commitment)
Actual Problem Projects by Sector (Amounts in
US$)
Projects with Incomplete Outputs at Loan/Grant
Closing in CY 2012
Completed
Projects
with
Damaged
Outputs/Sustainability Issues
Projects with Change in Scope Approved by ICC
in CY 2012
Loans with Extensions Approved by GPH in CY
2012
Classification of Key Implementation Issues
Projects with Start-up Delays
Projects with Budget and Funds Flow Issues
Projects with Prolonged Procurement Issues
Issues on Projects with LGU Participation
Projects with Sustainability
Projects with Issue on Right of Way and Land
Acquisition
Cost Overrun Reported in CY 2012
Projects with Cost Overrun Requests in CY 2012
(amounts in PhP B)
Projects Closed in CY 2012 with Reported Cost
Overrun
Status of Processing of Requests in CY 2012
Agencies with Projects Likely to be Restructured
in CY 2013
Projects with Recurring Issues
Projects with Reported Initial Results
Reported Outcomes per Sector
Outputs and Outcomes from Jointly Ex-post
Evaluated Projects
Results from Impact Evaluation Studies of WBProjects
Result from Other DP-led Evaluations
Project Results Supporting the Chapter and
Sector Statements of the Plan
2012 GPA Awardees
DP Aid Effectiveness Initiatives
Actions Taken on Recommendations from CY
2011 Review
Actions Taken on Proposed Enhancements for
ODA Review
Recommendations for CY 2013 and Beyond
Planned Enhancements for CY 2013 ODA Review

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List of Figures
FIGURES
Figure 2.1
Figure 2.2
Figure 2.3
Figure 2.4
Figure 2.5
Figure 2.6
Figure 2.7
Figure 2.8
Figure 3.1
Figure 3.2
Figure 3.3
Figure 3.4
Figure 3.5
Figure 3.6
Figure 3.7
Figure 3.8
Figure 3.9
Composition of the Loans Portfolio (CY 2011 vs CY

2012)
Historical Net Commitment in US$M (CY 2003
2012)
Historical Flows of ODA Loans in US$B (CY 20032012)
Average Age of Closed Loans by Development
Partner (CY 2008-2012)
Average Age of Closed Loans by Sector (CY 20082012)
Distribution of Grants by DP
Distribution of Grants by Sector
Distribution of New Grants
Historical Disbursement Rate, Availment Rate and
Disbursement Rate
Actual Time Expended to Disburse 10% of Loan
Amount
Amount by DP
Amount by Sector
Amount by IA
Average Utilization Rate in the 1st and 2nd Year of
Project Implementation
Project Implementation by DP
Project Implementation by Sector
Project Implementation by IA

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List of Boxes
BOXES
Box 2.1
Box 2.2
Box 2.3
Box 2.4
Box 2.5
Box 3.1
Box 3.2
Box 3.3
Box 4.1
Box 4.2
Box 5.1
Box 5.2
ODA Loans Portfolio in Peso

ODA Data from GPH and from OECD-DAC
Concessionality of ODA Loans to the Philippines
Loan Closing Date and Project Completion
Date
Monitoring and Evaluation in the Context of
Managing for Development Results
Summary of Evolution of Evaluation in the
Philippines
Commitment Fees Attributable to
Implementation Delay and as Cost of Financing
ODA Loans Financial Performance in Peso
Funds Flow Timelines
Project Procurement Duration
The Results Chain and the LogFrame Tool
Lessons Learned from Projects

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List of Annexes
Annex 1-A
List of IAs Covered by the Review
Annex 1-B
Project Descriptions
Annex 2-A
List of Active Loans
Annex 2-B
List of New Loans
Annex 2-C
List of Closed Loans
Annex 2-D
List of Loans with Partial/Full Cancellations
Annex 2-E
Closed Loans with Extensions
Annex 2-F
Annex 2-G
List of Program Loans
Annex 2-H
Distribution of Total ODA Loans by DP
Annex 2-I
Distribution of ODA Loans Net Commitment by Sector/Subsector
Annex 2-J
Distribution of ODA Grants by DP and by Sector
Annex 2-K
Climate Change
Annex 2-L
Annex 2-M
MDGs
Annex 2-N
Total Net Commitment by Agency Type
Annex 2-O
Total Net Commitment by Budget Dependency
Annex 2-P
Total Net Commitment by LGU Participation
Annex 2-Q
Total Net Commitment with MDFO as Conduit
Annex 2-R
List of Loans by Type of Assistance
Annex 3-A
Comparison on Disbursement Levels by DP
Annex 3-B
Comparison on Disbursement Rates by DP
Annex 3-C
Comparison on Availment Rates by DP
Annex 3-D
Comparison on Disbursement Ratio by DP
Annex 3-E
Actual Time Expended to Disburse 10% of Loan Amount
Annex 3-F
Commitment Fees per Project
Annex 3-G
Commitment Fees per IA
Annex 3-H
Disbursement in Peso by IA
Annex 3-I
Physical Performance
Annex 3-J
Supervision Missions
Annex 3-K
Alert Mechanism
Annex 4-A
Status and Actions Taken on Issues (as of June 2013)
Annex 4-B
Cost Overrun Stock
Annex 4-C
Cost Overrun (closed)
Annex 4-D
Projects Likely to be Restructured in CY 2013
Annex 5-A
Logical Framework of Ongoing Projects
Annex 5-B
Intitial Results of Ongoing Projects
Annex 5-C
Results from Ex-Post Evaluations Conducted in CY 2012
Annex 5-D
Other DP-led Evaluations
Annex 5-E
Disaggregated Lessons Learned
Annex 5-F
Other Lessons Learned Completed Projects
Annex 5-G
Lessons Learned from Impact Evaluations and other Evaluation Studies
Annex 5-H
ODA Projects Supporting the Chapter and Sector Statements of the PDP
Annex 7-A
Actions Taken by IAs on the Recommendations of the CY 2011 ODA Review
Annex 7-B
Recommendations for CY 2013 and Beyond for Implementing Agencies

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Acronyms
AARNR
Agriculture, Agrarian Reform and Natural Resources
ACPoR
Annual Country Programme Review
ADB
Asian Development Bank
AECID
Agencia Espaola de Cooperacion Internacional para el Desarollo
AM
Alert Mechanism
ARG
ARMM Regional Government
ARMM
Autonomous Region in Muslim Mindanao
ASEAN
Association of Southeast Asian Nations
ASFPD-PMO
ARMM Social Fund Project- Project Management Office
AusAID
Australian Agency for International Development
BIR
Bureau of Internal Revenue
BOC
Bureau of Customs
BSP
Bangko Sentral ng Pilipinas
BTr
Bureau of Treasury
CBHCP
Credit for Better Health Care Project
CC
Climate Change
CF
Commitment Fee
CIDA
Canadian International Development Agency
CO
Cost Overrun
COA
Commission on Audit
CPBD
Congressional Planning and Budget Department
CPC
Country Programme for Children
CPPR
Country Portfolio Performance Review
CSO
Civil Society Organization
DA
Department of Agriculture
DAR
Department of Agrarian Reform
DBCC
Development Budget Coordination Committee
DBM
Department of Budget and Management
DBP
Development Bank of the Philippines
DENR
Department of Environment and Natural Resources
DepEd
Department of Education
DFA
Department of Foreign Affairs
DILG
Department of Interior and Local Government
DOE
Department of Energy
DOF
Department of Finance

DOF-CAG
Department of Finance - Corporate Affairs Group
DOF-MDFO
Department of Finance - Municipal Development Fund Office
DOH
Department of Health
DOJ
Department of Justice
DOST
Department of Science and Technology
DOTC
Department of Transportation and Communication
DP
Development Partner
DPWH
Department of Public Works and Highways
DR
Disbursement Rate
DRR
DSWD
Department of Social Welfare and Development
DTI
Department of Trade and Industry
EDCF
Economic Development Cooperation Fund
EO
Executive Order
EOPR
End-of-Project Report
EU
European Union
FAST
Forward Action and Support Taskforce
FMR
Farm-to-Market Road
FOA
Forward Obligation Authority
GAA
General Appropriations Act
GE
Grant Element
GFI
Government Financial Institution
GID
Governance and Institutions Development
GOCC
Government-Owned and -Controlled Corporation
GP
Grant Proceeds
GPA
Good Practice Award
GPH
Government of the Philippines
GPPB
Government Procurement Policy Board
HLF
High Level Forum
IA
Implementing Agency
IAC
Inter-Agency Committee
IATF
Inter-Agency Task Force
ICC
Investment Coordination Committee
ICC-CC
Investment Coordination Committee - Cabinet Committee
ICC-TB
Investment Coordination Committee - Technical Board
ICR
Implementation Completion Report
IFAD
International Fund for Agricultural Development
INFRA
Infrastructure

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IT&T
Industry, Trade and Tourism
JAW
Joint Analytic Work
JICA
Japan International Cooperation Agency
KEXIM
Export-Import Bank of Korea
KfW
Kreditanstalt fr Wiederaufbau
KLM
Knowledge and Learning Market
KM
Knowledge Management
KOICA
Korea International Cooperation Agency
KRA
Key Result Areas
LBP
Land Bank of the Philippines
LGU
Local Government Unit
LLDA
Laguna Lake Development Authority
LP
Loan Proceeds
LWUA
Local Water Utilities Administration
M&E
Monitoring and Evaluation
MB
Monetary Board
MCC
Millennium Challenge Corporation
MDG
Millennium Development Goal
MfDR
Managing for Development Results
MFO
Major Final Output
MO
Memorandum Order
MWSS
Metropolitan Waterworks and Sewerage System
NCA
Notice of Cash Allocation
NCRFW
National Commission on the Role of Filipino Women
NEDA
NEDA-PMS
National Economic and Development Authority Project Monitoring Staff
NEP
National Expenditure Program
NG
National Government
NGA
National Government Agency
NG-LGU
National Government - Local Government Unit
NGO
Non-Government Organization
NIA
National Irrigation Administration
NorthRail
North Luzon Railways Corporation
NPC
National Power Corporation
NPMC
National Project Monitoring Committee
NPS
National Program Support
NRO
NEDA Regional Office
NZAP
New Zealand Aid Programme

xii
OA
Oversight Agency
ODA
Official Development Assistance
OECD-DAC
Organization for Economic Cooperation and Development Development Assistance Committee
OES
Office of the Executive Secretary
OFID
OPEC Fund for International Development
O&M
Operations and Maintenance
OP
Office of the President
OP-PMS
Office of the President Presidential Management Staff
OPIF
Organizational Performance Indicator Framework
PBB
Performance-Based Bonus
PCR
Project Completion Report
PD
Paris Declaration
PDF
Philippines Development Forum
PDMF
Project Development and Monitoring Facility
PDP
Philippine Development Plan
PEI
Productivity Enhancement Incentive
PI
Performance Indicator
PIO
Project Implementation Officer
PIP
Public Investment Program
PMO
Project Management Office
PMS
Presidential Management Staff
PMU
Project Management Unit
PNP
Philippine National Police
PNR
Philippine National Railways
PPA
Philippine Ports Authority
PPAR
Project Performance Audit Report
PSM
Public Sector Management
RA
Republic Act
RBME
Results-Based Monitoring and Evaluation
RBPMS
Results-Based Performance Management System
RDC
Regional Development Committee
RLA
Regional Line Agency
RM
Results Matrix
RME
Results Monitoring and Evaluation
ROWA
Right of Way Acquisition
RPMC
Regional Project Monitoring Committee
RPMES
Regional Project Monitoring and Evaluation System

xiii
SARO
Special Allocation Release Order
SBC
Small Business Corporation
SC
Supreme Court
SEPO
Senate Economic Planning Office
SER
Socio-economic Report
SFD
Saudi Fund for Development
SGH
Seal of Good Housekeeping
SRCD
Social Reform and Community Development
TA
Technical Assistance
TE
Time Elapsed
TSA
Treasury Single Account
TWG
Technical Working Group
UN
United Nations
UNDAF
United Nations Development Assistance Framework
UNDP
United Nations Development Programme
UNFPA
United Nations Population Fund
UNICEF
United Nations Children's Fund
USAID
United States Agency for International Development
USG
United States Government
UR
Utilization Rate
WB
World Bank

xiv
Acronyms: Project Loans

ARIIP
Agno River Integrated Irrigation Project
ARCPII
Agrarian Reform Communities Project II
ARISPIII
Agrarian Reform Infrastructure Support Project III
ACSP
Agriculture Credit Support Project
AWUAIPII
Angat Water Utilization and Aqueduct Improvement Project (AWUAIP)Phase II
ASFP-AF
ARMM Social Fund Project - Additional Financing
ASFP
ARMM Social Fund for Peace and Development
ARBPI
Arterial Road Bypass Project Phase I (Plaridel and Cabanatuan)
ARBPII
Arterial Road Bypass Project Phase II
BSAARP
Bacolod-Silay Airport Access Road Project
BC/RP
Bridge Construction/Replacement Project
BFP-CBPSPCP
Bureau of Fire Protection Capability Building Program for Selected Priority

Cities Project
CLLEP
Central Luzon Link Expressway Project
CBFMMP
Community Based Forest and Mangrove Management Project
CBHCP
CLEECP
Credit Line for Energy Efficiency and Climate Protection in the Philippines
HLK
Development of Sub-specialty Capabilities for Heart-Lung-Kidney Diseases

in Selected Regional Hospitals
DPSP-IC
Development Policy Support Program-Investment Climate
EDP
Environmental Development Project
FRMP
Flood Risk Management Project along Selected Principal Rivers 2
FMP
Forestland Management Project
GSO2
Gapan-San Fernando-Olongapo Road Project Phase II
GJRSP
Governance in Justice Sector Reform Program-Subprogram 2
GMA Ports
Greater Modular Access (GMA) RoRo Ports
HSDP
Health Sector Development Project
HSRA-SP
Health Sector Reform Agenda Support Programme
HCAAP
Help for Catubig Agricultural Advancement Project Stage I
ICIGP
Increasing Competitiveness for Inclusive Growth Program -Sub1
InFRES
Infrastructure for Rural Productivity Enhancement Sector Project
ICRMP
Integrated Coastal Resources Management Project
IAARCDSP
Italian Assistance to the Agrarian Reform Community Development

Support Program
Jalaur
Jalaur River Multipurpose Irrigation Project, Phase II

xv
JRSP
Judicial Reform Support Project
KC-AF
KALAHI-CIDSS Project - Additional Financing
LAANSP
Laguindingan Airport Air Navigation System and Support Facilities Supply

Project
LADP
Laguindingan Airport Development Project
LISCOP-AF
Laguna de Bay Institutional Strengthening and Community Participation

Project (LISCOP) - Additional Financing
LAMP2
Land Administration & Management Project Phase II
LIP2
Local Government Unit Investment Programme II
LIDP
Logistics Infrastructure Development Project
MTSP
Manila Third Sewerage Project
MBURD
Mega Bridges for Urban and Rural Development
MMWMP
Metro Manila Wastewater Management Project
MRIP
Mindanao Roads Improvement Project
MRDP2
Mindanao Rural Development Project-Phase 2
MINSAAD
Mindanao Sustainable Agrarian and Agriculture Development Project
NISRIP
National Irrigation Sector Rehabilitation and Improvement Project
NPS-ENRMP
National Program Support for Environment and Natural Resources

Management Project
NPSTAR
National Program Support for Tax Administration
NRIMPII
National Road Improvement and Management Project Phase II
NSSHR
National Sector Support for Health Reform
NPSBE
National Program Support for Basic Education
CNS-ATM
New Communications, Navigation and Surveillance/Air Traffic

Management Systems Development Project
NorthRail Project
NorthRail Project Phase 1 Section 1 and II
PIDP
Participatory Irrigation Development Project
PMRCIP2
Pasig Marikina River Channel Improvement Project Phase II
PMRCIP3
Pasig-Marikina River Channel Improvement Project Phase III
PEEP
Philippine Energy Efficiency Project
PHUMPIII
Pinatubo Hazard Urgent Mitigation Project III
POPSTIRP
Post Ondoy and Pepeng Short-term Infrastructure Rehabilitation Project
PTWSSPIII
Provincial Towns Water Supply and Sanitation Programme Phase III
PPADP
Puerto Princesa Airport Development Project
RafPEP
Rapid Food Production Enhancement Programme
RIGP
Regional Infrastructure for Growth Project
RIIDP
Road Improvement and Institution Development Project
RUPP
Road Upgrading and Preservation Project
RuMEPP
Rural Micro-Enterprise Promotion Programme
RPP-AF
Rural Power Project-Additional Financing

xvi
RRNDPIII
Rural Road Network Development Project III
CHARMP2
Second Cordillera Highland Agricultural Resource Management Project
2WHSMP
Second Women's Health and Safe Motherhood Project
SPSP
Social Protection Support Project
SWDRP
Social Welfare and Development Reform Project
S2LDIP
Support for Strategic Local Development and Investment Project
TPKP
Tulay ng Pangulo Para sa Kaunlarang Pang-agraryo Project
GSOI
Widening of Gapan-San Fernando-Olongapo Road and Emergency

Dredging Project

xvii

Executive Summary
ODA Profile
Total commitment of the GOP loans portfolio as of 31 December 2012 is US$8.82 billion,
covering 70 projects loans (78% or US$ 6.89 billion) and ten program loans (22% or
US$1.93 billion). The CY 2012 figure is about 2.6 percent higher than the registered CY
2011 commitment of US$8.60 billion. JICA remains the biggest source of loans with
US$3.26 billion (21 loans) or 37 percent share of the total loans portfolio while the
Infrastructure (INFRA) sector is still the largest recipient of ODA loans (US$5.19 billion or
59%).
Meanwhile, as of 31 December 2012 the total amount of the grants portfolio is US$2.9
billion covering 400 ongoing projects. Australia (US$ 934.87 million or 32.79%), USA (USAID
and MCC for a total of US$ 852.18 million or 29.89%), and the United Nations (UN) System
(US$ 316.51 million or 11.10 percent) are the leading providers of grants in the Philippines.
The Social Reform and Community Development (SRCD) sector remains the biggest
recipient of grant assistance in CY 2012 (amounting to US$1,519.41 million or 53.29%),
followed by Governance and Institutions Development or GID (US$561.92 million or
19.71%), and the Infrastructure sector (US$400.04 million or 14.03%).
Performance
Financial
All financial indicators of the loans portfolio declined in CY 2012 in comparison with the
performance in CY 2011. Portfolio wide average annual and historical performances
(68.71% disbursement rate and 72.45% availment rate) decreased in CY2012.
Poor performance was observed in the start-up stage of project implementation.
Average utilization rate of projects in the first year of project implementation was
registered only at 8.83 percent, while it takes on average about two years (1.9 years) for
a project to disburse 10 percent of its loan commitment.
Meanwhile, cumulative disbursements of grant assistance reached US$1.31 billion, with a
utilization rate of 49 percent.
Physical
In CY 2012, 12 out of 69 active programs and projects were closed/cancelled. Of the
remaining programs/projects, physical implementation of 16 was on schedule/ahead of
schedule, 30 were delayed, and 11 were new or in their start-up stage. The number of
delayed programs and projects in the active loans portfolio decreased from 36 in 2011
to 30 in 2012.
A total of 18 actual problem projects were identified for priority monitoring and
facilitation through NEDAs Alert Mechanism, a decrease from CY 2011s reported 20
projects. However, 17 of the actual problem projects were reported to be in critical
stage, an increase of three projects from CY 2011s 14 critical projects.
Key Implementation Issues
Major implementation issues are categorized into the following:
Start-up Delays. Four projects reported delays at project start-up due to issues on project
management (i.e. PMO not established, organizational changes in the agencies) and
delays in finalization of subprojects.
Budget and Funds Flow Bottleneck. Six projects were affected by budget and funds flow
issues due to delays in fund releases and poor/delayed submission of liquidation reports.
Prolonged Procurement. A total of 14 projects experienced prolonged procurement due
to bidding failures, among others.
Issues with LGU-implemented Projects. There were 11 projects affected by LGU-related
issues such as: NG-LGU Cost sharing policy, weak capacity, issues with local leadership,
and compliance with Monetary Board requirements for sub-loan applications.
Sustainability Issues. Four projects were reported to be experiencing sustainability issues
due to poor operation and maintenance of completed facilities.
ROWA. Two projects reported pending ROWA claims as well as right of way problems
with subproject sites.
Other implementation issues reported include inadequate manpower, poor project
design, knowledge management issues, environmental safety concerns, peace and
order, and poor performance of project contractor.
Results
Results (outputs, outcomes and impacts) from both ongoing and closed projects were
identified. A total of 17 ongoing and 16 closed projects (mostly from the Agriculture,
Agrarian Reform and Natural Resources or AARNR, INFRA and SRCD sectors) reported on
results. Finally, project contributions to the PDP priorities were also highlighted.
Lessons learned in project implementation were generated from ongoing and
completed projects, as well as from various evaluation studies conducted in 2012.
Initiatives to Better Manage for Development Results
The Report highlights the various initiatives to better manage for development results
that
were
undertaken
in
CY
2012,
which
include,
among
others,
improving alignment between planning and budgeting, linking interventions to results,
and making public sector performance monitoring more systematic and transparent.
Other aid effectiveness initiatives by Development Partners were likewise identified.
Actions Taken and Recommendations
Specific actions were undertaken by the IAs in terms of the recommendations from the
CY 2011 ODA Review to address implementation issues while compliance to the CY 2011
recommendations to improve overall ODA portfolio management have been made
under several NEDA-led activities, various TAs, joint analytic works with DPs, and interagency initiatives.
Priority recommendations for CY 2013 and beyond to further enhance the conduct of
the Review in terms of its process and scope, and recommendations to further improve
ODA portfolio management are focused on: (a) harmonizing ODA data including
definitions and terminologies among OAs and DPs; (b) strengthening formulation of
policy guidelines thru conduct of analytical works to resolve implementation issues; (c)
strengthening results monitoring and evaluation; (d) more focused M&E for capital
grants or grants-assisted projects approved by the ICC; (e) among others.

SECTION 1 - THE OFFICIAL DEVELOPMENT ASSISTANCE (ODA) PORTFOLIO REVIEW

1.1 Legal Mandates
Republic Act (RA) No. 8182, also known as the ODA Act of 1996, as amended by RA
8555, mandated NEDA to: (a) conduct an annual review of the status of all projects
financed by ODA; and, (b) identify causes of implementation and completion delays or
reasons for bottlenecks, cost overruns (actual and prospective) and continued project
or program viability. NEDA is required to submit to Congress a report on the outcome of
the review not later than June 30 of each year.
The ODA Act complemented NEDA Board Resolution No. 30 Series of 1992, which
instructed the NEDA Investment Coordination Committee (ICC) to review all ongoing
ODA-funded programs and projects, with the aim of improving ODA absorptive
capacity.
To further ensure that the objectives of development projects are achieved, the NEDA
Board Resolution No. 3 Series of 1999 required the ICC and IAs to report on project
outcomes and impact.
1.2 Objectives
Consistent with the above mandates, the objectives of the CY 2012 Review are to: (a)
identify key implementation issues/problems and cross-cutting concerns that hamper
project implementation; (b) report on actions taken by concerned entities to facilitate
project implementation; (c) report results (outcomes and outputs) derived from
implementing ODA programs and projects; (d) formulate recommendations; and, (e)
track developments on recommendations made in previous portfolio reviews.
The report also highlights major initiatives made in CY 2012 to better manage for
development results.
1.3 Methodology
The Review covers the ODA loans and grants portfolio as of 31 December 2012 (i.e.,
new, ongoing, and closed within CY 2012). The Review assessed the performance of 24
IAs with active ODA portfolios. These IAs include 18 National Government agencies
(NGA), three Government-Owned and/or -Controlled Corporations (GOCCs) and three
Government Financial Institutions (GFIs). The assessment was complemented with
agency consultations. (See Annex 1-A for list of IAs covered by the Review and Annex 1B for project descriptions).
The NEDA, through the Project Monitoring Staff, undertook the Review as mandated. Key
oversight agencies (OAs) such as DBM, COA, OP-PMS, CPBD, SEPO and DOF as well as
development partnersADB, JICA, WB, USAID, KfW, KOICA, UN, NZAP, AusAID, GIZ
participated during the agency-level meetings. NEDA Staffs also participated in the
agency consultations.
In the finalization of the report, the draft findings were presented to and commented by
the members of the ICC Technical Board on 3 June 2013; the Project Implementation
Officers (PIOs) on 6 June 2013; the OAs (DBM, GPPB, DOF, MDFO, COA, SEPO, CPBD and
BTr) and DPs both on 28 May 2013; and the NEDA Sector and Oversight Staffs on 30 May
2013.
For this years review, the NEDA Regional Offices (NROs) and stakeholders including
representatives from CSOs and private sectors in Regions XIII (22 May 2013), VIII (29 May
2013) and IV-A (17 June 2013) were also consulted.
1.4 Structure of the Report
The CY 2012 ODA Review Report is organized in seven sections.
Section 1 discusses the mandates, objectives, as well as the methodology of the Review.
Section 2 reports on the portfolio profiles in terms of magnitude, composition and
distribution of ODA loans and grants.
Section 3 extensively discusses the financial and physical performance of both ODA
loan- and grant-assisted projects. Financial performance was assessed by looking at the
programs and projects absorptive capacity. Meanwhile, overall progress of project
implementation is highlighted under the Physical Performance Section. The Alert
Mechanism identifies and flags projects which require priority monitoring and facilitation.
Section 4 discusses the key implementation issues of ODA programs and projects.
Section 5 reports results from ODA programs and projects. This section also discusses the
consistency of observed results with the sector outcome objectives specified in the
Philippine Development Plan-Results Matrices (PDP-RM) 2011-2016. Likewise, highlighted
in this section are results generated by: (a) ongoing projects; (b) CY 2012 completed
projects; and, (c) projects with ex-post and impact evaluations conducted in CY 2012.
Section 6 highlights the CY 2012 initiatives in managing for development results.
Section 7 covers the actions taken on
recommendations for CY 2013 and beyond.
last
years
review,
prospects
and
Pursuant to RA 7192 or the Women in Development and Nation-Building Act, a report on

the Gender-Responsiveness of ODA projects is included.

SECTION 2 - ODA PORTFOLIO

The total ODA portfolio amounts to US$11.72 billion. Of the total, US$8.82 billion (75%) are
loans and the US$2.90 billion million are grants. The ODA portfolio consists of 80 loans and
400 grants.
Box 2.1 ODA Loans Portfolio in Peso

Magnitude
For CY 2012, the total project cost for all active ODA loans (inclusive of those cofinanced with grants) amounted to PhP555 billion, with the local counterpart
amounting to PhP141 billion or 25 percent. Meanwhile, the Grant Proceeds (GP)
amounted to PhP3.98 billion or a mere 1 percent. The following table summarizes
the share of the loans proceeds and GOP share to the entire portfolio:
Total Project Cost

(in PhP B)
555.23
LP
GPH
GP
PhP B
% share
PhP B
% share
PhP B
% share
409.98
74
141.27
25
3.98
GPH Counterpart vs. Total Project Cost

Majority of the IAs have an average counterpart funding of 1 percent to 19
percent while only DPWH and LWUA have average counterpart funding of 30
percent and above. The average counterpart funding as a percentage of IAs
total project cost is shown in the following table:
Average Counterpart Funding
Implementing Agency
30% and above
DPWH, LWUA
20%-29%
ARG, DA, DAR, DOE, DSWD,

LBP, NIA, NLRC,
1%-19%
DBP, DENR, DILG, DOH, DOTC,

DTI, LLDA, MWSS, SC
Note: There are no counterpart funding for the program loans of DOF and DepEd.

Box 2.2 ODA Data from GPH and from OECD-DAC

The Organization for Economic Co-operation and Development-Development Assistance Committee
(OECD-DAC) maintains ODA data, along with data on Other Official Flows (OOF) and private aid flows
from the 24 OECD-DAC members, through the Creditor Reporting System (OECD-CRS). The information in
the CRS database is submitted by donor agencies and verified by OECD.
Total commitments per year comprise new undertakings entered into during the year, regardless of when
disbursements are expected, and additions to agreements made in earlier years.
The OECD-CRS database provides disaggregated ODA assistance data to the Philippines (and other
recipient countries), emanating from DAC-member and Non-DAC member countries, as well as
multilateral donors such as the International Bank for Reconstruction and Development (IBRD) and Asian
Development Bank (ADB). Following are data on new ODA commitments per year from 2007 to 2011, as
recorded in the OECD database:
Year
DAC
Countries
2007
2008
2009
2010
2011
TOTAL
746.555
879.999
1,313.139
1,207.225
1,410.032
5,556.949
NonDAC
Countries
1.362
0.144
0.383
1.889
Multilateral
69.244
82.060
162.069
136.436
54.725
504.534
Private
Donors
TOTAL
(US$M)
815.799
962.059
1,476.570
1,343.805
1,465.140
6,063.372
On the other hand, NEDA-PMS keeps track of GPHs ODA inflows or new ODA commitments with its own
ODA database. All ODA commitments signed by the GPH and the DPs are captured in NEDA-PMS ODA
Portfolio. Following is a comparison of data from OECD-CRS and PMS database:
Year
CRS ODA Data in

Total
(US$ M)
(a)
NEDA-PMS Data
(US$M)
(b)
Difference
(US$M)
(b a)
2007
2008
2009
2010
2011
TOTAL
815.799
962.059
1,476.57
1,343.81
1,465.14
6,063.373
1,409.38
1,598.33
1,352.98
2,278.16
1,722.71
8,361.56
593.58
636.27
(123.59)
934.36
257.57
2,298.19
The difference on ODA figures between OECD-CRS and NEDA-PMS may be due to:
a.
non-reporting of ADB to the OECD-CRS in the years prior to 2010. The ADB only began reporting
complete activity-level data in the CRS in 2011 for its 2010 flows;
b.
non-inclusion, in the CRS database, of ODA commitments from the Millennium Challenge
Corporation. Commitment from the United States reflected in the OECD-CRS database represents
only the commitment coming from United States Agency for International Development (USAID);
and,
c.
non-inclusion in the CRS database of aid statistics from non-DAC bilateral donors (such as China).
Source: OECD CRS and the NEDA-PMS ODA Database.

2.1
ODA Loans Profile
2.1.1
Net Commitment
CY 2012 Portfolio
The US$8.82 billion CY 2012 ODA loans net commitment comprised of 70 project loans
amounting to US$6.89 billion (78%) and 10 program loans worth US$1.93 billion (22%). The
70 project loans support the implementation of 62 projects1 while the 10 program loans
support the implementation of 10 programs. (See Annex 2-A for the list of active loans)
Box 2.3 Concessionality of ODA Loans to the Philippines
The weighted grant element of all active loans in the CY 2012 portfolio is 54 percent, 14 percentage
points above the 40 percent requirement specified in the ODA Act. Weighted grant element of all
loans as of 31 December 2012 is 60 percent. Source: DOF
Of the total loans portfolio, 17 loans (worth US$2.316 billion) were newly-signed within CY
2012. Two (2) of these 17 loans were closed within the year while the remaining 15 loans
were all made effective during the year. From the 63 loans (worth US$6.505 billion)
continuing from previous years (those that were signed prior to CY 2012), 48 are still
ongoing as of CY 2012 while 15 were closed within the year. (See Annex 2-B for the list of
new loans and Annex 2-C for the list of closed loans)
CY 2011 and CY 2012 Portfolio
The net commitment in CY 2012 increased by US$221.43 million (from US$8.60 billion in CY
2011 to US$8.82 billion in CY 2012). A comparison of the CY 2011 and 2012 portfolio
composition is shown in Table 2.1.
Table 2.1 CY 2011 and CY 2012 Composition of Loans
CY 2011
CY 2012
Status
Amount
Amount
Count
Count
(US$B)
(US$B)
Newly Signed
1.496
6
2.316
17
Not Effective
0.013
Effective
Fully-availed but
not yet closed
Closed during the
Year
Continuing
0.533
1.570
0.096
14
1
0.950
0.650
7.102
74
6.505
63
Not Effective
Ongoing
Closed
0.500
5.862
0.740
2
59
13
5.656
0.849
48
15
TOTAL
8.599
80
8.821
80
Net commitment excludes loan cancellations from the portfolio. Cancellations from the
CY 2012 ODA loans portfolio amounted to US$805.31 million.
1 Of the 62 projects, 7 are supported by two loans each while the remaining 55 projects are supported by 1 loan each

Figure 2.1 is an illustration of the total loans portfolio commitment for CY 2011 and 2012.
(See Annex 2-D for the list of loans with partial/full cancellations, and Annex 2-E for
closed loans with extensions)
Figure 2.1 Composition of the Loans Portfolio (CY 2011 vs CY 2012)
Net Commitment in the Past Ten Years

Total net commitment in CY 2012 was the second lowest among the reported net
commitments during the past ten years. The commitment level for project loans
(US$6,888 million) comprising the CY 2012 portfolio was also the second lowest within the
ten-year period, with the lowest registered in CY 2011 (US$6,858 million). Despite yearly
fluctuations in net commitment level, the trend within the past decade showed a
general decline in net commitment: from about US$11 billion worth of net commitment
in CY 2003 to about US$8 billion in CY 2012. (Figure 2.2)
Figure 2.2 Historical Net Commitment in US$M (CY 2003 -2012)
Annual flows in the past ten years reflected that CY 2012 had the largest amount of new
loans and the fourth smallest amount of closed loans. The largest amount of closed loans
(US$2.416 billion) was in CY 2010. The smallest amount of new loans happened in CY
2003 (US$0.475 billion) while the smallest amount of closed loans was in CY 2005
(US$0.914 billion). (Figure 2.3)

Figure 2.3 Historical Flows of ODA Loans in US$B (CY 2003-2012)
2.1.2
Program Loans
Program loans support recipient countries in policy improvement and reform

implementation as indicated in their national development plans. 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.
Program loans implemented by the government can be categorized into two main
types. The first type includes policy-based program loans where amounts are disbursed
in tranches triggered usually by policy conditionalities, the need for structural reforms,
and other agreed milestones. Loan disbursements are not earmarked for
activities/projects implemented by specific implementing agencies but form part of the
general cash envelope of the national government. The second type is the sector
based program loans wherein DPs provide funding support to GPH to finance IAs regular
activities specific for a certain sector. Budget allocations and cash are released to the
implementing agencies using the GPH budget execution processes.
The three major DPs namely JICA, ADB and WB provided GPH both types of program
loans. Indicated in attached Annex 2-F are the various policy and sector-based
instruments for program loans of the three major DPs.
CY 2012 Program Loans Portfolio
For CY 2012, there are 10 active program loans amounting to US$1.93 billion, comprising
22 percent of the total GOP loan portfolio (US$8.82 billion). Of the 10 program loans in
the portfolio, three are policy-based with a total commitment of US$746.41 million while
the remaining seven (US$1,186.62 million) are program loans to be used for sector
reforms under the health, tax administration, basic education, social welfare, and
environment. See Annex 2-G for list of program loans for CY 2012.

10
2.2
ODA Loans Distribution
2.2.1
In CY 2012, JICA remained the biggest source of ODA loans, with US$3.261 billion (21
loans) or 37 percent share of the total loans portfolio. The second largest source was the
World Bank (WB), with US$1.839 billion (19 loans) or 21 percent, followed by ADB
(US$1.371 billion for 10 loans) or 13 percent (Table 2.2). (See Annex 2-H for the distribution
of net commitment by development partner)
Table 2.2 CY 2012 Net Commitment by Development Partner
Loan
Net
Development
Share
Count
Commitment
Partner
(%)
(US$B)
JICA
21
3.261
37
WB
19
1.839
21
ADB
10
1.371
16
France
3
1.181
13
Other Sources*
23
0.782
9
China
4
0.387
4
TOTAL
80
8.821
100
*Other funding sources include: Austria, Belgium, Germany, IFAD, Italy,
Korea, Netherlands, OFID, Saudi Arabia, Sweden, Spain and UK.
Most of the new loans that became part of the CY 2012 portfolio were sourced from
JICA (US$943 million for 7 loans). This included one fully-availed program loan
(Development Policy Support Program-Investment Climate) worth US$96.41 million.
ADB was the second largest source of new loans (about US$712 million for 3 loans), two
of which were fully-availed program loans closed within the year (US$650 million). WB
provided the third largest amount of new loans, with two new project loans (US$325
million).
In the past ten years (2003-2012), ADB was the largest source of new loans with a total of
US$4.03 billion while WB and JICA were the second and third largest sources with US$3.45
billion and US$3.09 billion respectively. (Table 2.3)
Table 2.3 Historical New ODA Loans by Development Partner (US$B)
DPs
ADB
CHINA
JICA
OTHERS
WB
TOTAL
2003
0.22
0.12
0.02
0.11
0.47
2004
0.4
0.05
0.06
0.51
2005
0.39
0.28
0.09
0.76
2006
0.65
0.05
0.24
0.41
1.35
2007
0.28
0.6
0.25
0.32
0.39
1.85
2008
0.62
0.27
0.44
0.44
1.77
2009
0.56
0.09
0.61
0.32
0.12
1.7
2010
0.4
0.12
0.38
0.6
0.74
2.24
2011
0.2
0.52
0.01
0.76
1.5
2012
0.71
0.94
0.35
0.33
2.32
TOTAL
4.03
1.26
3.09
2.63
3.45
*Other funding sources include: Austria, Belgium, Germany, IFAD, Italy, Korea, Netherlands, OFID,
Saudi Arabia, Sweden, Spain and UK.
2.2.2
By Sector
ODA loans are classified into five sectors: Agriculture, Agrarian Reform and Natural
Resources (AARNR); Governance and Institutions Development (GID); Industry, Trade
and Tourism (IT&T); Infrastructure (INFRA); and Social Reform and Community
11
Development (SRCD). Implementing agencies and key activity areas that fall in each of
the five sectors are described in Table 2.4.
Sector
AARNR
GID
IT&T
INFRA
SRCD
Table 2.4 ODA Loans Sector Classification

Key Activities/Components
Farm-to-market roads, irrigation systems/facilities, agriculture
and enterprise development, agricultural credit, multi-purpose
buildings, bridges, flood protection, solar driers, warehouses,
potable water supply, watershed conservation, forest
management and agro-forestry, agribusiness, environmental
management (e.g. climate change, disaster risk reduction)
Tax reforms, human resource development and management,
judicial reforms, local governance
Trade and investment, environmental technologies in industries,
microfinance and microenterprise development
Power and electrification, air transport, rail transport, road
transport, water transport, flood control and drainage facilities,
solid waste management, water supply and sanitation, local
roads and bridges, other public works (e.g. public markets, bus
terminals)
Primary and secondary education, womens health and safe
motherhood services, hospital services, nutrition and
population, social reform and community development, farmto-market roads, multi-purpose buildings, potable water supply
Agencies
DA, DAR,
DENR, DPWH,
LBP, LLDA, NIA,
DBP
BIR, DILG, PNP,
SC
DBP, DTI, LBP,
SBC, BOC
DBP, DOE,
DOST, DOTC,
DPWH, LBP,
LWUA, MWSS,
NorthRail,
ARG, DBP,
DepEd, DOH,
DSWD
The largest share of the loans portfolio (59%) was in the INFRA sector (US$5.186 billion for
39 loans). The second largest share (19%) was in the SRCD sector (US$1.692 billion for 13
loans) while the AARNR sector received the third largest share with 17 percent (US$1.496
for 23 loans) (Table 2.5). (See Annex 2-I for the distribution of total ODA loans net
commitments by sector and subsector)
Table 2.5 CY 2012 Net Commitment by Sector
Loan
Net
Share
Sector
Count
Commitment
(%)
(US$B)
INFRA
39
5.186
58.8
SRCD
13
1.692
19.2
AARNR
23
1.496
17.0
IT&T
2
0.115
1.3
GID
3
0.332
3.8
TOTAL
80
8.821
100
New loans in CY 2012 showed that 46 percent (US$1.07 billion) were directed to the
INFRA sector. In the past ten years, the INFRA sector received the largest amount of new
loans with US$5.53 billion followed by the SRCD sector with US$3.14 billion, the GID sector
with US$2.87 billion and the AARNR sector with US$1.97 billion. (Table 2.6)

12
Sector
AARNR
GID
INFRA
IT&T
SRCD
TOTAL
2003
0.06
0.17
0.16
0.08
0.47
Table 2.6 Historical New ODA Loans by Sector (US$B)
2004
0.06
0.45
0.51
2005
0.02
0.15
0.27
0.08
0.25
0.77
2006
0.03
0.05
0.66
0.3
0.31
1.35
2.3
Age of the Loans Portfolio
2.3.1
Ongoing Loans
2007
0.27
0.61
0.95
0.01
1.85
2008
0.26
0.55
0.49
0.27
0.2
1.77
2009
0.36
0.58
0.71
0.05
1.70
2010
0.4
0.46
0.23
1.14
2.23
2011
0.01
0.54
0.2
0.75
1.50
2012
0.5
0.3
1.07
0.1
0.35
2.32
TOTAL
1.97
2.87
5.53
0.95
3.14
The age of a loan is reckoned from effectivity date to the date of reporting. A large part
of the ongoing portfolio is comprised of loans which are on the second to third year of
effectivity. About 26 percent (16 of the 62 ongoing loans2) have an age of less than a
year, 11 of which are loans directed to the INFRA sector. Age distribution of ongoing
loans by sector is presented in Table 2.7.
Table 2.7 Age of Ongoing Loans
Sector
AARNR
GID
INFRA
Years
0
5
1
1
2
3
3
7
4
2
2.3.2
7
1
10
1
>11
1
11
ITT
SRCD
Total
5
4
1
1
16
2
4
2
9
1
15
1
5
1
1
1
2
3
Closed Loans
Box 2.4 Loan Closing Date and Project Completion Date
The closing date of an ODA loan is the latest date wherein loan withdrawals are allowed by the DP. On
the other hand, project completion date refers to the physical completion of the project.
Ideally, project completion should be within the loan closing. Closing dates may be extended (revised)
as agreed by the DP and the IA, provided that it has the approval of the Investment Coordination
Committee (ICC).
For CY 2012, average extension of project loans is 1.70 years. The average age of closed
loans in the past five years is shown in Table 2.8.
Table 2.8 Age of Closed Loans within the Past Five Years*
2008
2009
2010
2011
Loan Count
23
19
20
8
Net commitment (US$M)
1,350.82
825.93
1,757.80
553.39
Ave. Loan Validity
5.89
6.38
4.73
4.93
Ave. Age
7.69
6.85
6.07
6.90
Ave. Extension
1.80
0.47
1.34
1.96
*excludes single-tranche program loans
2
2012
14
849.35
5.22
7.29
1.70
The count excludes single-tranche program loans and closed loans

13
By DP, JICA projects had the highest average age of 8.68 years (including an almost
one-year extension0.99 year) while ADB had the longest average extension of 2.11
years. (Figure 2.4)
Figure 2.4 Average Age of Closed Loans by Development Partner (CY 2008-2012)
By sector, loans under the SRCD sector had the highest average age with 7.46 years
(1.59 years extension), while the AARNR sector had the longest average extension of 1.67
years. (Figure 2.5)
Figure 2.5 Average Age of Closed Loans by Sector (CY 2008-2012)

14
2.4 ODA Grants Profile

Magnitude and Distribution
As of CY 2012, there are 400 active grant-assisted
projects with a cumulative grant amount of US$2.9
billion.
By Development Partner3
Australia, USA and the UN System are the three
leading providers of grants to the GPH with 32.79
percent (US$934.87 million), 29.89 percent (US$852.18
million), and 11.10 percent (US$316.51 million),
respectively. (See Annex 2-J for details on distribution
of grants by DP and by Sector). (Figure 2.6)
Figure 2.6 Distribution of Grants by DP
By Sector
In terms of sectoral distribution, the SRCD remains the
major recipient of the ODA grant assistance
amounting to US$1,519.41 million (comprising 177
projects) or 53.29 percent of the total grants portfolio.
The GID sector has 19.71 percent (US$561.92 million for
83 projects) while the INFRA sector received 14.03
percent (US$400.04 million for 29 projects). (Figure 2.7)
Figure 2.7 Distribution of Grants by Sector
New Grants
A total of 96 new grants4 were provided to the
GPH, amounting to US$278.57 million. The UN
System provided the largest amount of new
grant assistance in CY 2012 amounting to
US$129.13 million. USA (USAID) provided the
second largest amount of new assistance
(US$49.24 million) while JICA provided the third
largest, with US$26.30 million. (Figure 2.8)
Figure 2.8 Distribution of New Grants
3
Grant assistance figures are attributed to the DP disbursing the grant funds, to prevent double counting of projects
and committed amount.
4 New grant projects are comprised of projects with effectivity dates starting in CY 2012 and previously closed grants
with renewed effectivity dates

15
2.5 Other ODA Disaggregation

2.5.1 By Region8
Loans
Majority (57%) of loan-supported programs/projects were implemented nationwide
(US$4.87 billion for 31 loans) while 19 percent (US$1.44 billion for 18 loans) were
implemented in multiple regions5.
For loans directed to specific regions, Region III and NCR almost have the same share in
ODA loans with US$652.64 million for seven projects (8% of the portfolio) and US$637.55
million for five projects (7.4%). Table 3.9 is a disaggregation of total net commitment by
area covered.
Table 2.9 Net Commitment Distribution by Coverage Area
Number of
Amount
Region
% Share
Loans
(in US$M)
Nationwide
31
5,170.08
58.61
Luzon
19
1,616.31
18.32
CAR
2
36.6
0.41
NCR
743.31
8.43
89.15
1.01
III
652.64
7.40
IV-A
10
0.11
IV-B
71.61
0.81
Luzon-wide
Visayas
1
3
13.00
285.54
0.15
3.24
VI
220.94
2.50
VIII
64.6
0.73
Mindanao
308.58
3.50
102.75
1.16
ARMM
93.01
1.05
Mindanao-wide
Multi-regional
TOTAL
3
18
80
112.82
1,440.49
8,821.00
1.28
16.33
100.00
Grants
More than half or 53 percent of the grants portfolio amounting to US$1.51 billion was
implemented across multiple regions. Thirty-two percent of the portfolio was
implemented nationwide while only 15 percent of the grants portfolio was classified as
region-specific. Details are provided in Table 2.10.
8 The
programs/projects supported by these loans were implemented in selected areas and not necessarily regionwide. Further, selected regions which do not have region-specific projects directed to their areas may be recipients
of projects classified under nationwide, multi-regional and major island groups.

16
Table 2.10 Regional Distribution of Grants

Region
Number of
Grants
Grant
Amount
(US$M)
Percentage
Share (%)
Luzon
52
221.49
7.77
II
3.24
0.11
III
23.36
0.82
IV-A
5.11
0.18
IV-B
13.42
0.47
11
12.32
0.43
CAR
5.011
0.18
NCR
25
159.03
5.58
Visayas
13.31
0.47
VII
3.36
0.12
VIII
9.95
0.35
Mindanao
31
207.18
7.27
13
19.72
0.69
XI
2.00
0.07
XII
0.30
0.01
XIII
7.89
0.28
ARMM
177.27
6.22
Multi-regional
229
1,506.37
52.83
Nationwide
84
903.11
31.67
TOTAL
400
2,851.46
100.00
2.5.2 ODA Programs and Projects Addressing Climate Change (CC) and Contributing to
Disaster Risk Reduction (DRR)
Box 2.5 Climate Change Adaptation and Mitigation and
The Intergovernmental Panel on Climate Change (IPCC) defines climate change (a)
adaptation, (b) mitigation, and (c) adaptation and mitigation strategies as follows:
Adaptation includes practical interventions to protect countries and communities
from the likely disruption and damage that will result from effects of climate change;
Mitigation anthropogenic interventions taken to reduce the sources or enhance
the skins of greenhouse gases;
Adaptation and Mitigation includes interventions that resemble the requirements
for both adaptation and mitigation.
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.

17
Climate Change Adaptation and Mitigation

A total of 49 programs and projects (loans and grants) amounting to PhP34.71 billion
were identified to have components with climate change strategies/interventions as
shown in Table 2.11. (See Annex 2-K for the complete list of loans and grants supporting
climate change mitigation/adaptation).
Table 2.11 ODA Programs and Projects with CC Adaptation and Mitigation Components
CC Initiative
No.
Cost (PhP M)*
Adaptation
26
Loan
18,551.57
Grant
Mitigation
22
11
3,407.71
Loan
Grant
Adaptation & Mitigation
6
5
12
7,666.07
369.06
4
8
49
3,845.77
869.50
34,709.68
Loan
Grant
TOTAL
*Cost refers to total project cost, and does not correspond to the cost of project component/s that specifically
addresses climate change. Further, total project costs of some projects were not indicated, thus the total amount
may also not be reflective of total investments for climate change.

For CY 2012, a total of 12 programs and projects (5 loans and 7 grants-assisted)
amounting to PhP18.21 billion are identified to be contributing to DRR (Table 2.12). See
Annex 2-L for the list of projects addressing DRR.
Loan
Grant
TOTAL
Type
Table 2.12 Projects and programs with DRR components

No. of Projects
Cost (PhP M)*
5
15,935.52
7
2,273.46
12
18,208.98
* Cost refers to total project cost of FAPs, and does not correspond to the cost of project component/s that
specifically addresses DRR. Further, total project costs of some projects were not indicated, thus the total amount
may also not be reflective of total investments for DRR.
2.5.3 ODA Projects Supporting the Achievement of the Millennium Development Goals
(MDGs)
For CY 2012, a total of 93 ODA loans and grants amounting to PhP212.97 billion support
the achievement of the eight MDGs. Of the total number of ODA projects, 62 loans and
grants (71%) worth PhP150.75 billion support a specific goal while 31 loans and grants
(29%) or PhP62.22 billion are considered as cross-cutting projects supporting various
MDGs (Table 2.13).
Goal 7 (Ensuring Environmental Sustainability) takes on the largest share of ODA with 32
percent or a total of PhP68.65 billion. Goal 1 (Eradicate Extreme Poverty) comes in
second with 29 percent share or an aggregate project cost of PhP61.64 billion. Goal 3
(Promoting Gender Equality and Empowering Women) had the smallest share with only
PhP30.56 million worth of loans and grants supporting said goal.

18
Table 2.13 ODA Projects Supporting the Achievement of MDGs

Total Project
MDG Goals
Cost (PhP M)
1: Eradicate Extreme Poverty
61,642.24
2: Achieve Universal Primary Education
17,175.04
3: Promoting Gender Equality and Empowering Women
30.56
4: Reduce Child Mortality Rate
583.00
5: Improving Maternal Health
6: Combating HIV/AIDS, Malaria and Other Diseases
2,644.49
7: Ensuring Environmental Sustainability
68,647.42
8: Develop a Global Partnership for Development
31.60
Subtotal
150,754.35
Cross-cutting ODA
62,217.92
TOTAL
212,972.27
See the Annex 2-M for the complete list of ODA loans and grants supportive of the
MDGs.
2.5.4 ODA Projects According to Gender Responsiveness
Some eleven out of the 24 (46%) implementing agencies consulted for this years
reporting submitted their inputs. The turn-out of submission for the CY 2012 report is
relatively low compared to the submissions in the previous years (92% in CY 2011 and 61%
in CY 2010). Further, out of the 38 projects reported by the IAs, 30 have information on
the GAD rating and assessment at the project design stage. (Table 2.14)
Item
Percent of total
portfolio budget
adjudged to be
Gender-responsive
Gender-sensitive
With promising GAD
prospects
GAD invisible in the
project(s)
Total
Table 2.14 Classification by Gender-Responsiveness

Project Development (PD)
Project Implementation,
Management, Monitoring and
Evaluation (PIMME)
No. of
Amount
Percent
No. of
Amount
Percent
Projects
(USM$)
distribution Projects (USM$) distribution
8
9
711.6
488.6
28.93
19.96
9
16
841.59
1,141.01
25.77
34.94
12
1,259.1
51.19
11
1,210.94
37.08
1
30
0.5
2,459.8
0.02
100.00
2
38
72.09
3,265.63
2.21
100.00
2.5.5 Other Types of Distribution

The total net commitment is further disaggregated by agency type (Annex 2-N), budget
dependency (Annex 2-O), LGU participation (Annex 2-P), with MDFO as conduit (Annex
2-Q), and by type of assistance (Annex 2-R).
2.6 Budgetary Requirements of the Portfolio
In CY 2012, total appropriations for Capital Outlay (CO) and MOOE of IAs with ODA
loans and grants amounted to PhP357.33 billion. About 11 percent or PhP38.07 billion

19
was appropriated for ODA, which is PhP12.68 billion short of the PhP50.72 billion CY 2012
budget requirement forecasted in the CY 2011 ODA Portfolio Review report.
The IAs with the biggest share of total agency appropriations were DOE (54%), NIA (53%)
and DAR (39%). Table 2.15 shows the percentage share reckoned against total agency
appropriations.
Table 2.15 ODA as Percentage of GAA per IA
Ratio (%)
Implementing Agency
30 and above
DOE, NIA, DAR
20-29
DA
1-19
DPWH, ARG, DSWD and DENR
For CY 2012, 62 projects reported total appropriations amounting to PhP49.721 billion

(Table 2.16).
Table 2.16 CY 2012 Budget Appropriations
Amount
Percentage (%)
(in PhP B)
GOP Counterpart
12.818
26
Loan Proceeds
30.460
61
Grant Proceeds
4.871
10
Others (LGUs, beneficiaries,
1.572
3
RD funds)
Total
49.721
100
Fund Source
The three NG agencies with the biggest budgetary requirements for CY 2012 for their
projects were DPWH with PhP19.476 billion (40%), DAR with PhP7.072 billion (15%), and
NIA with PhP3.453 billion (7%).
Table 2.17 provides the total budget requirements from CY 2013 to CY 2016 and future
years, which reached PhP166 billion.
Table 2.17 Multi-year Budget Requirements from CY 2013 onwards
Budget Requirements
Year
(in PhP B)
2013
41.397
2014
41.564
2015
35.873
2016
23.700
Future Years
23.656
Total
166.190

20
SECTION 3 - PERFORMANCE
3.1 Loans Financial Performance
Financial performance is measured using four indicators: (a) disbursement level, (b)
disbursement rate, (c) availment rate, and, (d) disbursement ratio.
All financial indicators declined in CY 2012 in comparison with the performance in CY
2011. Details on the specific absorptive capacity indicators are discussed below.
3.1.1 Overall Loans Portfolio
Total disbursement for CY 2012 amounted to US$1.51 billion for disbursement rate of only
68.71 percent. A 72.45 percent availment rate was registered which is within the 70
percent historical availment rate average. As compared to the available loan balance,
total disbursement yielded a disbursement ratio of 25.36 percent.
CY 2011 and CY 2012 Financial Performance
Table 3.1 shows a comparison of the CY 2011 and CY 2012 performance.
Table 3.1 ODA Loans Financial Performance (CY 2011 vs. CY 2012)
Performance
CY 2011 CY 2012
Indicator
Total
1.87
1.51
Disbursement
Projects
0.80
0.50
Annual Disbursement
Level (US$B)
Programs
1.07
1.01
Total
79.50
68.71
Disbursement
Projects
68.10
51.57
Performance against annual target
Rate (%)
Programs
90.77
82.17
Total
77.70
72.45
Availment Rate
Performance against historical target
Projects
71.18
60.82
(%)
Programs
95.26
103.73
Total
32.30
25.36
Annual disbursement against available Disbursement
Projects
18.30
11.01
loan balance
Ratio (%)
Programs
75.27
70.89
All financial indicators registered by the program loans portfolio are better than those
registered by the GPH portfolio.
Disbursement level- The lower disbursement level in CY 2012 (US$360 million decrease)
was partly due to the 11 loans that are in start-up stage with zero reported disbursement.
(See Annex 3-A for the comparison on disbursement levels by Development Partner)
Disbursement rate- Actual disbursement fell short of the CY 2012 target by US$686.34
million compared to US$482.32 million in CY 2011resulting in a 10.79 percentage point
decrease in disbursement rate. Although the number of loans with zero disbursement
rates remained the same (2 loans in CY 2011 and CY 2012), the number of loans with less
than 50 percent disbursement rates in CY 2012 increased from 21 loans in CY 2011 to 24
loans in CY 2012 (Table 3.2). (See Annex 3-B for the comparison on disbursement rates
by Development Partner)

21
Table 3.2 Disbursement Shortfall in CY 2011 and CY 2012 (in US$ M)

Performance
CY 2011
Annual Disbursement Level
1,870.25
Annual Disbursement Target
2,352.57
Shortfall
482.32
Disbursement Rate (%)
79.5
CY 2012
1,506.83
2,193.70
686.34
68.71
Availment rate- Availment backlog increased from US$1.19 billion in CY 2011 to US$1.51
billion, resulting in a 5.25 percentage point decrease in availment rate. The number of
newly-effective and ongoing loans with zero percent availment rates increased from
three in CY 2011 to 13 in CY 2012. (See Annex 3-C for the comparison on availment rates
by Development Partner)
Disbursement ratio- The ratio decreased by 6.94 percentage points, from 32.3 percent in
CY 2011 to 25.36 percent in CY 2012. The ratio in CY 2012 was pulled down by the lack of
disbursements from nine newly-effective loan commitments amounting to about US$973
million. (See Annex 3-D for the comparison on disbursement ratio by Development
Partner)
The decline in CY 2012 performance could also be attributed to the difference in
composition of the loan portfolios for both years. The CY 2011 portfolio had more singletranche program loans which registered complete disbursement/ full availment of their
loan amount within that year (3 loans worth US$850 million). In contrast, the CY 2012
portfolio had more new project loans (16 loans worth US$1.7 billion), which generally had
zero or low disbursements in the first year of implementation.
ODA Loans Portfolio Financial Performance in the Past Ten Years
Disbursement level. Aggregate disbursement level in CY 2012 amounting to US$1.51
billion was the fourth lowest in the past ten years. Average disbursement level amounted
to US$1.59 billion per year, with the highest disbursement level reported in CY 2009
(US$2.01 billion). Table 3.3 is a summary of annual loan disbursement level in the last ten
years.
Financial
Indicator
(US$B)/Year
Disbursement
Level
Disbursement
Target
Table 3.3 Historical Disbursement Level

2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Ave.
1.41
1.09
1.21
1.97
1.95
1.05
2.01
1.61
1.87
1.51
1.59
1.58
1.40
1.45
2.47
2.26
1.35
2.24
2.02
2.35
2.19
1.93
Disbursement rate, availment rate, disbursement ratio. Disbursement rate in CY 2012

(68.71%) was the lowest in the past ten years. Further, it was the only year when the
portfolios aggregate disbursement rate failed to reach the 70 percent benchmark.
Availment rate (72.45%) also declined in CY 2012 but was still on the 70 percent average
and higher than the reported availment rates from CY 2003 to 2005. CY 2012
disbursement ratio (25.36%) is within the 20 percent threshold, while from CY 2003 to 2005,
disbursement ratios were below the said threshold. (Figure 3.1)

22
Figure 3.1 Historical Disbursement Rate, Availment Rate and Disbursement Rate
3.1.2 IA Portfolio Performance

Table 3.4 shows the annual and historical portfolio performances of IAs. Based on the 70
percent benchmark on availment rates and disbursement rates, eight of the 23
agencies performed well historically and annually, while eight were not able to achieve
both the annual and historical benchmarks. Table 3.5 shows the agencies with changes
in financial performance.
Table 3.4 CY 2012 Financial Performance by Agency
Historical and Annual
70 percent and Above
Below 70 percent
Financial Indicators
Availment Rate
Availment Rate
ARG, DENR, DepEd, DILG,
DBP
Disbursement Rate
DOH, DTI, LBP, MWSS
BIR, DAR, DOE, DOTC, DPWH, LLDA,
Below 70 percent
DA, DSWD, SC,
Disbursement Rate
LWUA, NIA,
* Underlined IAs are those that are in the same performance category as in CY 2011
Table 3.5 Agencies with Change in Financial Performance (CY 2011 vs. CY 2012)
Financial Performance
Availment and
Availment Rate
Disbursement Rate
(CY 2011 vs. CY 2012)
Disbursement Rate
Improve
DA, DENR
DBP*, DOH,
ARG
(from Below 70% in CY 2011 to
70% and Above in CY 2012)
Worsen
BIR, DAR, DOTC,
(from 70% and Above in CY
DPWH, LLDA
DSWD
2011 to Below 70% in CY 2012)
* Compared to CY 2011, DBPs performance was reversed in CY 2012 as its disbursement rate improved while its
availment rate worsened.
IA Portfolio with the Highest Disbursement Shortfall in CY 2012

The top five agencies that did not meet their disbursement targets for CY 2012 are the
following: DSWD, DPWH, DOTC, DAR and LBP. Their CY 2012 disbursement shortfall
constitutes 82.7 percent of the total shortfall. (Table 3.6)

23
Table 3.6 IA Portfolios with the Highest Disbursement Shortfall

IA
DSWD
DPWH
DOTC
DAR
LBP
No. of Loans
3
19
5
6
6
Net Commitment
864.120
2,305.89
790.459
835.34
656.13
(in US$ M)
Target Disbursement
419.00
280.06
127.02
146.83
62.20
(in US$ M)
Actual
Disbursement
217.56
141.45
14.30
49.53
44.11
(in US$ M)
Disbursement
Deficit
201.44
138.61
112.72
97.30
18.09
(in US$ M)
Percentage Share
to GOP
10.69
7.35
5.98
5.16
0.96
Disbursement
Shortfall
TOTAL
80
8,821.00
1,893.17
1,206.22
686.95
IA Portfolios with Highest Availment Backlog in CY 2012

Aggregate actual availment (US$3.97 billion) of the entire GOP portfolio failed to reach
the cumulative scheduled availment of US$5.48 billion (availment rate: 72.45 percent),
resulting in an availment backlog of US$1.51 billion.
The three IAs (DOTC, DAR, DPWH) with the highest contribution to the availment backlog
(81%) were among the five IAs with the highest contribution to the disbursement shortfall.
The percentage contributions of the five IAs with the highest impact on total GOP
availment backlog are summarized in Table 3.7.
Table 3.7 IA Portfolios with the Highest Availment Backlog
IA
DOTC
DAR
DPWH
DBP
NIA
No. of Loans
5
6
19
5
5
Net Commitment
790.459
835.34
2,305.89
827.50
506.71
(in US$ M)
Scheduled
692.75
647.34
1,073.62
437.29
174.94
Availment
(in US$ M)
Actual Availment
204.42
264.50
713.66
291.50
118.87
(in US$ M)
Availment Backlog
488.32
382.85
359.97
145.79
56.07
(in US$ M)
Percentage Share to
24
10
4
32
25
CY 2012 Availment
Backlog
TOTAL
80
8,821.00
5,484.00
3,973.27
1,510.71
3.1.3 Performance of Project Loans

Table 3.8 shows the annual and historical performances of project loans that were
continuing from previous years. Based on the 70 percent benchmark on availment rates
and disbursement rates, nine of the 42 project loans performed well both historically and
annually, while 20 were not able to achieve both the annual and historical benchmarks.
Thirteen project loans performed well either annually or historically.

24
Table 3.8 Financial Performance of Project Loans in CY 2012

Historical and Annual
Below 70 percent
Financial Indicators
Availment Rate
Availment Rate
9
4
Disbursement Rate
Below 70 percent
8
20
Disbursement Rate
The number of ongoing project loans with less than 70 percent disbursement and
availment rates increased from 19 loans in CY 2011 to 20 in CY 2012. Table 3.9 is a list of
loans with less than 70 percent rates
Table 3.9 List of Loans with Below 70 Percent Availment and Disbursement Rates
Disbursement
Availment
Title
DP
IA
Rate
Rate
(%)
(%)
Agrarian Reform Communities
ADB
DAR
1.20
15.02
Project II
OFID
DAR
0.00
0.00
Project II
Bacolod-Silay Airport Access Road
Korea
DPWH
36.54
42.02
Project
Credit for Better Health Care
ADB
DBP
56.13
21.10
Project
Credit Line for Energy Efficiency
and Climate Protection in the
Germany
LBP
0.00
Philippines (CLEECP)
Gapan-San Fernando-Olongapo
Korea
DPWH
27.04
23.67
Road Project, Phase II
Greater Modular Access (GMA)
France
DOTC
25.01
RoRo Ports
Health Sector Reform Project
Germany
DOH
32.81
47.41
Integrated Coastal Resources
ADB
DENR
48.97
42.47
Management Project
Laguindingan Airport AirNavigation System and Support
Korea
DOTC
0.00
Facilities Supply Project
Laguna de Bay Institutional
Strengthening and Community
WB
LLDA
40.44
46.59
Participation Project (LISCOP) - AF
National Road Improvement
WB
DPWH
40.08
20.08
Management Project Phase II
New Communications, Navigation
and Surveillance/Air Traffic
GOJ-JICA
DOTC
2.33
11.23
Management Systems Dev't
Participatory Irrigation
WB
NIA
20.68
51.33
Development Project
ADB
DOE
12.39
31.80
Provincial Towns Water Supply
Germany
LWUA
34.84
10.12
Programme III
Second Cordillera Highland
Agricultural Resource
OFID
DA
0.00
0.00
Management Project

25
DP
IA
Disbursement
Rate
(%)
Availment
Rate
(%)
IFAD
DA
13.42
37.50
WB
DOH
48.52
59.83
FRANCE
DAR
38.60
39.57
Title
Management Project
Second Women's Health and Safe
Motherhood Project
Tulay ng Pangulo Para sa
Kaunlarang Pang-agraryo Project
The 20 loans that failed to achieve the 70 percent benchmark for both their historical
and annual targets are supporting 18 projects. Of these 18 projects, 15 were flagged as
actual problem projects in NEDAs internal Alert Mechanism. Further discussion on the
Alert Mechanism is found in Section 3.5.
Utilization Rate against Time Elapsed
Time elapsed is reckoned from effectivity date to the loans original closing date. Loans
that have more than 100 percent time elapsed are those with extended/revised
implementation period, as approved by the ICC.
The CY 2012 Portfolio was comprised of 48 ongoing loans6 with no revision in closing
dates. Of the number, 14 (29%) have exceeded the 30 percent threshold difference
between utilization rate and time elapsed (Table 3.10). Ideally, as loan closing date
draws nearer, both loan utilization and time elapsed rates approach 100 percent.
Table 3.10 Loans which Exceeded 30% Difference between Original Time Elapsed and
Utilization Rate
DP
IA
Time
Elapsed
(TE) (%)
Utilization
Rate (UR)
(%)
TE-UR (%)
Second Cordillera Highland Agricultural

Resource Management Project
OFID
DA
87.06
87.06
OFID
DAR
79.30
79.30
France
DOTC
103.40
25.01
78.39

Programme III
Germany
LWUA
63.83
8.39
55.44

Management Project
ADB
DENR
91.75
38.22
53.53
ADB
DAR
60.55
8.86
51.69
Korea
DPWH
68.54
18.19
50.35
WB
DA
100
51.45
48.55
Korea
DPWH
87.23
41.11
46.12
Loan Title
Greater Modular Access (GMA) RoRo

Ports
Gapan-San Fernando-Olongapo Road

Project, Phase II
Mindanao Rural Development ProjectPhase 2
Excludes closed loans

26
DP
IA
Time
Elapsed
(TE) (%)
Utilization
Rate (UR)
(%)
TE-UR (%)
ADB
DBP
56.14
10.55
45.59
WB
LLDA
51.88
10.25
41.63
Korea
DOTC
36.89
36.89
IFAD
DA
54.15
17.50
36.65
WB
NIA
58.46
26.26
32.20
Loan Title
Laguna de Bay Institutional Strengthening
and Community Participation Project
(LISCOP) - Additional Financing
Laguindingan Airport Air-Navigation
System and Support Facilities Supply
Project
Second Cordillera Highland Agricultural
Resource Management Project
Participatory Irrigation Development
Project
In assessing the performance of ongoing loans with extended/revised closing dates,

computation of time elapsed is based on the revised closing date. The resulting revised
time elapsed and the corresponding utilization rate are then measured against the
threshold of 30 percent difference.
Of the 15 ongoing loans7 which have revised closing dates, eight (53%) exceeded the 30
percent difference between utilization rate and time elapsed (Table 3.11).
Table 3.11 Loans which exceeded 30% Difference between Revised Time Elapsed and
Utilization Rate
Loan Title
DP
IA
Revised
Time
Elapsed
(RTE) (%)
Credit Line for Energy Efficiency

and Climate Protection in the
New Communications, Navigation
and Surveillance/Air Traffic
Management Systems
Development
National Program Support for Tax
Administration
National Road Improvement
Germany
LBP
86.24
86.24
GOJJICA
DOTC
96.23
10.93
85.3
ADB
WB
DOE
BIR
87.88
91.76
24.13
42.9
63.75
48.86
WB
DPWH
64.99
20.08
44.91

Motherhood Project
Germany
DOH
81.87
38.89
42.98
WB
DOH
93.4
52.31
41.09
FRANCE
DAR
75.74
36.37
39.37

Kaunlarang Pang-agraryo Project
Utilization
Rate (UR)
(%)
RTE-UR
(%)
Excludes closed loans

27
Actual Time Expended to Disburse 10% of Loan Amount

For the current portfolio, it takes an average of two years (1.9 years) for a project to
disburse the first 10 percent of its loan commitment as shown in Figure 3.2. (Refer to
Annex 3-E for the details.)
Figure 3.2 Actual Time Expended to Disburse 10% of Loan Amount
By DP, data shows that ADB, the Other DPs and JICA-assisted projects required longer
time to disburse the first 10 percent of their loan amounts, with 2.33 years, 2.30 years and
2.23 years, respectively. Meanwhile, the WB funded projects required 1.41 years while
China recorded the shortest time to disburse initial fund requiring less than a year (0.78
year). (Figure 3.3)
By sector, projects related to the INFRA and IT&T sectors, required more than two years to
disburse the first 10 percent of their allocated funds (2.17 years and 2.11 years,
respectively). The AARNR and the SRCD took 1.79 years and 1.7 years, respectively.
(Figure 3.4)
Figure 3.3 Actual Time Expended to Disburse

10% of Loan Amount by DP
Figure 3.4 Actual Time Expended to Disburse

10% of Loan Amount by Sector
28
By IA, DOTC was the slowest disbursing agency, taking about 10 years to disburse 10
percent of its allocated funds (10% utilization in 10 years). IAs that exceeded two years of
implementation prior to disbursing 10 percent of their funds were DOH (3.49 years), DA
(2.94 years), DTI (2.17 years), and DENR (2.06 years). (Figure 3.5)
Figure 3.5 Actual Time Expended to Disburse 10% of Loan Amount by IA
Average Utilization Rate in the 1st and 2nd Year of Project Implementation
The average utilization rate of projects in the first year of implementation was 8.83
percent and 16.30 percent in the second year. These are below the ideal target of 20
percent in the first year and around 40 percent in the second year of implementation.
(Figure 3.6)
Figure 3.6 Average Utilization Rate in the 1st and 2nd Year of

29
Among the DPs, China showed better utilization performance at start-up with 22.60
percent and 33.52 percent utilization rates in the first two years of project
implementation (Figure 3.7). By sector, SRCD registered the highest average utilization
rate with 14.62 percent in the first year and 36.45 percent in the second year (Figure 3.8).
Figure 3.7 Average Utilization Rate in the 1st and Figure 3.8 Average Utilization Rate in the 1st and
nd Year
By 2IA,
the of
poor
performers
at project
start-up
the Implementation
following: ARG,by
DA,
Project
Implementation
by DP
2nd Year were
of Project
Sector
DAR, DENR, DILG, DOE, DOTC, DPWH,
DTI, LLDA, LWUA, NIA and SC. These
agencies registered below 10 percent average utilization rate in the first year of
implementation and below 20 percent average utilization rate in the succeeding year.
DBP and NLRC met the supposed target of 20 percent utilization rate in the first year but
their performance slowed down in the second year. In contrast, DSWD and MWSS
started slowly but reached an average utilization rate of more than 40 percent in the
second year (Figure 3.9).
Figure 3.9 Average Utilization Rate in the 1st and 2nd Year of
Project Implementation by IA
Performance of Loan-assisted Projects with Additional Financing (AF)

30
Total net commitment of four active loans with AF amounted to US$ 129.12 million. These
support implementation of additional activities of ongoing projects in the areas of social
welfare, environmental management, and power supply.
Box 3.1 Additional Financing (AF)
The WB provides AF to ongoing projects to finance (a) completion of the original project activities in
the event of an unanticipated financing gap or a cost overrun; (b) activities that scale-up a
projects impact and development effectiveness; and or, (c) modified project activities included as
part of project restructuring when the original loan amount is insufficient to cover such activities.
AF is provided as a separate loan constituting a new loan commitment and negotiations where
implementation is limited to only three years.
Source: World Bank
Of the projects with AF, the Rural Power Project and the Laguna de Bay Institutional
Strengthening and Community Participation Project (LISCOP) registered disbursement
and availment rates that were below the 70 percent benchmark. (Table 3.12)
Table 3.12 Performance of Projects with AF
Project
Title
Rural
Power
Project
ARMM
Social
Fund
Project
KALAHI
-CIDSS
LISCOP
TOTAL
Net
Commitment
(US$M)
Disbursement
Level
(US$M)
Disbursement
Rate
(%)
Availment
Rate
(%)
Disbursement
Ratio
(%)
Utilization
Rate
(%)
40.00
2.24
29.47
39.06
8.12
36.62
30.00
13.81
71.15
82.17
56.09
62.30
59.12
25.14
114.27
81.99
53.05
73.23
10.00
1.00
40.49
46.59
10.02
10.25
139.12
42.19
81.95
67.38
38.50
55.82
3.1.4 Performance of Program Loans

National Program Support (NPS) Loans
As of CY 2012, availment rate of NPS program loans reached 105.47 percent, which is
about 18 percent higher than last years performance (see Table 3.13). This can be
attributed to the increase in the disbursement level of the said loans amounting to
US$262.86 million in comparison with the CY 2011 level of US$193.80 million. Meanwhile,
the annual performance (disbursement rate) of these loans decreased in comparison
with CY 2011 by about 22 percent due to a decline in disbursement rate of two program
loans (National Program Support for Tax Administration Reform and Social Protection
Support Project).
Table 3.13 Financial Performance of National Program Support Loans

(CY 2011 vs. CY 2012)
31
Program Title
Availment Rate
(%)
93.21
98.73
74.3
Increase
(Decrease)
CY
2012
5.92
70.14
92.10
31.31
100
34.59
41.14
96.43
134.39
30.4
65.77
116.35
153.26
31.82
(79.24)
56.5
89.10
57.70
33.73
67.80
101.01
95.0
97.13
2.24
51.14
51.97
1.62
6. Rapid Food Production

Enhancement
Programme
99.34
98.82
(0.52)
156.11
N/A
7. Social Protection
Support Project
95.63
153.8
60.83
331.68
45.35
(86.33)
87.56
105.47
17.91
76.48
54.55
(21.93)
TOTAL
CY
2012
Disbursement
Rate (%)
CY
2011
1. National Program
Support for Basic
Education
2. National Sector Support
to Health Reform
Program
3. National Program
Support for Tax
Administration Reform
4. National Program
Support for Environment
and Natural Resource
Management
5. Social Welfare and
Development Reform
Program
CY
2011
Increase
(Decrease)
3.1.5 CY 2010 to CY 2012 Loans Portfolio Performance

A total of 23 project loans with a total commitment of US$2.75 billion were signed from 30
June 2010 to 31 December 2012. Of the 23 projects, 12 are on start-up stage, one is on
schedule, another is ahead of schedule, eight are behind schedule while only one
(Local Government Unit Investment Programme II) was closed as of June 2012.
Financial Performance based on time elapsed and utilization rate showed that only one
loan (Laguna De Bay Institutional Strengthening and Community Participation (AF))
exceeded the 30 percent benchmark on said financial indicator (Table 3.14). Physical
implementation of said project is also behind schedule.
Table 3.14 Project Loans Signed within the PDP Period
Net
Effectivity
Closing
TE-UR
Loan Title
Commitment
Date
Date
(%)
(in US$ M)
1. Laguna De Bay
Institutional
Strengthening and
10.00
7/27/2011
4/30/2014
41.67
Community
Participation (AF)
2. Laguindingan Airport
Air-Navigation System
13.29
23.64
and Support Facilities
Supply Project
Physical
Status
Behind
Schedule
Behind
Schedule
32
Loan Title
3. ARMM Social Fund
(Additional Financing)
4. Road Improvement
and Institution
Development Project
5. Road Upgrading and
Preservation Project
6. Bureau of Fire
Protection Capability
Building Program for
Selected Priority Cities
Project
7. Mindanao
Sustainable Agrarian
and Agriculture
Development Project
(MINSAAD)
8. Pasig-Marikina River
Channel
Improvement Project
Phase III
9. Arterial Road Bypass
Project, Phase II
(ARBP II)
10. Central Luzon Link
Expressway Project
11. National Irrigation
Sector Rehabilitation
and Improvement
Project (NISRIP)
12. Flood Risk
Management Project
along Selected
Principal Rivers 2
13. Road Improvement
and Institutional
Development Project
14. Regional
Infrastructure for
Growth Project
15. Metro Manila
Wastewater
Management Project
16. Post Ondoy and
Pepeng Short-term
Infrastructure
Rehabilitation Project
17. Forestland
Management Project
18. Jalaur River
Multipurpose Irrigation
Project, Phase II
Net
Commitment
(in US$ M)
Effectivity
Date
Closing
Date
TE-UR
(%)
Physical
Status
30.00
11/5/2010
5/31/2013
21.59
Behind
Schedule
62.00
7/20/2012
6/30/2016
11.37
Start-Up
506.50
7/21/2011
7/21/2023
9.31
Behind
Schedule
26.57
4/5/2012
4/5/2014
8.96
Ahead
of
Schedule
75.18
7/3/2012
7/3/2019
7.09
Start-Up
146.77
7/3/2012
7/3/2019
7.09
Start-Up
56.93
7/3/2012
7/3/2019
7.09
Start-Up
282.67
7/3/2012
7/3/2019
7.09
Start-Up
76.72
7/3/2012
7/3/2019
7.09
Behind
Schedule
93.57
7/3/2012
7/3/2020
6.19
Start-Up
30.00
9/17/2012
6/30/2017
6.01
Start-Up
50.00
10/11/2012
11/30/2016
5.12
Start-Up
275.00
10/19/2012
6/30/2017
4.26
Start-Up
122.91
9/21/2010
9/21/2013
4.08
Behind
Schedule
114.63
7/3/2012
7/3/2022
2.80
Start-Up
207.88
11/28/2012
5/28/2018
1.64
Behind
Schedule

33
Loan Title
19. Local Government
Unit Investment
Programme II
20. Italian Assistance to
the Agrarian Reform
Community
Development Support
Program (IARCDSP)
21. Puerto Princesa
Airport Development
Project
22. Social Protection
Support Project
23. KALAHI-CIDSS Project
Net
Commitment
(in US$ M)
Effectivity
Date
Closing
Date
9.07
TE-UR
(%)
Physical
Status
10/18/2010
12/31/2010
(original)
6/20/2012
(revised)
0.88
Closed
33.68
12/28/2012
4/11/2019
0.13
Start-Up
71.61
12/21/2012
6/21/2017
-0.24
Start-Up
400.00
1/12/2011
3/31/2016
-3.79
59.12
2/24/2011
5/31/2014
-4.78
Behind
Schedule
On
Schedule
Seven single-tranche program loans were likewise signed, with an aggregate amount of
US$1.94 billion. These loans supported programs in various sectors including GID (1 loan),
IT&T (2 loans), and SRCD (4 loans). All of these loans were already closed as of CY 2012,
with 100 percent availment rates. (Table 3.15)
Table 3.15 Program Loans Signed within the PDP Period
Loan Title/DP
1
2
3
4
5
6
7
Food Crisis Response Development Policy Operation Supplemental

Support for Post-Typhoon Recovery/WB
First Development Policy Loan to Foster More Inclusive Growth/WB
Disaster Risk Management Development Policy Loan with a
Catastrophe Deferred Drawdown Option (CAT-DDO)/WB
Financial Market Regulation and Intermediation Program/ADB
/ADB
Development Policy Support Program-Investment Climate/GOJJICA
Governance in Justice Sector Reform Program-Subprogram 2/ADB
Net
Commitment
(US$M)
250.00
250.00
500.00
200.00
350.00
96.41
300.00
3.1.6 Commitment Fees

Total commitment fees (CFs) paid in CY 2012 for the current portfolio amounted to
US$6.808 million, equivalent to less than one percent of the CY 2012 project loans net
commitment (US$6,888 million). Compared to CY 2011, total CFs paid in CY 2012
decreased by US$2.154 million (from US$8.962 million to US$6.808 million).
The top five projects with the highest amount of commitment fees paid in CY 2012 (with
combined share of 85.6%) were the following: Tulay ng Pangulo Para sa Kaunlarang
Pang-agraryo Project (TPKP) with US$2.24 million (32.9%); Greater Maritime Access (GMA)
Ports with US$1.90 million (28.0%); Mega Bridges for Urban and Rural Development
Project (MBURDP) with US$0.68 million (10.02%); Social Protection Support Project with
34
US$0.51 million (7.4%); and Road Upgrading and Preservation Project with US$0.50 million
(7.3%). See Annex 3-F for a year-on-year comparison of the amount of commitment fees
paid per project.
DAR accounted for the largest amount of commitment fees paid in CY 2012 with
US$2.298 million (33.8%), followed by DOTC with US$1.94 million (28.6%), and DPWH with
US$1.36 million (20.0%). See Annex 3-G for a year-on-year comparison of the amount of
commitment fees paid by implementing agency.
Box 3.2 Commitment Fees Attributable to Implementation Delay and as Cost of Financing
Commitment fee is the amount levied on the undisbursed loan amount or a portion thereof, payable per
annum [Example: 0.75% (rate) x US$20 million (undisbursed amount) = US$150,000]. The rate is applied on
the undisbursed amount of the entire loan or a portion of thereof (base), which is bigger than the amount
scheduled to be disbursed. Thus, even when there is no implementation delay, a certain amount of
commitment fee would still be charged as purely cost of financing. Implementation delay only increases
the amount.
A desk review was conducted to approximate how much of the commitment fees paid in CY 2012 may be
attributed to implementation delay. First, it assumed that for all loans with at least 100 percent availment
rate (no implementation delay), commitment fees paid are entirely due to cost of financing. Second,
commitment fees due to implementation delay is arrived at by: (a) deducting computed commitment fees
assuming 100 percent availment rate to the actual commitment fees paid, or (b) applying the rate to the
backlog (scheduled availment less actual availment). The result of the analysis showed that approximately
75 percent of commitment fees paid in CY 2012 may be attributed to implementation delay.
Table 3.16 shows the CFs paid by the government from CY 2003 to CY 2012.
Table 3.16 CFs Paid as a % of Total Net Commitment (CY 2003-2012)
2003
2004
2005
2006
2007
2008
2009
2010
Net
Commitment
(Project
Loans Only)
(US$M)
Commitment
Fees Paid
(US$M)
Percentage
of CFs Paid
to Project
Loans Net
Commitment
(%)
2011
2012
10,200.05
10,365.11
9,508.05
8,130.13
7,538.64
8,101.97
7,899.12
8,216.49
6,857.67
6,888.00
9.525
7.513
6.36
5.682
4.756
4.321
6.567
10.491
8.962
6.808
0.09
0.07
0.07
0.07
0.06
0.05
0.08
0.13
0.13
0.10
The three major DPs (ADB, JICA, and WB) have implemented new CF policies for loans
signed on or before specific months in CY 2007. WB in 2007 stopped charging CFs for
new loans while JICA started to charge CFs for new loans in 2010.

35
Box 3.3 ODA Loans Financial Performance in Peso

As of CY 2012, total amount disbursed amounted to PhP179.43 billion or 32 percent of the total project cost
(TPC) of the ODA Portfolio of PhP555.23 billion.
Number
of
Projects
TPC
(in PhP M)
Actual
Disbursement
(in PhP M)
Percentage
Disbursed
Projects
66
454,726.73
107,603.15
23.63
Programs
Total
10
100,506.44
71,829.15
71.47
76
555,233.17
179,432.30
32.32
Note: based on revised project cost
By Implementing Agency
By IAs, MWSS registered the highest percentage of disbursement at 89.66 percent vis--vis the agencys total
project cost of PhP6, 109.93 million. Meanwhile, NLRC registered no disbursements for CY 2012 as the two
loans (Northrail Phase I Section I and Northrail Phase I Section II) under the agency were cancelled. Annex 3H summarizes the disbursement level and percentage disbursed vis--vis the total project cost per
implementing agency.
By Sector
For the sector disaggregation, the GID sector registered the highest disbursement amounting to PhP 13.88
billion or 94.8 percent of the total project cost for the sector while the AARNR sector has the lowest
percentage of amount disbursed at 19.04 percent or PhP 18.08 billion.
No. of
Projects
Amount
(in PhP M)
Disbursement
Level
(in PhP M)
21
103,604.73
18,078.73
17.45
14,640.50
13,878.81
94.80
5,347.84
4,981.92
93.16
Infrastructure
37
342,562.48
88,602.74
25.86
Social Reform and Community

Development
13
89,077.61
53,889.14
60.50
76
555,233.17
179,431.34
32.32
Sector
Agriculture, Natural Resources and

Agrarian Reform
Governance and Institutions
Development
TOTAL
Percentage
Disbursed
(as of Dec 2012)
3.2 Grants Financial Performance

Cumulative disbursements of grant assistance reached US$1.31 billion, with a utilization
rate of 46 percent, a 12 percentage points decrease from last years performance of 58
percent. Figures on grant disbursements are cumulative and reckoned from grant
agreement signing/effectivity dates.
3.2.1 By Development Partner
In terms of utilization rate, Spain-funded projects registered the highest utilization rate at
96.93 percent (US$41.42 million was utilized out of US$ 42.73 million) while New Zealandfunded projects had the second highest at 92.71 percent (US$ 8.68 million was utilized
out of US$9.36 million). Meanwhile, EU grants has the third highest at 73.22 percent
(US$135.89 million was utilized out of US$185.60). (Table 3.17)
36
DP
Canada
Table 3.17 Grant Utilization per DP

Amount
Utilization
(in US$ M)
(in US$ M)
UR (%)
20.4
89.43
EU
22.81
185.60
135.89
73.22
UN System
316.51
189.01
59.72
Korea
63.57
36.32
57.13
WB
150.06
77.78
51.83
Germany
90.17
60.20
66.67
USA
852.18
393.72
46.20
Australia
934.87
307.84
34.93
ADB
84.07
24.27
28.87
New Zealand
9.36
8.68
92.71
Czech Republic
1.81
1.12
62.10
Norway
1.90
Spain
42.73
41.42
96.93
Japan*
95.82
12.67
13.22
TOTAL
2,851.46
1,309.32
45.92
*Figures account for Grant Aid type of grants only. TPCs such as expert dispatch, equipment
and training courses were excluded as total amount of assistance for these type of grants can
only be determined after project completion.
3.2.2 By Sector
The IT&T sector registered the highest utilization rate at 79.97 percent, amounting to
US$44.70 million out of US$55.90 million. AARNR projects were second, with 53.31 percent
(US$167.49 million was utilized out of US$314.19 million). Meanwhile, GID had the third
highest rate at 49.82 percent (US$279.94 million utilized out of US$561.92 million).
3.3 Physical Performance
In 2012, 12 out of 69 active programs and projects8 were closed/cancelled. Of the
remaining programs/projects, physical implementation of 16 was on schedule/ahead of
schedule, 30 were delayed, and 11 were new or in their start-up stage (Table 3.18). The
number of delayed programs and projects in the active loans portfolio decreased from
36 in 2011 to 30 in 2012. Refer to Annex 3-I for details. Meanwhile, Table 3.19 shows the
physical performance of projects by agency.
AARNR registered the highest percentage of delayed projects with 57 percent (12 of 21
projects), followed by SRCD with 56 percent (5 of 9 projects) and INFRA with 33 percent
(12 of 36 projects (Table 3.20).
This does not include projects with signed loans that are yet to be made effective. Note that a project can be
supported by more than one loan.

37
Table 3.18 Physical Performance of Active Programs and Projects

2011
2012
Amount
Amount
Physical Status
No.
No.
(US$ M)
(US$ M)
Ahead of schedule
3
536.27
4
308.15
On schedule
11
1,429.60
12
2,144.54
Behind schedule
34
3,356.35
30
3,496.85
Sub-Total
48
5,322.22
46
5,949.54
New/Start-up
3
547.92
11
1,292.03
Completed/Loan closed
12
665.80
11
347.51
Suspended/Cancelled/
3
262.97
1
180.79
Terminated*
Total
66
6,798.91
69
7,769.87
*Northrail Project officially cancelled in July 2012, prior to loan closing.
IA
ARG
BIR
DA
DAR
DBP
DENR
DILG
DOE
DOH
DOTC*
DPWH
DSWD
DTI
LBP
LLDA
LWUA
MWSS
NIA
SC
Total
Table 3.19 Physical Implementation Performance by IA in CY 2012

Number of Projects
Ahead of
On
Behind
New/
Completed/
Cancelled
schedule schedule schedule
Start-up
Loan closed
1
1
3
1
1
2
2
2
1
1
1
1
3
1
1
1
2
2
3
1
1
4
5
5
4
2
1
1
2
1
1
2
1
1
1
1
4
1
4
12
30
11
11
1
*Includes NorthRail
Table 3.20 Physical Performance by Sector

Sector
INFRA
AARNR
SRCD
IT&T
Ahead of Schedule
1
2
1
On Schedule
7
3
2
Behind Schedule
12
12
5
New/Start-up
8
3
Completed/Loan closed
7
1
2
Terminated/Suspended/Cancelled
1
Total
36
21
9
1

GID
1
1
2
Total
1
1
4
5
5
5
1
1
4
5
18
3
1
6
1
1
1
5
1
69
Total
4
12
30
11
11
1
69
38
3.4 Supervision/ Implementation Review Missions in CY 2012

In 2012, 26 supervision missions (implementation review, mid-term, special and final
missions) were fielded by DPs (ADB, AusAID, IFAD, KfW, SFD) for 20 projects at different
stages of implementation. The supervision missions gave ratings for only 17 of the projects
six were satisfactory, four moderately satisfactory and seven were unsatisfactory. (See
Annex 3-J for details.)
In general, supervision/implementation review missions were mounted to review project
implementation progress, assess achievements and factors affecting progress and
recommend measures to strengthen implementation. These missions ensure compliance
with loan covenants, procurement, disbursement and the end-use of funds. They are
also an effective tool for promoting economy, efficiency and good governance.
3.5 Alert Mechanism
The NEDAs internal Alert Mechanism (AM) identifies and flags projects which require
priority monitoring and facilitation. The AM utilizes indicators to classify ongoing ODA
loan-assisted programs and projects into Potential (with one indicator category
breached) and Actual problem projects (with two or more indicator categories
breached). Actual problem projects are further classified into two alert levels: Level I
(Early Warning Stage) and Level II (Critical Stage). An actual problem project that stays
in the early warning stage for at least six months gets elevated to the critical stage.
The indicators used to identify potential and actual problem projects are grouped into
four categories, namely: (a) financial; (b) physical; (c) cost overrun; and, (d) project
completion (Table 3.21). A completing project (based on Indicator 4) will only be
flagged as an actual problem project if it breached at least another indicator.
Table 3.21 Alert Mechanism Leading Indicators
Indicator
Description
Financial
1a: Poor annual disbursement performance
1b: Poor historical disbursement performance
1c: Delayed disbursement performance measured against time
Physical
2a: Delayed overall physical implementation
2b: Failure to report on overall physical accomplishment
2c: Delay in major activities required to proceed in
implementation
Cost Overrun
3a: Potential cost overruns
3b: Actual cost overruns
Project Completion 4: Projects with loans closing within the year
3.5.1 Alert Status from CY 2009 to CY 2012

Since the institutionalization of the AM in 2009, the portion of problematic projects
against the portfolio showed an increasing trend. Initially at 26 percent in 2009,
problematic projects slightly decreased to 25 percent in 2010 but surged upwards to 34
percent in 2011 and decreased to 29 percent in 2012 mainly due to the increase in nonproblematic (newly-effective) projects (Table 3.22).
A comparison of the alert status of projects in the last two years shows that signals on
problem projects in 2012 were more alarming. This was evidenced by the greater
number of projects (12) elevated to a higher level of alert status or were newly flagged
compared to the number of projects which improved on their alert level status (9).
39
Meanwhile, 26 projects retained the same alert level status in 2011, including 14 nonproblematic projects. In addition 10 projects were dropped from the AM following
closing of loans for these projects.
Alert Levels
Alert
Level II
(critical stage)
Alert
Level I
(early warning)
Total, Actual
Problem Projects
Potential Problem
Project
Non-problematic
Total
Table 3.22 Alert Status of ODA Projects*

2009
2010
2011
2012
Count
Count
Count
Tracking Previous Years
(%
(%
(%
Progress
share)
share)
share)
16
10
14
8 projects still level II
(23%)
(15%)
(24%)
3 delisted as problem project
3 closed/cancelled
2
7
6
2 improved to potential
(3%)
(10%)
(10%)
problem project
4 worsened to Level II
18
(26%)
23
(33%)
17
(25%)
21
(31%)
20
(34%)
15
(26%)
28
(41%)
29
(43%)
23
(40%)
69
67
58
*based on year-end reports and excludes NPS Loans
4 projects still potential

problem projects
4 delisted as problem projects
1 worsened to Level I
5 worsened to Level II
1 closed
14 projects still nonproblematic
2 worsened to potential
problem projects
6 closed
14 newly-effective
12 projects worsened
9 projects improved
26 projects same level
10 closed
Count
(%
share)
17
(27%)
1
(2%)
18
(29%)
11
(18%)
33
(53%)
62
3.5.2 Problem Projects in CY 2012

In CY 2012, 18 projects were identified as actual problem projects requiring priority
monitoring and facilitation (Annex 3-K). Seventeen projects in Alert Level II amounted to
an investment cost of PhP66.82 billion (66.17%) while one project in Alert Level I
amounted to PhP34.16 billion (33.83%). These translate to a total investment cost of
PhP100.98 billion.
In most cases, the thresholds breached by the problem projects were the financial
performance indicators. Collectively, the 18 problem projects account for US$1,066.72
million or 70.54% of the total GPH availment backlog of US$1,512.30 million as of
December 2012.
Problem Projects by Implementing Agency
There are 11 agencies involved in the implementation of actual problem projects. BIR,
LLDA and LWUA had the highest percentage of actual problem projects vis--vis the
agencys total number of projects (i.e., 100%). In contrast, LBP had the lowest
percentage of problem projects (i.e., 1 of 6 projects or 17%). DPWH had the most
40
number of problem projects with four; this represents 22 percent of the total number of
projects in its portfolio.
In terms of cost, the 18 problem projects involved an amount of US$2.14 billion. Some 80
percent of the amount was for the problem projects of DOTC, DAR and DPWH. (Table
3.23)
Table 3.23 Alert Status of Projects by Agency, CY 2012
(Amounts in US$ M, based on net commitment)
Actual Problem Projects
Total Projects
in Portfolio
IA
Level II
(Critical
Stage)
Level I
(Early
Warning)
Total
% Share of
Actual
Problem
Projects
No.
Amount
No.
Amount
No.
Amount
No.
Amount
(b)
4
(c)
194.66
(d)
1
(e)
36.6
(f)
-
(g)
-
(h)
1
(i)=(e)+(g)
36.6
(j)=(h)(b)
25
DAR
853.34
598.13
598.13
33
DBP
827.50
92.69
92.69
40
DENR
218.98
33.8
33.8
20
DOTC
790.46
616.11
616.11
50
DPWH
18
2,254.00
61.41
506.5
567.91
22
LBP
656.13
25.93
25.93
17
NIA
508.71
134.96
134.96
40
BIR/LLDA/
LWUA
34.23
34.23
34.23
100
Total
56
6,338.01
17
1,633.86
906.5
18
2,140.36
32
(a)
DA
Problem Projects by Sector

The GID sector had the highest percentage of actual problem projects vis--vis the
sectors total number of projects (i.e., 50%). INFRA had the most number of projects for
priority monitoring with nine or 25 percent of the total number of projects in the sector
and 50 percent of the total number of problem projects. (Table 3.24)
Table 3.24 Actual Problem Projects by Sector (Amounts in US$ M)
Total Projects
in Portfolio
Actual Problem Projects
Amount
Level
I
No.
Amount
No.
Amount
% Share
of Actual
Problem
Projects
No.
Amount
Level
II
No.
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)=(e)+(g)
(j)=(h)(b)
INFRA
36
756.68
506.5
1,263.18
25%
AARNR
21
5,185.99
813.49
813.49
33%
SRCD
1,495.26
52.69
52.69
11%
GID
1,692.30
332.4
11
11
50%
ITT
Total
69
17
1,633.86
506.5
18
2,140.36
26%
Sector
(a)
115.05
8,821.00

Total
41
3.5.3 Prospects for Problem Projects

Eight of the problem projects are likely to be restructured in CY 2013. Meanwhile, nine of
the actual problem projects have loans which will close in the first semester of CY 2013
and would require particular attention/closer monitoring.
The ICC has been included in the feedback loop of the AM to improve the facilitation
process for problematic projects. Through the ICC, advise is provided on appropriate
steps to make to address issues encountered.
3.6 Projects with Incomplete Outputs at Loan Closing in CY 2012
There were 15 loans that closed in 2012, of which eight had incomplete outputs. In
addition, two grant projects closed in 2012 but with remaining deliverables (Table 3.25).
IA
Loans
ARG
DA
DBP
DPWH
DPWH
DPWH
NLRC
Table 3.25 Projects with Incomplete Outputs at Loan/Grant Closing in CY 2012

Project/DP/Particulars
Remarks (as of December 2012)
ARMM Social Fund for Peace and
Development/JICA
Fifteen community development
assistance (CDA) subprojects were
unfinished and about two km of the
ten km Ditsaan-Ramain-Buadiposo
Buntong Road concreting subproject
were left unpaved.
Infrastructure for Rural Productivity
Enhancement Sector/ ADB
Physical was only 85% at loan closing.
23 farm-to-market road subprojects
remained uncompleted.
Rural Power Project (Additional
Financing)/WB
The Linao-Cawayan Mini Hydro Power
Plant construction subproject was only
65% complete upon loan closing. .
Rural Road Network Development
Project III/JICA
Only 3 out of 4 contract packages
(based on revised scope as approved
by the ICC) were completed at loan
closing.
Mindanao Roads Improvement
Project/ SFD
Only 9% of works completed.
Arterial road Bypass Project I (Plaridel
and Cabanatuan)/JICA
Loan closed in July 2012 with Contract
Package II (CP II) only at 79.1%
accomplishment.
Lanao del Sur Provincial Government

committed to complete the remaining
portion of the road, while the 15 CDAs
are targeted to be completed by April
2013 as part of the winding-up activities
of the project.
NorthRail Project Phase 1 Section 1/

China
The contract was terminated prior to
loan closing.
The project is now subject of arbitration.

A new project will be created based on
feasibility study for an airport express rail
between Metro Manila and Clark

The remaining works are expected to be

completed by April 2013 using GPH
funds.
DBP is exploring an option to fund the
remaining activities of the subproject
thru other ODA facilities.
Completion of remaining works was
pursued using local funds.
Works now funded locally.

JICA approved the advance payment/
disbursement for completion of CP II with
the posting of performance
bond/securities. Project was eventually
completed in November 2012.
42
IA
SC
Grants
DOST
DILG
Project/DP/Particulars
Judicial Reform Support Project/ WB
The undelivered outputs: (a)
Implementation Completion and
Results Report (ICR); (b) 2nd National
Survey on the Users Experience and
Perception of the Judiciary; and (c)
Evaluation of the Action Program for
Judicial Reform (APJR).
Establishment of Early Warning and
Monitoring System for Disaster
Mitigation in Metro Manila/ KOICA
Local works (e.g. trainings, IECs, etc.)
are still ongoing upon grant closing.
Philippine Poverty Environment
Initiative/ UNDP
The research study on the relationship
of the gross production value of
mining companies to their total export
was not completed.
Remarks (as of December 2012)

International Airport.
Consultancy Services for the conduct of
said activities shall be engaged in 2013
using Supreme Court Funds.
The ICR Report (Borrowers part) will be
submitted on 31 May 2013 and the Final
ICR Report (World Banks part) is
targeted for approval by WB
Management on 30 September 2013.
Remaining works shall be pursued under
a new grant project (RESILIENCE Project).
Research study shall be carried over to

second phase of the project.
3.7 Completed Projects with Damaged Outputs in 2012 and/or with Sustainability Issues
Four implementing agencies (DA, DAR, DILG and DPWH) reported damages to several
ODA projects completed in 2012 or prior years, or had outstanding issues on
sustainability. In most cases, necessary works were already completed while those with
remaining works were either ongoing or to continue using local funds. (Table 3.26)
IA
DA
DAR
DILG
Table 3.26 Completed Projects with Damaged Outputs/Sustainability Issues

Project Title/(Year of
Details/Updates (as of December 2012)
Closing)
Mindanao Rural
An assessment of the Regional Program Coordination
Development Project
Office (RPCO) of Regions 11 and 13 revealed that 124
(MRDP) Phase II /2012
Community-based Economic Investment and some
natural resources management (NRM) subprojects were
partially and/or severely damaged by typhoon Pablo in
CY 2012. Damages to NRM subprojects already
reached PhP34.05 million. Remedial actions by the
RPCO and concerned LGUs are planned to be
undertaken after completion of the entire damage
assessment.
Mindanao Network
The project is facing sustainability issues due to limited
funds. The network members are still in the process of
for Sustainable
Organic Farming
having a consensus on the line up of activities for CY
Systems
2013 and are already exploring other sources of funds.
(MINSOFS)/2012
Agrarian Reform
Repair/rehabilitation of typhoon-damaged CIS was
Infrastructure Support
endorsed to NIA for funding
Project III (Dauman
CIS)/2012
Rural Water Supply
All remaining works, particularly the construction of
and Sanitation
water supply facilities and sanitation facilities in Ilocos

43
IA
DPWH
Project Title/(Year of
Closing)
Project/2007
Arterial Road Links
Development
Project, Phase
V/2010
Arterial Road Links
Development
Project, Phase
VI/2009
Iloilo Flood Control
Project II/2010
Laoag River Flood
Control and Sabo
Project/2009
Details/Updates (as of December 2012)
Pampanga Delta
Development
Project/ 2003
Sur and Nueva Vizcaya, shall be completed by

December 2013 using local funds.
Works on CP4-B (Cervantes-Sabangan Road Section)
are ongoing using local funds
Aluling Bridge is 76.49% complete as of December 2012
and is scheduled for completion in March 2013.
Overlay of exempted section in Catbalogan, Samar is
included in the Annual Work Program I for CY 2012.
DPWH is looking for possible funding for the repair of the
road slip at Hinabangan Bypass along CP IV.
There is still an issue with the MOA with concerned LGUs
on O&M as LGUs have limited budget.
Repair/rehabilitation of the damaged structures
commenced in May 2012 and is expected to be
completed within CY 2012.
Conclusion of the MOA with concerned LGUs on O&M
and solid waste management is dependent on the
completion of the repair works.
Need to rehabilitate the deteriorated dikes
3.8 Projects that were Restructured in CY 2012

As indicated in Section 5 of the ODA Act of 1996 (RA 8182) and also as reflected in
Section III of the ICC Guidelines and Procedures, all requests involving changes in
scope; change in cost or, extension in implementation period or loan validity shall be
reviewed, approved and confirmed by the ICC and/or the NEDA Board.
3.8.1 Projects with Change in Scope (Upscaled or Downscaled)
Changes in project scope are requested as: (a) result of detailed engineering and to suit
actual field conditions, (b) excess funds that lead to additional outputs not within the
agreed scope, or (c) due to an implementing agencys desire to stay within available
budget where unit cost increases have occurred. In 2012, there were five projects that
requested for such changes that were approved by the ICC while one project (Pasig
Marikina River Channel Improvement Project Phase II) has a pending request for ICC
reevaluation. (Table 3.27)
Table 3.27 Projects with Change in Scope Approved by ICC in CY 2012
Project Title
IA
Change in Scope/Remarks
National Road
DPWH DPWH requested a change in scope to suit actual field
Improvement
conditions as the project experienced severe start-up
delays. Approved by the ICC-CC on 22 November 2012.
Management
Project Phase II
Post Ondoy and
DPWH DPWH requested additional sub-projects to be included in
Pepeng Short-term
the project to utilize the remaining loan balance.
Infrastructure
Endorsed by the ICC-TB on 21 November 2012. Approved
Rehabilitation
by the ICC-CC on 19 February 2013.
Project
New
DOTC DOTC proposed two changes in project scope as a result
Communications,
of DOTC project review undertaken in June 2012.
Navigation and
Approved by the ICC-CC on 22 November 2012.
44
Project Title
Surveillance/Air
Traffic Management
Systems
Development
Pasig Marikina River
Channel
Improvement
Project Phase II
Second Cordillera
Highland Agricultural
Resource
Management
Project
IA
Change in Scope/Remarks
DPWH
DPWH requested additional works and modifications (i.e.

dredging and drainage works, installation of parapet and
revetment walls) in Malacaang area. Endorsed by the
ICC-TB on 21 November 2012.
DA requested changes in scope to address delayed
implementation due to policy issues (NG-LGU cost
sharing) and project design issues. Approved by the ICCCC on 2 August 2012.
DA
3.8.2 Projects with Time Extensions

In CY 2012, there were 14 loans approved for extension by the GPH, with three still
awaiting DPs approval. Extensions ranged from four to 48 months. In addition, possible
requests for extensions for seven loans are anticipated. The reasons for the extensions
include ROW issues, delay in procurement due to bidding failure, change in
scope/design, to allow completion of all works including rectification of defects
identified and repackaging of projects. As a result, there are now 28 of the 80 active
loans in the portfolio, or 35 percent that are in extended validity periods. (Table 3.28)
Table 3.28 Loans with Extensions Approved by GPH in CY 2012
Extension
Project Title/IA/DP
Approval Date
(in mos.)
Requests Approved
Gapan-San Fernando-Olongapo Road
4
12 March 2012
Project I/DPWH/Korea
National Road Improvement Management
24
22 November 2012
Project Phase II/DPWH/WB
Mindanao Rural Development
24
2 August 2012
Project/DA/WB
Support for Strategic Local Development
20
3 July 2012
and Investment Project /LBP/WB
Credit Line for Energy Efficiency and Climate
6
19 December 2012
Protection in the Philippines
(CLEECP)/LBP/Germany
Laguindingan Airport Development
24
3 July 2012
Project/DOTC/Korea
National Program Support for Environment
12
21 December 2012
and Natural Resources Management Project
/DENR/WB
Awaiting DPs Approval
Greater Modular Access (GMA) RoRo
12
22 November 2012
Ports/DOTC/France
Date Endorsed by DOF to DPs
Mega Bridges for Urban and Rural
12
17 September 2012
Development/DPWH/France
Tulay ng Pangulo Para sa Kaunlarang Pang12
19 December 2012
agraryo Project/DAR/France
ARMM Social Fund (Additional Financing)
12
6 December 2012
/ARG/JICA
45
Project Title/IA/DP
Health Sector Reform
Project/DOH/Germany
Land Administration & Management Project
Phase II/DENR/WB
Social Welfare and Development
Reform/DSWD/WB

Extension
(in mos.)
12
6 December 2012
8 November 2012
24
8 May 2012
Approval Date
46
SECTION 4 - KEY IMPLEMENTATION ISSUES

4.1 Key Implementation Issues
Major implementation issues encountered by loan- and grant-assisted programs and
projects are categorized into: (a) start-up delay; (b) budget and funds flow bottlenecks;
(c) prolonged procurement; (d) LGU participation; (e) sustainability issue; (f) ROWA; and
(g) others.
Table 4.1 Classification of Key Implementation Issues
Category
No. of Projects
Start-up delay
4
Budget and funds flow bottlenecks
6
14
LGU Participation (e.g. NG-LGU cost sharing, weak capacity,
11
issues with local leadership, compliance with MB
requirements for sub-loan applications)
Sustainability Issue
ROWA
Other Issues (Inadequate Manpower, Project Design Delays,
Poor Knowledge Management, Environmental Safety
Concerns, Poor Performance of Contractor, etc.)
4
2
10
A total of 38 projects reported to have encountered implementation issues in CY 2012.

Out of this number, 10 projects encountered two or more implementation issues.
Note that key implementation issues listed in this section are project implementation
issues encountered by IAs as of December 2012. Updates (as of 30 June 2013) on the
status and actions taken to resolve issues are found in Annex 4-A.
4.1.1 Start-up Delay
For CY 2012, four projects encountered start-up delays. These are:
1.
2.
3.
4.
Table 4.2 Projects with Start-up Delays

Project/IA/DP
Issue Details
National Irrigation Sector Rehabilitation
Project management office not established.
and Improvement Project/ NIA/ JICA
Improvement of Flood Forecasting and
Technical specification of equipment and
Warning System for Magat Dam and
other project deliverables not finalized.
Downstream/ DOST/JICA
Delays in the preparation of subprojects.
Strengthening and Community
Participation Project Additional
Financing/ LLDA/WB
Provincial Towns Water Supply and
Organizational changes within the agency
Sanitation Project III/LWUA/Germany
affected finalization of project agreements;
slow decision-making process of water
districts; and, delay in the final list of
beneficiaries due to the competing
initiatives of LWUA to extend interest-free
financial assistance versus the full regular
loan under the project.

47
4.1.2 Budget and Funds Flow Bottlenecks

Implementation of six projects in CY 2012 was delayed due to budget and funds flow
bottlenecks. The lists of projects and issue details are shown in Table 4.3.
1.
2.
3.
4.
5.
6.
Table 4.3 Projects with Budget and Funds Flow Issues

Project/IA/DP
Issue Details
Integrated Coastal
Low turnover of liquidation reports by the Project
Resource Management
Implementing Units resulting in corresponding
Project/ DENR/ADB
delay in payment of outstanding due and
demandable accounts. Unavailability of cash
stalled the continuous implementation projects
i.e., rehabilitation/reforestation of mangrove and
watershed areas, and enterprise development
projects
National Program
Slow liquidation of funds by some regional/local
implementing units causing delay in the
and Natural Resources
replenishment of funds and project
Management Project/
implementation
DENR/WB
Support to the
Re-issuance of lapsed Sub-AROs: The provision of
Philippine Basic
the LRMDC basic office equipment, software and
Education Reforms/
furniture at the Regional and Division Office
DepEd/AusAID
awaits release of SARO from DBM to re-issue subAROs
Education Performance Low compliance to standard auditing and
Incentive Partnership/
accounting regulations in the disbursement of
DepEd/ AusAID
funds
Infrastructure for Rural
Delayed release of Certificate of Availability of
Productivity
Funds (CAF) by MDFO due to pending
Enhancement Sector/
liquidations
DA/ADB
Provincial Towns Water
Delay in the initial KfW deposit to the disposition
Supply and Sanitation
fund account. The disposition fund will be used
Project III
for various activities under the Project (e.g.
/LWUA/Germany
conduct of geotechnical investigation, conduct
of drilling of exploratory wells, and purchase of
requisite goods/equipment).

48
Box 4.1 Funds Flow Timelines

The fund flow timelines of projects show the length of time spent per funds flow milestones, as well as
the overall pace of the release of project funds. Delays or bottlenecks in the funds flow may
contribute to delays in project implementation.
Funds flow processing involves three major milestones or stages, as follows:
Withdrawal Application (WA) from date of WA application by IA to WA release of DP
BTr Notice from date of WA release to receipt of BTr Notice;
Notice of Cash Allotment Processing from date of BTr notice to receipt of NCA release
For CY 2012, funds flow timelines of five agencies (DA, DAR, DENR, DTI and NIA) were reviewed.
Stage 1 - processing of Withdrawal Applications (WAs) registered an average processing time of
13.28 days. Stage 2 - Issuance of BTr Notice was noted at 6.04 days average, while Stage 3 - NCA
processing took an average of 16.37 days. All observed averages in the three stages were noted to
have shorter processing time compared to CY 2011 and CY 2010. Although Stage 2 and 3 processing
have become shorter in the last two years, they still exceeded the indicative processing timelines of
4 and 13 days.
Stage
Agencies
Stage 1: Withdrawal
Application
Processing
Stage 2: BTr Notice
Stage 3: NCA
Processing
Funds Flow Duration of Ongoing Loans (in days)

Average Processing Time
CY 2012
CY 2011
CY 2010
DAR, DBP, DENR,
DA, DAR,
BIR, DPB,
DepEd, DOE, DOH,
DENR,DTI,
DENR,
DSWD, DTI, LLDA, NIA,
NIA
DPWH, DTI
SC
Indicative Processing
Time
13.28
16.83
18.8
Processing time varies

based on business
processes of DPs
6.04
7.84
8.5
19.24
17.64
13
16.37
4.1.3 Prolonged Procurement

Fourteen projects in CY 2012 encountered implementation delays due to prolonged
procurement. Five of which are implemented by DPWH, three by DILG, two by DENR,
and one project each by DepEd, LWUA, NIA, and DOE.
Specific issues related to procurement include failure of bidding, non-compliance with
prescribed procurement timelines and technical specifications, delayed engagement of
consultants, and inadequate technical capability, among others (Table 4.4).
Table 4.4 Projects with Prolonged Procurement Issues
Project/IA/DP
Issue Details
1. National Program Support
Failed bidding for 20 trash boats and two in-site water
for Environment and Natural
quality monitoring equipment.
Resources Management
Prolonged negotiation with the consultant and
further revision of the contracting documentation as
Project/ DENR/WB
required by WB resulted in delayed engagement of
consultants for the conduct of research and study on
the total maximum daily load within Manila De Bay.
Delayed seedling production activities under the
National Greening Program (NGP) due to tedious
procurement process.

49
Project/IA/DP
2. Integrated Coastal
Project/ DENR/ADB
3. Support to the Philippine
Basic Education Reforms/
DepEd/AusAID
4. Mindanao Roads
Improvement Project/
DPWH/Saudi Fund
5. National Roads
Improvement and
Management ProjectPhase II/ DPWH/WB
Expressway Project/
DPWH/JICA
Preservation Project/
DPWH/JICA
8. Bacolod-Silay Airport Access

Road Project/ DPWH/Korea
EDCF
9. Provincial Towns Water
Project Phase III/
LWUA/Germany
Issue Details
The long procurement process delayed the
engagement of consultants for the three remaining
policy studies, namely: (1) Environmental and Social
Impact Assessment; (2) Environmental Hazard
Management, and (3) Live Reef/Food Fish Trade.
PhP48 million worth of classrooms and school furniture
did not meet procurement criteria of WB.
Lack of Bidders for classroom construction resulting in
non-release of No Objection Letter (NOL) from WB.
Conduct of several re-bidding in different sites due to
non-availability of suppliers and/ or different
interpretation of the Regional BAC on the
Change in technical specification for the Instructional
Materials Council Secretariat (IMCS) delayed
procurement of ICT equipment/ software, furniture
and basic office equipment.
Bidding failure and prolonged procurement of civil
works for the Cotabato City East Diversion Road
subproject. Rebidding of contract packages for the
Lake Lanao Circumferential Road and Basilan
Circumferential Road subprojects following the contract
termination of previous contractors.
Extended procurement process for several contract
packages due to additional information and
justification requested by WB prior to the issuance of
NOL to award the contract.
JICA did not concur with DPWHs decision to declare
failure of bidding for the procurement of consultancy
services for DED. DPWH was requested to reconsider its
decision.
Prolonged procurement has delayed implementation
of the Institutional Capacity Development and the
Asset Preservation components by five and six
months, respectively.
Prolonged procurement of four units Road Surface
Profilometer (RSP) and two units Falling Weight
Deflectometer (FWD). Procurement of the RSP was
delayed due to the required clarifications on the
type of vehicle being offered by the lowest bidder
while for the FWD, no bids were received, thus a
failed bidding was declared, and a second bidding
was undertaken.
Procurement of CS for the DED and CW Supervision
was delayed due to the failure of short listing of
consultants. Procurement was scheduled to be
completed by June 2012 but the contract was only
awarded in December 2012.
Prolonged financial negotiations with the Korean
contractor for consulting services.
Unfamiliarity of the water districts BAC with the
requirements under the KfW

50
Project/IA/DP
10. Participatory Irrigation
Development Project/
NIA/WB
11. Strengthening the Disaster
Risk Reduction Capacity of
LGUs Affected by Typhoon
PARMA in Central Luzon/
DILG/AECID
12. Philippine Poverty
Environmental Initiative/
DILG/UNDP
13. Provincial Roads
Management Facility/
DILG/AusAID
14. Philippine Energy Efficiency
Project/ DOE/ADB
Issue Details
NIA prioritized activities for its RatPlan, resulting in
delayed/prolonged procurement of civil work
contracts.
Delays in procurement of equipment due to
coordination problem (e.g. issue on the number of
equipment and final lists) between PDRRMC and DILGNueva Ecija.
Delayed hiring of consultant for the PPEI-EITI Component
4 led by DENR-MGB.
Failed biddings for several road maintenance contracts
in Bukidnon and Bohol since no bids were received.
ADB will not finance the pilot testing of the Lamp Waste
Management Facility since the decision to have PNOC
as the operator of the facility did not undergo bidding
process.
Box 4.2 Project Procurement Duration

Based on agency submission, a total of 140 contracts were issued with Notice-to-Proceed (NTP) in CY
2012. Of the number, 91 (65%) are for civil works, 31 (22%) are for consultancy services, while the
other 18 contracts (13%) are for the procurement of goods.
The DPWH and DA accounted for the bulk of the civil work contracts with 47 (52%) and 31 (34%)
contracts respectively. As reported by DPWH, 37 of the civil works contracts awarded were
procured using the methods and procedures mandated in RA 9184, while the remaining 10
contracts were awarded using DPs methods.
Using the timelines prescribed by the Government Procurement Reform Act (GPRA) as benchmark,
civil works and consulting services contracts awarded in CY 2012 are within prescribed timeline of
3.33 months and 4.63 months respectively.
Contract
Civil Works (91 contracts)
Consulting Services (18
Contracts)
Goods (31 Contracts)
Project Procurement Duration in CY 2012

Submission of Bids to Contract
Awards
Contract Award
to NTP Issuance
Actual
RA 9184
Duration
3.08
3.33
0.875
Total
Procurement
Duration
3.955
4.09
4.63
2.27
6.36
4.11
2.67
2.78
6.89
4.1.4 Issues on Projects with LGU Participation

In CY 2012, 11 projects reported to have encountered the following issues: NG-LGU cost
sharing, weak capacity, local leadership issues, and compliance with Monetary Board
requirements for sub-loan applications (Table 4.5)
.

51
1.
2.
3.
4.
Table 4.5 Issues on Projects with LGU Participation

Project/IA/DP
Issue Details
Slow progress of construction in Region 8 due to poor
management by the LGUs
Productivity
Enhancement Sector
(DA/ADB)
Agrarian Reform
Weak internal financial management system of some
Communities Project 2
LGUs. LGUs experienced difficulties to comply with
(DAR/ADB/OFID)
requirements in order to facilitate request for fund
releases and liquidation reports resulting in low
disbursements of ADB loan and no disbursements of
OFID loan.
Limited experience of some LGUs in managing and
implementing subprojects including packaging of
project proposals and other documentary
requirements.
Suspension of NG-LGU Cost Sharing Policy.
Local Government
Changes in local leadership resulted in changes in
Support Program for
enabling environment and priorities.
Economic
Passive participation by LGUs and LED stakeholders in
economic profiling
Development/DILG/CI
LGUs undermine the effort of DILG to pursue effective
DA
local economic governance and competitiveness.
Conflicting priorities for new LED programming for
LGUs
Environmental
Difficulty of water districts to avail of loan due to the
Development Project
slow issuance of LWUA waiver. Water districts outside
/DBP/JICA
Metro Manila are within LWUA's jurisdiction. Water
districts need to secure waiver from LWUA to avail of
the loan from DBP.
5. Support for Strategic

Local Development
and Investment
Project/LBP/WB;
6. Community-Based
Forest and Mangrove
Management Project/
LBP/Germany
7. Credit for Better Health
Care Project/ DBP/ADB;
8. Laguna de Bay
Institutional
Strengthening
Community
Participation Project/
LLDA/WB
9. Logistics Infrastructure
Development Project
/DBP/JICA;
10. Community Based

Forest and Mangrove
Delays in the approval of sub-loans were reported due to

BSP reiteration of requirement to secure Monetary Board
Opinion for LGU borrowings through issuance of BSP
Circular No. 769.
The slow utilization of the project funds are attributed to

the inclusion of the Monetary Board (MB) opinion from BSP
and certification of the borrowing capacity from the
Bureau of Local Government Finance as part of the prerelease requirements for all LGU and GOCC loans funded
under the Project.
Delayed preparation of subprojects. Fallout of some
subprojects from their pipeline caused by change in local

52
Project/IA/DP
Management Project/
DENR/Germany
Resource Management
Project/ DENR/ADB
Issue Details
political leadership and LGUs priorities.
The delay in the implementation of LGU subprojects was
brought about by the difficulty of LGUs in (a) securing the
Seal of Good Housekeeping which is an additional
requirement for the issuance of the Certificate of
Borrowing Capacity; and , (b) tedious process in
complying with environment and social safeguards.
4.1.5 Projects with Sustainability Issues

Four projects were reported encountering or likely to encounter sustainability issues.
(Table 4.6)
1.
2.
3.
4.
Table 4.6 Projects with Sustainability Issues

Project/IA/DP
Issue Details
ARMM Social Fund Project/
Some facilities provided with equipment such as
ARG/WB, JICA
health facilities do not have electricity and
remained unused.
Delays in user acceptance testing (UAT) for the
Administration Reform/ BIR/WB
Collection Reconciliation System (CRS) due to
new data requirements.
Delays in UAT for the Software Solution for Tax
Rulings in Case Management System due to
change requests/additional scope of services.
Enhancement of Electronic Letter of Authority
Monitoring System (eLAMS) is not yet
operational.
National Program Support for
Sustainability of the adoption of the Integrated
Environment and Natural
Ecosystem Management (IEM) Framework to
Resources Management Project/
enhance the current ecosystem management in
DENR/WB
the four pilot project areas
Rural Micro-Entreprise Promotion
Some Level 1 MEs unlikely to sustain operations
Programme/ DTI-SBC/IFAD
because of weak institutional and market
linkages; and access to credit (some Level 1 MEs
are not qualified to be given credit by the
accredited MFIs)
4.1.6 Issue on Right of Way and Land Acquisition

Two projects experienced problems on ROW and land acquisition which are
implemented by DPWH and DOTC. (Table 4.7)
Table 4.7 Projects with Issue on Right of Way and Land Acquisition
Project/IA/DP
Issue Details
1. New Communications, Navigation and
ROW issues concerning the new radar site at
Surveillance/Air Traffic Management
Pasuquin, Ilocos Norte. An alternative site at
Systems Development Project (New
Laoag Airport is available but with reduced
CNS/ATM Systems)/
en-route ATC coverage.
DOTC/JICA
2. Gapan-San Fernando-Olongapo Road
Unpaid RROW claims due to the difficulty
Project II (GSO II)/
experienced by the claimants in complying
DPWH/Korea EDCF
with the documentary requirements.

53
4.1.7 Other Implementation Issues

Other implementation issues encountered include: (a) inadequate manpower/staffing
requirement; (b) project design delays; (c) poor performance of contractor; (d) project
suspension; (e) environmental safety concerns; (f) poor knowledge management (KM);
(g) contract issues; and, (h) low fund utilization. (Table 4.8)
1.
2.
3.
4.
5.
6.
7.
8.
9.
Table 4.8 Other Implementation Issues

Implementation
Project/IA/DP
Details
Issue
Inadequate
Inadequate number of personnel in
Manpower/HRM
the PMO to implement project.
NIA/WB
Fingerprint Project/
Inadequate
Declining number of PNP-Crime
PNP/JICA
Manpower/HRM
Lab counterparts.
Re-assignment of trained police
investigators to non-investigative
works.
Tulay ng Pangulo Para
DED/Project
Delays in the construction of bridges
sa Kaunlarang PangDesign Delays
due to problems in the
Agraryo/ DAR/France
selection/finalization of project sites
and unsuitability of project design to
local sites.
Judicial Reform Support
DED/ Project
For Angeles City Hall of Justice Project,
Project/
Design Delays
the passing of the new law requiring
SC/WB
the provision of automatic fire sprinkler
system (AFSS) in buildings affected the
approved project budget and design
National Industry Cluster Poor KM
No numerical targets for baseline
Capacity Enhancement
were set prior to and at the onset of
Project/
project implementation.
DTI-SBC/JICA
Angat Water Utilization
Environmental
Issuance of work stoppage order due
and Aqueduct
safety Concerns
to environmental health and safety
Improvement Projectconcerns in the operation of steel
Phase II / MWSS/China
pipes manufacturing plants affecting
nearby residents.
Provincial Roads
Poor performance Poor performance of some
Management Facility/
of contractors
contractors in implementing Year 2
DILG/AusAID
road rehabilitation projects. As a
result, one project in Surigao del Norte
was terminated.
New Communications,
Contract issues
COA Notice of Disallowance (ND) of
Navigation and
advance payment for Package 2 and
Surveillance/Air Traffic
interim payments for Package 1 issued
Management Systems
in May 2011, leading to contract
suspension effective November 2011.
DOTC/JICA
Resumption of contracts is dependent
on resolution of the ND issue.
Bridge Construction/
Project suspension The EURO 21.245 million Supplemental
Replacement Project/
Loan and Restructuring Contract
DPWH/Spain
Proposal approved by the NEDA
Board on 4 September 2012 was
suspended in view of the on-going

54
Implementation
Issue
Project/IA/DP
10. Credit Line Energy

Efficiency and Climate
Protection Project/
LBP/Germany
Low fund utilization
Details
investigation by the Senate Blue
Ribbon Committee on the President's
Bridge Program.
Most subprojects proposed to be
funded under the project are not
qualified given their intended scope
and cost resulting in zero utilization of
loan funds.
4.2 Cost Overrun

Cost overrun is defined as additional costs over and above the ICC-approved project
cost (Section 2.1 of the IRR of the ODA Act).
4.2.1 Cost Overrun for CY 2012
Cost overrun stock9 decreased from PhP17.55 billion in CY 2011 to PhP11.72 billion in CY
2012, due to the closing of loans of projects with cost overrun (Table 4.9).
CY 2011
Carry Over
11 requests
PhP17.55 billion
Table 4.9 Cost Overrun Reported in CY 2012

Requests
Loan Closed
(Jan to Dec 2012)
(Jan to Dec 2012)
2 requests
4 requests
PhP2.64 billion
(PhP8.47 billion)
Stock
as of Dec 2012
9 requests
PhP11.72 billion
4.2.2 New Requests in CY 2012

For CY 2012, the ICC Secretariat received two requests for ICC review/ approval of cost
overrun, amounting to PhP2.64 billion. (Table 4.10)
Table 4.10 Projects with Cost Overrun Requests in CY 2012 (amounts in PhP B)
Original
Proposed
Cost
Project/Funding Source/ Implementing Agency
Cost
Cost
Increase
Mindanao Roads Improvement Project/ Saudi/ DPWH
2.20
3.91
1.71
Pasig-Marikina River Channel Improvement Project4.61
5.54
0.93
Phase 2/ JICA/DPWH
TOTAL
6.81
9.45
2.64
4.2.3 Loans with Cost Overruns that Closed in 2012

Four loans with cost overrun requests closed in CY 2012. Thus the cost overruns incurred
by these projects amounting to PhP8.47 billion were deducted from the CY 2012 cost
overrun stock. These projects are listed in Table 4.11.
9
The cost overrun stock sums up all the amount of cost overrun requests under the ICC and NEDA Board review
stages, incurred by all active ODA loans, as of the reporting period. A project with cost overrun is removed from the
stock upon meeting any of the following conditions: (a) the ODA loan with cost overrun has closed, (b) the request is
disapproved by the ICC, or (c) the implementing agency withdraws the request.

55
Table 4.11 Projects Closed in CY 2012 with Reported Cost Overrun

Cost
Project/Funding Source/ Implementing Agency
Overrun
Closing Date
(PhP B)
Northrail Phase I Sections I and II/China/NorthRail
5.99
31 December 2012
request in 2008
Arterial I (Cabanatuan/ Plaridel Bypass)/JICA/DPWH
0.67
29 July 2012
request in 2010
Widening of Gapan-San Fernando-Olongapo
0.11
27 July 2012
(GSO) Road/JICA/DPWH request in 2010
1.71
31 December 2012
Project/Saudi/DPWH request in 2012
TOTAL
8.47
4.2.4 Status of Processing of Requests

In CY 2012 only, five requests for cost overrun were processed. Out of the five, the ICCCC approved the request of three projects. Two out of the three requests have also
been confirmed by the NEDA Board in CY 2012.
Meanwhile, one request was endorsed by ICC-TB, while one request was under
secretariat review in CY 2012. Details are indicated in Table 4.12.
Table 4.12 Status of Processing of Requests in CY 2012
ICCCost
Approved
Project Title/DP/IA
Increase
Status of Processing of Request
Cost
(in PhP B)
(in PhP B)
ICC-CC Approved in 2012
Bridge Construction/
3.19
1.78
NEDA Board confirmed, 4
Replacement Project/ Spain/
September 2012; ICC-CC
DPWH
approved, 3 July 2012
2.20
1.71
NEDA Board confirmed 4
Project/Saudi/DPWH
September 2012; ICC-CC
approved, 3 July 2012; Closed on
31 December 2012
Pinatubo Hazard Urgent
4.70
0.59
ICC-CC approved, 9 July 2012
Mitigation Project, Phase III/
JICA/ DPWH
ICC-TB Endorsed in 2012
Pasig-Marikina River Channel
4.61
0.93
ICC-TB endorsed, 21 November
Improvement Project - Phase 2/
2012.
JICA/DPWH
Under Review
Help for Catubig Agricultural
3.26
0.81
Awaiting agency confirmation
Advancement Project, Stage I
on whether request is still going
to be pursued.
In total, out of the nine requests included in the stock, six requests were approved by the
ICC-CC and two requests were endorsed by the ICC-TB. HCAAPs reported initial cost
overrun of PhP0.81 billion in 2012, is yet to be finalized by NIA.

56
4.2.5 Reasons for Cost Overrun

The nine requests in the stock (2 new requests in 2012 and 7 requests from previous years)
cited additional works, increase in prices of materials, customs and tax duties, among
others, as reasons for their cost overrun (Table 4.13)
Project Title/ Funding

Source/ Implementing
Agency
1. Help for Catubig
Agricultural
Advancement Project,
Stage I/JICA/NIA
Korea/DOTC
3. New Communications,
Navigation,
Surveillance/ Air Traffic
Management Systems
JICA/DOTC
4. Pinatubo Hazard Urgent
Mitigation Project, Phase
III/ JICA/ DPWH
5. Help for Catubig
Agricultural
Stage I/JICA/NIA
6. National Road
Improvement and
Management Program,
Phase 2/ WB/ DPWH
Table 4.13 Reasons for Cost Overrun

ICCCost
Approved
Reasons for Cost Increase/
Increase
Cost
Status of Processing of Request
(in PhP B)
(in PhP B)
0.49
2.48
Additional works, increase in
unit costs, high bids, price
escalation/adjustment,
supplemental works in
consulting services, ROWA and
administrative costs.
5.39
2.47
Foreign currency adjustment,
price escalation, unbudgeted
cost items, additional works
10.87
2.40
Changes in scope and
increase in customs and tax
duties
4.70
0.59
Additional works in the existing

contract packages
0.29
2.97
Additional works, ROWA,

administrative costs, and tax
duties
27.43
1.96
7. Help for Catubig

Agricultural
Stage I/JICA/NIA
8. Bridge Construction/
Replacement Project/
Spain/ DPWH
0.81
3.26
Adopted the project cost as

provided in the Forward
Obligation Authority and
included the amount of the
AusAid Grant
Increase in cost proposed to
fund completion of remaining
project components.
3.19
1.78
Additional works, increase in

unit costs, longer project
management
9. Pasig-Marikina River
Channel Improvement
Project - Phase 2/
JICA/DPWH
TOTAL
4.61
0.93
Additional works and repair of

damaged structures.
64.89
11.72
18.07% increase.
Further details regarding cost overrun requests are found in Annex 4-B and Annex 4-C.
57
4.3 Projects Likely To Be Restructured in CY 2013

In the course of project implementation, projects may request for restructuring, which
may be one or a combination of the following changes in project: (a) scope (down
scale or upscale of activities or scope of works/component); (b) cost (additional funds
to cover additional works or increase in cost when approved funds are not sufficient to
deliver the original project scope, and may also be in the form of cancellations in case
of cost reduction); or (c) time (extension of loan validity or extension of project
implementation period to complete the project).
As indicated in Section 5 of the ODA Act of 1996 (RA 8182) and reflected in Section III of
the ICC Guidelines and Procedures, all requests involving changes in scope, change in
cost or time extensions in implementation period or loan validity shall be reviewed,
approved and confirmed by the ICC and/or the NEDA Board.
Based on the agency consultations conducted, 12 projects (11 loan-assisted and one
grant-assisted), will most likely seek ICC approval for project restructuring. Table 4.14 lists
the agencies with projects likely to be restructured in CY 2013.
Table 4.14 Agencies with Projects Likely To Be Restructured in CY 2013
No. of
Agency
Reasons for Restructuring
Projects
DENR
1
prolonged procurement, financial Management (slow liquidation
process), and delay in subproject approvals due to LGUs difficulty
to comply with the documentary requirements (e.g. MB Opinion)
LBP
2
proposed study to be carried-out in the previously requested six
months extension has not yet started; subprojects (landfill and
hydro-power) will not be completed by closing date.
LWUA
1
delay in subproject approvals due to difficulty of WDs to comply
with the requirements (e.g. MB Opinion, DOF MOA on Forex Cover
and Guarantee Fees)
NIA
1
loan closing in December 2013 and unutilized savings from forex
differential.
DA
1
loan closing in July 2013, zero disbursement to date, low utilization
of credit facility due to NG-LGU cost-sharing issue
DSWD
1
variation in compliance rates (low in ARMM and NCR), cover
targeted number of beneficiaries
DAR
1
weak financial management of LGUs and suspension of NG-LGU
cost-sharing policy
DPWH
3
start-up delay, ROW and changes in scope and total project cost
from ICC approval to NEDA Board Ad Referendum approval
DOTC
1
contract termination/ project suspension.
Annex 4-D provides the list of these projects as well as the highlights of their
implementation status, ICC action required and/or status, and Alert Mechanism ratings.
4.4 Recurring Project Implementation Issues

58
Based on ODA Portfolio Review data from CY 199810 to CY 2012, four issue categories
have recurred (i.e., issues which occurred more than oncenon-consecutivelyduring
project implementation) in the active loans portfolio.
These issues are the following: budget/funds flow bottleneck, prolonged procurement,
LGU-related issues and low utilization of ODA relending facilities. In total, these issues
have recurred 15 times in five active loan-assisted projects. Budget/ funds flow issues
were noted to be most recurring, affecting a project three times during its project
implementation.
Meanwhile, projects under SRCD sector experienced the most number of issues,
covering three out of the four issue categories. In total, these issues recurred 11 times in
four projects.
Details are indicated in Table 4.15.
Issue
Table 4.15 Projects with Recurring Issues

Project/IA/Sector
IA
Sector
Budget/Funds
Flow
Bottleneck

Project
National Support for Basic Education
DPWH
INFRA
DepEd
SRCD
DOH
SRCD
Prolonged
Procurement

Motherhood Project
Project
DPWH
INFRA
LGU-related
issues
ARMM Social Fund for Peace and

Development
Motherhood Project
ARG
SRCD
DOH
SRCD
Low utilization
of ODA
Relending
Facilities
DOH
SRCD
Recurrence
(Year of
Recurrence)
2
(2008, 2010)
2
(2008, 2010)
2
(2006, 2010)
2
(2004-2005,
2009-2012)
2
(2006, 2012)
3
(2008, 2010,
2012)
2
(2004, 20082009)
Year based on the effectivity year of Laguindingan Airport Development Project. The project is the oldest in terms
of loan age in the active loans portfolio.
10

59
SECTION 5.0 - RESULTS

Among the objectives of the ODA Review is to report on results (i.e., inputs, outputs,
outcomes and impacts) derived from implementing ODA programs and projects. This
section discusses results from ongoing and completed projects as well as from ex-post,
impact and other evaluation studies conducted. An assessment of the contributions of
reported results in the attainment of the development objectives of the Plan is likewise
included in this section.
Out of 22 agencies consulted, 14 reported on outcomes for 23 programs and projects.
Box 5.1 The Results Chain and the LogFrame Tool
The Results Chain is the causal sequence of development interventions that stipulates the necessary
sequence to achieve desired objectives-beginning with inputs, moving through activities and outputs,
and culminating in outcomes and impacts.
The Results Chain
Implementation
Results
Inputs
Activities
Outputs
Outcomes
Impacts
Financial,
human and
material
resources
Tasks and
actions
undertaken
to transform
inputs to
outputs
Products and
services
produced
Intermediate
effects on
clients
Long-term
improvement
in society
Source: An Introduction to Results Management: Principles, Implications, and Applications (ADB, 2006)
At the program and project level, this causal sequence/inter-relationships between development
interventions is translated into the Logical Framework (Logframe). The Logframe is an important design
and management tool as it not only provides concise information on the key elements of a
program/project, it likewise ensures a tighter linkage between program/project intervention and its
intended objectives, i.e. inputs are expected to result in the outputs, which in turn are expected to
achieve the immediate outcome (sometimes called the purpose) and longer term objectives (goal or
impacts) of the program or project.
A survey of the current portfolio shows that of the 62 ongoing loan-assisted projects, only 40 projects have
logframes. All projects under the SRCD sector have logframes while in case of the INFRA- related projects,
52 percent of the ongoing projects have project logframes. The table below shows, by sector, the number
of ongoing ODA loan-assisted projects with logframes (see Annex 5-A for the list of projects).
17
Percentage of
Projects with
Logframe (%)
52
100
19
15
79
100
GID
TOTAL
62*
40
65
Sector
INFRA
SRCD
AARNR
IT&T
No. of
Ongoing
Projects
33
With
Logframes

*No.
of projects
CY 2012 ODA Portfolio
Review
Reportbased on Alert Mechanism as of December 2012
60
5.1 Results of Ongoing Programs and Projects

As of December 2012, 17 ongoing programs and projects reported to have already
generated results. Most of these are in the AARNR, INFRA and SRCD sectors. Table 6.1
shows some selected results generated from the 23 projects identified. For more
complete information on each program/project, please refer to Annex 5-B.
Table 5.1 Projects with Reported Initial Results
TPC
Initial Key Results Reported
(PhP M)
Output
Outcome
Laguna de Bay
1,844
Subprojects in the area
Reduction in BOD loading
Institutional
of waste water
parameters in Laguna de Bay
Strengthening and
management, septage
by 23.42%, from 827.554 MT in
Community
treatment, materials
CY 2003 to 633.75 MT in CY
Participation
recovery, flood control,
2011.
Project/LLDA/WB
and eco- tourism
completed.
Social Welfare and
22,013 5,255,118 households
95% average share of children
Development
were registered to NHTS6-14 yrs old in poor beneficiary
Reform/DSWD/WB
PR
households attending school;
(Average Target: 94%)
89% share of children 0-5 yrs
old undergoing growth
monitoring and check-ups in
accordance with DOH
protocol (Average target:
89%)
National Program
572
273 RATE cases filed
75% increase in outstanding
Support for Tax
3,656,448 taxpayers
A/R, from PhP60 B in 2011 to
Administration/BIR/WB
registered thru online
PhP106 B in 2012
facility
5% increase in A/R settled,
from PhP85 B in 2011 to PhP89
B in 2012
10% increase in number of
registered tax payers, from 19
million in 2011 to 21 million in
2012
Rural Micro-Enterprise
1279.34 75,312 MEs provided with 2,106 (64% of global target)
Promotion
BDS trainings and access
employment generated;
Programme/DTI/IFAD
to micro financing
50,227 jobs generated,
67% increase in annual profits
from an average baseline of
PHP 93,668 in 2008 to PHP
156,379 in 2010 of ME
beneficiaries
Increase in participation of
KALAHI-CIDSS Project
4,962
68% of the target
/DSWD/WB
barangays have
barangays assemblies and
completed training on
understanding of barangays
Participatory Situation
affairs;
Project Title/IA/DP
1.
2.
3.
4.
5.

61
Project Title/IA/DP
TPC
(PhP M)

Development
Reform/DSWD/WB
22,013
7. Post Ondoy and

Pepeng Short-term
Infrastructure
Rehabilitation
Project/DPWH/JICA
6,479
8. Philippine Energy
Efficiency
Projecy/DOE/ADB
2,160
9. Manila Third Sewerage

Project/LBP/WB
4,713.8

Output
Outcome
Analysis (PSA),
Income and expenses in
planning, project
target municipalities shortly
development and
sustained though, must follow
M&E
up in order to sustain
80% of barangays with
Changed perception and
community
gained
knowledge
on
development plans
barangays assemblies;
prepared in
Change in perception on
accordance with the
how
barangays
leaders
KC participatory
should perform;
process
Barangays which received
68% of barangays
subproject
financing
participating in regular
produced
empowered
municipal-level KC
volunteers who turned out to
resource allocation
be barangays leaders;
forums
Impact evaluation
Share of children 6-14 yrs old
report based on first
in poor beneficiary
follow-up survey
households attending school
prepared
at least 89.8% of the time
Social protection
(target is 85%)
framework developed
Share of children 0-5 yrs old
and adopted.
undergoing growth
Framework for
monitoring and check-ups in
integrated service
accordance with DOH
delivery developed
protocol is 95.3%
and adopted.
27,232 km of roads and
Access to affected
553.60 lm of bridges
communities had been restored
restored and built back
providing normal public and
business activities, and travel
time had been to the affected
area have been lessened
Retrofitting of 35
Approximately 240 MW
buildings completed;
capacity saved
Million units of CFLs
Estimated annual CO2
distributed nationwide;
emission reduction of 167,500
Retrofitting of 314 park
tons/year realized
lights completed;
Annual savings of 310 GWh
Installation of EE testing
realized
facility for audio visual
Energy savings of 45 KWh per
equipment
year
completed.
River bank water
Biochemical oxygen demand
systems in Pasig and
(BOD) removed by sewage
Makati constructed;
and septage treatment plants
Sewage treatment
(cumulative tons/year) was
plants in Signal Village,
reported at 1,415 as of June
Marikina, East Avenue,
2012.
Project 6, San Mateo
and FTI upgraded;
77,137 water
connections in MWCI
service area with

62
Project Title/IA/DP
10. Local Government

Unit Investment
Programme
II/LBP/Germany
TPC
(PhP M)
537.29
11. Health Sector

Development
Project/ADB/DOH
23.3
12. National Program

Support for
Environment and
Natural Resources
Management
Project/DENR/WB
2,100
13. National Support for

Basic
Education/DepEd/WB
9,200
14. Mindanao Rural

Development Project
Phase 2/DA/WB
5,210


Output
Outcome
sewage treatment
service installed.
5,000 people employed
12 subprojects
resulted in increase in income
completed;
of the households and
Rock Causeway in
South Ubian, Tawi-Tawi employment in the program
areas.
constructed;
Roads construction in
Lanao del Sur
completed
OR/DR Complex of
Percentage of all indigent
Batangas Regional
families enrolled in NHIP is 100
Hospital and Don
percent.
Mariano in Batac
Percentage of families
constructed;
enrolled in NHIP is at 49
Trauma Center of
percent.
Veterans Regional
Hospital in Nueva
Vizcaya constructed
2 new RHUs (Nueva Era
and Dingras in Ilocso
Norte) constructed;
new 200-bed
provincial hospital in
Oriental Mindoro
constructed.
4,665 ha of forest lands TSP decreased to 106
rehabilitated;
g/NCM, a 25% decrease
30 percent (64,000 ha)
from the 2007 baseline of 142
of degraded forest
g/NCM .
sites rehabilitated
with native species;
316,247 ha of forest
lands rehabilitated
through the NGP;
165 classrooms are
Contributed to the attainment
completed;
of 91% net enrolment rate for
GASTPE tuition subsidy
elementary; and 62% for
of non-NCR Gr. &
secondary in 2012.
students increased
Contributed to the
from PhP 5,500 to 6,500
achievement of 71%
year.
completion rate in elementary
Competency-Based
and 74% in secondary in 2012.
Performance Appraisal Contributed to the 67%
Standards for Teachers
achievement rate in
(CB-PAST) developed
elementary, and 49% in
and finalized.
secondary schools in 2012.
88 ha Communal
16.70% increase in household
Irrigation Systems
income of beneficiaries
rehabilitated/construct 59% increase in combined
income by IPs and women
ed
474 km of rural access
roads rehabilitated
165 lm of bridge
63
Project Title/IA/DP
15. Environmental
Development
Project/DBP/JICA
TPC
(PhP M)
12,630
16. Second Women's

Health and Safe
Motherhood
Project/DOH/WB
32.70
17. Judicial Reform

Support
Project/SC/WB
1,408.5

Output
Outcome
constructed
509 m3/day of
59% increase in avoided CO2
wastewater treated;
emission compared to 2011;
18 kg/day, BOD of
pollutant removed
552,500 kg/day of
waste collected
Integrated WHSM
6% average increase in births
service model
delivered in a health facility
developed;
(from 74% to 80%);
BEMONC/CEMONC
2% average increase of
facility network
deliveries in BEmONCs in each
established;
project LGU is financed by
Womens Health Team
PhilHealth sponsored
organized;
programs (from 53% to 55%)
BEMONC/CEMONC
11% increase in project LGUs
trainings conducted.
sustaining their enrolment for
the PhilHealth Sponsored
Program (from 64% to 75%)
Enhanced Justice on
5% increase in user
Wheels activities
satisfaction and confidence in
conducted resulting in
Higher Courts
1,616 cases heard and 10% reduction in case
4,123 legal provided
processing times in Higher
Comprehensive
Courts
Manual on the Code
10% reduction in case
of Ethics (Code of
backlogs in Pilot Model Courts
conduct for Court
relative to the average of
Personnel and New
lower courts
Code of Conduct for
Justices) formulated
Judicial Reform
Handbook formulated
5.2 Results of Completed Programs and Projects

A total of 16 loans closed in CY 2012. Of these, 14 reported on major outputs and
outcomes, the details of which are found in Table 5.2.
Table 5.2 Reported Outcomes per Sector
Infrastructure
Projects
Rural Power Project (Additional Financing)
Infrastructure for Rural Productivity Enhancement Sector
Arterial Road Bypass Project I (Plaridel and Cabanatuan
Outcomes Delivered
Reduction in maintenance cost and Vehicle Operating Cost (VOC)
Increased volume of passengers (inter-modal and intra-modal transport)
Reduction in travel time
64
Increased traffic volume

Increased number of water connections with sewage treatment service
Increased volume of sewage treated
Increased access to convenient and clean drinking water
Reduced incidence of water-borne diseases
Provided adequate and affordable electricity
Reduced CO2 emissions
Increased rural household income
Increased net on-farm income share
Increased rice yield
Increased ridership and cargo traffic for express rail service (Manila to Clark and
Manila to Subic)
Projects
Outcomes Delivered
Improved statistical database for education sector
Constructed additional new classrooms
Increased tuition subsidy to underprivileged primary and secondary students

Reduced case backlogs
Reduced cased processing times (i.e. Supreme Court, Court of Appeals, Sangguniang
Bayan and Court of Tax Appeals)
5.3 Results of Projects at Ex-Post

The conduct of ex-post evaluation is carried out two to three years after project
completion to assess if the project has achieved its desired objectives, while an impact
evaluation is usually undertaken three to five years after project is completed. An expost evaluation report usually contains an assessment of the achievement of projects
medium- and long-term objectives.
For CY 2012, eight projects were ex-post evaluated by JICA: (1) Batangas Port
Development Project (BPDP); (2) Pampanga Delta Irrigation Project (PDIP); (3) Casecnan
Multi-Purpose Irrigation Project; (4) Tarlac Groundwater Irrigation; (5) Arterial Road Link
Development Projects; (6) Agno River Flood Control Project Phase II-A; (7) Agno River
Flood Control Project Phase II-B; and, (8) Laoag River Basin Flood Control and Sabo
Project. Of these projects, BPDP and PDIP were jointly conducted with NEDA. Annex 5-C
details the outputs and outcomes reported from these ex-post evaluations.
The following major results reported from the joint evaluations conducted in CY 2012 are
seen below (Table 5.3):

65
Table 5.3 Outputs and Outcomes from Jointly Ex-post Evaluated Projects
Project Ex-Post
Cost
Output
Outcome
Evaluated
(in PhP M)
Batangas Port
7,854
2
container
berths The target reduction of traffic
Development
constructed;
congestion
due
to
Project/DOTC
Pavement
construction overconcentration in Manila
16.7
ha,
including was not reached. Operating
container yard of 15 ha
status
of
the
container
3 berths constructed
terminal for this project is
Boarding bridge with ferry extremely low and social and
dock constructed
economic impacts of the
824
m
of
flyover project have yet to be
constructed
realized.
Minimal
cargo
handling improvement in employment
machinery and total port in the local community and
security system installed
minimal economic benefits for
corporations with stakes was
noted.
Pampanga
4,603
11,920 ha service areas Average rice yield during
Delta Irrigation
firmed up
the dry season increased by
Project/NIA
Diversion
dam
11 percent from 3.8 ton/ha
constructed
(before the project) to 4.23
Pumping
station
ton/ha.
For wet season, rice yield
constructed
improved by 5 percent, from
3 units of pumps installed
3.7 ton/ha (before the
117 km of irrigation canals
project) to 3.89 ton/ha.
constructed
192 km of drainage canals
constructed
5.4 Results of Other Evaluation Studies of Completed Projects

In CY 2012, two DP-led impact evaluations were conducted for two WB-assisted projects,
namely, Philippines Conditional Cash Transfer Program and KALAHI-CIDSS Project.
Table 5.4 Results from Impact Evaluation Studies of WB-Projects
Project Title
Reported Project Impacts
Philippines
The following impacts were observed in the program areas:
Conditional
Cash
Transfer
Increased enrollment rate among children:
Program 2012
10% points for 3-5 year olds
4.5% points for 6-11 year olds

98% Increased attendance rate among 6-17 year olds
10% reduction in severe stunting among 6-36 months old
children
Increased spending on health and education among poor
households
Women in the beneficiary households are not having any
66
Project Title
Reported Project Impacts

more children than women in non-beneficiary households
However, the program had no significant impact on the
following:
The
KALAHICIDSS
Impact
Evaluation:
A
Synthesis Report
Enrollment among older children aged 12-17 years old

Per capita consumption among the poor (estimated per
capita consumption in both program and non-program
areas about the same)
The following impacts were observed in KALAHI-CIDSS
communities:
Increase participation of households in barangay
assemblies and understanding of barangay affairs;
Beneficiary barangay later produced empowered
volunteers who later became barangay leaders;
Despite increased participation in barangay assemblies,
however, there was an observed decrease in the proportion of
households that actually participated in collective action.
Other evaluation studies led by ADB, AusAID, NZAP, and UNDP are listed in the following
table. Details on the reported outputs and outcomes from these projects are detailed in
Annex 5-D.
Table 5.5 Result from Other DP-led Evaluations
Project Title
Type of Evaluation Report
ADB
PCR Validation Report
1. Power Sector Development Program
Evaluation Report
2. Development of Poor Urban Communities
Sector Project
3. Pasig River Environmental Management and
Rehabilitation Sector Development Program
4. Agrarian Reform Communities Project
5. Metro Manila Air Quality Improvement Sector
Development Program
6. Technical Education and Skills Development
Project and Fund for Technical Education and
Skills Development
AusAID
Independent Mid-term Review
7. Provincial Road Management Facility ( PRMF)
NZAP
8. Participatory Review of the Local Government Activity Evaluation Report
Unit Management Training Project
USAID
9. External Evaluation of Tuberculosis Portfolio
Impact
and
Performance
(2006-2011)
Evaluation Report
10. Performance Evaluation of Growth with Equity
Performance Evaluation Report
in Mindanao III (GEM-3) Program
11. Performance Evaluation of the Family Planning Performance
and
Impact
(FP) and Maternal and Child Health (MCH)
Evaluation Report
Portfolio
12. Evaluation of the Economic Impact of
Economic Impact Evaluation
Infrastructure Projects
Report
UNDP
67
Project Title
13. Sustainable Development Strategy for the Seas
of East Asia (PEMSEA), Terminal Evaluation
14. Samar Island Biodiversity Project (SIBP),
Philippines
15. Strengthening the Philippines Institutional
Capacity to Adapt to Climate Change (MDGF 1656)
16. GPH-UNDP Conflict Prevention and PeaceBuilding Programme (CPPB)
17. Action for Conflict Transformation (ACT) for
Peace Programme
18. Philippines Efficient Lighting Market
Transformation Project (PELMATP)
Type of Evaluation Report

Terminal Evaluation Report
Final Evaluation Report
Terminal Evaluation/ Outcome
Evaluation Report
Box 5.2 Lessons Learned from Projects

Per OECD-DAC definition, lessons learned are generalizations based on evaluation experiences
with projects, programs, or policies that abstract from the specific circumstances to broader
situations. Frequently, lessons highlight strengths or weaknesses in preparation, design, and
implementation that affect performance, outcome, and impact.
Through the evaluation of failures as well as successes, valuable information is generated which, if
properly fed back, can improve future aid programmes and projects. Funds for development
purposes are scarce compared to the needs, and stakeholders in donor and recipient countries
should be enabled to draw to the fullest possible extent on experience to optimise resource use.
Source: OECD-DAC
Lessons learned from ongoing and completed projects, as well as those drawn from impact
evaluations and other evaluation studies conducted by DPs are consolidated in this Review.
Ongoing
Lessons learned generated from the agency reviews are categorized as follows: (a) pre-project
implementation; (b) financial including budget and funds flow; (c) project management
(procurement, communication, institutional, scope, implementation duration, monitoring and
evaluation, reporting); and, (d) LGU-related. Details are summarized in Annex 5-E.
Completed
Lessons learned from completed projects drawn from evaluation documents such as PCRs and
EOPRs are detailed in Annex 5-F.
Impact Evaluation and Other Evaluation Studies
Likewise, lessons learned drawn from impact evaluations, ex-post evaluations and other evaluation
studies conducted by DPs are summarized in Annex 5-G.
5.5 ODA Projects Contribution to the Development Objectives in the PDP and RMs 20112016
The current Philippine Development Plan (PDP) lays out the development plan of the
GPH from 2011 to 2016. Anchored on the societal goal of inclusive growth and poverty

68
reduction and GPHs five Key Result Areas11, the PDP identifies key sector and sub-sector
development objectives, strategies, core programs and projects to achieve said
development objectives. The Results Matrix (RM), on the other hand, provides results
orientation to the Plan, by providing an indicator framework to the Plan objectives. The
RM also identifies core indicators which are considered to be the best monitors of the
sector, sub-sector objectives and targets defined in the PDP.
ODA programs and projects are implemented to support/complement the strategies of
the GPH to attain development objectives of the Plan. Of the total ongoing projects, 21
projects are aligned with the objectives of enhancing the quality, adequacy and
accessibility of infrastructure facilities and services; 10 projects are consistent with the
aim of improving the human development status; and, six projects are supportive of
increasing growth in agriculture and fishery sectors. Likewise, 18 projects support more
than one sector outcome statements in the PDP RM Chapters. Further details are
presented in Table 5.6.
The linking of project objectives to the sector outcome statements of the Chapter RMs
are in Annex 5-H.
Table 5.6 Project Results Supporting the Chapter and Sector Statements of the Plan
Sector Outcome
No. of
RM Chapter
Reported Key Results
Statement
Projects
Chapter 3
Industry and services
2
58,960 new jobs generated (14%
increase from 2011, or 17%
Competitive
sectors globally
above the 50,000 target);
Industry and
competitive and
Increased access of MEs to
Services Sectors
innovative
better financial services with
about 71 MFIs now lending to
47,539 ME borrowers in program
areas.
Chapter 4Growth in agriculture
6
48.5% increase in average
Competitive and
and fishery sector
annual rural household income,
Sustainable
increased
or an additional income of
PhP36,307;
Agriculture and
59.6% increase in net on-farm
Fisheries Sector
income share, or an additional
income of PhP14,296.
Chapter 5
Quality, adequacy,
21
12.2% increase in households
Accelerating
and accessibility of
provided with electric power
Infrastructure
infrastructure facilities
supply (42,552 total additional
and services
households);
Development
enhanced
9,006 households provided
water service connections;
6,463 m3/day volume of water
supply provided;
1,415 tons/year removed by
sewage and septage treatment
plants contributed to reduction
in BOD loading;
368.32 km of paved road
constructed;
1,521.28 lm of permanent
11 The Five Key Results Areas of the Presidents Social Contract are: (1) good governance and anti-corruption; (2)
economic development; (3) human development and poverty reduction; (4) climate change adaptation and
mitigation; and, (5) security, justice and peace.

69
RM Chapter
Sector Outcome
Statement
Chapter 6Towards a
Dynamic and
Resilient Financial
System
Financial system
resilient and inclusive
Chapter 7-Good
Governance and
the Rule of Law
Effective and
transparent
governance practiced
Enhanced access to
justice
No. of
Projects
1
Reported Key Results
Chapter 8 Social
Development
Human development
status improved
10
Chapter 10Conservation,
Protection, and
Rehabilitation of
ENR
Natural resources
conserved, protected
and rehabilitated
Environmental quality
improved
bridges along national arterial

roads constructed.
26% increase in Accounts
Receivable handled from
PhP145.25 B in CY 2011 to
PhP182.94 B in CY 2012;
49% increase in Accounts
Receivable settled to Accounts
Receivable handled.
At least 10% reduction in case
processing times in higher courts
from the 2003 baseline;
Case backlogs in Pilot Model
Courts reduced by at least 10%
points compared to the 2004
baseline;
A 5% increase in user satisfaction
and confidence in Higher
Courts.
100% of all indigent families
enrolled in NHIP;
49% of families enrolled in NHIP;
73% case detection rate in USGassisted areas;
37% contraceptive prevalence
rate for modern methods;
Additional 25,758 individuals
practicing modern family
planning methods;
471,759 households provided
Pantawid Pamilya grants;
91% net enrolment rate for
elementary;
62% net enrolment rate for
secondary;
71% completion rate in
elementary;
74% completion rate in
secondary.
316,247 ha rehabilitated through
the NGP;
30 percent (64,000 ha) of
degraded forest sites
rehabilitated with native
species;
59 % increase in avoided CO2
emission compared to 2011
TSP decreased to 106 g/NCM,
a 25% decrease from the 2007
baseline of 142 g/NCM.
16,326 tons reduction of CO2
emission for the year 2012
*No projects were identified as directly consistent with the sector outcomes statements under Macroeconomy.
** No reported results contributing to Chapter 9: Peace and Security

70
SECTION 6 - INITIATIVES TO BETTER MANAGE FOR DEVELOPMENT RESULTS

The governments continued commitment to good governance and strong advocacy
for development effectiveness sustained earlier efforts to implement results-based
approaches in its development policies in 2012.
Among these are initiatives on
improving alignment between planning and budgeting, linking interventions to results,
and making public sector performance monitoring more systematic and transparent.
These were matched by initiatives by the donor/development partners community who,
in 2012, showed a much greater commitment and strategic orientation towards the
countrys development and results agenda.
This section highlights various said initiatives to better manage for development results
that were either undertaken or enhanced by the GOP, DPs and other stakeholders in CY
2012.
6.1Results-Oriented Public Sector Management (PSM)
The GOP sustained all PSM reforms introduced in CY 2011. Following are the highlights of
the gains achieved by the government with respect to the PSM reforms in CY 2012.
6.1.1Harmonized National Government Performance Monitoring, Information and
Reporting Systems (Administrative Order 25)
AO 25 was issued in December 2011 to address the deficiencies and duplications in the
current performance monitoring systems of the government. An Inter-Agency Task Force
(IATF)12 was subsequently formed to undertake the development of performance
management systems for adoption across all departments and agencies within the
Executive Branch of the government: (a) Results-Based Performance Management
System (RBPMS); and (b) Government Executive Information System (GEIS).
The IATF made advancement in the development of the RBPMS in CY 2012. The RBPMS
utilizes the RM and OPIF as underlying frameworks, which is then used by agencies with
oversight functions in assessing and measuring performance of agencies. The RBPMS is
likewise the basis for entitlement of the performance-based incentives of government
personnel. Under the auspices of the AO 25 IATF, the Performance-Based Incentive (PBI)
System developed and implemented in 2012.
6.1.2 Performance Incentive Based on Result (Executive Order 80)
The GOP sought to improve performance management as a way to raise accountability
in the Philippine bureaucracy. With a view of improving service delivery by linking
personnel incentives to performance, the government in CY 2012 introduced the PBI
system through the issuance of EO 80 on 20 July 2012. The PBI system rationalized the
current across the board bonus system in the government by linking incentives to results
that matter to citizens, and to the agencies performance in delivering such results.
The PBI System consists of an across the board incentives in the form of the existing
Productivity Enhancement Incentive (PEI) and a top up bonus known as the
Performance-based Bonus (PBB). The PBB shall be given to the personnel of bureaus or
delivery units of a particular agency in accordance with their contribution to the
accomplishment of the Departments targets and commitments. Individual/agency
Chaired by DBM and Co-Chaired by the Office of the Executive Secretary (OES), with membership from NEDA,
Office of the President-Presidential Management Staff (OP-PMS) and the Department of Finance (DOF).
12

71
performance is assessed against a set of criteria which include (a) agency MFO targets
and priority key programs/projects agreed with the President under the 5 Key Result Area
(KRA) of the Social Contract (at least 90% accomplishment of targets) and (b) meeting
the Good Governance conditions as identified by AO 25 IATF (Transparency Seal
Certification, PhilGEPS Certification, Reporting on Ageing of Cash Advances, Anti-Red
Tape Act or ARTA Compliance). Finally, the PBB employs a ranking system of
bureaus/units and personnel performance as basis for awarding of cash incentives.
6.1.3 Review of Agency Major Final Outputs (MFOs) and Performance Indicators (PIs) and
Restructuring of Programs, Activities and Projects (PAPs, National Budget Circular 532)
Issued on 28 November 2011, NBC 532 provides the guidelines on the review of the
MFOs, PIs and PAPs under the Organizational Performance Indicator Framework, which
was undertaken by DBM in view of the current government thrust for results-based
budgeting by using the OPIF as basis for budget allocation and monitoring and
evaluation of agency performance.
Using the agency submitted revised MFOs and PIs, DBM through the assistance of ADB
initiated work on the development of a PI registry system, essentially an OPIF database
containing all PIs in the bureacracy and MFOs they related to. Other information in the
database will include the annual budget requirement for the PIs and data source for
measurement of performance of agencies (agains the targets set for each PI).
6.1.4 Program Budgeting Approach
For the purpose of ensuring the government objective of accomplishing key
performance targets under the five (5) KRAs of the Presidents Social Contract as laid out
in Executive Order No. 43, series of 2011, the government, through National Budget
Memorandum No.114 directed the adoption of a program approach for the FY 2013
Budget Preparation. The focus was on identifying and giving priority funding for the key
programs supportive of the objectives/goals set under the Philippine Development Plan
(PDP) 2011-2016 and the Presidents Social Contract.
6.1.5 Bottom-up Planning and Budgeting
Led by the Human Development Cluster organized under E.O. 43, a bottom-up
approach to planning and budgeting was piloted in pursuit of the Millennium
Development Goal of reducing poverty by 2015 which is likewise reflected in the
Philippine Development Plan 2011-2016. Through this process, 609 poorest municipalities
crafted local poverty reduction plans in consultation with civil society organizations and
grassroots communities in their localities.
6.1.6 RM-OPIF Linkaging Initiatives
The GOPs initiative to improve the link between the planning and budgeting process
were sustained in CY 2012. NEDA and DBM are continuously working together to ensure
coherence between the national targets/priorities (RM) and agency deliverables or
Major Final Outputs (OPIF), so that budgeting for the latter is anchored on the RM
objective and targets.
NEDA and DBM in 2012 conducted an RM-OPIF workshop for 10 pilot agencies by
aligning the agency MFOs of the ten agencies (under the Organizational Performance
Indicator Framework) with the RM sector objectives they aim to contribute to. The final,
72
integrated RM-OPIF frameworks ere then used as basis for allocating budget to the said
ten agencies.
NEDA through the assistance of an ongoing ADB-Capacity Development Technical
Assistance on Results Oriented Strategic Planning and Development Management for
Inclusive Growth likewise developed a Results-based M&E Framework for the RM. An
important feature of the M&E framework, however, is the outcome classification system
for the RM outcome objectives, which is used to tag related agency MFOs. Thus, the RM
M&E framework not only enables measurement/tracking of the progress of the Plan, it
likewise identifies the MFOs which are contributing to specific RM indicators.
6.1.7 IFAD-TA on RBME
Through IFAD-s Technical Assistance (TA) on Institutional Strengthening of RBME, NEDA
Central and Regional Offices as well as regional implementing agencies were provided
trainings on Results-Based Monitoring and Evaluation (RBME). A total of 25 training rounds
in 12 regions were conducted (composed of two core group training, 11 NRO re-tooling,
11 advocacy, and one round for agencies implementing IFAD projects), or about 960
planning and M&E officers from NEDA and other implementing agencies were
capacitated on RBME. Training modules as well as a guide book on RBME was also
prepared.
6.2 Aid Effectiveness Initiatives
6.2.1 By the Government
CY2012 Good Practice Award
The Good Practice Award (GPA) is a biennial knowledge management initiative
launched in 2010. The GPA is a mechanism by which NEDA can: (a) take stock of good
practices in addressing the various issues in ODA implementation; (b) recognize the
implementing agencies (IAs) which developed such good practices; and (c) potentially
multiply benefits derived from the good practices by allowing other IAs to learn and
adopt them. The GPA is awarded for: (a) Strategies in Achieving Desired Outcomes; and
(b) Strategies in Resolving Recurring Issues in Project Implementation.
Entries are carefully reviewed by a multi-stakeholder selection committee composed of
NEDA and representatives from other oversight agencies (DOF), development partners
(JICA), civil society (IBON) and Academe (UPSE). In December 2012, GPAs were
awarded to the following projects:
Category
Achieving
Desired Outcome
Table 6.1 2012 GPA Awardees

Project/IA
Entry/Strategy
1. Infrastructure for Rural
Good Governance thru InFRES
Productivity Enhancement
cum Ligao Participatory
Sector (InfRES)/DA
Governance for Social Economic
Enterprise Development (LPGSEED) Program
2. Mindanao Sustainable
Green Earth Subproject:
Settlement Area Development
MINSSADs Strategy to Sustainable
Project (MinSSAD)/DAR
Development
3. Land Administration and
LGU-Led Public Land Titling
Management Project
Through Systematic Adjudication
(LAMP)/DENR

73
Category
Resolving
Recurring Issues
in Project
Implementation
Project/IA
4. Second Womens Health and
Safe Motherhood Project
(WHSMP)/DOH
5. Health Promotion and
Communication Project(HealthPRO)/DOH
6. Health Policy Development
Program/DOH
Entry/Strategy
Kanami Health Insurance
1. Linking Initiatives and
Increasing Access to TB
Diagnostics Services through the
Establishment of Remote Smearing
Stations
Applied Geo-tagging Technology:
MRDP's Efficient Transparency Tool
Networking to TB Control (TBLINC) /DOH
2. Mindanao Rural Development
Project (MRDP)/DA
Lakbay Buhay Kalusugan

The Family Health Book InitiativeCompostela Valley
2nd M&E Network Forum

Formally launched in CY 2011, the GOP M&E Network was organized by NEDA to
integrate all M&E activities in the country. To support this activity, NEDA in partnership
with UNICEF has been organizing an annual M&E Network Forum which serves as a
venue for M&E practitioners and other stakeholders to exchange ideas, experiences and
lessons on M&E as well as further enhance M&E capacity development in the country.
The 2nd M&E Network Forum was conducted on 7-8 November 2012, with the theme
Evaluation Policy: A Gateway to Improved Performance and Accountability, and
which was participated in by 200 M&E practitioners from various sectors such as IAs, OAs,
DPs, CSO, and academe. The Forum included four moderated sessions: (i) In-country
Processes and Procedures for National Evaluation Framework; (ii) Evaluation Approaches
and Methodologies; (iii) Innovation on M&E Approaches, Tools or Innovative Ways of
Disseminating Information Generated through M&E; and (iv) Evaluation as Undertaken
by Various Stakeholders in their Own Specific Contexts.
Through the annual Forum, the following results were realized: (a) Regular forum for
learning and sharing (M&E practices, experiences, studies, etc.) provided; (b) In-country
competencies and evaluation standards consistent with internationally agreed
principles and practices defined; (c) Capacity building for professional development
provided; (d) Results Monitoring and Evaluation (RME) as a profession promoted; and (e)
RME championed.
A draft GOP Evaluation Framework was also presented during the 2nd M&E Network
Forum. The evaluation framework is intended to set the standards and provide guidance
in the conduct of various evaluation activities (for both ODA and locally funded
programs and projects) in the country.
6.2.2 By the DPs
Consistent with the principles under the Paris Declaration on Aid Effectiveness, 2012 saw
DPs endeavoring to support the national priorities of the Philippine government, through
their country assistance frameworks, as well as related M&E frameworks and activities.
Table 6.2 provides the details for a few of these initiatives.

74
Initiative
AusAID
Country Strategy
Performance
Assessment Framework
2012-continuing
ADB
Country Portfolio
Performance Review
(CPPR)
IFAD
Annual Knowledge and
Learning Market (KLM)
Annual Country
Programme Review
(ACPoR)
KOICA
Study on Improving the
Result-based
Performance
Management of
KOICA: focusing on
management of the
development projects
NZAP
Transparency Measures
New Zealand
Implementation
Schedule for the
Transparency
Common Standard
Aid Activity
Reporting
UN
United Nations
Development
Assistance Framework
(UNDAF) 2012-2018
Table 6.2 DP Aid Effectiveness Initiatives

Description
The country strategy Performance Assessment Framework is jointly
developed with the Philippine Government. It contains detailed
monitoring and evaluation plans for the program strategy and
each sector delivery strategy, performance quality tools and
comprehensive performance assessment framework that align
with GPH PDP targets.
ADBs CPPR is aligned with NEDAs Annual ODA Portfolio Review
and the Joint Analytic Work consultations.
The CPPR focuses on the performance of potential projects at-risk
and corresponding recommendations to improve performance.
Along with a discussion of the implementation progress of the
previous years Action Plan, the CPPR also analyses the
successfulness and sustainability of ADB-funded projects, as inputs
for country strategy and programming.
The KLM provides a venue for knowledge sharing among policy
makers, IFAD projects and other government agencies on ideas,
lessons learned, best practices and innovations undertaken by
IFAD projects and partners in the country.
The ACPoR is a meeting of IFAD-assisted programs and projects
where participants review implementation experiences, share
problems encountered as well as good practices, and
recommend solutions to improve program/project performance.
The KOICA study aimed to:
1. Provide guidance for the improvement of KOICA's RBM by
analyzing other bilateral/multilateral organizations experiences in
terms of RBM adoption and current practice.
2. Define the role of KOICA as an agency concerned with project
result management.
It aims to meet compliance with the internationally agreed
Transparency Common Standard by December 2015. It also
intends to strengthen the aid activity reporting. The Schedule
could be accessed in their website.
As a member of International Aid Transparency Initiative (IATI),
New Zealand adhered to IATI standard of publishing and sharing
information about aid spending following commonly agreed
formats and definitions. These include information on aid flows and
activities, total aid being provided to each country, details and
costs of individual activities and their objectives, and information
on projected future aid expenditure. The aid statistics could be
accessed in their website.
The UNDAF supports the national priorities by developing
capacities required to achieve the goals and commitments
embodied in the Philippine Development Plan (PDP) and in the
various international covenants that the Government of the

75
Initiative
Description
Philippines (GOP) is a party to, such as the Millennium
Development Goals (MDG). The JIP, which complements the
UNDAF 2012-2018, will guide the achievement of results identified
in the UNDAF document.
The UNDAFs seven year cycle has been aligned with the GOP
planning cycle and synchronizes the delivery of UN System support
to Philippines with the implementation of the PDP. Similar to the
PDPs accompanying RM, an UNDAF Results Matrix was likewise
prepared meant to create greater focus and impact of UN
operations in the Philippines.
The UN Country Team, in cooperation with NEDA, spearheaded
the Evaluability and Quality Assurance exercise of the UNDAF, with
the end view of improving the UNDAFs alignment to the PDP-RM
indicators, at the same time, tightening the UNDAF logical
framework.
One of the activities under said exercise was the Joint
Rationalization Workshop of the UNDAF 2012-2018, conducted on
14-15 November 2012. The objective of the two-day workshop was
to ensure that UN work in the Philippines supports the
Governments own priorities, objectives and results by directly
linking UNs results with those of the PDP-RM.
An updated UNDAF Results Matrix was generated from a
consolidation of workshop results and corresponding elements
from the UNs Joint Work Plans (JWP).
WB
Internal Portfolio Review
Staffs from the NEDA Central Office, implementing agencies and

several UN agencies attended said workshop.
Complementing the NEDA-led ODA Portfolio Review, World Banks
Internal Portfolio Review assesses the financial and physical
performance of its active portfolio. The financial analysis focuses
on disbursements and funds flow while the physical analysis is
anchored on design and implementation arrangements
(procurement, financial reporting) of the projects. It also presents
the ratings of each project in terms of implementation progress
and likelihood of achieving development objectives
Emerging questions on the design and disbursement arrangement
of each WB-funded project are likewise discussed to draw lessons
for future projects.

76
SECTION 7 - ACTIONS TAKEN AND RECOMMENDATIONS

This section presents the actions taken by IAs on the CY 2011 Review recommendations.
It also includes updates on the proposed enhancements from the previous Review and
how these were incorporated in the current reviews methodology and content. This
section also contains recommendations given to IAs to improve project implementation
performance for CY 2013 and beyond. Finally, it presents planned enhancements to
improve the scope and process of future reviews.
7.1 Actions Taken on the Recommendations of the CY 2011 ODA Portfolio Review
7.1.1 Actions Taken By IAs
Mixed progress was noted in terms of IA's compliance to the recommendations made in
the CY 2011 ODA Portfolio Review. See Annex 7-A for the specific actions taken by IAs
on the recommendations.
7.1.2 Actions Taken on Proposed Enhancements
Corresponding efforts were made for most of the recommendations of the CY 2011 ODA
Review. For some recommendations, continuing activities are being carried out under
several NEDA-led activities, various TAs, joint analytic works with DPs, and inter-agency
initiatives. Table 7.1 summarizes actions taken by concerned agencies on the
recommendations generated in last years review:
Table 7.1 Actions Taken on Recommendations from CY 2011 Review
CY 2011 Review
Responsible
Actions Taken/Status
Recommendations
Agency
Review existing GOP policies and
NEDA, JAW Done. The following activities were
mechanisms aimed to improve
Team
carried out (some are still ongoing)
projects quality at exit.
to improve projects quality at exit.
Said activities were implemented to
support coming-up of a National
Evaluation Framework to ensure
projects quality upon completion:
Review of GPHs existing Public
Sector Management framework
with focus on closely linking the
key stages of planning,
budgeting, implementation,
monitoring, and evaluation.
Conduct of joint ex-post
evaluation of completed
projects (e.g. Batangas Port and
Pampanga Delta Irrigation) with
DPs;
Ensure availability of PCRs of
completed projects;
Preparation of EOPRs upon
project completion; and,
Preparation of GPHs Evaluation
Manual.
Undertake a review of the existing
NEDA-PMS
Done. The AM was updated to
AM with emphasis on the following:
incorporate the following
Assessment of the
enhancements:
77
CY 2011 Review
Recommendations
effectiveness of existing AM
indicators
Establishment of a more
systematic method for
addressing the priority projects
by identifying specific actions
required from key stakeholders
(i.e., NEDA-PMS, NEDA
Management, and
Implementing Agencies)
Inclusion of a list of ongoing
projects that would likely
require ICC approval for
change in scope, cost and
time in the AM report
Responsible
Agency
Reporting the quarterly AM

Report to the PIO, ICC and to the
ODG for them to advise on
appropriate measures to address
implementation issues;
Identified projects in the AM with
pending re-evaluation requests ,
and projects likely to request for
change in scope, cost and time;
Tracking of historical AM levels of
projects to show historical
performance, and,
IAs were requested to provide
concrete actions taken to
resolve issues/constraints in the
reported actual problems.
Done. JAW 3 was launched to
continue remaining analytic works
under JAW 2, as well as assess the
type, modality, availment
procedure, and M&E of program
loans. For CY 2013, the JAW 3 shall
focus on: (a) program loan types
and modality, monitoring and
evaluating performance, and
tracking fund releases and utilization;
(b) issue on the delay of securing MB
opinion for subproject approvals;
and, (c) issue of implementation
delays of relending type of projects
(to clarify issue on non-competitive
rates).
Done. Reported thru the Alert
Mechanism. Projects in Alert Level II
which include projects with less than
10% disbursement were presented to
the ICC for appropriate actions.
Projects undergoing such were
highlighted in the regular ODA Loans
Report submitted to the NEDA DG.
Done. PE Form 7 is one of the forms
submitted by IAs to ICC for their
projects requiring ICC approval.
Form 7 highlights critical milestones
to be achieved at the various stages
of the project cycle. Requirements
pertaining to project readiness
including conduct of advance
procurement activities are one of
the sections of the form.
Updates on the policy
pronouncement:
The NG-LGU cost sharing policy
was temporarily suspended
Make JAW more thematic/sector

focused, and develop a three-year
agenda for JAW to
programmatically support ODA
Portfolio Review
JAW Team
Set-up a mechanism of automatic

review of ICC for projects with less
than 10% disbursement or no
construction commenced two years
after loan effectiveness
NEDA-PMS
Propose the adoption on the use of

PE Form 7 as support to the
institutionalization of project
readiness filter and the conduct of
advance procurement activities
ICC
Provide updates on the policy

pronouncement on the NG-LGU cost
sharing scheme.
OES

78
CY 2011 Review
Recommendations
Carry out impact and ex-post

evaluation of programs and
projects.
Strengthen results monitoring

specifically reporting on project
outcomes by: (a) consolidate
project logframes of all ongoing
loan-assisted projects, (b) identify
when said projects are expected to
deliver results/project outcomes, (c)
require IAs to report at least two
outcome indicators.

Responsible
Agency
NEDA/IAs
NEDAPMS/IAs
through Memorandum Order 24
issued by the OP on 19
September 2011. A Joint TWG
was formed, composed of
oversight agencies (NEDA, DOF,
DBM, DILG), to review and
recommend a rationalized
sharing scheme by end of
November 2011. Said
recommendations were already
submitted by the TWG on 23
November 2011, but to date,
official response and/or approval
from the OP is still pending.
Some IAs have come up with
department orders to address
the issue on cost-sharing. DA
issued Memorandum Order No.
13, series of 2012 entitled
Adoption of a Standard LGU
Counterpart for all DA AgriInfrastructure subprojects
(dated 26 June 2012).
The DA together with DAR, DENR
and DILG signed on 20 July 2012
a Joint Resolution on the NG-LGU
Cost Sharing Policy requiring a
minimum cash counterpart of
only 10% of the total subproject
cost regardless of the LGUs
income class. For DA projects,
the remaining percentage shall
be shouldered by DA through
their Counterpart Funding
Assistance (CFA) to LGUs.
Partially done. Jointly conducted
with JICA, ex-post evaluation of two
completed projects were
conducted in CY 2012: (a) Batangas
Port Development Project (DOTC);
and (b) Pampanga Delta Irrigation
Project (NIA);
Partialy done.
Inventory of ongoing projects
with logframes prepared;
List of projects which can already
deliver results at implementation
prepared;
Observed results delivered at
implementation highlighted in
the results section of the CY 2012
ODA Report;
IAs reported on observed project
79
CY 2011 Review
Recommendations
Responsible
Agency
outcomes that contribute to the
attainment of the sector
statements and indicators of the
PDP RM 2011-2016.
Further, the CY 2011 ODA Review proposed several enhancements for future ODA
Reviews. Table 7.2 summarizes the enhancements that were incorporated in the CY 2012
ODA Review. Other proposed enhancements are currently being carried out and shall
be incorporated and reported in future reviews.
Section
ODA Loans
Portfolio
ODA Grants
Portfolio
Table 7.2 Actions Taken on Proposed Enhancements for ODA Review

Recommendations
Assess the average time between
Done. The average actual
project approval (loan effectiveness)
time elapsed to disburse the
and 10% disbursement of funds of
first 10% available funds of
project loans in support on the issue of
project loans were included
start-up delay.
in the assessment of
financial performance of
projects of the Report.
Cluster (by sector or IA) closed loans
indicating the aggregate amount in the
past 10 years.
Done. The amount of new

and closed loans (by DP
and sector) per year and in
the past 10 years was
highlighted in ODA Portfolio
Profile of the Report.
Forecast the possible amount of ODA

commitments in the coming years by
looking at ODA commitments to be
approved in the succeeding years.
Done. The number of loans

expected to be signed in
CY 2013 were considered to
come up with estimated net
loan commitment of the
portfolio for CY 2013.
Forecast possible ODA performance

next year considering absorptive
capacity performance of loans this year
and other factors constant.
Done. Given the loan

disbursement target in CY
2013, sensitivity analysis was
made for the disbursement
rate performance for CY
2013.
Identify types and modalities of

program loans.
Done. Program loans were

classified as policy- or
sector-based loans. Various
instrumentalities of DPs in
providing program loans
were identified.
Mapping of ODA
Done. Mapping of ODA

Loans by region prepared.
Partially Done. DPs submit to
NEDA-PMS data on grants
provided to and
implemented by CSOs, but
Further enhance grants reporting by: (a)

considering fiscal year reporting of DPs;
(b) refining types of grant assistance
and modalities; (c) identifying grants

80
Section
ODA Loans and

Grants Portfolio
Physical
Implementation
Alert
Mechanism
Results
Key
Implementation
Issues
Recommendations
not implemented by GPH.
Review low utilization of grant
performance considering the nature,
types and source of the grant
assistance.
Include in the assessment the amount of
ODA expected to be committed by the
DPs in the next or succeeding years and
its effect on national and sectoral
commitments.
Revisit sector classifications being used
and compare consistency with sector
classification used by sector staffs and
NROs and OAs.
Indicate the aggregate loan amounts
of projects that are behind, on schedule
or ahead of schedule in their
implementation.
Identify how much of the
agency/sector portfolio is at Alert Level
2 or Alert Level 1 by clustering projects
by Alert Levels and indicating their
aggregate loan amount
Track the progress/changes in alert
status of projects.
Further enhance results orientation in
the ODA Review by improving
assessment of contribution of FAPs to
agency MFOs and achievement of
development objectives stated in the
PDP RM.
Identify projects in the portfolio capable
of delivering results during
implementation and projects which
can only deliver impact few years after
completion.
Include an assessment of funds flow for

demand driven projects
Provide feedback/status on actions
taken by the IAs to resolve
implementation issues identified.

these were not part of the
grants portfolio reported in
the current Report.
Recommendation for further
review.
Done. Expected ODA net
commitment in CY 2013
assessed.
Done.
Done. These were reported

in the physical
implementation section of
the Report.
Done. These were
highlighted in the AM
section of the Report.
Partially done. The following

were included in the CY 2012
ODA Report to enhance
reporting on results:
Projects (a) with and
without logframes and (b)
those with PCRs including
those implemented by
GOCCs;
Results (outputs and
outcomes) already
delivered at
implementation;
Results reported from (a)
completed projects, (b) expost evaluated projects,
and (c) impact evaluated
projects in CY 2012.
Partially Done. For discussion
in JAW 3.
IAs provided status on
actions taken to resolve
implementation issues of
81
Section
Recommendations
Endeavor to provide regional dimension
of project implementation issues
Long term tracking of recurring key

implementation issues
Recommended
Actions for CY
2012 and
Beyond
Establish mechanism to monitor

compliance to the recommendations
and for the proposed enhancements of
this years review
their projects.
Partially complied for
region-specific projects but
not yet for multi-regional
and nationwide
implemented projects.
Done. Reported under the
key implementation issues
section of the Report.
Partially done. A status
report on the
recommendations and
proposed enhancements of
the Review was prepared in
December 2011 as a
preparatory activity in the
conduct of the CY 2012
Review.
Continuing conduct of portfolio-related

thematic studies between annual
reviews
The following small thematic

papers were prepared: (a)
Managing Development
Results of ODA Projects; (b)
Actual Time Elapsed to
Disburse 10% of ODA Funds;
(c) Assessment of Ongoing
Projects with Logframes and
PCRs.
Strengthen further knowledge

management (e.g., management
information system support among
others);
Continuing activity. The

Programs and Projects
Information Exchange
System (PPIES) already in
the testing and debugging
stage.
Conduct continuing capacity building

in all aspects of ODA portfolio
management.
IFAD-TA on Strengthening
the capacity of NEDA and
IAs on Results Monitoring
and Evaluation ongoing.
Expand regional consultations of the

Review
Consultations on the initial

findings of the CY 2012
Review were conducted in
Regions CARAGA, VIII and
IV-A.
Prepare policy briefs on the

compliance by the concerned
agencies to the proposed policy
recommendations and enhancements
of the Annual Review.
Continuing activity.

82
7.2 Recommendations for CY 2013 and Beyond

7.2.1 For IAs
Agency-specific recommendations to address key implementation issues affecting the
agency ODA portfolio performance were discussed during the agency consultation
meetings. The consolidated action plans to improve portfolio performance of specific
IAs for CY 2013 and beyond is reflected in Annex 7-B.
7.2.2 Other Recommendations for CY 2013 and Beyond
Recommendations to improve ODA portfolio performance and further enhance the
Review process are listed in Table 7.3. The recommendations are a mix of new and
continuing actions suggested in previous reviews. These recommendations will be further
discussed with the DPs, IAs, OAs, NROs and concerned CSOs to determine detailed
steps, timelines and specific responsible entities.
Table 7.3 Recommendations for CY 2013 and Beyond

Recommendations
Responsible Agency
Conduct of individual agency consultation meetings in the
NEDA-PMS, IAs
last quarter of 2013 to discuss: (a) actions taken by IAs to
resolve implementation issues and compliance with
recommendations made during the agency reviews; (b)
assessment of achieving CY 2013 disbursement targets of the
agencies.
Conduct of assessment workshop in the last quarter of 2013
NEDA, other OAs, DPs,
to provide updates on the actions taken on the
IAs
recommendations to enhance the ODA Portfolio Review.
Discuss possible harmonization of existing ODA terms,
NEDA-PMS, other OAs
definition and databases with other OAs (DOF, DBM, BTr,
COA)
For integrated projects with multiple IAs (projects with
NEDA-PMS
multiple components implemented by several agencies),
invite all agencies (including the lead and partner IAs) to the
agency consultation meetings to ensure that issues and
concerns in all project components are captured.
Conduct a comparative review/assessment of the scope
NEDA-PMS, DPs
and content of GPHs ODA Portfolio Review and DPs ODA
Portfolio Reviews.
Fully utilize the JAW with DPs to review project
JAW Team
implementation issues and come up with policy guidelines in
resolving persistent issues and implementation bottlenecks
Assess the impact of GOPs action to clean up the portfolio
NEDA
(e.g., some projects were suspended and terminated, some
loans were no longer made effective) on the target portfolio
performance and on the supposed target beneficiaries,
target project objectives (carry-over recommendation from
previous year).

83
7.2.3 Continuing and Planned Enhancements for the CY 2013 ODA Review
Proposed enhancements for the CY 2013 ODA Review are listed in Table 7.4.
Table 7.4 Planned Enhancements for CY 2013 ODA Review
Recommendations/Future Enhancements
A parallel reporting of disbursements in Peso should be carried-out to
address forex and expenditure issues as well as to improve reporting
and comparability of ODA statistics across DPs.
Enhance regional disaggregation of ODA.
Report on the amount of outstanding ODA loans of the GPH (including
ODA loans that already closed but not yet paid).
ODA Grants
Review low utilization of grant performance considering the nature,
Portfolio
types and source of the grant assistance. Utilization of grants were
noted low considering these are funds not needing repayments and
free of charge (carry-over proposal from previous year).
ODA Loans and
Prepare a comparative assessment of GPHs ODA portfolio and ODA
Grants Portfolio
portfolio of other developing countries.
Section
ODA Loans
Portfolio
Physical
Implementation
Alert Mechanism
Results
Key
Implementation
Issues
Lessons Learned
Recommended
Actions for CY
2013 and
Beyond
Ensure that all projects reports overall physical accomplishment.

Periodic review of AM and its indicators.
Strengthen results monitoring and evaluation through conduct of (a)
GPH-led ex-post and impact evaluations for selected completed ODA
projects; (b) ensure all completed projects have PCRs and EOPRs; (c)
ensure all ongoing projects have logframes.
Revisit quality of development statements (goal, purpose, outputs) and
characteristics and dimensions of the indicators of project logframes.
Assess the issue of (a) difficulty to secure MB opinion required for sub
project approvals; and, (b) interest rates and funds flow of demand
driven projects (two-step loan type).
Revisit JAW 2 recommendations on start-up delay (advance
procurement and available budget) and prepare updates on agencies
compliance/action taken on these issues.
Assess how lessons learned and good practices are utilized in project
formulation.
Continuing conduct of portfolio-related thematic studies between
annual reviews.
Strengthen further knowledge management (e.g., management
information system support among others) on project monitoring and
evaluation.
Conduct continuing capacity building in all aspects of ODA portfolio
management.

84
CY 2012 REPORT ON THE CLASSIFICATION OF OFFICIAL DEVELOPMENT ASSISTANCE (ODA)

PROJECTS ACCORDING TO GENDER RESPONSIVENESS
Republic Act (RA) 7192 or the Women in Development and Nation-Building Act
mandates the NEDA to monitor the amount of ODA allocated for gender-responsive
programs and projects. RA 7192 supports the United Nations Convention on the
Elimination of All Forms of Discrimination Against Women (UN CEDAW) which defines the
commitment of the states to end discrimination against women in all forms. NEDAs
mandate to monitor the ODA allocation for gender-responsive programs and projects
was reinforced by RA 9710 or the Magna Carta of Women, which was signed into law
in 2009. The performance of this mandate is also in line with the Philippines commitment
to achieve the Millennium Development Goals (MDGs), which includes the promotion of
gender equality and women empowerment as MDG Goal 3.
In keeping with these mandates, NEDA prepares an annual report on the genderresponsiveness of ODA-assisted programs and projects using the Harmonized Gender
and Development Guidelines (HGDG) for Project Development, Implementation,
Monitoring and Evaluation. For the past seven years, NEDA, in coordination with the
ODA-GAD Network1, has been tracking the level of ODA allotted for womens concerns.
This is the fifth year that gender and development perspective is incorporated in the
ODA Portfolio Review, using the inputs provided by implementing agencies. For the CY
2012 report, implementing agencies were requested to provide information on the
gender-responsiveness of their projects using the templates in the HGDG. Box 7,
Summary Assessment of Proposed Projects, guided the assessment of completed and
ongoing projects in CY 2012 2.
Eleven (11) out of the 24 (46%) implementing agencies consulted for this years reporting
submitted their inputs. These agencies are the following: Departments of Agriculture
(DA), Agrarian Reform (DAR), Transportation and Communication (DOTC), Health (DOH),
Education (DepEd), Social Welfare and Development (DSWD), Public Works and
Highways (DPWH), Trade and Industry (DTI), National Irrigation Administration (NIA),
Supreme Court and Land Bank of the Philippines (LBP). These 11 implementing agencies
assessed a total of 38 projects.
The turn-out of submission for the 2012 report is relatively low compared to the
submissions in the previous years. In the CY 2011 report, 92 percent (23 of the 25) of the
agencies consulted submitted inputs, while for CY 2010, the submission was at 61
percent (20 out of the 33).
Table 1. Classification by Gender-Responsiveness (Project Development) (PD)
No. of
Amount
Percent
Item
Projects
(USM$)
distribution
Percent of total portfolio budget adjudged to be
Gender-responsive
8
711.6
28.93
Gender-sensitive
9
488.6
19.96
With promising GAD prospects
12
1,259.1
51.19
GAD invisible in the project(s)
1
0.5
0.02
1ODA
GAD Network, organized in 2002, is composed of gender and development (GAD) officers, focal persons and
advocates of various ODA agencies, together with NEDA and the Philippine Commission on Women (PCW), with the
aim of improving coordination of GAD efforts in the Philippines.
2Using
Box 7 of the HGDG, projects can be classified as: D (GAD is invisible in the project), if score is 0-3.9; C (Project
has promising GAD prospects), if score is 4 to 7.9; B (Project is gender-sensitive), if score is 8 to 14.9; and A (Project is
gender-responsive), if score is 15 to 20.
No. of
Projects
30
Item
Total
Amount
(USM$)
2,459.8
Percent
distribution
100.00
Of the 38 projects reported by the IAs, only 30 have information on the GAD rating and
assessment at the project design stage. These 30 projects have a total allocation of
US$2.459 billion. About 29 percent of this amount was allocated for 8 projects which
were designed to be gender responsive while around 20 percent was allocated for 9
projects which were designed to be gender sensitive (Table 1). Meanwhile, about half of
the total amount (51.2%) or US$1.259.1 billion was allocated for projects classified as
with promising GAD prospects at the project design stage. Only one project was
identified to be GAD invisible or with no gender issues or concerns identified in the
project design. This has an allocation of US$0.5 million accounting for less than 1 percent
of the total amount.
Table 2. Classification of Projects, by GAD category (PD), in US$M
Development Sector
Agriculture, Agrarian
Reform and Natural
Resources
Governance and
Institutional
Development
Infrastructure
Development
Social Reform and

Development
Gender
Responsive
70.03
(45.40)
2 projects
With Promising
GAD Prospects
446.40
(27.21)
Gender
Sensitive
83.75
(54.29)
1 project
23.40
(100.0)
2 projects
204.13
(12.44)
2 projects
195.16
(31.32)
4 projects
Industry and Services
Total
711.59
(28.93)
8 projects
GAD
Invisible
0.48
(0.31)
1 project
989.75
(60.34)
2 projects
158.68
(25.46)
9 projects
269.36
(43.22)
3 projects
18.64
(100.0)
1 project
3 projects
-
488.60
(19.86)
9 projects
1259.11
(51.19)
12 projects
0.48
(0.02)
1 project
Total
154.26
(100.00)
4 projects
23.40
(100.00)
2 projects
1,640.28
(100.00)
13
projects
623.20
(100.00)
10
projects
18.64
(100.00)
1 project
2,459.78
(100.00)
30
projects
*The italicized entries in the parentheses refer to the percentage of allocation for each sector by GAD category to
the totalallocation for the sector.
** Details may not add up to totals due to rounding.
In terms of classification by sector, Table 2 shows that almost all of the allocation for
projects under agriculture, agrarian reform and natural resources (AARNR); governance
and institutional development (GID); and industry and services were designed to be
gender responsive or gender sensitive. Meanwhile, for infrastructure development, 9 out
of the 13 projects, which account for 60.34 percent of the budget for the sector, were
classified as with promising GAD prospects. For the social reform and development
sector (SRD), more than half (56.78%) of the sector allocation was provided for projects
with gender responsive or gender sensitive design, while 43.22 percent went to those
projects identified aswith promising GAD prospects. The only project which was
identified to be GAD invisible in terms of project design was under the AARNR sector,
which accounts for less than 1 percent of the total sector allocation.
Table 3. Classification by Gender-Responsiveness (Project Implementation,
Management, Monitoring and Evaluation) (PIMME)
Item
Percent of total portfolio budget adjudged to be
Gender-responsive
Gender-sensitive
With promising GAD prospects
GAD invisible in the project(s)
Total
No. of
Projects
9
16
11
2
38
Amount
(USM$)
841.59
1,141.01
1,210.94
72.09
3,265.63
Percent
distribution
25.77
34.94
37.08
2.21
100.00
At the project implementation, management, monitoring and evaluation (PIMME) stage,

38 projects were assessed by the implementing agencies. The reported allocation for
these 38 projects was US$ 3.265 billion. Table 3 shows that 25.77 percent of this amount
was utilized for the implementation of 9 projects classified as gender responsive. Sixteen
(16) projects, with a share of 34.94 percent from the total allocation, were identified as
gender sensitive. Meanwhile, around 37.08 percent was used for implementing eleven
projects with promising GAD prospects. Two projects were reported to be GAD invisible
with a 2.21 percent share from the total amount.
Classification by sector shows that half of the projects, for which ratings on genderresponsiveness at the PIMME stage were reported, fall under the infrastructure sector (19
out of 38 projects). The allocation for these infrastructure projects amounted to US$ 2.278
billion covering 70 percent of the total allocation for all the projects reported. Most of
these infrastructure projects were classified as either gender sensitive (8 projects) or with
GAD promising prospects (7 projects). The SRD sector has the second highest share in
terms of allocation at US$ 643 million (20 percent of the total allocation). This amount
was utilized for the implementation of 11 SRD projects, 4 of which were identified as
gender responsive, 4 as gender sensitive and 3 with promising GAD prospects.
Meanwhile, US$ 302.22 million, or 9% of the total allocation was used for the projects
under the AARNR sector. Two (2) of these AARNR projects were classified as gender
responsive, 1 as gender sensitive, 1 as with promising GAD prospects and 1 as GAD
invisible. The projects reported under the GID sector (e projects) and industry sector (1
project) were all classified as gender sensitive projects at the PIMME stage.
The information presented in Tables 2 and 4 show that there is much room for improving
the gender responsiveness of infrastructure projects, which means that the process of
conducting the identification of gender issues and the monitoring of GAD concerns with
respect to project implementation should be given much more importance in the
sector. The lack of awareness of concerned project personnel on GAD issues and on the
policies promoting GAD were cited by the implementing agencies as among the
reasons for the lack of gender responsiveness of some infrastructure projects.
Recommended measures to address these concerns include the provision of capacity
building activities on GAD for project personnel.
Table 4. Classification of Projects, by GAD category (PIMME), in US$M

Development
Sector
Agriculture,
Agrarian Reform
and Natural
Resources
Governance and
Institutional
Development
Infrastructure
Development
Social Reform and
Development
Industry and
Services
Total
Gender
Responsive
Gender
Sensitive
71.64
(23.70)
83.75
(27.71)
2 projects
1 project
23.40
(100.00)
2 projects
835.75
36.67
8 projects
179.47
(27.87)
4 projects
18.64
(100.00)
1 project
1,141.01
(34.92)
16 projects
576.40
25.29
3 projects
195.16
(30.30)
4 projects
843.20
(25.81)
9 projects
With Promising
GAD
Prospects
146.35
(48.42)
GAD
Invisible
Total
0.48
(0.16)
302.22
(100.00)
1 project
1 project
795.23
34.89
7 projects
269.36
(41.83)
3 projects
71.61
3.14
1 project
1,210.94
(37.06)
11 projects
72.09
(2.21)
2 projects
5 projects
23.40
(100.00)
2 projects
2,278.99
100.00
19 projects
643.99
(100.00)
11 projects
18.64
(100.00)
1 project
3,267.24
(100.00)
38 projects
In the AARNR sector, the gender issues addressed by gender responsive/sensitive

projects in this sector include, among others, issues on womens access to resources and
services such as access to capital, information, technology and technical assistance.
These also relate to the issues on participation and decision making capacities of men
and women. These were addressed through the integration of gender concerns in
project planning and implementation and by purposively targeting beneficiaries for
training and activities involving additional sources of credit and income to ensure that
women and men benefit equally. In one particular AARNR project, a gender issue
reported is the lack of access to services resulting from the gaps in basic physical
infrastructure in the rural areas, such as facilities for transportation and water services.
Measures to be taken to address this concern is the inclusion of project components for
the provision of farm to market roads and bridges for safer and more efficient travel and
hauling of goods to the market; and the provision of potable water system to improve
access to safe drinking water and reduce the incidence of water-related diseases.
For the SRD sector, issues identified included the limited gender training and orientation
of project staffs to consider gender concerns in the facilitation of project activities; the
lack of gender sensitivity in dealing with project clients; and gender role stereotyping,
among others. These were addressed through the conduct of peer education seminars
on gender awareness and equality and the development of gender toolkits to aid in the
conduct of more gender responsive project activities.
For the Rural Micro Enterprise Promotion Programme (RuMEPP) under industry and
services, the gender issue identified is that the value chain of some sectors is limited to
the components which have less value-addition. To address this, the adoption of a
Gender-Responsive Value Chain Analysis was recommended to identify the appropriate
type of business development services that could be given to programme beneficiaries
to enhance the contribution of women entrepreneurs in the value chain of priority
sectors.
In the 2 projects reported under GID, (Supporting Governance in Justice Sector Reform
in the Philippines and Judicial Reform Support Project) no gender issues were identified.
Overall, it was observed that the implementing agencies assessment on the genderresponsiveness of their projects has improved particularly in identifying the gender issues
in project design and implementation stage. Although it was noticed that a few projects
with no gender issues identified were still classified as gender responsive/sensitive. And
also, given the results of this monitoring exercise, the conduct of capacity building
activities on GAD targeting project staffs and personnel, should be considered by the
implementing agencies to address the challenge on the need to enhance their gender
awareness and sensitivity. It is also noted that the number of implementing agencies
which provided inputs for this years report is lower compared to the reporting in the
previous years. This indicates that the implementing agencies should be constantly
reminded of the need to report on the assessment of the gender responsiveness of their
projects, not only to improve the turn-out of submission in the succeeding years, but
more importantly, to make certain that regular monitoring and evaluation is conducted
towards ensuring the gender responsiveness of ODA projects.
CY 2012 ODA Portfolio Review

GLOSSARY OF TERMS
Absorptive Capacity
The countrys ability to utilize Official Development Assistance

(ODA) effectively and efficiently in the delivery of programs
and projects objectives and outputs, measured with the use
of four financial indicators Disbursement Level, Availment
Rate, Disbursement Rate and Disbursement Ratio.
Additional Financing (AF)
Provided by WB to ongoing projects to finance (a)

completion of the original project activities in the event of an
unanticipated financing gap or a cost overrun; (b) activities
that scale-up a projects impact and development
effectiveness; and or, (c) modified project activities included
as part of project restructuring when the original loan amount
is insufficient to cover such activities.
AF is provided as a separate loan constituting a new loan
commitment and negotiations where implementation is
limited to only three years.
Alert Mechanism
Instrument that classifies projects into potential and actual

problem projects for priority monitoring and implementation.
Alignment
One of the five principles of Paris Declaration. Donors based

on their overall support on partner countries national
development strategies, institutions and procedures.
Annual ODA Portfolio

Review Report
Document that reviews the performance of the projects

included in the ODA portfolio of the recently concluded
calendar year.
Availment Rate
Cumulative actual disbursements as a percentage of

cumulative scheduled disbursement reckoned from the start
of implementation (i.e. Loan effectivity) up to the reporting
period.
Commitment Fee
Amount levied by the funding institution on the undisbursed

loan amount or a portion thereof, payable per annum.
Cost Overrun
Per ODA Act of 1996 IRR, it refers to 'the additional costs over
and above the ICC-approved project cost.'
Cost Overrun Stock
The cost overrun stock sums up all the amount of cost overrun
requests under the ICC and NEDA Board review stages,
incurred by all active ODA loans, as of the reporting period.
Counterpart Funds
Per RA 8182 (ODA Act of 1996), it refers to 'the component of

the project cost to be financed from governmentappropriated funds, as part of the government's commitment
in the implementation of the project. In the case of
government-owned and -controlled corporations (GOCCs),
the total peso counterpart may be the equity contribution of

G-1
the national government and/or internally generated cash.'

Development Partner
The donor/ funding agency or country making a financial

commitment to the project.
Development Results
Outputs, outcomes,
intervention.
Disbursement Level
Actual disbursements for the year.
Disbursement Rate
Actual disbursements as
disbursements for the year.
Disbursement Ratio
Ratio of the actual disbursements for the year to the net loan
amount available during the year.
End-of-Project Report
Document that provides the details on project design and

implementation, divergence between appraisal targets and
actual accomplishments and reasons thereof, lessons
learned in implementation and initial assessment upon
project completion
Evaluation
Systematic and objective assessment of an ongoing or

completed project, program, or policy, including its design,
implementation, and results.
Ex-Post Evaluation
Evaluation of selected ODA projects conducted two to three

years after project completion
Foreign-Assisted Project
(FAP)
Development projects that benefited from financial or

technical assistance from abroad; another term for Official
Development Assistance or ODA
Forward Obligational
Authority (FOA)
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.
Good Practice Award

(GPA)
A mechanism by which NEDA can: (a) take stock of good

practices in addressing the various issues in ODA
implementation; (b) recognize the implementing agencies
(IAs) which developed such good practices; and (c)
potentially multiply benefits derived from the good practices
by allowing other IAs to learn and adopt them. The GPA is
awarded for: (a) Strategies in Achieving Desired Outcomes;
and (b) Strategies in Resolving Recurring Issues in Project
Implementation.

or
impacts
of
percentage
development
of
target
G-2
Grant Element
Per RA 8182 (ODA Act of 1996), Grant Element is 'the

reduction enjoyed by the borrower whenever the debt
service payments which shall include both principal and
interest and expressed at their present values discounted at
ten percent (10%) are less than the face value of the loan or
loan and grant. The grant element is computed as the ratio
of (a) the difference between the face value of the loan or
loan and grant and the debt service payments to (b) the
face value of the loan or loan and grant.' Further, the
weighted average grant element of all ODA at anytime shall
not be less than forty percent (40%) and each ODA must
contain a grant element of at least twenty-five percent
(25%).
Harmonization
One of the five principles of Paris Declaration. Donors actions

are more harmonized, transparent and collectively effective.
Implementing Agency (IA)
Per RA 8182 (ODA Act of 1996), it refers to 'any department,

bureau, office, commission, authority or agency of the
national government, including government-owned or controlled corporations (GOCCs), authorized by law or their
respective charters, and local government units (LGUs)
likewise authorized by law to undertake development
projects.'
Investment Coordination
Committee (ICC)
Established under Executive Order No. 230, or "Reorganizing

the National Economic and Development Authority" which is
tasked to act as a recommendatory body to the NEDA
Board, the ICC is mandated to evaluate specific major
capital project with respect to their technical, financial,
economic,
social,
environmental
and
institutional
development feasibility/viability and from the context of
sectoral plans and geographical strategies. The Committee
recommends the projects to the NEDA Board for confirmation
of its approvals.
ICC-Approved Cost
Total project cost as approved by the ICC.
Impact Evaluation
Impact Evaluations are carried out to assess achievement of

the overall goal (long term effect to the beneficiaries) of the
project.
Joint Analytic Work (JAW)
A platform for joint in-depth analysis and action planning on

selected key implementation issues. It utilizes the existing ODA
review processes such as the individual agency consultations
and the presentation of draft findings to the inter-agency
committees.
Lessons Learned
Generalizations based on evaluation experiences with

projects, programs, or policies that abstract from the specific
circumstances to broader situations. Frequently, lessons
highlight strengths or weaknesses in preparation, design, and
implementation that affect performance, outcome, and

G-3
impact
Loan Agreement Cost
Loan amount as indicated in the loan agreement.
Loan/Grant Closing Date
Date the project's financial activities are stopped, afterwhich

the borrower can no longer disburse from the loan/grant
account, as indicated in the loan/grant agreement. This is
also synonymous to Loan/Grant Closing Date.
Loan Effectivity Date
Date afterwhich disbursements can be made.
Loan/Grant Signing Date
Date the project's loan/ grant agreement is signed.
Logical Framework
A project design instrument which clarifies the basic logic of

the project, presented in a grid format to show the causeand-effect linkages among projects inputs, outputs, purpose
and goal, their respective indicators and source and
methods use in verifying indicators and the important
assumptions or risks in implementing the project.
Major Final Outputs (MFOs)
Goods and services that a department and its attached

agencies is mandated to deliver to external clients through
the implementation of programs, activities and projects [DBM
National Budget Memorandum No. 112, ser. 2011]
Managing for Development

Results (MfDR)
A management strategy that focuses on development

performance and on country outcomes improvements. It
uses practical tools for strategic planning, risk management,
progress monitoring, and outcome evaluation.
Managing for Results
One of the five principles of Paris Declaration. All countries

will manage resources and improve decision-making for
results.
Monitoring and Evaluation
Periodic tracking of inputs, activities, and outputs of projects

that involves both field and desk work, and assessment of
achievement of outcomes midway during project
implementation and immediately after project completion
Monitoring
Visits/Supervision Mission
On-site validation activities being conducted with DPs and

IAs as necessary
Mutual Accountability
One of the five principles of Paris Declaration. Donors and

partners are accountable for development results.
Net Commitment
Total commitment less cumulative cancellations.

G-4
Official Development
Assistance
(ODA)
Per RA 8182 (ODA Act of 1996), ODA is a loan or loan and

grant which meets all of the following criteria: (a)
Administered with the objective of promoting sustainable
social and economic development and welfare of the
Philippines; (b) Contracted with governments of foreign
countries with whom the Philippines has diplomatic, trade
relations or bilateral agreements or which are members of
the United Nations, their agencies and international or
multilateral lending institutions; (c) No available comparable
financial institutions; and, (d) Contain a grant element of at
least twenty five percent.
Organizational
Performance Indicator
Framework (OPIF)
OPIF is an approach to expenditure management that

directs resources for major final outputs (MFOs) towards
results and measures department/agency performance by
key quality, quantity, timeliness and cost indicators
Oversight Agency (OA)
Any department, authority, office, or agency mandated by

law to oversee the implementation of development projects
Ownership
One of the five principles of Paris Declaration. Partner

countries
exercise
effective
leadership
over
their
development policies, and strategies and coordinate
development actions.
Paris Declaration (PD)
Endorsed on 2 March 2005, an international agreement to

which Ministers, Heads of Agencies and other Senior Officials
adhered and committed their countries and organisations to
continue to increase efforts in harmonisation, alignment and
managing aid for results with a set of monitorable actions
and indicators.
Philippines Development
Forum (PDF)
Primary mechanism of the Government for facilitating

substantive policy dialogue among stakeholders on the
countrys development agenda. It also serves as a process
for developing consensus and generating commitments
among different stakeholders toward critical actionable
items of the Governments reform agenda.
Program Loan
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.
Project Completion Report

(PCR)
Report on the physical and financial status of development

projects, as well as outstanding issues and emerging
outcomes, prepared by the project monitoring office/unit
starting six months before project completion date, and
submitted not later than six months after project completion

G-5
date
Project Facilitation
Project problem-solving sessions conducted with the national

and regional implementing agencies as well as development
partners
Officer (PIO)
Officer of an implementing agency, normally with the rank of

undersecretary or equivalent, designated to oversee the
implementation of all projects of his agency, and to
participate in Quarterly Project Implementation Officers
Meetings and Investment Coordination Committee Cabinet
Committee Meetings
Officers Meeting
Regular quarterly meeting of designated PIOs of all agencies

that serves as a platform for the discussion of agencies ODA
portfolio performance and other related developments
Project Loan
ODA loans that finance projects such as roads, power plants,

irrigation, water supply and sewerage facilities. Project loans
are used for the procurement of facilities, equipment and
services, or for conducting civil and other related works.
Project Monitoring
Office/Unit
Office or unit through which implementing agencies manage

ODA projects
Project Start Date
Date the project started implementation.
Public Investment Program

(PIP)
Ordered listing of priority programs and projects of the

government considered to have the biggest impact on the
development of the country
Quarterly Alert Mechanism
Instrument that classifies projects into potential and actual

problem projects for priority monitoring and implementation
Quarterly Loans
Performance Report
Document that provides financial absorptive capacity

performance of the GOP ODA loans portfolio using financial
indicators (i.e., disbursement level, disbursement rate,
availment rate, disbursement ratio, and utilization rate)
Re-evaluation
Re-evaluation of projects with requests for change in cost,

scope,
implementation
period/
loan
validity
and
supplemental funding
Results
The output, outcome, or impact (intended or unintended,

positive and negative) of a development intervention.
Results Chain
Causal sequence of development interventions that

stipulates the necessary sequence to achieve desired
objectives-beginning with inputs, moving through activities
and outputs, and culminating in outcomes and impacts.

G-6
Results Matrix (RM)
A document that accompany the PDP, it contains

statements of the results to be achieved (sector and subsector outcomes) with corresponding indicators, baseline
information, end-of-Plan targets and responsible agencies.
Scheduled Project
Completion Date
Date the project is scheduled to be physically complete as

approved by the ICC.
Semestral Grants Report
Document that provides information on the magnitude and

utilization of ODA grants portfolio
Technical Co-operation
Per OECD-DAC, includes 'both (a) grants to nationals of aid

recipient countries receiving education or training at home
or abroad, and (b) payments to consultants, advisers and
similar personnel as well as teachers and administrators
serving in recipient countries (including the cost of associated
equipment). Assistance of this kind provided specifically to
facilitate the implementation of a capital project is included
indistinguishably among bilateral project and programme
expenditures, and not separately identified as technical cooperation in statistics of aggregate flows.'
Time Elapsed
Ratio of (a) the age in implementation years (from loan

effectivity to reporting date) to (b) the planned length in
implementation years (from loan effectivity to original loan
closing date).
Total Project Cost
Sum of foreign exchange component in peso equivalent and

local cost of the project.
Undisbursed Amount
Amount committed but not yet spent.
Utilization Rate
Total cumulative disbursements as a percentage of the total

net commitment.

G-7
Annex 1-A

PORTFOLIO REVIEW COVERAGE: AGENCIES
National Government Agencies

1 Autonomous Region of Muslim Mindanao Regional Government (ARG)
2 Bureau of Internal Revenue (BIR)
3 Department of Agriculture (DA)
4 Department of Agrarian Reform (DAR)
5 Department of Environment and Natural Resources (DENR)
6 Department of Education (DepEd)
7 Department of Interior and Local Government (DILG)
8 Department of Energy (DOE)
9 Department of Health (DOH)
10 Department of Science and Technology (DOST)
11 Department of Transportation and Communication (DOTC)
12 Department of Public Works and Highways (DPWH)
13 Department of Social Welfare and Development (DSWD)
14 Department of Trade and Industry (DTI)
15 National Economic and Development Authority (NEDA)
16 National Irrigation Administration (NIA)
17 Philippine National Police (PNP)
18 Supreme Court (SC)
Government-Owned and Controlled Corporations
19 Manila Waterworks and Sewerage System (MWSS)
20 Laguna Lake Development Authority (LLDA)
21 Local Water Utilities Administration (LWUA)
Government Financial Institutions
22 Development Bank of the Philippines (DBP)
23 Land Bank of the Philippines (LBP)
24 Small Business Corporation (SBCorp)
Annex 1-B
Program and Project Descriptions
As of December 2012
TITLE
OBJECTIVE/DESCRIPTION
AGRICULTURE, AGRARIAN REFORM, AND NATURAL RESOURCES

1. Agno River Integrated
Objective(s):
Irrigation Project (ARIIP)
The project aims to:
Improve the operating performance of the covered systems through a modernization-based
Loan Amount: US$89.150M
rehabilitation package.
Implementation Duration:
Increase the crop yield and cropping intensity in the covered systems through physical and
02/01/10 12/31/13
procedural innovations.
Enhance the farmers crop income and living condition in the covered systems through increased
crop production.
Stimulate economic activity in the service area through employment in the project and
expanded farm activity.
Description:
The Agno River Integrated Irrigation Project (formerly San Roque Multi-Purpose Project-Irrigation
Component) is envisioned to provide year-round irrigation to some 34,450 hectares of farmlands to
benefit 28,207 farm-families in the province of Pangasinan. The project is aimed to rehabilitate and
construct irrigation and drainage facilities of two existing National Irrigation Systems (NIS) namely: the
Agno River Irrigation System (ARIS) with a service area of 26,850 hectares and the AmbayaoanDipalo River Irrigation System (ADRIS) with a service area of 7,600 hectares. The construction of a new
Diversion Dam will serve as Re-regulating pond for the peak releases of the San Roque Power
Corporation (SRPC) for irrigation purposes and the provision of a comprehensive institutional
development program for the project.
2. Agrarian Reform
Objective(s):
Communities Project II
The project aims to substantially expand the rural production base by assisting the rural poor in the
(ARCPII)
target areas to break out of subsistence production: (i) diversify their livelihood activities and
increase their marketable surplus; (ii) raise production and distribution efficiency in project areas to
Loan Amount: US$30M/US$70
improve quality competitiveness; (iii) improve the position of small farmers vis--vis the larger markets;
(iv) improve employment opportunities for landless households in the target areas; and (v) promote
3/4/09 12/31/13
equitable distribution of production and productivity gains among all segments of the rural poor in
the target areas.
Description:
The project has four major components, namely: a) Community Driven Development which is
responsible to mobilize, organize and strengthen communities and local institutions throughout the
project; b) Agriculture and Enterprise Development which is design to provide strategic support
TITLE
3.
Agrarian Reform
Infrastructure Project
Phase III
4/15/2008 4/15/2017
4.
Agricultural Credit Support

Project
Loan Amount: JPY 14,608 M
03/26/2010 June 2016
5.
Bureau of Fire Protection

Capability Building Program
for Selected Priority Cities
Project
Loan Amount: EUR20.49M
4/5/2012
6.
Community Based Forest

and Mangrove Management
Programme (CBFMMP) in
Panay and Negros
services to participating ARCs and ARC clusters, which is expected to improve livelihoods through
better market orientation and value addition by ARBs; c) Rural Infrastructure Development which
enhances ARC connectivity and promote development of agribusiness lands, the rural infrastructure
development output will reduce transportation time therefore generating the saved time for more
productive use; d) Project Implementation and Management which will be ensured by providing
resources to support the management structure which will be fully mainstreamed at the national,
regional, provincial and local levels.
Objective(s):
The project aims to reduce poverty and unemployment by developing agri-enterprises, making food
plentiful, enhancing the enabling mechanisms to spur economic activities.
Description:
Project aims increase the average annual household income of farmer-beneficiaries in the covered
ARCs through the construction/rehabilitation of communal irrigation projects/systems, post-harvest
facilities, farm-to-market roads and bridges, potable water supply systems, Agrarian Information and
Marketing Centers (AIM-C), and organizing/strengthening of the people's organizations involved,
ultimately leading to the poverty alleviation in rural areas in the Philippines.
Objective(s):
The project intends to make available short, medium and long term funds to address the credit
needs of key agribusiness players through sub-loans for direct lending and relending.
Description:
Eligible sub-borrowers would be cooperatives, private financial institutions (PFIs) and conduits for
relending to small farmers and fishers (SFF), SMEs and private firms serving as anchor firms for project
of SFFs.
Objective(s):
The Project seeks to partially address the gaps in the required number of fire trucks for variouscities
nationwide.
Description:
It involves the supply and delivery of 76 units of Rosenbaur TLF, 4000-liter water pumper fire trucks for
distribution to recipient cities. The project is responsive to the BFPs responsibility of providing at least
one fire station and one fire truck for every municipality nationwide.
Objective(s):
CBFMMPs overall objectives include the sustainable management of forests and mangroves, and
poverty alleviation through additional livelihood opportunities in the rural areas of Panay and Negros.
Description:
The project seeks to address the complex issue of sustainably managing the forest area covering the
provinces of Aklan, Antique, Capiz, Iloilo, Negros Occidental, and Negros Oriental involving 147
TITLE
Implementation Schedule:
1/09 12/15
7.
Forestland Management
Project
Loan Amount: 9244M
7/3/2012 3/2022
8.
Help for Catubig

Agricultural Advancement
Project
Loan Amount: 5,210 M
1/23/2002 1/23/2013
9.

Productivity Enhancement
Sector (InFRES)
Community-Based Forest Management Agreement (CBFMA) holders in 65,000 hectares of land while
improving the socio-economic condition of approximately 7,300 households through the
combination of policy and field interventions , which include resource rehabilitation, and
enhancement, livelihood and enterprise development.
Objective (s):
Aims to strengthen forestland management through implementing community based forest
management in three (3) river basins (Upper Magat and Cagayan, Pampanga and Jalaur) in
sustainable manner, thereby improving forest conservation and socio-economic conditions of
upland dwellers, and contributing to disaster risk mitigation efforts in vulnerable areas.
Description:
The project shall characterize the forestlands of twenty five (25) subprojects so that the appropriate
forest management strategies could be implemented effectively and equitably. FMP will provide
greater emphasis on the capacity building of the Peoples Organizations (POs) and DENR personnel.
The procedures and organizational structure for the implementation of the project likewise been
improved as it features preparation of thematic maps at the beginning of project implementation
and more direct participation of POs in the planning of watershed and site development. It shall
initiate the creation of a Watershed Management Council (WMC) or similar body deemed
appropriate to promote participation of local government units (LGUs) and other stakeholders in
watershed management and the establishment of Payment for Environmental Services (PES) and
other cost sharing mechanism.
Objective(s):
The project aims to alleviate poverty by raising the income level of farmers, generate employment
opportunities and improve the social infrastructures and services of the target area specifically to: (1)
increase agricultural production by provision of irrigation and drainage facilities and extension of the
road network; (2) strengthening the productive activities with the development of agricultural support
services and institution; and, (3) enhancing public health through Schistosomiasis control and provision
of basic social services.
Description:
Construction of three (3) irrigation systems with an area of 4,550 hectares, flood protection and
drainage facilities, improvement of rural infrastructures, schistosomiasis control and other agricultural
support services.
Objective(s)
The Project aims to increase rural incomes in areas with high agricultural potential by providing a
complimentary package of infrastructure and capacity building support to targeted LGUs and farm
communities.
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Loan Amount: US$75M

30/06/08 30/06/10
30/06/11
Description:
InfRES adopts a demand-driven approach whereby LGUs package proposals which will be
subjected to further evaluation based on technical, financial and economic eligibility criteria. The
project shall remove the constraints to the improvement of agricultural productivity and reduce rural
poverty by increasing agricultural productivity and profitability. This shall be achieved by the
provision of infrastructure in areas where there is potential for sustainable gains in productivity that
will lead to increases in rural incomes, particularly for the farmers and the poor.
Objective(s):
The project aims to enhance coastal resources and reduce poverty among municipal fisher folk. It
intends to sustain management of coastal resources through the introduction of an integrated and
participatory approach to coastal resources management and biodiversity conservation. Likewise, the
project will introduce enterprise development to increase income of the coastal communities.
Description:
The Project comprises four components namely : (1) policy and Institutional Strengthening and
Development, which will develop an institutional framework for national and local government
coordination of ICRM; (2) Integrated Coastal Resources Managment (ICRM) and Biodiversity
Conservation, which will protect and manage coastal ecosystems in selected threatened areas of
high biodiversity. (3) Enterprise Development and Income Diversification, which intends to provide
municipal fisher folk with supplementary income and reduce their reliance on fishing by promoting
environment friendly sustainable enterprises and livelihoods; and (4) Social and Environmental
services and facilities, which shall address the basic social services needs of disadvantage coastal
comuities, and support local governments efforts to mitigate coastal pollution and degradation of
resources. The project will be implemented in six priority marine biodiversity corridors and ecosystems
covering 80 municipalities in seven (7) provinces. The DENR, the Department of Agriculture, through
the Bureau of Fisheries and Aquatic Resources (BFAR), and participating municipal local
governments will share the implementation responsibilities.
10. Integrated Coastal Resources

Management Project (ICRMP)
7/07- 6/13
11. Jalaur River Multipurpose

Irrigation Project, Phase II
Loan Amount: PhP 8.950 B or
US$ 207.88 M
11/28/2012 - 2016
Objectives:
The project will provide year-round irrigation water supply to 22,340 ha from the improved 5 existing
River Irrigation Systems (RIS) and 9,500 presently rainfed areas (7,000 ha palay and 2,500 ha
sugarcane) or a total of 31,840 ha target irrigation service area.
Description:
It involves the construction of a hydro-power electric plant that can generate 6.6 MW of electricity.
The project will also supplement the supply of water for domestic and industrial use.
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12. Laguna de Bay Institutional
Strengthening and
Community Participation
Project (LISCOP)
Loan Amount: US$5M
07/27/11 06/14
13. Land Administration and
Management Project (LAMP2)
10/11/05 9/12
14. Mindanao Rural Development

Project
Adaptable Program Loan 2
(MRDP2)
Loan Amount: US$83.752
7/07 12/12
Objectives:
LISCOP aims to help save the lake from further degradation by working with stakeholders to reduce
pollution and improve the environmental quality of the lake and its watershed.
Description:
The projects main objective is to assist the Laguna Lake Development Authority, Local Government
Units, and other stakeholders to improve the environmental quality of the Laguna De Bay watershed.
This will be achieved through behavioural changes and activities undertaken by watershed users;
and improved planning, regulatory instruments and incentives, and participation in the
environmental management of the watershed.
Objectives:
To increase land tenure security and improve land administration through: (a) the implementation of
institutional legal reform; (b) realization of an accelerated titling program in selected regions,
provinces and municipalities; and (c) the establishment of a fair and uniform valuation system.
Description:
The Second Land Administration and Management Project Phase 2 (LAMP2) is the second phase of
the long-term commitment (15-20 years) to alleviate poverty by improving the security of land tenure
and to sustain economic growth by fostering efficient land market in rural and urban areas. It is
envisioned to lay the foundation for the improvement of interagency collaboration in the delivery of
integrated land administration services which support tenure security and property valuation. The
project has five (5) components namely: (1) Development of Policy and Regulatory Framework;
(2) Institutional Development and Capacity Building; (3) Security of Land Tenure; (4) Property
Valuation and Taxation, and (5) Project Management/Innovative Support Fund (ISF). Implementation
of components 1- 3 is led by the DENR, in partnership with DOJ/Land Registration Administration,
while Component 4 is being implemented by the Department of Finance. Project Management is
based at the DENR. ISF is implemented by AusAID with selected 16 LGUs.
Objective(s):
The overall program objectives are as follows: [a] institutionalizing and decentralizing services
delivery to enhance productivity, transparency, accountability, and community participation; [b]
improving access to viable livelihood opportunities for targeted communities in Mindanao; and [c]
developing sound natural resources management practices.
Description:
MRDP II includes [a] investments for governance reform and program administration to strengthen
institutional capacity of DA and participating LGUs in Mindanao; [b] rural infrastructure sub-projects
to improve access to basic rural infrastructure services; [c] community fund for agriculture
development sub-projects to address diverse investment priorities of rural communities; and [d]
natural resources management to conserve upland resources, coastal and marine biodiversity.
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Agrarian and Agriculture
Development Project
(MINSAAD)
Loan Amount: 6,063 M/
PhP 3,349.994 M
7/3/2012 7/3/2019
16. National Irrigation Sector
Rehabilitation and
Improvement Project (NISRIP)
Loan Amount: 6,187
7/3/2012 12/2017
17. National Program Support for

Management
Project (NPS-ENRMP)
11/07 12/12
Development
Project (PIDP)
11/3/09 3/31/15
Objective(s):
The project aims to contribute to poverty alleviation, development of agribusiness, employment
generation, promotion of peace and order, and improvement of quality of life of beneficiaries.
Description:
The project aims to increase the productivity and income of agrarian reform beneficiaries (ARBs) and
other farmers in twelve (12) settlement areas in Regions X, XI, and XII thru sustainable agriculture,
agribusiness, and agroforestry development. It also supports institutional development and rural
infrastructure development in agrarian reform communities (ARCs).
Objective(s):
The Project aims to increase rice productivity and establish sustainable O&M system through
rehabilitation of irrigation facilities, strengthening of IAs, and provision of agricultural support, thereby
contributing to rice self-sufficiency and increase in income of farm households.
Description:
The Project involves civil works for the rehabilitation of existing irrigation facilities, and construction of
IA support facilities in selected sites. It also consists of (i) institutional development, (ii) helping IAs and
NIA to implement the IMT program, and (iii) strengthening IAs by providing a package of IA support
facilities as well as farming guidance and water management under integrated crop management
(ICM). It covers 11 National Irrigation Systems (NIS) with a firmed-up service area of 35,670 ha.
Objective(s):
The projects major objectives are to assist DENR to improve its efficiency and effectiveness in its
service delivery; and enhance ecosystem services for global and local benefits.
Description:
The project consists of three (3) major components: Part (1) Policy Development, Planning,
Monitoring and Evaluation; Part (2) Integrated Ecosystem Management; and Part (3)
Environmental and Natural Resources Management.
Objective(s):
The project aims to i) transform NIA into a strategically focused and financially viable irrigation
service agency through the implementation of Rationalization Plan; ii) enhance participation of IAs
through building their capacity in irrigation development and management, and implementing
Irrigation Management Transfer (IMT); and iii) improve irrigation service delivery through
rehabilitation, improved O&M and modernization of National Irrigation Systems (NISs).
Description:
The project constitutes the first phase of a long-term program supporting irrigation reforms in the
Philippines whose objective is to improve the irrigation service delivery so as to have it provided on a
financially and technically sustainable basis in order to contribute to increased agricultural
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production and productivity among beneficiary farmers in irrigated areas.

Enhancement
Programme (RaFPEP)
Loan Amount: US$15.9 M
11/09/09 - 10/15
20. Second Cordillera Highland

Agricultural
Resource Management
Project (CHARMP2)
Loan Amount: US$10 M
(OFID)
US$26.56 M/
US$561 M (IFAD)
OFID - 17 Feb 2009 31 July
2013
IFAD 11/15/08 05/15/2016
Objective(s):
To reduce poverty and improve the quality of life of paddy farming households in participating
rainfed and irrigated areas in selected provinces under the Rice Self-Sufficiency Plan 2009-2013.
To increase rice paddy production of farmer beneficiaries in rainfed and irrigated areas.
Description:
RafPEP is composed of two sub-projects: (a) The Rapid Seed Supply Financing Project (RaSSFIP)
focuses on the procurement and distribution of certified seeds (CS) to priority provinces producing
below the national average and the lowland rainfed areas. It has a target of 803,750 hectares
covering 13 regions for the 2009-2010 cropping year; (b) The Irrigated Rice Production Enhancement
Programme (IRPEP) will be implemented starting 2010 to 2015. The target areas include regions 8 and
10. IRPEP has the following components: 1) Strengthening of IAs; 2) Irrigation and Rural Infrastructure;
3) Provision of production inputs and related support activities; 4) Provision of marketing and
processing facilities; and 5) Programme management and policy dialogues and reviews.
Objective(s):
The project aims to reduce poverty and improve livelihoods of poor rural indigenous communities in
the upland areas of CAR.
Description:
The project includes [a] Social Mobilization, Participatory Investment Planning and Land Titling; [b]
Community Watershed Conservation, Forest Management and Agro-forestry; [c] Agriculture,
Agribusiness Development and Income Generating Activities; and [d] Rural Infrastructure Development.
SOCIAL REFORM AND COMMUNITY DEVELOPMENT
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21. ARMM Social Fund Project
Loan Amount: US$ 33.6 M/JPY
2.47 B /US$30.0 M*
2/24/2011 5/14/2014
22. Credit for Better Health Care

Loan Amount: US$50 M (ADB);
US$50 M (KfW)
8/19/2005 8/19/2015
Development of sub-specialty
Capabilities for HeartLung-Kidney Diseases
Loan Amount: Euro 14.60 M
4/25/2005 12/25/2010
Objective(s):
The project aims to reduce poverty and help build sustainable peace in conflict-affected areas in
the ARMM.
Description:
The ARMM Social Fund is a poverty reduction and peace-building project which involves (a)
provision of small-scale community projects (i.e Post-harvest Facilities, Classroom Buildings, Water
Systems, etc.) and livelihood programs to women and out of school youth in target communities; (b)
construction of strategic regional infrastructure (i.e. Rehabilitation of Polloc Port, Lamitan District
Hospital, etc); and (c) institutional strengthening and governance. It is implemented in the ARMM
provinces of Basilan, Lanao del Sur, Marawi City, Maguindanao, Sulu, and Tawi-Tawi.
Objective(s):
The project aims to improve the health condition of Filipinos and empower them to contribute more
to the countrys economic development, and in particular, to provide funding assistance to healthrelated projects: (a) for the acquisition or improvement of facilities of primary, secondary or tertiary
hospitals particularly those accredited with Philippine Health Insurance Corporation and other
healthcare facilities; and (b) support in establishing the infrastructure and logistics requirements in
support of the growing medical tourism in the country.
Description:
CBHCP aims to improve the health condition of Filipinos and empower them to contribute more to
the countrys economic development, and in particular, to provide funding assistance to healthrelated projects: (a) for the acquisition or improvement of facilities of primary, secondary or tertiary
hospitals particularly those accredited with Philippine Health Insurance Corporation and other
healthcare facilities; and (b) support in establishing the infrastructure and logistics requirements in
support of the growing medical tourism in the country.
Objective(s):
The project aims to increase the capacity and improve the quality and accessibility of specialized
services needed by patients suffering from heart, lung and kidney diseases in Luzon, Visayas and
Mindanao.
Description:
Provide medical equipment and the necessary training for the use of equipment to:
(1) Develop and increase substantially capabilities in cardiology, pulmonary, nephrology, thoracic
and transplantation surgery in three hospitals in Luzon and Visayas, and (2) develop the diagnostic
and treatment capabilities of selected regional and medical centers and/or hospitals in Luzon and
Visayas and Mindanao.
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23. Health Sector Development
Project
Loan Amount: US$ 13 million
01/12/2005 06/30/2012
24. Health Sector Reform Project

Loan Amount: 10 million
(US$15.76M)
6/27/2008 12/30/2011
25.
Loan Amount: US$ 59.12 M
2/24/2011 5/14/2014
Objective(s):
The objective of the project is to support the implementation of well-defined investment packages in
selected convergence sites to improve the health status of the poor, marginalized and vulnerable
groups in the project provinces by increasing their access to and utilization of improved health
services. It intends to support the implementation of the Health Sector Reform Agenda (HSRA) of the
DOH by augmenting government efforts to reform the countrys health system through the FourMULA
ONE (F1) reform framework. It will help DOH demonstrate in five (5) selected provinces that the
implementation of the HSRA as a package improves access to quality health services and their
utilization by the poor.
Description:
HSD Project is an investment loan that would finance critical interventions to improve effectiveness
and efficiency of health services in selected five (5) convergence sites, and in DOH and Philheath.
The first component focuses on the strengthening of implementation capacity at all levels under the
leadership of the DOH. The second component directly supports the five selected convergence sites
in implementing reforms aiming at pro-poor, effective and cost-efficient local health systems based
on the HSRA.
Objective(s):
The project aims to contribute to the improvement of the health status of the population, especially the
poor, and to the achievement of the health related Millennium Development Goals (MDGs) in the
program provinces. Further, it aims to contribute to the implementation of the Health Sector Reform
Agenda and improvement of service delivery of public health providers in the project areas.
Description:
The project concerns the financing of health infrastructure and related investments in selected LGUs.
In particular, it involves sub-loans to LGUs through the Municipal Development Fund Office for
financing health sector investments. It also covers trainings, studies, consulting services or other
activities in support of the participating LGUs to the Health Sector Reform Agenda.
Objective(s) :
The Project aims to empower communities in targeted poor municipalities and urban areas in
order for them to achieve improved access to sustainable basic public services and to
participate in more inclusive Local Government Unit (LGU) planning and budgeting.
Description :
A follow - on to the parent project (KALAHI-CIDSS), KCAF will adopt enhanced modalities in
implementation and in engaging LGUs. It will utilize an LGU-led Community-Driven Development
(CDD) approach (Makamasang Tugon or MT) for previously supported municipalities that meet
performance and governance criteria. The MT approach is designed to give greater responsibility
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and authority to municipalities on program implementation at the local level, while retaining
DSWDs monitoring and oversight functions. The Additional Financing (AF) would also support
piloting of the KALAHI-CIDSS in selected urban poor communities which were not previously
implemented due to operational constraints. The following activities will be conducted under
each of the following Components: (a) Barangay Grants identification of needs, preparation of
proposals, carrying out of sub-projects trough provision of barangay grants; (b) Implementation
Support local community mobilization, capacity strengthening of LGUs (to carry out social
accountability activities, grievance redress system, third party monitoring, active information
disclosure); (c) Urban Grants identification of barangay needs, preparation of proposals,
supervision and community-based monitoring, carrying out of investment sub-projects through
barangay grants; and (d) Project Management capacity strengthening of the National Project
Management Office and Local Communities, carrying out of audits of community sub-projects.
26. National Sector Support for

Health (NSSHRP)
Loan Amount: $ 110.M
3/27/2007
3/31/2012
27. National Support for Basic

Education
Loan Amount: US$200M
1/1/2007 12/01/2011
Objective(s):
The objectives of the project are to assist the borrower in: (a) improving priority public health
outcomes and increasing the utilization of health services by the poor in project areas and for
conditions or diseases subject to intervention under the project and (b) increasing financial
protection of indigents from health care Loan Amounts.
Description:
The project is a budget support program to DOHs services through their budget line items covering
the entire country. However, a specific loan component ($10 M out of $110 M) of the project is
directed to finance DOH counterpart financing for the EC thrust fund to Formula One 16 provinces.
The NSSHRP consists of the following components: (a) Health Financing; (b) Health Service Delivery:
Public Health Services; (c) Regulation of Pharmaceuticals; and (d) Health Sector Governance
Reform.
Objective(s):
To improve quality and equity in learning outcomes for all Filipinos in basic education
Description:
The NPSBE will assist the DepED in the implementation of its Basic Education Sector Reform Agenda
(BESRA) by financing priority initiatives. Within the Medium Term Philippine Development Plan, the
basic education sector defined targets to achieve Education for All (EFA) goals by 2016, and
establish an overall strategy reform based on principals ensuring that schools comes first. In keeping
with the emphasis on providing resources as directly as possible to learners through SBM, BESRA
organizes policies and actions for carrying out those policies and actions into five (5) categories
called Key Reform Thrusts (KRTs). The KRTs essentially define the change agents and environments
conducive to reforms: schools, teachers, social support to learning, complimentary interventions,
and DepEDs institutional culture. The four components of the NPSBE focus on the improved quality
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and equity, and effective resource mobilization. They are readily traceable to the KRTs but were
categorized differently to represent strategic actions where financial support and associated
monitoring can make a decisive impact on the reform agenda.
28. Second Womens Health and

Safe Motherhood
Project
Loan Amount: US$ 16 M
12/28/2005 06/30/2013
29. Social Protection Support

Project (SPSP)
12/01/11 31/09/15

Development Reform Project
(SWDRP)
19/02/10 30/06/14
Objective(s):
The project aims to contribute to the national goal of improving womens health by: (a)
demonstrating in selected sites a sustainable, cost-effective model of delivering health services that
increases access of disadvantaged women to acceptable and high quality reproductive health
service and enables them to safely attain their desired spacing and number of children; and (b)
establishing the core knowledge base and support systems that can facilitate countrywide
replication of the project experience as part of the mainstream approaches to reproductive health
care within the framework of Health Sector Reform Agenda.
Description:
The 2WHSMP seeks to pilot in selected sites effective interventions to address womens health and
safe motherhood service concerns specifically integrating the following national programs: Maternal
Care, FP, STI-HIV and Adolescent Youth Health (AYH) while testing out efficient ways to deliver these
services in a cost-effective and sustainable manner. This service delivery strategy is focused on
maximizing synergies among these key services and on ensuring a continuum of care across levels of
the referral system.
Objective(s):
The Project will contribute to reduced poverty and accelerated achievement of MDGs through
increased school attendance among children 6 14 years old, and improved health of children 0 5
years old.
Description:
The Project will support the Government in: (a) implementing and expanding the 4Ps by financing
the Set 2 and Set 3 areas; (b) implementing the national household targeting mechanism for
identifying and selecting poor households; (c) providing capacity development and support for all
key management activities including household registration, compliance verification, payment
management, organizing assemblies of grantees and strengthening gender and indigenous peoples
aspects; and (d) implementing MIS, M&E and operation of the grievance redress system. It will cover
a total of 583,000 households in 436 municipalities and 37 cities in53 provinces.
Objective(s):
The SWDRP aims to strengthen the effectiveness of the DSWD as a social protection agency to
efficiently implement the new conditional cash transfer (CCT) program (4Ps) and expand an efficient
and functional national household targeting system of social protection program.
Description:
The Project will finance the implementation of the National Household Targeting System for Poverty
Reduction (NHTS-PR), implementation of Pantawid Pamilyang Pilipino Program (4Ps), and the building
up of DSWDs institutional capacity to lead in social protection.
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INFRASTRUCTURE DEVELOPMENT
31. Angat Water Utilization and
Adequate Improvement
Project
Loan Amount: US $116.60M
05/07/2010- 05/07/2014
32. Arterial Road Bypass Project I

(Plaridel & Cabanatuan)
(JICA)
Loan Amount: 6,223M
10/2004 02/2013
33. Arterial Road Bypass Project

(Phase II)
Loan Amount: 4,591M
7/3/2012 7/3/2019
Objective(s):
The project aims to maintain the security of water supply for Metro Manila by ensuring the safety and
integrity of the raw water conveyance system via Umiray, Angat, and Ipo dams to water treatment
plants in La Mesa and Balara.
Description:
The project involves (i) the construction of a 9.9 kilometer aqueduct (AQ- 6) (under Phase I); (ii) the
rehabilitation of the 5.5 kilometer aqueduct (AQ-5) (under Phase II); (iii) the interconnection six (6)
aqueducts (AQ-1, AQ-2, AQ-3, AQ-4, AQ-5, AQ-6); and (iv) the clearing of right of way (ROW) by
providing disturbance compensation to affected families in accordance with Urban Development
Housing Act.
Objective(s):
The project aims to improve urban environment and amenity [mitigate serious traffic congestion of
urban sections and guide sound urbanization] to contribute to the socio-economic development in
the influence areas.
Description:
The Upgrading Inter-Urban Highway System along the Pan-Philippine Highway (Sta. Rita, Plaridel
San Jose Section) Project was approved by the ICC on 2 March 2000. Total project cost at approval
was PhP9,398.03 million. At that time, the project involved the construction of three bypass roads
along the Pan-Philippine Highway, namely: (a) Plaridel-Baliuag Bypass (21.989 km); (b) Cabanatuan
Bypass (30.351 km); and (c) San Jose Bypass (7.31 km).
Objective(s):
The project aims to improve urban environment and amenity [mitigate serious traffic congestion of
urban sections and guide sound urbanization] to contribute to the socio-economic development in
the influence areas.
Description:
The Upgrading Inter-Urban Highway System along the Pan-Philippine Highway (Sta. Rita, Plaridel
San Jose Section) Project was approved by the ICC on 2 March 2000. Total project cost at approval
was PhP9,398.03 million. At that time, the project involved the construction of three bypass roads
along the Pan-Philippine Highway, namely: (a) Plaridel-Baliuag Bypass (21.989 km); (b) Cabanatuan
Bypass (30.351 km); and (c) San Jose Bypass (7.31 km). The project was resubmitted to the ICC for
approval in 2002 due to change in cost and scope of works. In view of the investment requirement
and GOP budgetary constraints, a two-stage construction of the three bypasses was proposed as
follows:
a)
Initial Stage involves the construction of two-lane carriageway bypasses. This stage will be
implemented in two phases to have the necessary time required for right of way acquisition.
(i) Phase I involves the Plaridel Bypass Road Package I (6.87 km) and Cabanatuan Bypass
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Road Project Packages II and III (11.68 km), otherwise known as the Arterial Road Bypass
Project Phase I, or ARBP I. However, implementation of CPs II and III of Cabanatuan Bypass
was deferred and replaced by CP I and II of the Plaridel Bypass. The ARBP I was the
subject of the closed JICA loan (PH-P236).
(ii) Phase II involves the remaining packages of Plaridel Bypass [Packages 2, 3 and 4 (16.05
km)] and Cabanatuan Bypass [Packages 1 and 4 (22.57 km)] and the San Jose Bypass
(7.98 km, initially at two lanes). Implementation of CP III and IV is the subject of the existing
JICA loan (PH-P250) while Cabanatuan Bypass is still deferred.
b)
34. Bacolod Silay Airport Access

Road Project
10/20/2009 10/20/2012
35. Bridge
Construction/Replacement
Project
Loan Amount: 30.363 M
03/09/2010 09/09/2012
Ultimate Stage involves the widening of the two-lane carriageways implemented under the
Initial Stage to four lanes.
Objective(s):
The project aims to provide smooth accessibility to the new Bacolod Airport from Bacolod City and
to reduce traffic congestion on the Bacolod Coastal Road (North Section) as it is the only existing
access road that links Bacolod, Talisay and Silay cities to the new airport.
Description:
The project involves construction of a new airport access road that will provide connection from the
New Bacolod (Silay) Airport in Silay City to Bacolod City. The airport access road runs parallel to and
about 3-4 kilometers east of Bacolod Coastal Road and traverses mostly at the backskirt of Talisay
City and Silay City. It branches off at the north tip of the existing Bacolod Circumferential Road and
ends at about 500 meters west of the New Bacolod (Silay) Aiport on Silay-Guimbalaon Road.
Objective(s):
The project aims to provide permanent bridges along national roads to improve the economic,
social, industrial and agricultural activities of the recipient communities and to provide safe and
faster transport thereby effectively utilizing the existing road systems.
Description:
The project involves the construction/replacement of 91 new and temporary weakened bridges with
a length of 3,675 lm (from the originally ICC-approved 100 bridges with total length of 5,660 lm) using
modular steel bridging technology, located in all regions except the National Capital Region (NCR)
and the Autonomous Region of Muslim Mindanao (ARMM). Readily usable from Spain, with standard
span lengths of 20, 25, 30, 35, 40, 45, 50, 55, and 60 lineal meters, will be used in the project. The steel
bridges will have a roadway width of 7.32 meters and shoulder widths of 0.76 meters per side (1.52 m
for both sides).
The foreign component of the project includes the supply CIF Manila port of steel bridge materials,
the complete construction of pilot bridge (including construction of substructure and other civil
works, construction of approaches and others, installation of superstructure and construction of
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concrete deck slab), project management and detailed design of all bridges.
The local component of the project includes mainly the payment of customs duties and taxes, VAT,
etc., transport of steel bridge materials from CIF Manila to depots and from depot to sites and the
project supervision of the bridges, conduct of environmental impact assessment, depot
management and right of way acquisition, if any and the total construction of the remainder of the
bridges not covered by the foreign component of the project.
36. Central Luzon Link Expressway

Project
Objectives:
(1) to support sound development of Regional Growth Pole Cities of Tarlac and Cabanatuan City;
(2) provide fast, safe, comfortable, and reliable road access among Tarlac City in Tarlac, and the
cities of San Jose, Cabanatuan, and Sta. Rosa in the province of Nueva Ecija City; and (3) to cut
travel time along the Pan-Philippine Highway (or Daang Maharlika) from San Jose City to Balintawak
(148 km) from 4 hrs and 75 mins (with ave. speed ranging from 40-45 kph) to 2 hrs. and 7 mins (with
ave. speed of 80-85 kph) through the CLLEx- SCTEx-NLEx route (176 km) (travel time savings of 2 hrs.
38 mins.)
Description:
The project involves the construction of a four-lane 30.7 km toll expressway connecting the terminus
of the Subic-Clark-Tarlac (SCTex) in Tarlac City to Cabanatuan City. It also entails the construction of
seven bridges with total length of 1,886 meters, five interchanges, and 23 units of toll booths.
37. Credit Line for Energy

(CLEECP)
Objective(s):
To contribute to increased energy efficiency and climate protection in the Philippines by significantly
reducing the direct consumption of primary energy (e.g., diesel, coal, gas) and direct greenhouse
gas emissions.
Description:
The loan component of the project is a credit facility amounting to EUR 20 million (2 tranches, EUR 10
M each) which will be re-lent to eligible sub-borrowers of LBP who are undertaking project/s that
would reduce the direct consumption of primary energy (e.g., diesel, coal, gas) and direct
greenhouse gases.
The loan has an accompanying technical assistance (TA) grant amounting to EUR 0.5 million for LBPs
preparation and evaluation of energy efficient investments, provision of assistance to sub-borrowers
and potential clients (e.g., energy audits, etc.). The TA will also be used for processing CDM for subprojects and marketing the credit line.
TITLE
38. Environmental Development
Program
Loan Amount: JPY24.846
01/07/08 01/07/16
39. Flood Risk Management

Project along selected
Principal Rivers II
7/3/2012 7/3/2020
40. Gapan-San FernandoOlongapo Road Project, Phase
II
10/21/2009 4/20/2014
41. Greater Modular Access

(GMA) RoRo ports
Loan Amount: 150 M
4Q 2007 2010
Objective(s):
The project aims to reduce emissions of environmental pollutants by providing Local Government
Units, Government Owned and Controlled Corporations, Cooperatives/Association, Private
Corporations, and Water Districts with mid- and long-term fund through the Development bank of
the Philippines (DBP), thereby contributing to environmental protection and the improvement of
living conditions.
Description:
The project will provide sub-loans to water supply and sanitation, new and renewable energy,
industrial pollution control, and solid/health care/hazardous water management through retail and
wholesale lending schemes.
Objective(s):
The project aims to mitigate flood damages caused by channel overflow of the Pasig-Marikina River
to facilitate urban development and enhance favorable environment along the river.
Description:
The project involves the improvement of about 31 km stretch of Pasig-Marikina River against flooding
with occurrence return period of 30 years, from Delpan Bridge to Marikina Bridge (Sto. Nino).
Objective(s):
The project aims to reduce transportation constraints on the existing road, induce economic
development in the area and promote the achievement of the development objectives being
pursued in the Central Luzon region. The improvement of the road is also envisaged to provide safer,
convenient and faster travel for motorists coming from the south and north of the project area to
various tourist and business destinations in Olongapo, Zambales and Bataan.
Description:
The project involves widening of the existing two (2)-lane, 11.30 km Sta. Cruz to Hermosa Road into
four (4) lanes including widening/new construction of eight (8) bridges, shoulder improvement on
two-lane, 2.85 km Layac-Dinalupihan road, and improvement of existing 6-lane road of 1.72 km from
NLEX Rotonda to Dolores Flyover in San Fernando.
Objective(s):
The project aims to provide the necessary water transport infrastructure complement to the
development of the Strong Republic Nautical highway (SRNH)/Western Nautical Highway and PanPhilippine Highway/Eastern nautical Highway.
Description:
The project involves the nationwide installation, establishment, and development of a total of
TITLE
seventy-two (72) RORO ports.
42. Laguindingan Airport AirNavigation System and

support facilities Supply
project
Objective(s):
Aims to meet increasing air transportation demand and accommodate unconstrained operations
and unlimited development in the Region.
Description:
Involves procurement of navigational equipment and support facilities, including installation and
training
2/10/2012 7/10/2014
Development Project
Loan Amount: EDCF US$30.6
M; KEXIM - US$62.75 M
3Q 2007 01/2012
44. Local Government Units

Investment Programme II (LIP)
9/5/0612/30/10

Development Project (JICA)
Loan Amount: JP 30,380 M
12/24/2009 12/24/2016
Objective(s):
Aims to meet increasing air transportation demand and accommodate unconstrained operations
and unlimited development in Region.
Description:
Construction of a new international-standard airport at Laguindingan, Misamis Oriental, to replace
the two existing airports in the Cagayan de Oro-Illigan corridor. The Project entails the preparation
of a detailed engineering design, based on the completed corridor airport master plan, and the
construction of a new airport. This includes but is not limited to the provision of landside facilities such
as passenger terminal building, vehicular parking area, access road, and airside facilities such as
runway, taxiway, apron, and installation
Objective (s):
The Programmes overall objective is to improve the living conditions on a national basis. The project
aims to facilitate the access of LGUs to long-term funds and address the long-term financing needs
of LGU investment and development projects.
Description:
The Program aims to finance investment programs of LGUs. Specifically, the program shall strengthen
the financial and technical capability of LBP to extend medium to long-term loans to LGUs on a
sustainable basis.
Objective(s):
The project aims to promote investment for logistics infrastructure, consequently to reduce cost for
logistics and to increase volume of logistics by providing private corporations, local government
units, government owned and controlled corporations and cooperatives/associations with mid-and
long term fund, thereby contributing to sustainable economic development and regional
development of the Philippines.
TITLE
Description:
The project is an innovative development program of the DBP to address the need for adequate
infrastructure facilities, and efficient logistics for the distribution of goods and services in the country. It
shall provide the private and public sectors with medium-and long-term credit for a comprehensive
and integrated infrastructure and support system in the country.
46. Manila Third Sewerage Project

Loan Amount: US$64M
(JPY6.592B)
03/06/06 06/30/10
06/30/12
47. Mega Bridges for Urban and

Rural Development
Loan Amount: US $ 200.00 M
10/29/2008 9/29/2012
Objective(s):
The project aims to reduce pollution of Metro Manila waterways and Manila Bay, reduce the health
hazards associated with human exposure to sewage and establish a gradual low-cost improvement
of sewerage services in Metro Manila by expanding MWSS septage Management program.
Description:
The project consists of three major parts: Part A: Sewage Management (1) Construction of: (i) about
four (4) sewage treatment plants for the Taguig sewerage system; (ii) about three (3) sewage
treatment plants for the Riverbanks sewerage system;(iii) about one sewage treatment plant for the
Quezon City-Marikina sewerage system; (iv) about two (2) sewage treatment plants serving low
income communities along the Mangahan Floodway and the Signal Village; all including interceptor
sewers, pumping stations, and repair of existing drainage. (2) Upgrading of the Quezon City
sanitation sewerage system, including modification of communal septic tanks, interceptor sewers,
pumping stations, and repair of existing sewer lines in Quezon City. Part B: Septage Management (1)
Provision of about seventy (70) fecal tankers with a capacity of about 5 to 10 cubic meters per day
(m3/d), along with vacuum pumping equipment; and specialized equipment for transport and
application of dewatered septage on soil; (2) Construction of a septage treatment plant with a
capacity of about 800 m3/d; and a septage treatment plant with a capacity of about 600 m3/d.
Part C: Institutional Strengthening (1) Carrying out a public information campaign on the
environmental benefits of sewage and sanitation services and the best practices of proper disposal
of sewage; and (2) Assisting in preparation of follow-up programs for sewage and sanitation
improvements.
Objective(s):
The project aims to provide vital linkages or road network access along the Strong Republic Nautical
Highway and Pan Philippine Highway, and to promote socio-economic growth in rural and urban
centers.
Description:
The project involves the nationwide construction, installation and establishment of a total of 10
girder-type flyovers with a total length of 1,955 linear meters and 72 universal bridges or national
bridges with a total length of 2,594 linear meters along the countrys congested highways and road
network utilizing permanent prefabricated modular steel technology from France.
TITLE
48. Metro Manila Wastewater
Management Project
Objective(s):
The project aims to improve wastewater services in selected sub-catchment areas in Metro Manila
and surrounding areas, support the two concessionaries to increase the coverage and effectiveness
of wastewater collection and treatment and septage management.
Description:
The project is being designed to allow the concessionaries to draw from the funds for any eligible
project which satisfactorily meets the criteria of the program.
49. Mindanao Roads

Improvement Project
Loan Amount: US$20 Million
07/2007 12/2011
Objective(s):
The project aims to improve the socio economic conditions of the populace in the region.
Specifically, it will help to increase agricultural production and improve urban and rural incomes by
providing efficient and effective road networks (faster and reliable movement of goods and
services).
Description:
The project involves the construction of a new Portland cement concrete (PCC) diversion road and
the rehabilitation through PCC reconstruction and asphalt concrete (AC) overlay of about 178 km of
national roads, including the construction of four new bridges and the reconstruction of eight
bridges in Lanao del Sur, Maguindanao and Basilan.
50. National Roads Improvement

07/2007 12/2011

Navigation and
Management (CNS/ATM)
Systems Development Project
(JICA)
Objective(s):
To improve the operation, organizational effectiveness, and fiduciary control in the management
and financing of the national road system to enhance road user satisfaction in the project area and
to improve efficiency in the use of financial resources in the road sector.
Description:
NRIMP 2 is the second phase of a three-phased program. It consists of the following parts: (a)
National Road Improvement and Asset Preservation, which involves (i) improving about 450 km
roads and 1,000 m bridges in the arterial national road network, and (ii) preserving assets in the
national road network including comprehensive maintenance of about 1,000 km roads and
preventive maintenance of about 1,200 km roads; and (b) Institutional and Capacity Development.
Objective(s):
To develop a dynamic and integrated CNS/ATM System using satellite technology to enhance
safety, reliability and efficiency of air traffic and airspace systems in the Philippines.
Description:
The Project aims to develop a dynamic and integrated CNS/ATM System using satellite technology
TITLE
to enhance safety, reliability and efficiency of air traffic and airspace systems in the Philippines.
Loan Amount: JP 22,049 M

02/2008 06/2013
52. Northrail Project, Phase I
Loan Amount: US$ 400 million
9/13/2004 9/13/2009
12/31/2012
53. Northrail-Southrail Linkage

Project (NSLP I), Section II
Objective(s):
Aims to provide an efficient transport service for passengers and goods between Metro Manila and
Central and Northern Luzon, thus providing a solution to the metro traffic problem and encouraging
urban sprawl outside the Metro Manila area.
Description:
Involves the (a) rehabilitation and conversion of the PNR Main Line North from Caloocan to Clark
into double standard gauge track; (b) construction of stations; (c) land acquisition and utilities
diversion; and (d) procurement of rolling stock (diesel electric multiple units) with signaling system.
Objective (s):
Aims to provide an efficient transport service for passengers and goods between Metro Manila and
Central and Northern Luzon, thus providing a solution to the metro traffic problem and encouraging
urban sprawl outside the Metro Manila area.
Description:
Involves the (a) rehabilitation and conversion of the PNR Main Line North from Caloocan to Clark into
double standard gauge track; (b) construction of stations; (c) land acquisition and utilities diversion;
and (d) procurement of rolling stock (diesel electric multiple units) with signalling system.
54. Pasig Marikina River Channel

Improvement Project Phase II
Loan Amount: JP 8,529M
6/21/2007 6/21/2015
Objective(s):
i) To mitigate the frequent inundation or massive flooding caused by the overflowing of the PasigMarikina River resulting in severe damage to lives, livestock, properties and infrastructure with the aim
of alleviating the living and sanitary conditions in Metro Manila;
ii) To create a more dynamic economy by providing a flood-free urban center as an important
strategy for furthering national development;
iii) To rehabilitate and enhance the favourable environment and aesthetic view along the river line
areas by providing with more ecologically stable condition which will arrest the progressive
deterioration of environmental conditions, health and sanitation in Metro Manila.
Description:
The project involves the construction and improvement of revetment, parapet wall and appurtenant
drainage improvement works along the Pasig River from Delpan Bridge up to the immediate vicinity
of the Napindan Hydraulic Control Structure (NCHS).
TITLE
55. Pasig Marikina River Channel

Improvement Project Phase III
Objective(s):
i) To mitigate the frequent inundation or massive flooding caused by the overflowing of the PasigMarikina River resulting in severe damage to lives, livestock, properties and infrastructure with the aim
of alleviating the living and sanitary conditions in Metro Manila;
ii) To create a more dynamic economy by providing a flood-free urban center as an important
strategy for furthering national development;
iii) To rehabilitate and enhance the favorable environment and aesthetic view along the riverline
areas by providing with more ecologically stable condition which will arrest the progressive
deterioration of environmental conditions, health and sanitation in Metro Manila.
Loan Amount: JP 11836M

7/3/2012 7/3/2019
56. Philippine Energy Efficiency

Project
Loan Amount:
US$31.10M/US$1.5 M
05/28/09 10/31/11
06/30/13
Description:
The project involves channel improvement works for Lower Marikina River including the remaining
portions in Pasig River (Delpan Bridge to the immediate vicinity of Mangahan Floodway).
Objective(s):
The project aims to reduce government expenditure on electricity by 20% in pilot buildings and by
10% average cost of production by Electric Cooperatives (EC), as well as increase ECs electric
consumption by 10% from 2007 levels. Specifically, it will reduce peak demand in ECs through
consumer saving for each Compact Fluorescent Lamp (CFL), reduce energy consumption in pilot
public buildings by 5% from 2007 levels, and recover residual mercury from fluorescent lights within 24
months to prevent it from entering the food chain.
Description:
The Project will retrofit 135 government buildings with efficient lightings; procure 8.6 M compact
fluorescent lamps for distribution to residential consumers; introduce energy efficient lamps for public
lighting; expand capacity of Lighting Appliance Testing Laboratory to conduct efficiency testing on
a wider range of appliances and accredit the laboratory to ISO 17025; procure a Lamp Waste
Management facility and establish a business model for lamp waste collection and the operation of
the facility; establish efficient building rating system for new and retrofitted buildings; and implement
communication and social mobilization program.

Mitigation Project, Phase III
Loan Amount: Y 7,604 M
04/15/08- 04/15/2015
Objective(s):
The project is part of the overall engineering intervention works whose ultimate aim is to rehabilitate
affected areas devastated by the Mt. Pinatubo eruption, restore conditions at least to pre-eruption
levels, and provide the necessary facilities to protect lives, properties, settlements, against lahar
deposition and or flooding.
Description:
The PHUMP III is basically the flood control works for the Porac-Gumain River in Pasac Delta.
TITLE
58. Post Ondoy and Pepeng Short

term Infrastructure
Rehabilitation
Project
Objective(s):
The project aims to provide protection from further damages and restore access to various socioeconomic activities in typhoons Ondoy and Pepeng-affected areas and thereby contribute to
the safety of the residents and sustainable economic development in the areas.
Loan Amount: JPY9,912 M

09/2010 09/2013
Description:
The project is composed of two (2) components, namely: (a) Rehabilitation of Flood Control Facilities
and (b) Rehabilitation of National Roads and Bridges i.e., involving the repair and/or rehabilitation of
flood control infrastructures, and roads and bridges damaged by Typhoons Ondoy and Pepeng to
at least their conditions and functions prior to the onslaught of the typhoons.
Objective(s):
The overall objective is to improve and expand water supply services through source development
and increase in service connections.
59. Provincial Towns Water Supply

Programme III (PTWSSP3)
(10.2 M)
03/28/2011- 12/31/2013
60. Puerto Princesa Airport
Development Project
2012 012/2016
61. Regional Infrastructure for

Growth Project
5/31/2012 11/30/2016
Description:
The Program involves the sustainable extension and construction of water supply systems and the
improvement of sanitation management of the provincial LGUs.
Objective(s):
In general the Project aims to revitalize transport and trade linkages under the Brunei Darussalam,
Indonesia, Malaysia and the Philippine-East Asean Growth Area. In particular the project aims to
improve aviation safety, security benefits, increase benefits from tourists, decrease passenger travel
cost or increase time savings and air freight cost savings.
The Project involves the improvement of the existing airport which includes construction of a new
passenger terminal complex, including air traffic control, cargo administration, maintenance and
other support facilities; construction of a new access road off the national highway; widening of the
runway strip, installation of instrument landing system, runway overlay, and widening of runway
shoulders; installation of new security fencing and removal of remaining obstacles; and improvement
of navigational aids, air traffic control, communications and airfield lighting
Objective(s):
The project aims to improve living standards and public services by increasing economic
opportunities and improving the public access to integrative infrastructure services, provide access
to financing/funding for LGU infrastructure development projects and programs, enhance intra- and
inter-regional/interprovincial connectivity of infrastructure development, promote competitiveness
and support complementary infrastructure investments critical in achieving regional and national
growth.
TITLE
62. Road Improvement and

Institutional Development
Project
Loan Amount: US$62 M / $30
M
7/20/2012 6/30/2016
63. Road Improvement and

Institutional Development
Project
Loan Amount: US$62 M / $30
M
7/20/2012 6/30/2016

Description:
The project will be:
Financing water supply and sanitation subprojects of pre-creditworthy and semi-creditworthy
LGUs in addition to LGUs priority infrastructure investments in transportation, agriculture support,
Information Technology (IT) development, and social infrastructure such as education, good
governance and disaster control and management.
Supporting ERP through financing off-the-shelf and shovel-ready infrastructure projects that
requires simple engineering requirements and no right-off-way problems such as, among others,
repair and rehabilitation of roads, hospitals, bridges, irrigation facilities, schools and government
buildings.
Intended to be a multi-sectoral lending facility
Objective(s):
The project aims to enhance the efficiency of the movement of goods and people, and contribute
to sustainable economic growth. In addition, the project will address the institutional capacity
development needs of DPWH to ensure the efficient and effective operations of the road transport
sector and enhance the sustainability of road infrastructure.
Description:
The project involves the improvement /reconstruction of 11 national roads with a total length of about
340.245 kms under the Asset Preservation (AP) component. It also involves the conduct of Detailed
Engineering Designs (DED) for AP and Road rehabilitation/improvement (RI) of 14 road sections to be
implemented under Tranche 2 and Institutional Capacity Development (ICD) in support of DPWHs
mandate and development objectives.
Objective(s):
The project aims to enhance the efficiency of the movement of goods and people, and contribute
to sustainable economic growth. In addition, the project will address the institutional capacity
development needs of DPWH to ensure the efficient and effective operations of the road transport
sector and enhance the sustainability of road infrastructure.
Description:
The project involves the improvement /reconstruction of 11 national roads with a total length of about
340.245 kms under the Asset Preservation (AP) component. It also involves the conduct of Detailed
Engineering Designs (DED) for AP and Road rehabilitation/improvement (RI) of 14 road sections to be
implemented under Tranche 2 and Institutional Capacity Development (ICD) in support of DPWHs
mandate and development objectives.
Objective(s):
The RUPP aims to improve, preserve, and manage its National Roads in an economically, socially,
TITLE
financially, and environmentally sound, effective and sustainable manner.
Loan Amount:
7/21/2011 7/21/2013
65. Rural Power Project

Description:
The project is composed of the following components: (a) upgrading/improvement; (b) Road Asset
Preservation consisting of Asset Preservation Contract (APC) and Preventive Maintenance (PM)
outside Long-Term Performance Based Maintenance-cum Enhancement (LTPBME), and Institutional
Capacity Development (ICD).
Objective(s):
The additional financing seeks to scale-up a pipeline of projects identified in APL I. It further aims to
support rural electrification by targeting more households, encouraging more private sector
participation by sharing in investment risks in generating, transmitting, and distributing electricity with
emphasis on new and renewable energy (NRE), and upgrading ECs to become financially viable
and operationally efficient.
Description:
The project involves relending to beneficiaries who will undertake testing and demonstration of
viable business models that maximize leverage of public resources with private investment for
decentralized electrification and utilize NREs and RETs, as well as capacity building for beneficiaries
from appraisal to operation.
66. Rural Road Network

Development Project III
2000 06/2011
Objective(s):
The project aims: 1) to promote economic growth by providing access to the centers of agricultural
and industrial activities in the areas, 2) to improve the living standards of the inhabitants especially in
the rural areas, and 3) to provide more comfortable and reliable transport of services and facilities
within the areas to be served by the roads.
Description:
The project involves the rehabilitation, improvement and/or new construction of 238.26 km of national
secondary roads and other roads of strategic importance.
67. Support for Strategic Local

Development and Investment
Project
(US$100M)
2/28/2007 2/28/2014
Objective(s):
The Project aims to improve the living conditions and upgrade public health standards of LGUs
through better urban infrastructure and services. Specifically, the Project seeks to facilitate LGUs
access to viable financing options for the construction, upgrading and rehabilitation of basic urban
infrastructure and facilities and to support revenue enhancement programs.
Description:
The Project has the following components:
TITLE
Component 1: Strategic Investment Support to Infrastructure, Utilities Improvement and Development
of LGU Finance will support LGUs and the Private Sector Groups in new construction, upgrading and
rehabilitation of priority subprojects such as: (a) water supply; (b) power production; (c) solid waste
management; (d) waste water treatment; (e) housing; (f) new site development for commercial
purposes; (g) roads and bridges; (h) drainage and flood control; (i) schools and health clinics; (j)
improvement of municipal enterprise and infrastructure facilities such as public markets,
slaughterhouses, bus terminals, other related income generating projects; and other infrastructure
projects. This component will also assist LGUs in the formulation and implementation of revenue
enhancement programs such as real property and business tax mapping, codification, updating of
records and automation in tax assessment, billing and collection.
68. Tulay ng Pangulo para sa

Kaunlarang Pang-agraryo
(TPKAP)
3/19/2009 12/31/2012
Component 2: LGU Strengthening and Capacity Building and Support to Effective Subproject
Implementation will provide assistance to participating LGUs sub-project development like: (i)
preparation of terms of reference for sub-project preparation work including feasibility studies and
detailed engineering design; (ii) procurement; (iii) supervision and management including
monitoring of outcomes during construction; and (iv) improve management and operations of
municipal enterprises and services.
Objective(s):
The project aims to promote rural development and agrarian reform, enhance productivity and
income, and alleviate poverty in the ARC nationwide. It envisaged linking various ARCs to economic
mainstream and opening up development potentials in line with Presidents 10-point agenda of job
creation and decentralization of progress.
Description:
Involves the construction of, installation, and establishment of 418 universal bridges (unibridges) in
priority ARCs and CARP covered areas. About 210 bridge site involving about 5,694 lineal meters
were identified for single lane bridging while 208 bridge sites involving 4,908 lineal meters were
identified for double lane bridging. The project would utilize permanent prefabricated modular steel
technology which will be imported from France.
TITLE
69. Widening of Gapan San
Fernando Olongapo Road
Project, Phase
II (Korea EDCF)
10/2009 10/2013
10/2008 06/2011
Objective(s):
The project aims to:
(i) reduce transportation constraints on the existing road, induce economic development in the area
and promote the achievement of the development objectives being pursued in the Central Luzon
region. The improvement of the road is also envisaged to provide safer, convenient and faster travel
for motorists coming from the south and north of the project area to various tourist and business
destinations in Olongapo, Zambales and Bataan.
(ii) effect relief from inundation problem being experienced in the Municipalities of Lubao, Guagua,
Sasmuan, pending implementation of Pinatubo Hazard Urgent Mitigation Project, Phase III; (ii) to
ensure that transportation routes can be maintained during floods; and (iii) to alleviate traffic
congestion in the GSO Road section from Sta. Barbara to Sta. Cruz Bridge.
Description:
The project involves widening of the existing two (2)-lane, 11.30 km Palihan-Layac-Sta. Cruz Road
into four (4) lanes, shoulder improvement on two-lane, 2.85 km Layac-Dinalupihan road, and
construction of a two (2)-lane, 5.54 km bypass road. It also Involves the (i) widening of GSO Road
(from Dolores flyover, San Fernando City to Sta. Cruz, Lubao), (ii) reconstruction of Sta. Cruz Bridge of
GSO Road, and (iii) emergency pilot dredging of Porac-Gumain River.
GOVERNANCE AND INSTITUTIONAL DEVELOPMENT

70. Judicial Reform Support
Project
12/04/2009 6/30/2012
Objective(s):
The Project aims to improve the delivery of judicial services and the administration of justice in the
country. It seeks to improve case adjudication, efficiency and access to justice; enhance the
institutional integrity of the Judiciary; and strengthen the capacity of the Supreme Court to manage the
Judiciary.
Description:
The JRSP project will address the policy and institutional reforms and related ICT systems and court
infrastructure improvements in the SC, Sandiganbayan, Court of Tax Appeals, Court of Appeals, and
the 3 pilot courts in Angeles, Lapu lapu & Cagayan de Oro.
TITLE

Tax Administration Reform
(NPSTAR)
Objective(s):
The Program aims to: (a) Increase taxpayer compliance by increasing the efficiency and
effectiveness of the BIR; and (b) Prepare the BIR for a sustainable and long-term reform.

25/06/07 31/12/11
30/06/13
Description:
The Program will finance specified expenditure line items in the regular national government budget
within the established budget ceilings that are critical for tax administration reform in the next four
years. The WB loan will be complemented by grants from various donor agencies to assists the BIR in
other reform areas not covered by the loan. The Program has the following components: (1) Tax
Compliance will finance the improvement of registration process, clean-up of taxpayer registry,
strengthen detection of non-registered taxpayers, and improve taxpayer e-services; (2) Tax
Enforcement and Control will address the collection of arrears, review procedures and clean-up of
inventory; (3) Human Resource Development and Management will finance the improvements of
human resource planning and management systems and processes, the review of HR policies,
expansion of staff and organizational performance system, and the use of Human Resource
Information System and Performance Management System; (4) BIR Management, Change
Management, and Project/Program Management will finance the enhancement of the BIR
governance and management culture through training and tools, facilitate the reform and its
sustainability through communication (internal and external), project and change management
training, consulting assistance and office equipment.
INDUSTRY, TRADE, AND TOURISM

71. Rural Micro-Enterprise
Promotion Programme
Loan Amount: US$12.35
10/31/2006 4/30/2014
Objective(s):
RuMEPPs development goal is rural poverty reduction through increased economic development,
job creation and rural incomes, achieved through increasing the number of new and existing rural
micro enterprises expanding and operating profitably and sustainably.
Description:
The Programme will enable poor households and entrepreneurs to get technical and financial
support for micro enterprises, which can, in turn, benefit other families through new job opportunities.
Also, the Programme will assist SBGFC and micro finance institutions (MFIs) to strengthen their
operations and expand their reach to more poor families.
Annex 2-A
LIST OF ACTIVE LOANS
as of December 2012
(Figures in US$M)
Loan ID
Loan Title
DP
IA
Net Comm
(US$M)
Signing Date
Effectivity
Date
Closing Date
Revised
Closing Date
CHI-6
China
NIA
89.15
11/9/2009
2/1/2010
12/31/2013
2465-PHI
ADB
DAR
70.00
12/8/2008
3/4/2009
6/30/2015
1225P
OFID
DAR
30.00
12/17/2008
3/4/2009
12/31/2013
PH-P242
GOJ-JICA
DAR
146.35
12/18/2007
4/15/2008
4/15/2017
PH-P244
GOJ-JICA
LBP
181.14
11/25/2009
3/23/2010
3/23/2017
CHI-7
Angat Water Utilization and Aqueduct Improvement Project

(AWUAIP)-Phase II
CHINA
MWSS
116.60
1/7/2010
5/7/2010
5/7/2014
PH-79120
WB
ARG
30.00
5/25/2010
11/5/2010
5/31/2013
PH-P235
GOJ-JICA
ARG
29.33
12/11/2003
4/6/2004
4/6/2011
PH-P236
PH-P250
PHL-9
Spain-8
Arterial road Bypass Project I (Plaridel and Cabanatuan)

GOJ-JICA
Arterial Road Bypass Project, Phase II (ARBP II)
GOJ-JICA
Korea
Spain
Bureau of Fire Protection Capability Building Program for
Austria
Selected Priority Cities Project
GOJ-JICA
Community Based Forest and Mangrove Management
Germany
Project
ADB
Credit Line for Energy Efficiency and Climate Protection in the
Germany
Development of Sub-specialty Capabilities for Heart-LungNetherlan
Kidney Diseases in Selected Regional Hospitals
ds
DPWH
DPWH
DPWH
DPWH
51.92
56.93
13.06
39.36
3/30/2003
3/30/2012
7/13/2009
11/6/2009
7/29/2004
7/3/2012
10/20/2009
2/10/2010
7/29/2012
7/3/2019
6/20/2013
6/10/2013
DILG
26.57
1/12/2012
4/5/2012
4/5/2014
DPWH
282.67
3/30/2012
7/3/2012
7/3/2019
DENR
5.19
12/24/2008
1/12/2010
1/13/2016
DBP
52.69
4/27/2009
8/19/2009
8/19/2015
LBP
25.93
12/24/2008
11/23/2009
12/31/2012
6/30/2013
DOH
19.48
1/20/2005
4/25/2005
12/31/2010
3/1/2012
Austria-7
PH-P249
KfW-02
2515-PHI
AI-2001 65 951
PH20030908
PH-C24
Development Policy Support Program-Investment Climate
GOJ-JICA
DOF
96.41
10/10/2012
12/17/2012
12/17/2015
PH-P243
GOJ-JICA
DBP
308.09
9/30/2008
1/7/2009
1/7/2016
12/6/2012
Loan ID
Loan Title
DP
IA
Net Comm
(US$M)
Signing Date
Effectivity
Date
Closing Date
Revised
Closing Date
PH-P253
Flood Risk Management Project along Selected Principal

Rivers 2
GOJ-JICA
DPWH
93.57
3/30/2012
7/3/2012
7/3/2020
PH-P248
GOJ-JICA
DENR
114.63
3/30/2012
7/3/2012
7/3/2022
PHL-10
Gapan-San Fernando-Olongapo Road Project, Phase II
Korea
DPWH
28.35
7/13/2009
10/20/2009
6/20/2014
2840-PHI
Governance in Justice Sector Reform Program-Subprogram 2
ADB
DOF
300.00
1/13/2012
2/15/2012
3/31/2012
FRANCE-3
2137-PHI
A-200665109

France
ADB
Germany
DOTC
DOH
DOH
342.70
13.00
12.96
8/26/2009
1/10/2005
12/20/2007
11/1/2009
1/12/2005
6/27/2008
11/23/2012
12/31/2011
12/31/2011
9/30/2012
12/31/2013
PH-P221
Help for Catubig Agricultural Advancement Project Stage I
GOJ-JICA
NIA
64.60
5/30/2001
1/23/2002
1/23/2011
1/23/2013
2872-PHI
Increasing Competitiveness for Inclusive Growth Program Sub1
ADB
DOF
350.00
7/4/2012
8/16/2012
10/31/2012
12/7/2012
1772-PHI
ADB
DA
58.41
10/22/2001
2/4/2002
6/30/2008
8/16/2012
2311-PHI
ADB
DENR
33.80
3/28/2007
6/29/2007
6/30/2013
Italy-1
Italian Assistance to the Agrarian Reform Community

Development Support Program (IARCDSP)
Italy
DAR
33.68
2/10/2011
12/28/2012
4/11/2019
PHL-15
Korea
NIA
207.88
8/9/2012
11/28/2012
5/28/2018
PH-7191
WB
SC
21.40
10/2/2003
12/4/2003
12/31/2009
PH-7959
KALAHI-CIDSS Project (Additional Financing)
WB
DSWD
59.12
12/3/2010
2/24/2011
5/14/2014
Korea
DOTC
13.29
10/13/2011
2/10/2012
7/10/2014
Korea
DOTC
89.45
2/24/1998
6/19/1998
6/19/2002
PHL-13
PHL-5
Laguindingan Airport Air-Navigation System and Support

6/30/2012
10/25/2014
PH-8035
Laguna de Bay Institutional Strengthening and Community

Participation Project (LISCOP) - Additional Financing
WB
LLDA
10.00
5/12/2011
7/27/2011
4/30/2014
PH-7298
WB
DENR
15.36
6/30/2005
10/11/2005
3/31/2011
9/30/2013
200765172
Germany
LBP
9.07
4/7/2010
10/18/2010
12/31/2010
6/20/2012
PH-P245
PH-7311
FRANCE-1
8162-PH

GOJ-JICA
WB
France
WB
DBP
LBP
DPWH
LBP
376.71
34.99
340.56
275.00
11/9/2009
7/22/2005
9/4/2008
5/31/2012
12/24/2009
3/6/2006
10/29/2008
10/19/2012
12/24/2016
6/30/2010
9/29/2012
6/30/2017
6/30/2012
9/29/2013
Loan ID
Loan Title
SAUDI-1/433
PH-7440
Net Comm
(US$M)
Signing Date
Effectivity
Date
Closing Date
IA
Saudi
Arabia
DPWH
20.00
10/21/2005
4/2/2006
12/31/2009
WB
DA
83.75
5/3/2007
7/3/2007
12/31/2012
DAR
75.18
3/30/2012
7/3/2012
7/3/2019
NIA
76.72
3/30/2012
7/3/2012
7/3/2019
DENR
50.00
8/29/2007
11/27/2007
12/31/2012
6/30/2013
BIR
11.00
3/30/2007
6/25/2007
12/31/2011
6/30/2013
DPWH
232.00
10/24/2008
4/16/2009
12/31/2012
12/31/2014
DOH
DepEd
104.72
200.00
10/3/2006
10/3/2006
3/27/2007
1/1/2007
6/30/2011
12/31/2011
3/30/2012
12/31/2012
DOTC
273.41
3/28/2002
2/21/2003
2/21/2010
5/21/2017
NLRC
NLRC
180.79
0.00
2/26/2004
1/15/2007
9/13/2004
9/13/2009
12/31/2012
WB
NIA
70.36
8/7/2009
11/3/2009
3/31/2015
PH-7431
Mindanao Sustainable Agrarian and Agriculture Development

GOJ-JICA
Project (MINSAAD)
National Irrigation Sector Rehabilitation and Improvement
GOJ-JICA
Project (NISRIP)
National Program Support for Environment and Natural
WB
Resources Management Project
WB
PH-75520
National Road Improvement Management Project Phase II
PH-7395
PH-7393
BLA-04055
CHI-5

WB
WB
GOJ-JICA
NorthRail Project Phase 1 Section 1
China
Northrail Project Phase I, Section II
China
PH-7709
PH-P239
Pasig Marikina River Channel Improvement Project (Phase II)
GOJ-JICA
DPWH
105.76
2/27/2007
6/21/2007
6/21/2015
PH-P252
Pasig-Marikina River Channel Improvement Project Phase III
GOJ-JICA
DPWH
146.77
3/30/2012
7/3/2012
7/3/2019
2507-PHI
PH-P241
ADB
GOJ-JICA
DOE
DPWH
31.10
94.29
3/2/2009
12/18/2007
5/28/2009
4/15/2008
10/31/2011
4/15/2015
GOJ-JICA
DPWH
122.91
5/26/2010
9/21/2010
9/21/2013
200665240
PHL-11

Post Ondoy and Pepeng Short-term Infrastructure
Provincial Towns Water Supply Programme III
Germany
Korea
LWUA
DOTC
13.23
71.61
6/30/2009
8/23/2012
3/28/2011
12/21/2012
12/31/2013
6/21/2017
767-PH
Rapid Food Production Enhancement Programme
IFAD
DA
15.90
9/2/2009
11/9/2009
6/30/2017
PH-8119
2836-PHI

WB
ADB
DBP
DPWH
50.00
62.00
2/2/2012
3/12/2012
10/11/2012
7/20/2012
11/30/2016
6/30/2016
1446P
Road Improvement and Institutional Development Project
OFID
DPWH
30.00
7/20/2012
9/17/2012
6/30/2017
PH-P247
IFAD-661-PH
PH-76730

GOJ-JICA
IFAD
WB
DPWH
DTI
DBP
506.50
18.64
40.00
3/31/2011
11/11/2005
5/25/2009
7/21/2011
10/31/2006
9/25/2009
7/21/2023
6/30/2014
12/31/2012
PH-P251
PH-P254
PH-7470
PH-P228
PH-P246
Revised
Closing Date
DP
WB
12/31/2012
12/31/2014
6/30/2013
Loan ID
PH-P220
Loan Title
Net Comm
(US$M)
Signing Date
Effectivity
Date
DP
IA
Closing Date
GOJ-JICA
DPWH
57.36
5/30/2001
9/25/2001
9/25/2009
IFAD
DA
26.60
6/4/2008
11/14/2008
6/30/2016
OFID
DA
10.00
12/17/2008
2/4/2009
7/31/2013
WB
DOH
16.00
6/30/2005
12/28/2005
6/30/2012
Revised
Closing Date
PH-7290

Second Cordillera Highland Agricultural Resource
Management Project
Management Project
2662-PHI
ADB
DSWD
400.00
9/14/2010
1/12/2011
3/31/2016
PH-7805
Social Welfare and Development Reform
WB
DSWD
405.00
1/7/2010
2/19/2010
6/30/2014
PH-4833
Support for Strategic Local Development and Investment

Project
WB
LBP
130.00
10/3/2006
2/28/2007
6/30/2012
2/28/2014
FRANCE-2
FRANCE
DAR
498.13
12/24/2008
3/19/2009
12/31/2012
3/19/2014
PHL-8
21.89
8,821.00
8/24/2005
3/27/2006
3/27/2012
7/27/2012
749-PH
1224P
Korea
DPWH
TOTAL
3/25/2012
6/30/2013
Annex 2-B
List of New Loans
as of December 2012
(Figures in US$M)
Loan ID
Loan Title
DP
IA
Sector
Loan Signing
Date
Loan Effectivity
Date
Loan Closing
Date
Revised
Closing Date
Newly Effective
1,603.20
5 PHL-11
Mindanao Sustainable Agrarian and Agriculture

Development Project (MINSAAD)
Bureau of Fire Protection Capability Building Program for
6 2836-PHI
1 PH-P251
2 PH-8119
3 PH-P248
4 Austria-7
7 PH-P253
8 PH-P252
9 PH-P250
10 PH-P249
11 1446P
12 8162-PH
13 PH-P254
14 PHL-15
15 Italy-1
Net
Commitment
Flood Risk Management Project along Selected Principal

Rivers 2
Pasig-Marikina River Channel Improvement Project Phase
III
Road Improvement and Institutional Development
Project
National Irrigation Sector Rehabilitation and
Italian Assistance to the Agrarian Reform Community
Development Support Program (IARCDSP)
Fully-Availed Program Loans

Increasing Competitiveness for Inclusive Growth Program
16 2872-PHI
-Sub1 (CLOSED LOAN)
Development Policy Support Program-Investment
17 PH-C24
Climate
Governance in Justice Sector Reform Program18 2840-PHI
Subprogram 2
GOJ-JICA
DAR
AARNR
30-Mar-12
03-Jul-12
03-Jul-19
75.18
WB
GOJ-JICA
DBP
DENR
Infra
AARNR
02-Feb-12
30-Mar-12
11-Oct-12
03-Jul-12
30-Nov-16
03-Jul-22
50.00
114.63
Austria
DILG
AARNR
12-Jan-12
05-Apr-12
05-Apr-14
26.57
Korea
DOTC
Infra
23-Aug-12
21-Dec-12
21-Jun-17
71.61
ADB
DPWH
Infra
12-Mar-12
20-Jul-12
30-Jun-16
62.00
GOJ-JICA
DPWH
Infra
30-Mar-12
03-Jul-12
03-Jul-20
93.57
GOJ-JICA
DPWH
Infra
30-Mar-12
03-Jul-12
03-Jul-19
146.77
GOJ-JICA
GOJ-JICA
DPWH
DPWH
Infra
Infra
30-Mar-12
30-Mar-12
03-Jul-12
03-Jul-12
03-Jul-19
03-Jul-19
56.93
282.67
OFID
DPWH
Infra
20-Jul-12
17-Sep-12
30-Jun-17
30.00
WB
LBP
Infra
31-May-12
19-Oct-12
30-Jun-17
275.00
GOJ-JICA
NIA
AARNR
30-Mar-12
03-Jul-12
03-Jul-19
76.72
Korea
NIA
AARNR
09-Aug-12
28-Nov-12
28-May-18
207.88
Italy
DAR
AARNR
10-Feb-11
28-Dec-12
33.68
746.41
ADB
DOF
SRCD
04-Jul-12
16-Aug-12
31-Oct-12
GOJ-JICA
DOF
ITT
10-Oct-12
17-Dec-12
17-Dec-15
96.41
ADB
DOF
GID
13-Jan-12
15-Feb-12
31-Mar-12
300.00
Grand Total
07-Dec-12
350.00
2,349.61
Annex 2-C

List of Closed Loans
as of December 2012
(Figures in US$M)
Loan ID
Loan Title
DP
IA
Signing
Date
Effectivity
Date
Closing
Date
Revised
Closing Date
Infrastructure for Rural Productivity Enhancement Sector ADB
DA
2 2872-PHI
Increasing Competitiveness for Inclusive Growth

Program -Sub1 (NEW LOAN)
ADB
3 2840-PHI
Governance in Justice Sector Reform ProgramSubprogram 2 (NEW LOAN)
China
3 CHI-5
4 BLA-04055
Germany
5 200765172
GOJ-JICA
6 PH-P235
7
PH-P236
8 PH-P220
Korea
9 PHL-8
Netherlands
10
PH20030908
Net
Commitment
2319.80
725.00
820.45
16.59
1499.35
708.41
10/22/2001
2/4/2002
6/30/2008
8/16/2012
75.00
16.59
58.41
DOF
7/4/2012
8/16/2012
10/31/2012
12/7/2012
350.00
0.00
350.00
ADB
DOF
1/13/2012
2/15/2012
3/31/2012
China
NLRC
1/15/2007
Northrail Project Phase 1 Section 1
China
NLRC
2/26/2004
9/13/2004
9/13/2009
12/31/2012
Germany
LBP
4/7/2010
10/18/2010
12/31/2010
6/20/2012
GOJ-JICA
ARG
12/11/2003
4/6/2004
4/6/2011
12/6/2012
300.00
Arterial road Bypass Project I (Plaridel and Cabanatuan) GOJ-JICA
DPWH
3/30/2003
7/29/2004
7/29/2012
GOJ-JICA
DPWH
5/30/2001
9/25/2001
9/25/2009
3/25/2012
Korea
DPWH
8/24/2005
3/27/2006
3/27/2012
7/27/2012
Development of Sub-specialty Capabilities for HeartLung-Kidney Diseases in Selected Regional Hospitals
Netherlands
DOH
1/20/2005
4/25/2005
12/31/2010
3/1/2012
Saudi Arabia
11
SAUDI-1/433 Mindanao Roads Improvement Project
Saudi Arabia
DPWH
World Bank
12 PH-76730
WB
13 PH-7393
14 PH-7395
15 PH-7311
16 PH-7191
Cumulative
Cancellations
TOTAL
ADB
1 1772-PHI
Loan
Amount
12/31/2012
300.00
900.00
500.00
719.21
500.00
180.79
0.00
400.00
9.07
9.07
188.05
30.63
219.21
0.00
0.00
49.45
1.30
180.79
9.07
9.07
138.60
29.33
79.03
27.11
51.92
78.39
22.30
22.30
19.48
21.03
0.41
0.41
0.00
57.36
21.89
21.89
19.48
19.48
0.00
19.48
20.00
0.00
20.00
20.00
0.00
20.00
435.90
34.79
401.11
40.00
0.00
40.00
0.00
200.00
10/21/2005
4/2/2006
12/31/2009
DBP
5/25/2009
9/25/2009
12/31/2012
WB
DepEd
10/3/2006
1/1/2007
12/31/2011
12/31/2012
200.00
WB
DOH
10/3/2006
3/27/2007
6/30/2011
3/30/2012
110.00
5.28
104.72
WB
LBP
7/22/2005
3/6/2006
6/30/2010
6/30/2012
64.00
29.01
34.99
WB
SC
10/2/2003
12/4/2003
12/31/2009
6/30/2012
21.90
0.50
21.40
Annex 2-D
Loans with Partial/Full Cancellations During the Year
as of December 2012
(Figures in US$M)
Loan ID
Loan Title
FULL CANCELLATION
1 CHI-5
PARTIAL CANCELLATIONS
2 BLA-04055 Northrail Project Phase 1 Section 1
3
4
5
6
7
8
9
PH-P236
Arterial road Bypass Project I (Plaridel and Cabanatuan)
PH-P220
PHL-5
PHL-8
PH-7395
PH-7311
PH-7191

DP
IA
Loan Amount
Cancellations
in CY 2012
Net
Commitment
China
NLRC
500.00
500.00
0.00
China
GOJJICA
GOJJICA
Korea
Korea
WB
WB
WB
NLRC
400.00
219.21
180.79
DPWH
79.03
27.113
51.92
DPWH
78.39
21.03
57.36
DOTC
DPWH
DOH
LBP
SC
92.20
22.30
110.00
64.00
21.90
2.75
0.41
5.28
29.01
0.50
89.45
21.89
104.72
34.99
21.40
Annex 2-E

CLOSED LOANS WITH EXTENSIONS
as of December 2012
(Figures in US$M)
Loan ID
Loan Title
DP
IA
Signing Date
Effectivity
Date
Closing Date
Revised Closing
Date
Average Length
of Extension
(in years)
Net
Commitment
PROGRAM
2872-PHI
ADB
DOF
7/4/2012
8/16/2012
10/31/2012
12/7/2012
0.10
350.00
PH-7393
WB
DepEd
10/3/2006
1/1/2007
12/31/2011
12/31/2012
1.00
200.00
WB
DOH
10/3/2006
3/27/2007
6/30/2011
3/30/2012
0.75
104.72
1772-PHI
ADB
DA
10/22/2001
2/4/2002
6/30/2008
8/16/2012
4.13
58.41
2137-PHI
ADB
DOH
1/10/2005
1/12/2005
12/31/2011
9/30/2012
0.75
13.00
BLA-04055
China
NLRC
2/26/2004
9/13/2004
9/13/2009
12/31/2012
3.30
180.79
200765172
Germany
LBP
PH-P235
GOJ-JICA
ARG
PH-P220
GOJ-JICA
PHL-8
Korea
PH20030908
Development of Sub-specialty Capabilities for Heart-Lung-Kidney

Diseases in Selected Regional Hospitals
SAUDI-1/433
PH-7311
PH-7191
PH-7395
PROJECT
4/7/2010
10/18/2010
12/31/2010
6/20/2012
1.47
9.07
12/11/2003
4/6/2004
4/6/2011
12/6/2012
1.67
29.33
DPWH
5/30/2001
9/25/2001
9/25/2009
3/25/2012
2.50
57.36
DPWH
8/24/2005
3/27/2006
3/27/2012
7/27/2012
0.33
21.89
Netherlands
DOH
1/20/2005
4/25/2005
12/31/2010
3/1/2012
1.17
19.48
Saudi Arabia
DPWH
10/21/2005
4/2/2006
12/31/2009
12/31/2012
3.00
20.00
WB
LBP
7/22/2005
3/6/2006
6/30/2010
6/30/2012
2.00
34.99
WB
SC
10/2/2003
12/4/2003
12/31/2009
6/30/2012
2.50
21.40
TOTAL
1.76
Annex 2-F
Types of Program Facility of Major Development Partners
Asian Development Bank (ADB)
Policy-based Loans. In the form of budget support in conjunction with structural reforms and
development expenditure programs of a developing member country (DMC). These types
of loans are also used to provide balance-of-payments (BOP) assistance during economic
and financial crises and are linked to the implementation of policy reforms. Following are
the various approaches under this type of loan:
Table 1. Policy-based Loans
Policy-based
Loans
1) Stand-alone
policy-based
loans
2) Programmati
c approach
3)
Special
policybased loans
(SPBL)
Key Features
Loan Terms
Budget support packaged as a

loan
with
multi-tranche
disbursement to support structural
reforms in a particular sector
Program is short- to medium-term
Formal links to other programs are
not envisaged; and
Comprehensive sector or intersectoral
studies,
fiduciary
safeguard, and macroeconomic
link are required.
No individual country
ceiling but subject to
ADB-wide
ceiling
for
program lending
15-year
maturity
including 3 3-year grace
period
Interest rates at ADBs
London
interbank
offered rate (LIBOR)based loan
Budget support in conjunction with

structural reforms, that finances a
series of subprograms, each of
which designated as fully frontloaded single-tranche intervention
Program is medium-term
Can
be
in
the
form
of
chronologically
sequenced
packaging (over time), vertical
packaging
(across
levels
of
government),
and
horizontal
packaging (intersectoral)
Comprehensive
sector
or
intersectoral
studies,
fiduciary
safeguard, and macroeconomic
link required
For emergency BOP support in
times of payment crisis, as part of
an international rescue effort
Short-term, large, and quickdisbursing
with
non-standard
lending terms
ADB-wide
ceiling
for
program lending
15-year
maturity
including 3 3-year grace
period
Interest rates at ADBs
London
interbank
offered rate (LIBOR)based loan
ADB-wide
ceiling
for
program lending
5-8
year
maturity
including 3-year grace
Policy-based
Loans
Key Features
Accessible to DMCs that are OCR
eligible
4) Countercycli
cal support
facility loans
(CSF)
Budget support to facilitate fiscal

stimulus at the time of economic
crisis
Requires a DMC to have a
countercyclical
development
expenditure/
policy
program
(investment in public infrastructure
or a social safety net scheme)
Short-term, large, and quickdisbursing
with
non-standard
lending terms
Accessible to DMCs that are OCR
eligible
Loan Terms
period
Interest
rates
at
a
minimum spread of 200
basis points above LIBOR
A rebate or surcharge
reflecting cost of funds
Commitment charge at
75 basis points per year
on the undisbursed loan
amount
Capped at $500 million
for each crisis episode
5-8
year
maturity
including 3-year grace
period
Interest
rates
at
a
minimum spread of 200
basis points above LIBOR
A rebate or surcharge
reflecting cost of funds
Commitment charge at
75 basis points per year
on the undisbursed loan
amount
Sector development program (SDP). A combination of an investment component and a

policy-based component and requires a comprehensive sector study and macroeconomic
link.
Multi-tranche financing facility (MFF). A financing modality to support DMCs medium- to
long-term investment program or investment plan. Under this facility, financing is converted
into a series of periodic financing request (PFR) for eligible investments. The second and
subsequent PFRs undergo simplified/streamlined processing, in which approval requires only
the Presidents approval and the information of the Board.
World Bank (WB)
Development Policy Loan (DPL). A quick-disbursing assistance to countries with external
financing needs to support structural reforms in a sector or the economy as a whole. This
type of program loan supports the policy and institutional changes needed to create an
environment conducive to sustained and equitable growth. Eligibility for a DPL requires
agreement on monitorable policy and institutional reform actions, and satisfactory
macroeconomic management. Funds are disbursed in one or more tranches under this
type of facility, depending on the countrys policy environment and capacity, the countrys
financing requirements, and other available financing, and the content and phasing of the
program being supported by the development policy operations. Following are the various
approaches under this type of loan:
Table 2. Development Policy Loans

Development
Policy Loans
1) Programmatic
DPL series
Key Features
Loan Terms
Consists of a series of
operations
within
a
medium-term framework
and
are
based
on
adequate prior policy
and institutional actions
Tranche release depends
on the maintenance of
an
adequate
macroeconomic
policy
framework
and
the
satisfactory completion of
tranche conditions
2) Single
Tranche DPL
One-Off Operation
All conditions are prior
actions
Appropriate in a crisis or a
turn-around situation on
which the government
needs financial support to
deal with a short-term
situation even though the
medium-term program is
not yet well specified
3) Multi-tranche
DPL
Tranche conditions
specified up-front
are
Interest rate is based on pricing of

IBRD Flexible Loan variable or fixed
spread in effect at the time of
withdrawal
IBRD Flexible Loan carries a
variable lending rate that consists
of 6-month LIBOR plus a spread
that can either be fixed over the
life of the loan or remain variable;
Repayment term, including grace
period, may be determined at,
and commences from the time of,
disbursements and within existing
financial policy limits
Once agreed, repayment terms
may not be changed
In addition, all borrowers benefit
from the extended limit on
average repayment maturity up to
18 years and the extended limit on
the final maturity up to 30 years;
and
Front-end fee of 0.25% of the loan
withdrawal
life of the loan or remain variable
may not be changed.
the final maturity up to 30 years.
Front-end fee of 0.25% of the loan.
Development
Policy Loans
Key Features
Appropriate only when
the key steps in a
medium-term
reform
process are already well
understood and the key
outcomes
can
be
achieved
within
the
timeframe of the loan
Useful,
if
government
wants
to
use
the
conditions
of
DPL
operation as a signaling
device
Loan Terms
4) Supplemental
DPL financing
Available to countries
already
implementing
DPO-supported program
and facing an urgent and
unexpected
financing
gap
(resulting
from
commodity price shocks,
natural disasters, etc.)
which could jeopardize a
reform program that is
proceeding on schedule
and in compliance with
the
agreed
policy
agenda.
5) DPL with a
deferred
drawdown
option (DPLDDO)
Allows IBRD borrowers to

postpone disbursement of
a loan for a defined
drawdown period after
the
loan
has
been
declared
effective,

withdrawal
may not be changed.
withdrawal
may not be changed.
withdrawal
Deferment period of up to 3 years
Development
Policy Loans
6) CAT-DDO
7) (vii) Special
DPL
Key Features
Loan Terms
instead of drawing down

funds immediately after
approval.
Funds are available upon
the borrowers request
All specific conditions of
disbursement
for
a
development policy loan
with a DDO option must
be met before Board
presentation and before
tranche release approval
for multiple-tranche loans
No
effectiveness
conditions are included in
the loan agreement
A Deferred Drawdown
Option for a catastrophe
risk is a DPL that provides
liquidity immediately after
a natural disaster that
results in a declaration of
a state of emergency
and supports a disaster
risk
management
program
Drawdown is available
only if a pre-specified
trigger linked to a natural
catastrophe has been
(i.e., declaration of a
state of emergency)
All specific conditions of
disbursement
for
a
development policy loan
with a DDO option must
be met before Board
presentation and before
tranche release approval
for multiple-tranche loans
No
effectiveness
conditions are included in
the loan agreement
DPL
that
is
made
available
to
IBRD
countries
that
are
approaching or are in a
macroeconomic
crisis,

disbursements
Renewable
if
the
countrys
implementation of the program
remains satisfactory
It may be renewed once for up to
3 additional years
One-time front end fee of 0.25%,
and stand-by fee of 0.50% per
annum on undisbursed balance,
accruing
at
the
time
of
effectiveness,
The base rate is similar to a regular
IBRD loan

withdrawal
Deferment period of up to 3 years
disbursements
Renewable
if
the
countrys
implementation of the program
remains satisfactory
A CAT-DDO may be renewed 4
times for up to 3 years each time,
for a total deferment of 15 years.
Amounts
repaid
during
the
deferment period are again
available for drawdown.
One-time front end fee of 0.50%,
and renewal fee of 0.25% per
annum on undisbursed balance,
accruing
at
the
time
of
effectiveness
The base rate is similar to a regular
IBRD loan
Interest rate is 6-month LIBOR plus
minimum of 2%
Front-end Fee of 1% of the principal
loan amount
Repayment terms 5 to 10 years
Development
Policy Loans
Key Features
Loan Terms
contingent
on
a
disbursing IMF program
being in place
final maturity with 3 to 5 years

grace period
National Program Support Loans. These support the governments priority needs despite
tight fiscal envelope by moving away from disaggregated project oriented financing. It
provides within budget financing for priority expenditures to support implementation of the
sector reform agenda and reinforce the governments cross cutting governance reforms in
expenditure management, rationalization, procurement and financial management. It
serves as a link to operationalize macro reforms on public expenditure management,
agency level reforms tightening linkages between planning and budgeting, and sectoral
operations. It fosters improved predictability of resource flows supporting priority sector
reforms, thus improving efficiency and effectiveness of public spending in the sector.
Program for Results (PforR). PforR finances specific sectoral or subsectoral expenditure
programs and focuses on strengthening the institutional capacity essential to ensuring that
programs achieve their results and can be sustained. Financing proceeds under this facility
are disbursed upon achievement of verified results specified as disbursement-linked
indicators (DLIs).
Japan International Cooperation Agency (JICA)
Commodity Loans. This type of program loan provides settlement funds for urgent and
essential imports of materials to developing countries that are experiencing a worsening
fiscal currency situation and facing economic difficulties. These loans are often used to
import commodities such as industrial machinery and raw materials, fertilizer and pesticide,
agricultural and other kinds of machinery, which are agreed upon beforehand between
the Japanese and recipient governments.
Sectoral Program Loans. These are commodity loans used simultaneously to support
development policies in prioritized sectors of developing countries. Local currency
(counterpart) funds received by the government as payment for foreign currency sold to
importers are utilized for public investments for sector-specific development.
Annex 2-G
List of Active Program Loans
(As of December 2012)
Program Title
Commitme
Effectivity
Closing
nt (US$ M)
Date
Date
DOF
350.00
16/8/2012
31/10/2012
DOF
300.00
15/2/2012
31/3/2012
DOF
96.41
10/10/2012
17/12/2012
DP
IA
ADB
ADB
Closed
1. Increasing
Competitiveness for
Inclusive Growth
Program Sub1
2. Governance in Justice
Sector Reform ProgramSub2
3. Development Policy
Support ProgramInvestment Climate
GOJJICA
4. National Sector Support

for Health Reform
5. National Support for
Basic Education
Ongoing
WB
DOH
104.72
30/6/2011
30/3/2012
WB
DepEd
200.00
1/1/2007
31/12/2012
6. Social Protection Support

Project
Enhancement
Programme
8. National Program
Management Project
9. National Program
Support for Tax
Administration
ADB
DSWD
400
1/12/2011
3/31/2016
IFAD
DA
15.90
9/11/2009
30/6/2017
WB
DENR
50.00
27/11/2007
31/12/2013
WB
BIR
11.00
25/6/2007
30/6/2013
WB
DSWD
405
2/19/2010
6/30/2014

Development Reform
Annex 2-H

Distribution of Total ODA Loans
as of December 2012
Development
Partner
Type of Loan
Net Loan Amount

US$ M
% Share
Project
Program
10
8
2
1,371.00
321.00
1,050.00
15.54
4.66
54.33
Project
Program
4
4
0
386.54
386.54
-
4.38
5.61
-
Project
Program
21
20
1
3,261.23
3,164.82
96.41
36.97
45.95
4.99
Project
Program
26
25
1
1,963.53
1,947.90
15.63
22.26
28.28
0.81
Project
Program
19
14
5
1,838.70
1,067.98
770.72
20.84
15.50
39.88
80
8,821.00
100.00
71
9
6,888.24
1,932.76
78.09
21.91
ADB
CHINA
GOJ/JICA*
(US$ Equivalent)
Number
OTHERS
WB
TOTAL
Project
Program
NEDA-Project Monitoring Staff
*Exchange Rate Used:
CY 2012 1US$ = 80.6452
Annex 2-I

DISTRIBUTION OF TOTAL ODA LOANS NET COMMITMENT
By Sector/Sub-sector
(CY 2011 vs. CY 2012)
Sector/Sub-sector
Agriculture, Natural Resources and Agrarian Reform

Agriculture and Agrarian Reform
Environment and Natural Resources
Infrastructure
Energy, Power and Electrification
Social Infrastructure
Transportation
Urban Infrastructure
Water Resources
Economic Governance
Political Governance
Shelter and Urban Development
Education and Manpower
Health, Population and Nutrition
Social Welfare and Community Development
Grand Total
* Exchange Rates Used:
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Net Commitments
(US$M)
CY 2011
CY 2012
Increase
(Decrease)
(US$M)
Increase
(Decrease)
(%)
1,192.03
1,072.76
119.27
4,950.35
98.82
706.17
3,283.32
458.41
403.63
218.64
32.90
11.00
21.90
2,205.63
0.00
200.00
232.14
1,773.49
1,495.26
1,160.64
334.62
5,185.99
97.03
924.84
2,836.75
447.16
880.21
115.05
332.40
11.00
321.40
1,692.30
0.00
200.00
218.85
1,273.45
303.23
87.88
215.35
235.64
(1.79)
218.67
(446.57)
(11.25)
476.58
(103.59)
299.50
0.00
299.50
(513.33)
0.00
0.00
(13.29)
(500.04)
25.44
8.19
180.56
4.76
(1.81)
30.97
(13.60)
100.00
118.07
(47.38)
910.33
0.00
1,367.58
(23.27)
0.00
0.00
(5.72)
(28.20)
8,599.55
8,821.00
221.45
2.58
Annex 2-J

Distribution of ODA Grants
as of December 2012
Development Partner
Project
Count
Total Grant
Amount
(US$M)
Percentage
Share*
(%)
USA
71
852.18
29.89
Australia
23
934.87
32.79
EU
12
185.60
6.51
UN System
119
316.51
11.10
WB
52
150.06
5.26
Japan
95.83
3.36
Germany
16
90.17
3.16
Korea
12
63.57
2.23
ADB
45
84.07
2.95
Spain
27
42.73
1.50
Canada
22.81
0.80
New Zealand
10
9.36
0.33
Czech Republic
1.81
0.06
Norway
1.90
0.07
TOTAL
400
2,851.46
100.0
By Sector
Sector
Social Reform and
Community
Development
Governance and
Institutions
Development
Infrastructure
Agriculture, Agrarian
Reform, and Natural
Resources
Industry, Trade and
Tourism
TOTAL
Project
Count
177
Total Grant
Amount
(US$M)
1,519.4
Percentage
Share
(%)
53.29
83
561.92
19.71
29
400.04
14.03
92
314.19
11.02
19
55.90
1.96
400
2,851.46
100.0
Annex 2-K

ODA LOANS AND GRANTS ADDRESSING CLIMATE CHANGE
Project Title
Loans
1 Integrated Coastal Resources
Management Project (ICRMP)
Funding
Agency
IA
ADB
DENR
Description of Program/Project Components
Component A: Policy environment and

legal framework for integrated coastal
resources management (ICRMP)
rationalized, institutional capacities
strengthened and governance improved.
A/M
Classfication*
Sector/Subsector
A/M
Environment
and Natural
Resources
Component B: ICRM institutionalized and

functional at the local levels, and coastal
ecosystems and resources in the threatened
areas of biodiversity are protected and
managed.
2 Forestland Management Project
JICA
DENR
3 National Program Support for

Environment and Natural Resources
Management Project (NPS-ENRMP)
WB
DENR
4 Community Based Forest and

Mangrove Management Project in
Panay and Negros (CBFMMP)
KfW
DENR
Comprehensive Site Development - 5-year

work plan formulated 71,300 ha.
(reforestation, agroforestry, silvopasture and
soil conservation) established and
maintained
Component 2: Integrated Ecosystem
Management
Natural Resources Management

Component
Infrastructure and Livelihood Component
Remarks
Adaptation: Policy studies on

Management of Mangroves, Foreshore,
and Coral reefs, dissemination to
communities through IEC
DRR: Environmental Hazard
Management Policy
Adaptation: ICRMP Plans
institutionalized; Environment Impact
Monitoring mechanism
Mitigation: Mangrove
plantation/watershed management
complementing DENR's National
Greening Program (NGP) Conservation
Projects
Environment
and Natural
Resources
A/M
Environment
and Natural
Resources
Majority of the forest-related projects

falls under Adaptation and Mitigation
given the dual role of forest on soil
stabilization, environmental protection
and carbon sequestration, among
others
A/M
Environment
and Natural
Resources
Forest and Mangrove rehabilitation

through LGUs, POs and/or rural
households
Project Title
5 Second Cordillera Highland
Agricultural Resource Mgt. Project
(CHARMP2)
6 Support for Strategic Local

Development and Investment Project
Funding
Agency
IA
OFID/IFAD
DA
Rural Infrastructure Development, Project

Management and Coordination, Social
Mobilization, Participatory Investment
Planning and Land Titling, Community
Watershed Conservation, Forest
Management, Agroforestry, Agribusiness
and Income Generating Activities
WB
LBP
Sanitary Solid Wste Management,

Acquisition of heavy equipment,
Construction of 1 MW Sipangpang Minihydro Power Project
A/M
Classfication*
A/M
Sector/Subsector
Remarks
Rural
Community Watershed Conservation,
Development Forest Management and Agroforestry.
Production of Environmentally safe
products, Domestic Water Supply and
Community Irrigation Systems
Environment
and Natural
Resources
Detailed design completed

equipment are currently used by
Ozamiz City in the day to day operation
of the Citys Waste Management
Construction ongoing for the Mini-hydro
Power Plant
7 Pinatubo Hazard Urgent Mitigation

Project III
8 Rural Power Project - Additional

Financing
9 Credit Line for Energy Efficiency and
Climate Protection in the Philippines
JICA
DPWH
Address flood-related disaster management

by updating flood forecasting and warning
system plan, and disaster prevention and
evacuation plan among others.
WB
DBP
Germany
LBP
Promotes the utilizationb of new and

renewable energy sources (NREs)
Replacement or retrofitting or energy
efficient modernization of CFC, HFC and
HCFC chillers; Installation or energy efficient
modernization of biomass cogeneration
facilities, such as cogeneration from: Sugar,
bagasse, Rice husk, Coconut husk, Methane
from piggeries or poultries, or food and
beverage processing industries;
Replacement or energy efficient
modernization of machinery and
equipment powered by primary energy
resources e.g., diesel, coal, gas);
Replacement of diesel generators or
kerosene lamps by solar panels, mini-hydros
or other renewable energy facilities
Climate
Components deal with enhancement of
Change
plans
Adaptation/
Disaster
Risk/Reduction
/Management
Power and
Energy
Power and
Energy
Components directly related to GHG

reduction
reduction
Funding
Agency
IA
10 Environmental Development Project

(EDP)
JICA
DBP
11 Philippine Energy Efficiency Project
ADB
12 Provincial Towns Water Supply and

Sanitation Program III
Project Title
13 Angat Water Utilization and Aqueduct

Improvement Project, Phase II
14 Post Ondoy and Pepeng Short-term

Infrastructure Rehabilitation Project
A/M
Classfication*
Sector/Subsector
Conservation, Protection and Rehabilitation

of Environment and Natural Resource;
Integrate environmental considerations in
all aspects of its operations
Environment
and Natural
Resources
DOE
Increasing the use of

indigenous renewable energy generation
(such as geothermal,
biomass, wind, and hydropower); Promoting
energy efficiency; Reduction of Energy cost,
through investments in energy efficient
appliances, adoption of energy saving
measures in buildings, improved capacity of
ESCOs to undertake energy efficient
projects, and improvement of equipment
testing facilities.
Power and
Energy
KfW
LWUA
Public Environmental Education Program;

Water Supply Systems Development;
Environmental Sanitation Improvements;
Implementation Assistance and Institutional
Strengthening
Environment
and Natural
Resources
Components deal with IEC, Capacity

building, institutional strengthening and
provision of improved facilities
China
MWSS
Environment
and Natural
Resources
Components deal with provision of

improved facilities
JICA
DPWH
Ensure water supply security to Metro

Manila. As such, its primary goal is to
safeguard the integrity of raw water
conveyance from Ipo Dam to the La Mesa
portals; Application of new technologies,
such as using collapsible steel forms in final
concrete lining of tunnels; Strategic
repositioning of the fabrication plant of the
steel pipes and steel liners; Tunnel
conversion; IIncreased number of
equipment; Manpower complement
Infrastructure Development
DRR/A
Remarks
Solid Waste Management and Industrial
Pollution Control
Building Retrofit, National Residential

Lighting Program, Public Lighting
Retrofit, Lamp Waste Management
Facility, EE Testing Laboratory
Enhancement, Efficient Building
Initiative, Communication for Efficient
Lighting and Promoting Efficiency in
Everyday Life and Project
Implementation Support
Climate
Components deal infrastructure
Change
rehabilitation
Adaptation/
Disaster
Risk/Reduction
/Management
A/M
Classfication*
Sector/Subsector
Clean Air Act Enforcement or Reduction of

GHC emissions and implementaion of
UNFCCC
Environment
and Natural
Resources

reduction
DENR
Expanding Conservation Coverage in the

Eastern Visayas Bio-geographic Zone and
Establishment of the Samar Island Natural
Park (SINP)
A/M
Environment
and Natural
Resources

others
FAO
DENR
Dynamic Conservation of Agricultural

Heritage Systems Promotion of Sustainable
Use of Agricultural Biodiversity for
Sustainable Agriculture and Rural
Development
WB/GEF
DENR
Partnership Strengthening, Master Planning

and Policy Development, Innovative
Financing, Use of market-based incentives,
Rate rebasing, Joint sewage and septage
treatment plant and Project management.
Environment
and Natural
Resources
Components deal with institutional

strengthening, financing mechanisms,
and policy reforms
19 Global Programme to Demonstrate

UNIDO/GEF
the viability and removal of barriers
that impede adoption and successful
implementation of available noncombustion technologies for
destroying persistent organic pollutants
(POPs)
DENR
Effective Implementation of NonCombustion Technology to destroy

significant obsolete polychlorinated
biphenyls (PCBs) wastes
Environment
and Natural
Resources

reduction
20 MDGF 1656: Joint Programme on

Strengthening the Philippine
Institutional Capacity to Adapt to
Climate Change
DENR
Economic Sustanability, Climate Risk

Reduction Management (CRR), Improved
Demonstration of Adaptation Projects
Environment
and Natural
Resources

strengthening, and improved
technologies for adaptation
Project Title
Grants
15 Strengthening Coordination for
Effective Environmental Management
(STREEM)
16 Samar Island Biodiversity Project Phase
II (SIBP)
17 Conservation and Adaptive

Management of Globally Important
Agricultural Heritage System Ifugao
Rice Terraces (GIAHS-IRT)
18 GEF-Manila Third Sewerage Project
(MTSP)
Funding
Agency
IA
UNDP/GEF
DENR
UNDP/GEF
Spain
Remarks
Rural
Deals with the use of appropriate
Development technology to improve production
systems
Funding
Agency
IA
A/M
Classfication*
Sector/Subsector
GIZ
DENR
Institutional Strengthening, Supporting the

Coordination of the Development of
National Climate Change Adaptation
Strategies, supporting the Implementation of
selected measures to Protect and Keep the
unique Marine and Terrestrial Biodiversity of
the Philippines and Contributing to
Awareness Creation of Climate Change
and Environmental Issues.
Environment
and Natural
Resources
22 Philippine Chiller Energy Efficiency
WB/GEF
DENR
Reduction of Greenhouse gas (GHG)

emissions by replacing inefficient chillers,
including both reduce greenhouse gas
(GHG) emissions by replacing old
Chlorofluorocarbon (CFC)-based chillers
and non-CFC-based chillers.
23 Philippine Climate Change

Adaptation Project
WB/GEF
DENR
Environment
and Natural
Resources
Components deal with improved

24 Protection and rehabilitation of

coastal ecosystems for improved
adaptation to Climate Change as a
contribution to the Coral Triangle
Initiative (ACCCoast)
GIZ
DENR
Strengthening the Enabling Environment for

Climate Change Adaptation,
Demonstration of Climate Change
Adaptation Strategies in the Agriculture and
Natural Resources Sectors, Enhancement of
scientific Information for Climate Risk
Management and Coordination
Climate Change Adaptation in coastal
areas,Coral Triangle Initiative (CTI), Natural
resource governance in coastal areas, MPA
governance and management for
improved climate change adaptation,
Biodiversity conservation for improved
climate change adaptation and
Comprehensive land use and development
planning for improved climate change
adaptation
Environment
and Natural
Resources
Components deal with improved

25 Climate Related Modernization of

Forest Policy and REDD Piloting in the
Philippines
GIZ
DENR
Development of Improved Forest Policies

and Specific Incentives for Forest Protection
and Rehabilitation, Greenhouses gases
(GHG) Reduction, Biodiversity Conservation
and supports the Philippine National REDDPlus Strategy (PNRPS)
A/M
Environment
and Natural
Resources

others
Project Title
21 Adaptation to Climate Change and
Conservation of the Biodiversity in the
Philippines
Remarks
strengthening

reduction
Funding
Agency
IA
A/M
Classfication*
Sector/Subsector
GIZ
DENR
Conserving Biodiversity, Integration of forest

land use plans, Environmental education,
Agroforestry, Large-scale reforestation and
Promotion of alternative energy sources and
more efficient conversion technologies
A/M
Environment
and Natural
Resources

others
27 Enhancing Natural Resources

Management through Enterprise
Development in the Philippines
NZAID
DENR
Addressing Poverty Alleviation and

Environmental Sustainability in Upland Forest
Areas by Building the capacity in
Community Based Forest Management
Peoples Organizations (CBFMPOs), Local
Government Units (LGUs), and DENR to
develop financially viable, ecologically
sound, and socio-culturally appropriate
community enterprises.
Environment
and Natural
Resources

strengthening, financing mechanisms,
and policy reforms
28 Integrated Sustainable Wood Pellet

Manufacturing and Industrial Tree
Plantation establishment Project in the
Philippines
KOICA
DENR
No Available Information
A/M
Environment
and Natural
Resources

others
29 HCFC Phase-out Management Plan
UNIDO
DENR
Institutionl Capacity
Development,Assessment and
Demonstration of HCFC Alternative
Technologies, Technical Assistance and
Technology Transfer, Maximizing Climate
Benefits in the Refrigeration and Air
Conditioning, Increased Access to Funding
Environment
and Natural
Resources

reduction
30 Philippine Solid Waste Management

Sector Project-PPTA
ADB
DENR
Establish Integrated solid waste

management systems and operate them in
an economically
and environmentally sustainable manner;
Strengthen the capability of DENR-EMB to
perform its regulatory and development
functions.
A/M
Environment
and Natural
Resources

strengthenig, policy reforms, and
technologies to reduce GHG emissions
Project Title
26 Forest and Climate Protection in Panay
Remarks
Project Title
31 UN-REDD Plus-Supporting Initial
Readiness Process
32 Capacity Devt TA for Decentralized

Framework for Sustainable Natural
Resources and Rural Infrastructure
Devt. - PPTA
33 Regional Technical Assistance (RETA)

for Capturing Economic Benefits from
Ecosystem Services (CEBES) - PPTA
34 Regional Fisheries Livelihoods

Programme for South and Southeast
Asia (RFLP)
35 National Capacity Building for Land

Degradation Assessment and Climate
Change Adaptation (DA-BSWM)
Funding
Agency
IA
A/M
Classfication*
Sector/Subsector
Remarks
UNDP/
UNEP/ FAO
DENR
Enhance good governance and

environmental sustainability; Capacitating
forestland, protected areas and ancestral
domains managers & support groups to
implement REDD+ activities
A/M
Environment
and Natural
Resources

strengthening, environmental
management, capacity building of
stakeholders and GHG sequestration by
forests
ADB
DENR
A/M
Environment
and Natural
Resources

others
Japan
Special
Fund
DENR
Watershed ecosystem management; Law

implementation on forestry, protected
areas, wildlife conservation, agriculture,
public works, energy, air and water quality,
waste management, and mining with
significant implications for the management
of
URBs. Innovative approaches in
Establish
Environment
and Natural
Resources
Components deal with improving

financing mechanisms and innovative
approaches for financing
FAO/Spain
DA
Co-mangement mechanisms for sustainable

utilization of fishery to improve safety at sea
& reduce vulnerability for fisher communities
and establish post-harvest measures for
improved quality of products
Rural
Components deal with capacity
Development building
FAO
DA
No Available Information
Rural
Sustainable land management
Development practices
managing land use and forests for climate

change, biodiversity, and other local
benefits; Financing natural system
management for sustainable provision of
ecosystem services
Funding
Agency
IA
36 Strengthening the Philippines

Institutional Capacity to Adapt to
Climate Change (SPIACC) MDGF
1656
MDGF
DA
Works on addressing strategic issues

affecting the achievement of MDGs by
pursuing three outcomes:
1)Climate risk reduction mainstreamed into
key national and local development plans
and processes;
2)Enhanced national and local capacity to
develop, manage and administer plans,
programmes and projects addressing
climate change risks; and
3)Coping mechanisms improved through
pilot demonstration adaptation projects
37 Enhancement of Earthquake and

Volcano Monitoring and Effective
Utilization of Disaster Mitigation
Information in the Philippines
JICA
38 Establishment of Early Warning and

Monitoring System for Disaster
Mitigation in Metro Manila
KOIKA
PAGASA
39 Improvement of the Meteorological

Radar System
JICA
PAGASA
Project Title
A/M
Classfication*
Sector/Subsector
Remarks
Climate
Components focused on risk reduction,
Change
institutional strengthening, capacity
Adaptation/ building, and adaptation technologies
Disaster
Risk/Reduction
/Management
Climate
Components deals with provision of
Change
early warning device and monitoring
Adaptation/ system
Disaster
Risk/Reduction
/Management
Establish a network of state of the art

monitoring facilities along the PasigMarikina River, Installation of Modern
Weather Monitoring and Water Gauging
equipment
Replacement of three (3) existing

Meteorological Radar systems in Apari in
Cagayan, Virac in Catanduanesa and
Guian in Samar with Doppler (S-band)
Radar Systems
Climate
Change
Adaptation/
Disaster
Risk/Reduction
/Management
Climate
Change
Adaptation/
Disaster
Risk/Reduction
/Management
PHILVOLCS Intallation of Real-time Network of
broadband, seismometer, strong motion

accelerator & seismic intensity roe
automatic estimation of ground shaking &
damage when an earthquake occurs,
Installation of Real-time volcano monitoring
systems at Taal & Mayon Volcanoes, Provide
earthquake & volcano disaster information
through an Internet portal site.
Components deal with provision of early

warning device and monitoring system

improved meteorological device
Funding
Agency
IA
JICA
PAGASA
Improvement of capability of staff related

agencies in flood forecasting and warning
for proper dam operation unit in six (6)
existing dam sites and Strenthening of
existing FFW300
Climate
Change
building
Adaptation/
Disaster
Risk/Reduction
/Management
41 Improvement of Flood Forecasting and

Warning System for Magat Dam and
Downstream Communities
Norway
PAGASA
Improvement of existing FFWS facilities and

Expansion of Cagayan River Basin
Climate
Components deal with improving
Change
facilities
Adaptation/
Disaster
Risk/Reduction
/Management
42 Electric Cooperative System Loss

Reduction Project
GEF-WB)
DOE
Removal of Barriers to Energy Efficiency and

Energy Conservation, Sustain energy
efficiency improvements in electric
cooperatives (Ecs); Reduction of GHG
emission
Spain
DILG
Aims to ensure that these typhoondamaged communities have increased

capacities, readiness and resiliency in
disaster response, pre-disaster mitigation
measures, and that the first economic
rehabilitation works have been carried out.
Germany
LBP
Improvement of environmental
conditions and reduction of poverty in
Panay and Negros by enabling
participating peoples organizations (POs)
to manage forests and mangroves
sustainably, adopt sustainable and
A/M
Project Title
40 Strengthening of Flood Control
Forecasting and Warning System for
Dam Operations
43 Strengthening the DRR Capacity of

LGUs Affected by Typhoon PARMA in
Central Luzon
44 Community-Based Forest & Mangrove

Management Project in Panay &
Negros
A/M
Classfication*
Sector/Subsector
Power and
Energy
Remarks
Provision of guarantee to loans of ECs

from commercial banks for financing
their capital expenditures (CAPEX)
projects aimed toward reduction of
system losses at the distribution level
and sustained energy efficiency
improvements in ECs.
Climate
Change
building
Adaptation/
Disaster
Risk/Reduction
/Management
Environment
and Natural
Resources

others
Project Title
45 Small Water Districts Improvement
Project
46 Measures Ensuring Reliable and Sustainable Drinking Water Supply for MM

After Damages Caused by
Catastrophic Typoon
47 Yen Loan Technical Assistance for

Bago River Irrigation System
Funding
Agency
IA
JICA
LWUA
Czech
Republic
JICA
48 Integrating Disaster Risk Reduction and AusAID/NZAi

Climate Change Adaptation in Local
d
Development Planning and Decisionmaking process
49 Assessments of Climate Change

Impacts and Mapping of Vulnerability
to Food Insecurity under Climate
Change to Strengthen Household Food
Security with Livelihoods Adaptation
Approaches (AMICAF)
FAO
A/M
Classfication*
Sector/Subsector
Physical Improvement of 20 Small Water

Districts Nationwide; Pilar Water Supply
System Improvement Project operate on a
fill-and-draw scheme wherein the water
from the two spring sources in Brgy.
Blasco will be pumped to the existing
217m3 capacity concrete ground reservoir.
Environment
and Natural
Resources

improved facilities
MWSS
Restoration of Water reliabilty and

sustanability; Source of Energy (Hydro power
plant Umiray) Rehabilitation; Protection
measures of Water structures
Environment
and Natural
Resources

improved facilities
NIA
Rehabilitation of Bago River Irrigation System

involves upgrading of water management,
institutional development and watershed
management
Environment
and Natural
Resources

improved facilities
NEDA
Address capacity gaps of individuals and

institutions involved with DRR/CCA and
development planning
DA
Component 1: Step 1 - Climate change

impact assessment
Component 2: Step 2 - Food insecurity
vulnerability analysis and mapping
Component 3: Step 3 - Livelihood
adaptations to climate change
Component 4: Step 4 Guidance in support
of adaptation planning
Remarks
Climate
Change
strengthening and improving the
Adaptation/ planning process
Disaster
Risk/Reduction
/Management
Annex 2-L
ODA LOANS AND GRANTS SUPPORTIVE OF DISASTER RISK REDUCTION
Project Title
Loans
1 Pinatubo Hazard Urgent Mitigation Project III
2 Post Ondoy and Pepeng Short-term Infrastructure

3 Community Based Forest and Mangrove
Management Project
4 National Program Support for Environment and
Natural Resources Management Project
5 Integrated Coastal Resources Management
Project (ICRMP)
Sub-total (Loans)
Grants
6 Enhancement of Earthquake and Volcano
Monitoring and Effective Utilization of Disaster
Mitigation Information in the Philippines
7 Establishment of Early Warning and Monitoring

System for Disaster Mitigation in Metro Manila
8 Improvement of the Meteorological Radar System
Funding Agency
Implementing
Agency
JICA
DPWH
JICA
DPWH
KfW
DENR
WB
DENR
ADB
DENR
Address flood-related disaster management by

updating flood forecasting and warning system
plan, and disaster prevention and evacuation plan
among others.
Infrastructure Development
Forest and Mangrove rehabilitation through LGUs,
POs and/or rural households
Integrated Ecosystem Management
Integrated Coastal Resource Management and
Biodiversity conservation
Total Project Cost

(PhP M)
4,698.80
6,479.54
411.78
2,100.00
2,245.40
15,935.52
JICA
PAGASA
Intallation of Real-time Network of broadband,

seismometer, strong motion accelerator & seismic
intensity roe automatic estimation of ground shaking
& damage when an earthquake occurs, Installation
of Real-time volcano monitoring systems at Taal &
Mayon Volcanoes, Provide earthquake & volcano
disaster information through an Internet portal site.
93.98
KOICA
PAGASA
128.22
JICA
PAGASA
Establish a network of state of the art monitoring

facilities along the Pasig-Marikina River, Installation
of Modern Weather Monitoring and Water Gauging
equipment
Replacement of three (3) existing Meteorological
Radar systems in Apari in Cagayan, Virac in
Catanduanesa and Guian in Samar with Doppler (Sband) Radar Systems
1,644.41
Project Title
Funding Agency
Implementing
Agency
9 Improvement of the Flood Forecasting and

Warning System for Magat Dam and Downstream
Communities
10 Strengthening of Flood Control Forecasting and
Warning System for Dam Operations
Norway
PAGASA
Improvement of existing FFWS facilities and

Expansion of Cagayan River Basin
JICA
PAGASA
Improvement of capability of staff related agencies

in flood forecasting and warning for proper dam
operation unit in six (6) existing dam sites
158.09
11 Strengthening the DRR Capacity of LGUs Affected

by Typhoon PARMA in Central Luzon
Spain
DILG
Aims to ensure that these typhoon-damaged

communities have increased capacities, readiness
and resiliency in disaster response, pre-disaster
mitigation measures, and that the first economic
rehabilitation works have been carried out.
89.32
UN
NEDA
Address capacity gaps of individuals and institutions

involved with DRR/CCA and development planning
87.49
12 Integrating Disaster Risk Reduction and Climate

Change Adaptation in Local Development
Planning and Decision-making Process
Sub-total (Grants)
TOTAL
Total Project Cost

(PhP M)
71.95
2,273.46
18,208.98
Annex 2-M

FAPs SUPPORTING THE ACHIEVEMENT OF MILLENNIUM DEVELOPMENT GOALS
As of December 2012
Title
FAPs supporting Specific Goal
Goal 1
1 Agrarian Reform Infrastructure Support Project (ARISP III)
2 Infrastructure for Rural Productivity Enhancement Sector
3 Tulay ng Pangulo Para sa Kaunlarang Pang-agraryo Project
4 Mindanao Sustainable Agrarian and Agriculture Development Project
(MINSAAD)
5 Logistics Infrastructure Development Project
6 Philippine Poverty Environment Initiative
7 Capacity Development for Social Protection
8 Support for Social Protection Reform
9 Rural Micro Enterprise Promotion Programme (RuMEPP)
10 Establishment of Modern Integrated Rice Processing Complexes in the Four
Provinces in the Philippines
Goal 2
11 Basic Educaion Assistance for Mindanao
12 School Building Project for Basic Education (SBP4BE)
13 National Program Support for Basic Education (NPSBE)
14 Support to the Philippine Basic Education Reforms (SPHERE)
15 Education Performance Incentive Partnership (EPIP)
16 Rehabilitation of Classrooms and School Facilities in Typhoon-Affected Areas
in Metro Manila
17 Philippines Response to Indigenous People and Muslim Education (PRIME)
Goal 3
18 JICA In-Country Training Programme
19 Strengthened Gender Impacts of Social Protection
Goal 5
20 Second Women's Health and Safe Motherhood Project
21 Health Sector Reform Agenda-Support Program
Goal 6
22 Sustaining TB Control and Ensuring Universal Access to Comprehensive
Quality TB Care (Phase 2)
23 Philippines Health Sector Reform Project
24 DF-Philippines - Grant for Results-Based M&E towards Equity and
Effectiveness (ME3) for the Health Sector Reform Agenda or the Formula One
for Health (F1)
25 Development of the Lung Center of the Philippines as the National Referral
Center for Multi Drug Resistant Tuberculosis (MDRTB)
Goal 7
27 Rural Power Project (Additional Financing)
28 National Program Support for Environment and Natural Resources
Management (NPS-ENRM) Project
30 Austrian-assisted BFP Capability Building Program for Selected Priority Cities
in the Philippines
32 Credit Line for Energy Efficiency and Climate Protection in the Philippines
(CLEECP)
33 Electric Cooperative System Loss Reduction Project
34 Local Government Unit Investment Programme II
35 Support for Strategic Local Development and Investment Project
36 Making Justice Work for the Marginalized
37 Strengthening Coordination for Effective Environmental Management
(STREEM)
Total Project
Cost (PhPM)
FI
IA
GOJ-JICA
ADB
France
GOJ-JICA
DAR
DA
DAR
DAR
61,642.24
7,964.64
7,066.93
18,474.56
4,402.74
GOJ-JICA
ADB
ADB
IFAD
KOICA
DBP
DILG
DSWD
DSWD
DTI
DA
21,546.99
2.00
44.30
75.30
1,279.34
785.45
AusAid
AusAid
WB
AusAid
AusAid
DepEd
DepEd
DepEd
DepEd
DepEd
17,175.04
3,927.00
1,008.00
9,200.00
1,533.42
598.13
AusAid
DepEd
792.00
AusAid
DepEd
116.49
GOJ-JICA
ADB
DAR
DSWD
WB
Spain
DOH
DOH
GF
DOH
237.49
Germany
DOH
385.00
WB
DOH
1,872.00
KOICA
DOH
150.00
WB
WB
DBP
DBP
68,647.42
9,186.06
2,080.00
WB
DENR
2,394.00
JICA
DENR
Austria
DILG
5,637.45
1,530.88
ADB
Germany
DOE
LBP
2,160.00
1,721.45
WB
Germany
WB
UNDP
UNDP/GEF
DOE
LBP
LBP
SC
DENR
10.00
537.29
4,796.00
1.29
20.86
UNDP
30.56
11.73
18.83
583.00
32.70
583.00
2,644.49
Title
FI
IA
38 Partnership for Biodiversity Conservation, Mainstreaming in Local Agricultural

Landscape
39 GEF-Manila Third Sewerage Project (MTSP)
40 Sector Plan to Phase Out HCFC141b in the Foam sector
41 MDGF 1656: Joint Programme on Strengthening the Philippine Institutional
Capacity to Adapt to Climate Change
42 Protection and rehabilitation of coastal ecosystems for improved
adaptation to Climate Change as a contribution to the Coral Triangle
Initiative (ACCCoast)
43 Climate Related Modernization of Forest Policy and REDD Piloting in the
Philippines
44 Forest and Climate Protection in Panay
45 Integrated Sustainable Wood Pellet Manufacturing and Industrial Tree
Plantation establishment Project in the Philippines
46 Philippine Solid Waste Management Sector Project-PPTA
47 UN-REDD Plus-Supporting Initial Readiness Process
UNDP/GEF
DENR
Total Project
Cost (PhPM)
765.90
WB/GEF
WB
UNDP
DENR
DENR
DENR
236.12
93.92
67.50
GIZ
DENR
413.20
GIZ
DENR
208.00
GIZ
KOICA
DENR
DENR
137.48
153.00
ADB
UNDP/ UNEP/
FAO
ADB
DENR
DENR
36.00
22.50
DENR
64.35
FAO
DA
20.81
48 Capacity Devt TA for Decentralized Framework for Sustainable Natural

Resources and Rural Infrastructure Devt. - PPTA
49 National Capacity Building for Land Degradation Assessment (LADA) and
Climate Change Adaptation
50 Provincial Towns Water Supply and Sanitation Program III
51 Angat Water Utilization and Aqueduct Improvement Project, Phase II
52 Measures Ensuring Reliable and Sus-tainable Drinking Water Supply for MM
After Damages Caused by Catastrophic Typoon
53 Environmental Development Project (EDP)
54 Capacity Building to Remove Barriers to Renewable Energy Development
Exprt Import Bank

of China
Czech Republic
LWUA
MWSS
884.00
6,056.28
MWSS
138.65
UNDP
DBP
DOE
11,096.00
not indicated
55 Philippine Efficient Lighting Market Transformation Project

56 Enhancement of Earthquake and Volcano Monitoring and Effective
Utilization of Disaster Mitigation Information in the Philippines/PHILVOLCS
UNDP
JICA
DOE
DOST
0.07
48.30
57 Project for the Improvement of Meteorological Radar System/PAGASA
JICA
DOST
1,644.41
China
WB
WB
KOIKA
NIA
NIA
HUDCC
DOST
11,225.53
5,111.43
20.48
128.220

National Slum Upgrading Strategy Program
Establishment of Early Warning and Monitoring System for Disaster Mitigation
in Metro Manila/PAGASA
Goal 8
62 Assessments of Climate Change Impacts and Mapping of Vulnerability to
Food Insecurity under Climate Change to Strengthen Household Food
Security with Livelihoods Adaptation Approaches (AMICAF)
58
59
60
61
TOTAL
31.60
FAO
DA
31.60
150,754.35
Annex 2-M

FAPs Supporting the Achievement of the Millenium Development Goals
As of December 2012
Total Project Cost
(PhPM)
Goals
Supported
FI
IA
IFAD
WB
ACIAR
DA
DA
DA
1,890.650
5,210.000
3.000
1&3
1&7
1&7
ADB
WB
DA
DENR
DENR
366.858
2,245.400
1,647.400
1&7
1&7
1&7
7 Integrated Resources Management Project (ICRMP)
ADB
DENR
3,253.100
1&7
8 Community Bases Forest and Mangrove Management

Project in Panay and Negros (CBFMMP)
KfW
DENR
568.800
1&7
9 Samar Island Biodiversity Project Phase II (SIBP)

10 Camiguin Coastal Resource Management Project
11 Enhancing Natural Resources Management through
Enterprise Development in the Philippines
12 Environment, natural Resource Management and Rural
Development (EnRD) Program
13 Community Based Forest and Mangrove Management
Project
14 Agricultural Credit Support Project (ACSP)
15 Help for Catubig Agricultural Advancement Project
UNDP/ GEF
NZAID
NZAID
DENR
DENR
DENR
63.240
916.130
13.610
1&7
1&7
1&7
GIZ
DENR
1,488.890
1&7
Germany
LBP
184.963
1&7
GOJ-JICA
JICA
LBP
NIA
9,695.000
2,891.312
1&7
1&7
DENR
419.730
1&8
DOST
71.951
6&7
DILG
310.460
7&2
DA
20.810
7&8
Title
FAPs supporting two(2) or more goals
1 Rapid Food Production Enhancement Programme
(RaFPEP) Rural Development Program 2
2 Mindanao
3 Watershed Evaluation for Sustainable Use of Sloping
Agricultural Land in the Southern Philippines,
SMCN/2009/031
4 Environment and Rural Development Program
5 Integrated Coastal Resources Managemet Project
6 Land Administration and Management Project (LAMP 2)
16 Community-Based Forest and Mangrove Management

Germany
in Negros and Panay
17 Improvement of Flood Forecasting and Warning System
JICA
for Magat Dam and Downstream Communities/
PAGASA
18 Strengthening the Disaster Risk Reduction
Spain
(DRR)Capacity of LGUs Affected by Typhoon PARMA in
Central Luzon
19 National Capability Building for Land Degradation
FAO
Assessment (LADA) and Climate Change Adaptation
(TCP/PHI/3302)
20 Second Cordillera Highland Agricultural Resource
IFAD/OFID
Management Project (CHARMP 2)
21 Mindanao Network for Sustainable Organic Farming
AFACI
Systems (MINSOFS)
22 MDG - F 2030 Ensuring Food Security and Nutrition for
WHO,
Children 0--24 months old in the Philippines
UNICEF, ILO,
FAO, WFP
23 Credit for Better Health Care Project
ADB
24 Improving Disease Prevention and Control in Cavite
KOICA
through the Construction of a Public health
Collaboration Center Project
25 Health Sector Policy Support Program II
EU
26 Mindanao Health Sector Policy Support Program
EU
(MHSPSP)
27 KALAHI-CIDSS Project- Additional Financing
WB
28 KALAHI-CIDSS Millenium Challenge Corporation
WB
29 Social Protection Support Project
ADB
30 Community Based Forest Management
KfW
31 Agrarian Reform Communities Project (ARCP II)
ADB/OFID
TOTAL
2,417.480
1, 3 & 7
DA
1.299
1, 3 & 7
DOH
16.000
1, 4 & 5
DBP
DOH
2,720.210
150.00
4, 5, & 6
4, 5, & 6
DOH
DOH
2.16
384.00
4, 5, & 6
4, 5, & 6
DA
DSWD
DSWD
DSWD
LBP
DAR
4,962.000
0.341929
21,782.00
411.78
8, 647.21
62,217.920
2, 4, 5 & 7
2, 4, 5 & 7
1, 2, 4 & 5
4, 5, 6 & 7
1, 2, 3, 4 & 7
Annex 2-N

DISTRIBUTION OF TOTAL ODA LOANS
By Agency Classification
as of December 2012
Agency
Type
No.
CY 2011
US$ Million
% Share
No.
CY 2012
US$ Million
% Share
NGAs
62
6,225.70
72.40
62
6,759.55
76.63
GOCC
1,081.32
12.57
518.50
5.88
GFI
11
1,230.60
14.31
11
1,483.63
16.82
LGU
61.95
0.72
59.33
0.67
Grand Total
80
8,599.57
100.00
80
8,821.00
100.00
Source: NEDA-Project Monitoring Staff

Exchange Rates Used:
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 2-O
CY 2012 Portfolio Review

Budget Dependent Vs. Non-Budget Dependent
(2011 vs 2012)
CY 2011
US$ Million
% Share
CY 2012
US$ Million
% Share
Budget Dependent
4,545.75
66.29
5,034.87
73.09
Non-Budget Dependent
2,311.92
33.71
1,853.37
26.91
Project Total
Program Loans
6,857.67
1,741.90
79.74
20.26
6,888.24
1,932.76
78.09
21.91
Grand Total
8,599.57
100.00
8,821.00
100.00

2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 2-P

with LGU Participation
(2011 vs 2012)
CY 2011
US$ Million
% Share
CY 2012
US$ Million
% Share
With LGU Participation
1,446.16
21.09
1,196.89
17.38
Others
5,411.51
78.91
5,691.36
82.62
Project Total
Program Loans
6,857.67
1,741.90
79.74
20.26
6,888.25
1,932.76
78.09
21.91
Grand Total
8,599.57
100.00
8,821.00
100.00

2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 2-Q

with MDFO as Conduit
(2011 vs 2012)
CY 2011
U$ Million
% Share
With MDFO as Conduit
CY 2012
U$ Million
% Share
486.95
7.10
735.85
10.68
Others
6,370.72
92.90
6,152.39
89.32
Project Total
Program Loans
6,857.67
1,741.90
79.74
20.26
78.09
21.91
Grand Total
8,599.57
100.00
6,888.24
1,932.76
.
8,821.00

2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
100.00
Annex 2-R

LIST OF ODA LOANS BY TYPE OF ASSISTANCE
As of December 2012
Loan ID
Multilateral
2465-PHI
2515-PHI
2137-PHI
2872-PHI
1772-PHI
2311-PHI
2507-PHI
2836-PHI
2662-PHI
2840-PHI
Loan Title

Increasing Competitiveness for Inclusive Growth
Program -Sub1
Infrastructure for Rural Productivity Enhancement
Sector
Integrated Coastal Resources Management
Project
Road Improvement and Institution Development
Project
Governance in Justice Sector Reform ProgramSubprogram 2
DP
IA
Net Commitment
(US$M)
ADB
ADB
ADB
DAR
DBP
DOH
3,340.84
70.00
52.69
13.00
ADB
DOF
350.00
ADB
DA
58.41
ADB
DENR
33.80
ADB
DOE
31.10
ADB
DPWH
62.00
ADB
DSWD
400.00
ADB
DOF
300.00
767-PH
Rapid Food Production Enhancement Programme IFAD
DA
15.90
IFAD-661-PH
IFAD
DTI
18.64
IFAD
DA
26.60
OFID
DAR
30.00
OFID
DPWH
30.00
OFID
DA
10.00
WB
WB
WB
ARG
SC
DSWD
30.00
21.40
59.12
WB
LLDA
10.00
WB
DENR
15.36
PH-7311

Management Project
Road Improvement and Institutional Development
Project
Management Project
Laguna de Bay Institutional Strengthening and
Community Participation Project (LISCOP) Additional Financing
Phase II
WB
LBP
34.99
8162-PH
WB
LBP
275.00
PH-7440
WB
DA
83.75
PH-7470
National Program Support for Environment and

Natural Resources Management Project
WB
DENR
50.00
PH-7431
WB
BIR
11.00
PH-75520
PH-7395
PH-7393
PH-7709

Project Phase
II Support for Health Reform
National
Sector
WB
WB
WB
WB
DPWH
DOH
DepEd
NIA
749-PH
1225P
1446P
1224P
PH-79120
PH-7191
PH-7959
PH-8035
PH-7298
232.00
104.72
200.00
70.36
Loan ID
Loan Title
PH-8119
PH-76730
DP
IA
Net Commitment
(US$M)

Second Women's Health and Safe Motherhood
PH-7290
Project
PH-7805
Support for Strategic Local Development and
PH-4833
Investment Project
Bilateral (Pure)
CHI-6
Angat Water Utilization and Aqueduct
CHI-7
Improvement Project (AWUAIP)-Phase II
BLA-04055
CHI-5
Community Based Forest and Mangrove
KfW-02
Management Project
AI-2001 65
Credit Line for Energy Efficiency and Climate
951
Protection in the Philippines (CLEECP)
A-200665109 Health Sector Reform Project
WB
WB
DBP
DBP
50.00
40.00
WB
DOH
16.00
WB
DSWD
405.00
WB
LBP
130.00
China
NIA
3,787.31
89.15
CHINA
MWSS
116.60
China
China
NLRC
NLRC
180.79
0.00
Germany
DENR
5.19
Germany
LBP
25.93
Germany
DOH
12.96
200765172
Germany
LBP
200665240
Germany
LWUA
PH-P242
GOJ-JICA
DAR
146.35
PH-P244
GOJ-JICA
LBP
181.14
PH-P235
GOJ-JICA
ARG
29.33
PH-P236
Arterial road Bypass Project I (Plaridel and

Cabanatuan)
GOJ-JICA
DPWH
51.92
PH-P250
GOJ-JICA
DPWH
56.93
PH-P249

Development Policy Support Program-Investment
Climate
Flood Risk Management Project along Selected
Principal Rivers 2
Help for Catubig Agricultural Advancement
Project Stage I
Mindanao Sustainable Agrarian and Agriculture
Development Project (MINSAAD)
National Irrigation Sector Rehabilitation and
New Communications, Navigation and
Surveillance/Air Traffic Management Systems
Dev't
Pasig Marikina River Channel Improvement
Project (Phase II)
Pasig-Marikina River Channel Improvement
Project Phase III
GOJ-JICA
DPWH
282.67
GOJ-JICA
DOF
96.41
GOJ-JICA
DBP
308.09
GOJ-JICA
DPWH
93.57
GOJ-JICA
DENR
114.63
GOJ-JICA
NIA
64.60
GOJ-JICA
DBP
376.71
GOJ-JICA
DAR
75.18
GOJ-JICA
NIA
76.72
GOJ-JICA
DOTC
273.41
GOJ-JICA
DPWH
105.76
GOJ-JICA
DPWH
146.77
GOJ-JICA
DPWH
94.29
PH-C24
PH-P243
PH-P253
PH-P248
PH-P221
PH-P245
PH-P251
PH-P254
PH-P228
PH-P239
PH-P252
PH-P241
9.07
13.23
Loan ID
PH-P246
PH-P247
PH-P220
Italy-1
PH20030908
SAUDI-1/433
Loan Title
Italian Assistance to the Agrarian Reform
Community Development Support Program
(IARCDSP)
Development of Sub-specialty Capabilities for
Heart-Lung-Kidney Diseases in Selected Regional
Hospitals
DP
IA
GOJ-JICA
DPWH
122.91
GOJ-JICA
GOJ-JICA
DPWH
DPWH
506.50
57.36
Italy
DAR
33.68
Netherlands
DOH
19.48
Saudi Arabia DPWH
Mixed Credit
FRANCE-3
FRANCE-1
FRANCE-2
PHL-9
PHL-10
PHL-15
PHL-13
PHL-5
PHL-11
PHL-8
Spain-8
20.00
1,692.85
Bureau of Fire Protection Capability Building

Program for Selected Priority Cities Project
Austria-7
Net Commitment
(US$M)
Tulay ng Pangulo Para sa Kaunlarang Pangagraryo Project

Gapan-San Fernando-Olongapo Road Project,
Phase II
Jalaur River Multipurpose Irrigation Project, Phase
II
Laguindingan
Airport Air-Navigation System and
Support Facilities Supply Project
Austria
DILG
26.57
France
DOTC
342.70
France
DPWH
340.56
FRANCE
DAR
498.13
Korea
DPWH
13.06
Korea
DPWH
28.35
Korea
NIA
Korea
DOTC
Korea
Korea
Korea
Spain
DOTC
DOTC
DPWH
DPWH
TOTAL
207.88
13.29
89.45
71.61
21.89
39.36
8,821.00
Annex 3-A

ODA Loans Disbursement Levels
(CY 2011 vs. CY 2012)
Funding
Source
Type of
Loan
ADB
Actual
Disbursements
(US$ Million)
CY 2011
CY 2012
Increase
(Decrease)
(%)
Project
Program
280.76
80.76
200.00
760.10
14.87
745.23
170.73
(81.59)
272.62
Project
Program
83.53
83.53
0.00
81.41
81.41
0.00
(2.54)
(2.54)
0.00
Project
Program
312.01
312.01
0.00
295.32
198.91
96.41
(5.35)
(36.25)
0.00
Project
Program
219.76
219.76
0.00
94.50
94.22
0.28
(57.00)
(57.12)
0.07
Project
Program
974.19
101.28
872.91
275.50
108.16
167.34
(71.72)
6.79
(80.83)
1,870.25
1,506.83
(19.43)
797.34
1,072.91
497.57
1,009.26
(37.60)
(5.93)
CHINA
GOJ/JICA*
OTHERS
WB
TOTAL
Project
Program
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 3-B

ODA Loans Disbursement Rate
Development
Partner
Target
(US$ M)
CY 2011
Actual
(US$ M)
Disbursement
Rate
(%)
Target
(US$ M)
CY 2012
Actual
(US $M)
Project
Program
291.53
91.53
200.00
280.76
80.76
200.00
96.31
88.23
100.00
949.53
89.53
860.00
760.10
14.87
745.23
80.05
16.61
86.65
Project
Program
376.07
376.07
0.00
83.53
83.53
0.00
22.21
22.21
-
84.42
84.42
0.00
81.41
81.41
0.00
96.43
96.43
-
Project
Program
299.49
299.49
0.00
312.01
312.01
0.00
104.18
104.18
-
472.50
376.09
96.41
295.32
198.91
96.41
62.50
52.89
100.00
Project
Program
237.64
237.28
0.36
219.76
219.76
0.00
92.48
92.62
0.00
230.03
229.85
0.18
94.50
94.22
0.28
41.08
40.99
155.56
Project
Program
1,147.84
166.17
981.67
974.19
101.28
872.91
84.87
60.95
88.92
456.69
185.01
271.68
275.50
108.16
167.34
60.33
58.46
61.59
2,352.57
1870.25
79.50
2,193.17
1,506.83
68.71
1170.54
1182.03
797.34
1072.91
68.12
90.77
964.90
1228.27
497.57
1,009.26
51.57
82.17
Type of
Loan
ADB
CHINA
GOJ/JICA*
Others
WB
TOTAL
Project
Program
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Disbursement
Rate
(%)
Annex 3-C

ODA Loans Availment Rate
By Funding Source
(CY 2011 vs. CY 2012)
Scheduled
Availment
(US$ M)
CY 2011
Actual
Availment
(US$ M)
Availment
Rate
(%)
Scheduled
Availment
(US$ M)
CY 2012
Actual
Availment
(US$ M)
Availment
Rate
(%)
Project
Program
498.71
298.71
200.00
406.06
206.06
200.00
81.42
68.98
100.00
958.13
200.13
758.00
918.16
102.06
816.11
95.83
51.00
107.67
Project
Program
457.85
457.85
0.00
317.18
317.18
0.00
69.28
69.28
-
335.23
335.23
0.00
340.29
340.29
0.00
101.51
101.51
-
Project
Program
1,418.57
1,418.57
0.00
1,046.15
1,046.15
0.00
73.75
73.75
-
1,518.69
1,422.28
96.41
1,032.55
936.14
96.41
67.99
65.82
100.00
Project
Program
1,070.83
1,055.69
15.14
762.38
747.34
15.04
71.20
70.79
99.34
1,402.96
1,387.76
15.20
721.50
706.48
15.02
51.43
50.91
98.82
Project
Program
1,930.86
688.42
1,242.44
1,646.51
473.08
1,173.43
85.27
68.72
94.45
1,269.00
652.10
616.90
960.82
346.45
614.37
75.71
53.13
99.59
5,376.82
4,178.28
77.71
5,484.00
3,973.32
72.45
3,919.24
1,457.58
2,789.81
1,388.47
71.18
95.26
3,997.49
1,486.51
2,431.41
1,541.90
60.82
103.73
Funding
Source
Type of
Loan
ADB
CHINA
GOJ/JICA*
Others
WB
TOTAL
Project
Program
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 3-D

ODA Loans Disbursement Ratio
(CY 2011 vs. CY 2012)
CY 2011
CY 2012
Total
Actual
Disbursement
Funding
Type of
Balance at the
Effective for
Cancellations
Loan Balance
Disbursements
Ratio
Balance at the
Effective for
Cancellations
Loan Balance
Disbursements
Ratio
Source
Loan
Year
the Year
(US$ M)
(US$ M)
for the Period
(%)
Year
the Year
(US$ M)
(US$ M)
for the Period
(%)
(US$M)
(US$ M)
(US$M)
(US$ M)
Project
Program
610.37
610.37
0.00
200.00
0.00
200.00
17.19
17.19
0.00
793.18
593.18
200.00
280.76
80.76
200.00
35.40
13.61
100.00
575.27
246.15
329.12
650.00
0.00
650.00
0.00
0.00
0.00
1,225.27
246.15
979.12
760.10
14.87
745.23
62.04
6.04
76.11
Project
Program
407.21
407.21
0.00
0.00
0.00
0.00
0.00
0.00
0.00
407.21
407.21
0.00
83.53
83.53
0.00
20.51
20.51
-
827.37
827.37
0.00
0.00
0.00
0.00
0.00
719.21
0.00
108.16
108.16
0.00
81.41
81.41
0.00
75.27
75.27
-
Project
Program
1,499.10
1,499.10
0.00
523.54
523.54
0.00
9.13
9.13
0.00
2,013.51
2,013.51
0.00
312.01
312.01
0.00
15.50
15.50
-
1,622.86
1,622.86
0.00
942.88
846.47
96.41
21.03
21.03
0.00
2,544.71
2,448.30
96.41
295.32
198.91
96.41
11.61
8.12
100.00
Project
Program
906.18
905.32
0.86
0.00
0.00
0.00
141.34
141.34
0.00
691.28
763.98
0.86
219.76
219.76
0.00
31.79
28.77
-
620.74
619.88
0.86
313.17
313.17
0.00
3.16
3.16
0.00
930.75
929.89
0.86
94.50
94.22
0.28
10.15
10.13
0.33
Project
Program
1,318.39
593.90
724.49
510.00
10.00
500.00
17.54
17.54
0.00
1,810.85
586.36
1,224.49
974.19
101.28
872.91
53.80
17.27
71.29
843.32
490.75
352.57
325.00
325.00
0.00
34.79
29.51
5.28
1,133.53
786.24
347.29
275.50
108.16
167.34
24.30
13.76
48.18
4,741.25
1,233.54
185.20
5,789.59
1,870.25
32.30
4,489.56
2,231.05
778.19
5,942.42
1,506.83
25.36
4,015.90
725.35
533.54
700.00
185.20
0.00
4,364.24
1,425.35
797.34
1,072.91
18.27
75.27
3,807.01
682.55
1,484.64
746.41
772.91
5.28
4,518.74
1,423.68
497.57
1,009.26
11.01
70.89
ADB
CHINA
GOJ/JICA*
Others
WB
TOTAL
Project
Program
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Undrawn
Newly
Cumulative
Total
Actual
Disbursement
Undrawn
Newly
Cumulative
(US$ M)
(US$ M)
Annex 3-E
Actual Time to Disburse 10% Funds by DP (as of December 2012)
Loan ID
Loan Title
DP
IA
Actual
Availment
Net
Loan_Effectivity Loan_Closing Rev_Closing_ UtilizationR
Commitment
_Date
_Date
Date
ate
(US$M)
9/30/2012
Loan_Status
10% UR
Date when
10% is utilized
Actual Time
when 10% is
reached
88.21%
Ongoing
10.95
30-Mar-08
1173
2137-PHI
ADB
DOH
11.467
13
1/12/2005
12/31/2011
2662-PHI
ADB
DSWD
166.105
400
1/12/2011
3/31/2016
41.53%
Ongoing
17.72
31-Dec-11
353
2311-PHI
ADB
DENR
12.918
33.8
6/29/2007
6/30/2013
38.22%
Ongoing
17.09
31-Dec-10
1281
2507-PHI
ADB
DOE
7.503
31.1
5/28/2009
10/31/2011
24.13%
Ongoing
12.89
31-Dec-09
217
2515-PHI
ADB
DBP
5.558
52.693
8/19/2009
8/19/2015
10.55%
Ongoing
10.55
31-Dec-12
1230
CHI-7
Angat Water Utilization and Aqueduct Improvement

Project (AWUAIP)-Phase II
China
MWSS
80.45
116
5/7/2010
5/7/2014
69.35%
Ongoing
13.02
30-Jun-11
419
CHI-6
China
NIA
53.508
89.15
2/1/2010
12/31/2013
60.02%
Ongoing
16.4
30-Jun-10
149
PH-P241
GOJ-JICA
DPWH
72.985
94.29
4/15/2008
4/15/2015
77.40%
Ongoing
10.43
30-Mar-10
714
PH-P221
Help for Catubig Agricultural Advancement Project

Stage I
GOJ-JICA
NIA
46.88
64.604
1/23/2002
1/23/2011
72.57%
Ongoing
11.67
30-Jun-06
1619
PH-P246

GOJ-JICA
DPWH
88.354
122.909
9/21/2010
9/21/2013
71.89%
Ongoing
28.44
31-Dec-10
101
PH-P244
GOJ-JICA
LBP
97.147
181.139
3/23/2010
3/23/2017
53.63%
Ongoing
19.17
30-Mar-10
PH-P242
GOJ-JICA
DAR
77.103
146.345
4/15/2008
4/15/2017
52.69%
Ongoing
12.07
31-Dec-08
260
PH-P245
GOJ-JICA
DBP
185.879
376.712
12/24/2009
12/24/2016
49.34%
Ongoing
32.92
31-Dec-09
PH-P243
GOJ-JICA
DBP
85.294
308.09
1/7/2009
1/7/2016
27.68%
Ongoing
12.42
30-Sep-09
266
PH-P228

Surveillance/Air Traffic Management Systems Dev't
GOJ-JICA
DOTC
29.893
273.407
2/21/2003
2/21/2010
10.93%
Ongoing
10.85
30-Sep-12
3509
PH-P239
Pasig Marikina River Channel Improvement Project

(Phase II)
GOJ-JICA
DPWH
92.29
105.76
6/21/2007
6/21/2015
87.26
Ongoing
18.09
30-Sep-09
832
FRANCE-1
DPWH
209.05
341.31
10/29/2008
9/29/2012
9/29/2013
61.25%
Ongoing
14.13
30-Sep-09
336
FRANCE-2
3/19/2014
36.37%
Ongoing
14.84
30-Sep-09
195
60.69%
Ongoing
9.61
30-Sep-10
261
200765172
Tulay ng Pangulo Para sa Kaunlarang Pang-agraryo

Project
Management Project
99.12%
Closed
22.12
30-Sep-11
347
IFAD-661-PH
82.26%
Ongoing
14.95
31-Dec-08
792
6/30/2013
ADB
4254
CHINA
568
1/23/2013
5/21/2013
GOJ-JICA
KfW-02
France
7315
FRANCE
DAR
181.19
498.13
3/19/2009
12/31/2012
Germany
DENR
3.15
5.19
1/12/2010
1/13/2016
Germany
LBP
8.99
9.07
10/18/2010
12/31/2010
IFAD
DTI
15.333
18.64
10/31/2006
6/30/2014
6/20/2012
Average Time
when 10% is
reached (in
Days)
Average Time
when 10% is
reached (in
Years)
850.8
2.33
284.0
0.78
812.8
2.23
Loan ID
749-PH
Loan Title
DP
IA
Actual
Availment
Net
Loan_Effectivity Loan_Closing Rev_Closing_ UtilizationR
Commitment
_Date
_Date
Date
ate
(US$M)
Loan_Status
10% UR
Date when
10% is utilized
Actual Time
when 10% is
reached
17.50%
Ongoing
10.45
31-Dec-11
1142
99.30%
Ongoing
16.3
30-Mar-08
3572
41.11%
Ongoing
14.55
31-Dec-11
802
802
IFAD
DA
4.654
26.6
11/14/2008
6/30/2016
PHL-5

Management Project
Korea
DOTC
88.826
89.452
6/19/1998
6/19/2002
PHL-9
Korea
DPWH
5.37
13.064
10/20/2009
6/20/2013
PHL-10

Phase II
Korea
DPWH
5.155
28.347
10/20/2009
6/20/2014
18.19%
Ongoing
11.64
31-Dec-11
Spain
DPWH
39.29
37.96
2/10/2010
6/10/2013
103.50%
Ongoing
12.74
30-Jun-10
Spain-8
10/25/2014
OTHERS
PH-4833
WB
LBP
96.317
130
2/28/2007
6/30/2012
PH-7959
WB
DSWD
43.293
59.12
2/24/2011
PH-79120
WB
ARG
18.689
30
PH-7805
WB
DSWD
251.294
PH-7290

Project
WB
DOH
PH-7440
WB
PH-76730
PH-7709
74.09%
Ongoing
11.05
30-Mar-08
396
5/14/2014
73.23%
Ongoing
10.4
30-Mar-11
34
11/5/2010
5/31/2013
62.30%
Ongoing
10.25
30-Mar-11
145
405
2/19/2010
6/30/2014
62.05%
Ongoing
10.13
30-Mar-10
39
8.37
16
12/28/2005
6/30/2012
52.31%
Ongoing
12.93
30-Sep-09
1372
DA
43.088
83.752
7/3/2007
12/31/2012
51.45%
Ongoing
10.56
30-Mar-10
1001
WB
DBP
14.648
40
9/25/2009
12/31/2012
36.62%
Ongoing
10.12
31-Dec-09
97
WB
NIA
18.479
70.36
11/3/2009
3/31/2015
26.26%
Ongoing
12.88
30-Sep-10
331
PH-75520
National Road Improvement Management Project

Phase II
WB
DPWH
46.575
232
4/16/2009
12/31/2012
12/31/2014
20.08%
Ongoing
10.12
30-Mar-12
1079
PH-7298
WB
DENR
15.361
15.361
10/11/2005
3/31/2011
9/30/2013
100.00%
Ongoing
12.18
30-Sep-07
719
PH-8035

WB
LLDA
1.025
10
7/27/2011
4/30/2014
10.25%
Ongoing
10.25
30-Sep-12
431
WB
2/28/2014
6/30/2013
Average Time
when 10% is
reached (in
Years)
838.9
2.30
513.09
707.30
1.41
1.94
140
8389

Investment Project
Average Time
when 10% is
reached (in
Days)
5644
26170
Annex 3-E

Actual Time to Disburse 10% Funds by IA (as of December 2012)
Loan ID
Loan Title
Net
Loan_Effectivity_ Loan_Closing_D Rev_Closing_ UtilizationRat
Commitment
Date
ate
Date
e
(US$M)
DP
IA
Actual
Availment
WB
ARG
18.689
30
11/5/2010
5/31/2013
IFAD
ARG
DA
4.654
26.6
11/14/2008
Date when 10% is Actual Time when

utilized
10% is reached
Loan_Status
10% UR
62.30%
Ongoing
10.25
30-Mar-11
145
6/30/2016
17.50%
Ongoing
10.45
31-Dec-11
1142
1001
1 PH-79120
2 749-PH

Management Project
3 PH-7440
WB
DA
43.088
83.752
7/3/2007
12/31/2012
51.45%
Ongoing
10.56
30-Mar-10
4 PH-P242
GOJ-JICA
DA
DAR
77.103
146.345
4/15/2008
4/15/2017
52.69%
Ongoing
12.07
31-Dec-08
260
5 FRANCE-2
Tulay ng Pangulo Para sa Kaunlarang Pang-agraryo

Project
FRANCE
DAR
181.19
498.13
3/19/2009
12/31/2012
36.37%
Ongoing
14.84
30-Sep-09
195
6 PH-P245
GOJ-JICA
GOJ-JICA
WB
DAR
DBP
DBP
DBP
185.879
85.294
14.648
376.712
308.09
40
12/24/2009
1/7/2009
9/25/2009
12/24/2016
1/7/2016
12/31/2012
49.34%
27.68%
36.62%
Ongoing
Ongoing
Ongoing
32.92
12.42
10.12
31-Dec-09
30-Sep-09
266
8 PH-76730

31-Dec-09
97
9 2515-PHI
ADB
DBP
5.558
52.693
8/19/2009
8/19/2015
10.55%
Ongoing
10.55
31-Dec-12
1230
10 2311-PHI
ADB
DBP
DENR
12.918
33.8
6/29/2007
6/30/2013
38.22%
Ongoing
17.09
31-Dec-10
1281
11 KfW-02
Community Based Forest and Mangrove Management

Project
Germany
DENR
3.15
5.19
1/12/2010
1/13/2016
60.69%
Ongoing
9.61
30-Sep-10
261
12 PH-7298
WB
DENR
15.361
15.361
10/11/2005
3/31/2011
9/30/2013
100.00%
Ongoing
12.18
30-Sep-07
719
13 2507-PHI
ADB
DENR
DOE
7.503
31.1
5/28/2009
10/31/2011
6/30/2013
24.13%
Ongoing
12.89
31-Dec-09
217
14 2137-PHI
ADB
DOE
DOH
11.467
13
1/12/2005
12/31/2011
9/30/2012
88.21%
Ongoing
10.95
30-Mar-08
1173
15 PH-7290
WB
DOH
8.37
16
12/28/2005
6/30/2012
6/30/2013
52.31%
Ongoing
12.93
30-Sep-09
1372
16 PH-P228
New Communications, Navigation and Surveillance/Air

Traffic Management Systems Dev't
GOJ-JICA
DOH
DOTC
29.893
273.407
2/21/2003
2/21/2010
5/21/2013
10.93%
Ongoing
10.85
30-Sep-12
3509
17 PHL-5
Korea
DOTC
88.826
89.452
6/19/1998
6/19/2002
10/25/2014
99.30%
Ongoing
16.3
30-Mar-08
3572
GOJ-JICA
DOTC
DPWH
72.985
94.29
4/15/2008
4/15/2015
77.40%
Ongoing
10.43
30-Mar-10
7 PH-P243
18 PH-P241
145
2143
3/19/2014
455
1600
2261
217
2545
7081
714
Average Time
Average Time
when 10% is
when 10% is
reached (in
reached (in Days)
Years)
145
0.40
1071.50
2.94
227.50
0.62
400.00
1.10
753.67
2.06
217
0.59
1272.5
3.49
3540.5
9.7
Loan ID
Loan Title
DP
IA
Actual
Availment
Net
Loan_Effectivity_ Loan_Closing_D Rev_Closing_ UtilizationRat
Commitment
Date
ate
Date
e
(US$M)
Loan_Status
10% UR
Date when 10% is Actual Time when

utilized
10% is reached
19 PH-P246

GOJ-JICA
DPWH
88.354
122.909
9/21/2010
9/21/2013
71.89%
Ongoing
28.44
31-Dec-10
101
20 PH-P239
Pasig Marikina River Channel Improvement Project

(Phase II)
GOJ-JICA
DPWH
92.29
105.76
6/21/2007
6/21/2015
87.26
Ongoing
18.09
30-Sep-09
832
21 FRANCE-1
France
Korea
Korea
DPWH
DPWH
DPWH
209.05
5.37
5.155
341.31
13.064
28.347
10/29/2008
10/20/2009
10/20/2009
9/29/2012
6/20/2013
6/20/2014
61.25%
41.11%
18.19%
Ongoing
Ongoing
Ongoing
14.13
14.55
11.64
30-Sep-09
336
31-Dec-11
802
23 PHL-10

Gapan-San Fernando-Olongapo Road Project, Phase II
31-Dec-11
802
24 Spain-8
Spain
DPWH
39.29
37.96
2/10/2010
6/10/2013
103.50%
Ongoing
12.74
30-Jun-10
140
25 PH-75520
National Road Improvement Management Project

Phase II
WB
DPWH
46.575
232
4/16/2009
12/31/2012
20.08%
Ongoing
10.12
30-Mar-12
1079
26 2662-PHI
ADB
DPWH
DSWD
166.105
400
1/12/2011
3/31/2016
41.53%
Ongoing
17.72
31-Dec-11
353
27 PH-7959
WB
DSWD
43.293
59.12
2/24/2011
5/14/2014
73.23%
Ongoing
10.4
30-Mar-11
34
28 PH-7805
WB
DSWD
251.294
405
2/19/2010
6/30/2014
62.05%
Ongoing
10.13
30-Mar-10
39
29 IFAD-661-PH
IFAD
DSWD
DTI
15.333
18.64
10/31/2006
6/30/2014
82.26%
Ongoing
14.95
31-Dec-08
30 PH-P244
GOJ-JICA
DTI
LBP
97.147
181.139
3/23/2010
3/23/2017
53.63%
Ongoing
19.17
30-Mar-10
31 200765172
Germany
LBP
8.99
9.07
10/18/2010
12/31/2010
6/20/2012
99.12%
Closed
22.12
30-Sep-11
347
32 PH-4833

Investment Project
WB
LBP
96.317
130
2/28/2007
6/30/2012
2/28/2014
74.09%
Ongoing
11.05
30-Mar-08
396
33 PH-8035

Community Participation Project (LISCOP) - Additional
Financing
WB
LBP
LLDA
1.025
10
7/27/2011
4/30/2014
10.25%
Ongoing
10.25
30-Sep-12
34 CHI-7
Angat Water Utilization and Aqueduct Improvement

Project (AWUAIP)-Phase II
CHINA
LLDA
MWSS
80.45
116
5/7/2010
5/7/2014
69.35%
Ongoing
13.02
30-Jun-11
35 CHI-6
China
MWSS
NIA
53.508
89.15
2/1/2010
12/31/2013
60.02%
Ongoing
16.4
30-Jun-10
149
36 PH-P221
Help for Catubig Agricultural Advancement Project

Stage I
GOJ-JICA
NIA
46.88
64.604
1/23/2002
1/23/2011
72.57%
Ongoing
11.67
30-Jun-06
1619
37 PH-7709
WB
NIA
18.479
70.36
11/3/2009
3/31/2015
26.26%
Ongoing
12.88
30-Sep-10
331
22 PHL-9
NIA
9/29/2013
12/31/2014
4806
426
600.75
1.65
142
0.39
792
2.17
250
0.68
431
1.18
419
1.15
699.67
1.92
792
792
750
431
431
419
419
1/23/2013
Average Time
Average Time
when 10% is
when 10% is
reached (in
reached (in Days)
Years)
2099
Annex 3-E
Actual Time to Disburse 10% Funds by Sector (as of December 2012)
Loan ID
2311-PHI
CHI-6
PH-P221
Loan Title
Integrated Coastal Resources Management

Project
Help for Catubig Agricultural Advancement
Project Stage I
DP
IA
ADB
DENR
China
NIA
GOJ-JICA
2/1/2010
12/31/2013
60.02%
Ongoing
Ongoing
77.103
146.345
4/15/2008
4/15/2017
52.69%
Ongoing
3.15
5.19
1/12/2010
1/13/2016
60.69%
Ongoing
4.654
26.6
11/14/2008
6/30/2016
17.50%
Ongoing
43.088
83.752
7/3/2007
12/31/2012
51.45%
Ongoing
18.479
70.36
11/3/2009
3/31/2015
26.26%
Ongoing

Management Project
Germany
DENR
749-PH

Management Project
IFAD
DA
PH-7440
WB
DA
PH-7709
WB
NIA
Angat Water Utilization and Aqueduct

89.15
53.63%
KfW-02
CHI-7
53.508
3/23/2017
DAR
PH-P241
Ongoing
3/23/2010
GOJ-JICA
38.22%
181.139
2507-PHI
6/30/2013
97.147
PH-P242
IFAD-661-PH Rural Micro-Enterprise Promotion Programme
6/29/2007
Agriculture, Natural
Resources and
Agrarian Reform
LBP

33.8
46.88
GOJ-JICA
PH-8035
12.918
Loan_Effectivit Loan_Closing_ Rev_Closing_D UtilizationRat

Loan_Status
y_Date
Date
ate
e
NIA

Phase II
Resources and
Agrarian Reform
Resources and
Agrarian Reform
Net
Commitment
(US$M)
Resources and
Agrarian Reform
PH-P244
PH-7298
Sector
Actual
Availment
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian Reform
Resources and
Agrarian Reform
Resources and
Agrarian Reform
WB
DENR
WB
LLDA
IFAD
DTI
ADB
DOE
Tourism
Infrastructure
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian
Reform
Industry,
Trade
and
Tourism
Industry,
Trade and
64.604
1/23/2002
1/23/2011
15.361
15.361
10/11/2005
3/31/2011
1.025
10
7/27/2011
15.333
18.64
7.503
31.1
1/23/2013
9/30/2013
72.57%
10% UR
Date when
10% is utilized
Actual Time
when 10% is
reached
17.09
31-Dec-10
1281
16.4
30-Jun-10
149
11.67
30-Jun-06
1619
19.17
30-Mar-10
12.07
31-Dec-08
260
9.61
30-Sep-10
261
10.45
31-Dec-11
1142
10.56
30-Mar-10
1001
12.88
30-Sep-10
331
12.18
30-Sep-07
719
10.25
30-Sep-12
431
Ongoing
4/30/2014
10.25%
Ongoing
10/31/2006
6/30/2014
82.26%
Ongoing
14.95
31-Dec-08
5/28/2009
10/31/2011
24.13%
Ongoing
12.89
31-Dec-09
217
13.02
30-Jun-11
419
10.43
30-Mar-10
714
101
7201
792
CHINA
MWSS
Infrastructure
80.45
116
5/7/2010
5/7/2014
69.35%
Ongoing
GOJ-JICA
DPWH
Infrastructure
72.985
94.29
4/15/2008
4/15/2015
77.40%
Ongoing

GOJ-JICA
DPWH
Infrastructure
88.354
122.909
9/21/2010
9/21/2013
71.89%
Ongoing
28.44
31-Dec-10
PH-P245
GOJ-JICA
DBP
Infrastructure
185.879
376.712
12/24/2009
12/24/2016
49.34%
Ongoing
32.92
31-Dec-09
PH-P243
GOJ-JICA
DBP
Infrastructure
85.294
308.09
1/7/2009
1/7/2016
27.68%
Ongoing
12.42
30-Sep-09
266
PH-P228

Surveillance/Air
Traffic
Management
Systems
Pasig Marikina River
Channel
Improvement
GOJ-JICA
DOTC
Infrastructure
29.893
273.407
2/21/2003
2/21/2010
10.93%
Ongoing
10.85
30-Sep-12
3509
GOJ-JICA
DPWH
Infrastructure
92.29
105.76
6/21/2007
6/21/2015
87.26
Ongoing
18.09
30-Sep-09
832
France
DPWH
Infrastructure
209.05
341.31
10/29/2008
9/29/2012
9/29/2013
61.25%
Ongoing
14.13
30-Sep-09
336
FRANCE
DAR
Infrastructure
181.19
498.13
3/19/2009
12/31/2012
3/19/2014
36.37%
Ongoing
14.84
30-Sep-09
195
Germany
LBP
Infrastructure
8.99
9.07
10/18/2010
12/31/2010
6/20/2012
99.12%
Closed
22.12
30-Sep-11
347
FRANCE-1
Project (Phase II)

FRANCE-2
Tulay ng Pangulo Para sa Kaunlarang Pangagraryo Project
200765172
5/21/2013
654.64
1.79
792
2.17
792
PH-P246
PH-P239
Average
Time when
10% is
reached (in
Years)
Ongoing
100.00%
6/30/2013
Average
Time when
10% is
reached (in
Days)
Loan ID
Loan Title
DP
IA
Sector
Actual
Availment
Net
Commitment
(US$M)
Loan_Effectivit Loan_Closing_ Rev_Closing_D UtilizationRat

Loan_Status
y_Date
Date
ate
e
Date when
10% is utilized
Actual Time
when 10% is
reached
PHL-5
Korea
DOTC
Infrastructure
88.826
89.452
6/19/1998
6/19/2002
99.30%
Ongoing
16.3
30-Mar-08
3572
PHL-9
Korea
DPWH
Infrastructure
5.37
13.064
10/20/2009
6/20/2013
41.11%
Ongoing
14.55
31-Dec-11
802
PHL-10

Phase II
Korea
DPWH
Infrastructure
5.155
28.347
10/20/2009
6/20/2014
18.19%
Ongoing
11.64
31-Dec-11
802
Spain
DPWH
Infrastructure
39.29
37.96
2/10/2010
6/10/2013
103.50%
Ongoing
12.74
30-Jun-10
140
74.09%
Ongoing
11.05
30-Mar-08
396
36.62%
Ongoing
10.12
31-Dec-09
97
20.08%
Ongoing
10.12
30-Mar-12
Spain-8
PH-4833

Investment Project
WB
LBP
Infrastructure
96.317
130
2/28/2007
6/30/2012
PH-76730
WB
DBP
Infrastructure
14.648
40
9/25/2009
12/31/2012
PH-75520

Project Phase II
WB
DPWH
Infrastructure
46.575
232
4/16/2009
12/31/2012
10/25/2014
10% UR
2/28/2014
12/31/2014
Infrastructure
2137-PHI
2662-PHI
2515-PHI
PH-7959
ADB
ADB
ADB
WB
DOH
11.467
DSWD
Social Reform and

Community
Development
166.105
DBP
Social Reform and

Community
Development
5.558
DSWD
Social Reform and

Community
Development
43.293
Social Reform and

Community
Development
18.689
30
11/5/2010
5/31/2013
62.30%
Ongoing
251.294
405
2/19/2010
6/30/2014
62.05%
Ongoing
8.37
16
12/28/2005
6/30/2012
52.31%
Ongoing
PH-79120
WB
ARG
PH-7805
WB
DSWD
PH-7290

Project
WB
DOH
Social Reform and

Community
Social Reform and
Community
Development
Social Reform and
Community
Development
13
400
52.693
59.12
1/12/2005
1/12/2011
8/19/2009
2/24/2011
12/31/2011
9/30/2012
3/31/2016
88.21%
41.53%
8/19/2015
10.55%
5/14/2014
73.23%
6/30/2013
Average
Time when
10% is
reached (in
Years)
768.39
2.11
620.86
1.70
1079
13831
Social Reform and

Community
Development
Average
Time when
10% is
reached (in
Days)
Ongoing
10.95
30-Mar-08
1173
17.72
31-Dec-11
353
10.55
31-Dec-12
1230
10.4
30-Mar-11
34
10.25
30-Mar-11
145
10.13
30-Mar-10
39
12.93
30-Sep-09
1372
Ongoing
Ongoing
Ongoing
4346
Annex 3-F

COMMITMENT FEES PAID IN 2011 AND 2012 BY PROJECT (in US$M)
Project
Greater Maritime Access (GMA) Ports
National Program Support for Environment and Natural Resources Management
Project
Road Improvement and Institutional Development Project
Post Ondoy and Pepeng Short-term Infrastructure Rehabilitation Project
Central Luzon Link Expressway
Pasig Marikina River Channel Improvement Project (Phase II)
Flood Risk Management Project along Selected Principal Rivers 2
Arterial Road Bypass Project Phase 2
Community Based Forest and Mangrove Management Project
IA
DAR
DOTC
DPWH
DSWD
DPWH
NIA
DA
DENR
DA
2011
2.6411
2.2918
0.9498
0.4652
0.0734
0.2663
0.1680
0.2063
0.1797
2012
2.2383
1.9045
0.6820
0.5056
0.4959
0.1430
0.1336
0.0946
0.0722
DENR
0.0760
0.0565
DPWH
DOH
DAR
DPWH
DPWH
DOTC
DepEd
DOH
DPWH
DOE
BIR
DENR
DOH
DPWH
NIA
DAR
DPWH
SC
DENR
DPWH
DENR
DPWH Bridge Construction Acceleration Project for Calamity-Stricken Areas

Laguna De Bay Institutional Strengthening and Community Participation Project
0.0129
0.0006
0.0517
0.0498
0.0484
0.0439
0.0426
0.0397
0.0248
0.0230
0.0221
0.0197
0.0182
0.0172
0.0169
0.0141
0.0116
0.0113
0.0086
0.0081
0.0064
0.0024
0.0009
DPWH
0.0118
0.0006
LLDA
0.0022
0.0002
DAR
LBP
DBP
NorthRail
0.0003
0.1249
0.0831
0.2467
Pasig River Dredging Project
PRRC
0.0091
Metro Manila Urban Transport Integration Project
Southern Philippine Irrigation Sector Project
Support for Strategic Local Development and Investment Project
TOTAL
DSWD
DBP
LBP
DPWH
NIA
LBP
0.0133
0.2274
0.0970
0.0129
0.0579
0.1740
8.9618
Agrarian Reform Communities Development Project II

Sources: Bureau of Treasury,
0.1140
0.0981
0.0768
0.0676
0.0760
0.0290
0.0399
0.0210
0.0268
0.0210
6.8084
Annex 3-G

COMMITMENT FEES PAID IN 2011 AND 2012 BY IMPLEMENTING AGENCY (in US$M)
Implementing
Agency
2011
2012
Amount
Share
(%)
Amount
Share
(%)
0.00
BIR
0.021
0.23
0.018
0.27
DA
0.348
3.88
0.206
3.02
DAR
2.739
30.57
2.298
33.75
DBP
0.311
3.47
0.000
0.00
DENR
0.283
3.16
0.176
2.58
DepEd
ASFPD-FMO
0.076
0.85
0.025
0.36
DILG
0.00
DOE
0.04
0.44
0.020
0.29
DOF
0.000
0.00
DOH
0.17
1.89
0.090
1.32
DOTC
2.359
26.33
1.944
28.56
DPWH
1.138
12.69
1.364
20.03
DSWD
0.479
5.34
0.506
7.43
LBP
0.396
4.42
0.000
0.00
LLDA
0.002
0.02
0.000
0.00
NIA
0.324
3.62
0.155
2.27
NorthRail
0.247
2.75
0.000
0.00
PRRC
0.009
0.1
0.000
0.00
SC
TOTAL
0.021
8.962
0.23
100
0.008
6.808
0.12
100
Annex 3-H
Disbursement in Peso by IA
Agency
ARG*
DA*
DAR
DBP
DENR
DILG
DOE
DOH
DOTC*
DPWH*
DSWD
DTI
LBP*
LLDA
LWUA
MWSS
NIA
NLRC
SC
TOTAL
No. of
Projects
TPC
(in PhP M)
2
3
5
5
4
1
1
4
4
18
1
1
6
1
1
1
5
2
1
66
2,818.40
14,694.41
42,007.89
42,160.21
9,937.12
1,530.88
2,092.50
4,982.00
34,966.73
148,705.55
4,962.00
1,279.34
38,728.91
597.58
1,263.30
6,109.93
34,005.49
62,476.00
1,408.50
454,726.74
Disbursement
Level
(in PhP M)
699.676
981.378
16596.01
29837.16
2632.04
367.59
838.3
1111.16
7658.1
27146.57
0.96
913.42
7,314.81
42.2
56.57
5,478.01
4,904.49
0
1,024.70
107,603.14
Percentage
Disbursed
24.83
6.68
39.51
70.77
26.49
24.01
40.06
22.30
21.90
18.26
0.02
71.40
18.89
7.06
4.48
89.66
14.42
0
72.75
23.66
Note: Project loans only
*No submission on some projects. Disbursement of some projects

under these agencies were reckoned from the financial Indicators/
disbursement as of CY 2012. (US$1 = 42.2Php)
Annex 3-I
Physical Performance of Active Programs and Projects

Project/Program Title
DP
IA
Sector
Based on original implementation

1 Mindanao Rural Development Project-Phase 2
2 Rapid Food Production Enhancement Programme
3 Infrastructure for Rural Productivity Enhancement Sector
4 Agrarian Reform Infrastructure Support Project III
5
6
7
8
Physical Status
Net
Commitment Target Actual Slippage
WB
DA AARNR
IFAD
DA AARNR
ADB
DA AARNR
GOJDAR AARNR
JICA
ADB
DAR AARNR
OFID
DAR AARNR
ItalySupportDAR
Italian Assistance to the Agrarian Reform Community Development
Program
AARNR
(IARCDSP)
GOJ- (MINSAAD)
DAR AARNR
JICA
WB
DBP
INFRA
89.00
82.17
0.00
(3.00)
0.00
82.17
Behind Schedule
Behind Schedule
Closed
Ahead of Schedule
70.00
30.00
33.68
75.18
36.16
36.16
0.00
0.00
0.00
Behind Schedule
Behind Schedule
Start-Up
Start-Up
40.00 23.00
6.00
(17.00)
Closed
DBP
INFRA
376.71 13.00
8.00
(5.00)
On Schedule
DBP
INFRA
308.09 15.00
9.00
(6.00)
On Schedule
DBP
INFRA
DBP
SRCD
DENR AARNR
50.00
52.69 22.00
33.80 76.00
0.20
11.00
66.61
0.20
(11.00)
(9.39)
Start-Up
Behind Schedule
Behind Schedule
14 Community Based Forest and Mangrove Management Project German DENR AARNR
y
GOJDENR AARNR
JICA
Austria
DILG AARNR
16 Bureau of Fire Protection Capability Building Program for
Korea
DOT
17 Puerto Princesa Airport Development Project
INFRA
C
Korea
DPW INFRA
18 Gapan-San Fernando-Olongapo Road Project, Phase II
H
Korea
DPW INFRA
19 Bacolod-Silay Airport Access Road Project
H
GOJDPW INFRA
20 Post Ondoy and Pepeng Short-term Infrastructure
JICA
H
GOJDPW INFRA
21 Road Upgrading and Preservation Project
JICA
H
Saudi
DPW INFRA
22 Mindanao Roads Improvement Project
Arabia
H
Korea
DPW INFRA
23 Widening of Gapan-San Fernando-Olongapo
H
GOJDPW INFRA
24 Arterial road Bypass Project I (Plaridel and Cabanatuan)
JICA
H
GOJDPW INFRA
25 Rural Road Network Development Project III
JICA
H
Spain
DPW INFRA
26 Bridge Construction/Replacement Project
H
GOJDPW INFRA
27 Pasig Marikina River Channel Improvement Project (Phase II)
JICA
H
GOJDPW INFRA
28 Pinatubo Hazard Urgent Mitigation Project III
JICA
H
GOJDPW INFRA
29 Pasig-Marikina River Channel Improvement Project Phase III
JICA
H
ADB
DPW INFRA
30 Road Improvement and Institutional Development Project
H
OFID
DPW INFRA
H
GOJDPW INFRA
31 Arterial Road Bypass Project, Phase II (ARBP II)
JICA
H
DPW INFRA
32 Flood Risk Management Project along Selected Principal Rivers GOJ2
JICA
H
GOJDPW INFRA
33 Central Luzon Link Expressway Project
JICA
H
ADB
DSW SRCD
34 Social Protection Support Project
D
WB
DSW SRCD
35 Social Welfare and Development Reform
D
WB
DSW SRCD
36 KALAHI-CIDSS Project (Additional Financing)
D
IFAD
DTI
37 Rural Micro-Enterprise Promotion Programme
ITT
5.19 78.00
65.00
(13.00)
Behind Schedule
0.00
Start-Up
50.00
Ahead of Schedule
0.00
Start-Up
9 Logistics Infrastructure Development Project

11 Regional Infrastructure for Growth Project
12 Credit for Better Health Care Project
13 Integrated Coastal Resources Management Project
38 Agriculture Credit Support Project

39 Metro Manila Wastewater Management Project
40 Laguna de Bay Institutional Strengthening and Community
Participation Project (LISCOP) - Additional Financing
41 Provincial Towns Water Supply Programme III
42 Angat Water Utilization and Aqueduct
43 Participatory Irrigation Development Project
GOJJICA
GOJJICA
WB
ADB
ADB
83.75
15.90 92.00
58.41
146.35
Status
GOJJICA
WB
WB
114.63
26.57
0.00
50.00
71.61
28.35 13.66
10.10
(3.56)
Behind Schedule
13.06 62.47
58.35
(4.12)
Behind Schedule
122.91
0.00
Behind Schedule
506.50
0.00
Behind Schedule
20.00
0.00
Closed
21.89
0.00
Closed
51.92
0.00
Closed
57.36
0.00
Closed
39.36 50.51
48.49
(2.02)
On Schedule
105.76 96.51
97.99
1.48
On Schedule
94.29 86.66
86.36
(0.30)
On Schedule
146.77
0.00
Start-Up
62.00
0.00
Start-Up
30.00
0.00
Start-Up
0.00
Start-Up
93.57
0.00
Start-Up
282.67
0.00
Start-Up
400.00
0.00
Behind Schedule
405.00
0.00
On Schedule
59.12
0.00
On Schedule
18.64
0.00
Ahead of Schedule
1.00
On Schedule
56.93 15.94
30
15.94
LBP
AARNR
181.14
31
LBP
LLDA
INFRA
AARNR
275.00
10.00
0.00
0.00
Start-Up
Behind Schedule
German LWUA INFRA

y
CHINA
MWS INFRA
S
WB
NIA AARNR
13.23
0.00
Behind Schedule
0.00
Ahead of Schedule
(5.35)
Behind Schedule
116.60 100.00 100.00

70.36 41.61
36.26
Annex 3-I
Physical Performance of Active Programs and Projects

Project/Program Title
Physical Status
Net
Status
Commitment Target Actual Slippage
207.88 4.09
0.03
(4.06)
Behind Schedule
76.72 3.23
0.00
(3.23)
Behind Schedule
IA
Sector
Korea
GOJJICA
China
NIA
NIA
AARNR
AARNR
NIA
AARNR
89.15 90.61
90.61
0.00
On Schedule
GOJJICA
WB
ARG
SRCD
29.33 100.00
99.74
(0.26)
Behind Schedule
ARG
SRCD
30.00 90.60
74.85
(15.75)
Behind Schedule
WB
IFAD
OFID
FRANCE
BIR
DA
DA
DAR
GID
AARNR
AARNR
INFRA
21.39
0.00
0.00
0.00
21.39
Behind Schedule
Behind Schedule
Behind Schedule
Behind Schedule
51 National Program Support for Environment and Natural

52 Land Administration & Management Project Phase II
WB
DENR AARNR
50.00 100.00
88.21
(11.79)
Behind Schedule
WB
DENR AARNR
15.36 100.00
99.98
(0.02)
On Schedule

54 Greater Modular Access (GMA) RoRo Ports
ADB
France
49.27
49.27
0.00
Behind Schedule
Behind Schedule
55 Laguindingan Airport Development Project
Korea
97.80
(2.20)
Behind Schedule
Laguindingan Airport Air-Navigation System and Support

56 New Communications, Navigation and Surveillance/Air Traffic
57 National Road Improvement Management Project Phase II
Korea
0.00
Behind Schedule
(59.00)
Behind Schedule
0.00
Behind Schedule
58 Mega Bridges for Urban and Rural Development
France
0.91
On Schedule
59 Credit Line for Energy Efficiency and Climate Protection in the

60 Local Government Unit Investment Programme II
DOE
DOT
C
DOT
C
DOT
C
DOT
C
DPW
H
DPW
H
LBP
German
INFRA
y
German LBP
INFRA
y
WB
LBP
INFRA
WB
LBP
INFRA
GOJNIA AARNR
JICA
China
NLRC INFRA
0.00
Behind Schedule
0.00
Closed
0.00
(4.89)
(27.95)
Closed
On Schedule
Behind Schedule
180.79
0.00
Cancelled
0.00
0.00
Cancelled
44 Jalaur River Multipurpose Irrigation Project, Phase II

45 National Irrigation Sector Rehabilitation and Improvement
Project (NISRIP)
46 Agno River Integrated Irrigation Project
Based on revised implementation
47 ARMM Social Fund for Peace and Development
48 National Program Support for Tax Administration

49 Second Cordillera Highland Agricultural Resource
50 Tulay ng Pangulo Para sa Kaunlarang Pang-agraryo Project
61 Manila Third Sewerage Project

62 Support for Strategic Local Development and Investment
63 Help for Catubig Agricultural Advancement Project Stage I
64 NorthRail Project Phase 1 (Section I)
NorthRail Project Phase 1 (Section II)
DP
GOJJICA
WB
INFRA
INFRA
11.00
26.60
10.00
498.13
31.10
342.70
INFRA
89.45 100.00
INFRA
13.29
INFRA
273.41 88.80
INFRA
232.00
INFRA
340.56 54.23
29.80
55.14
25.93
9.07 100.00 100.00
34.99
130.00 73.35
64.60 100.00
68.46
72.05
China
NLRC
INFRA
65 Judicial Reform Support Project

66 Second Women's Health and Safe Motherhood Project
67 Health Sector Reform Project
WB
WB
German
y
SC
DOH
DOH
GID
SRCD
SRCD
21.40 35.00
16.00 100.00
12.96 63.00
14.00
81.00
60.00
(21.00)
(19.00)
(3.00)
Closed
Behind Schedule
Behind Schedule
68 Health Sector Development Project

69 Development of Sub-specialty Capabilities for Heart-LungKidney Diseases in Selected Regional Hospitals
ADB
Netherla
nds
DOH
DOH
SRCD
SRCD
13.00 100.00 99.00

19.48 100.00 100.00
(1.00)
0.00
Closed
Closed
Annex 3-J
Results of Review/Supervision Missions of Selected Projects
Agency
BIR
1
DA
DAR
Project
NPSTAR
DP
WB
CHARMP2
CHARMP2
IFAD
IFAD
Mid-Term Review
Follow-up
16 Jan 6 Feb 2012 Unsatisfactory - need iplementation improvement to achieve its

31 Jul 5 Aug 2012 objectives. Changes in targets and re-organization of some
sub-components are necessary to realign projects design and
logical framework specifically the outcomes and outputs
RaFPEP
IFAD
Supervision
Implementation
Support
ARCP2
ADB
Review
24 Sep -8 Oct 2012 Moderately Satisfactory in terms of fiduciary aspects, project

implementation progress, outputs and outcomes, and
sustainability.
Dec-12
Actual Problem Project - continued to experience delays in
implementing its major activities [about more than 20 percent
negative slippage]
30 May -29 Jun
Actual Problem Project No changes in disbursements between
2012
4Q/2011
and
1Q/2012.
Disbursement under the rural infra component is
only
9%, while time elapsed is already 50%. There were no disbursements
under OFID loan.
5 - 14 Nov 2012 Closure of the loan in Dec 2012 as no new loans were committed.
Cancellation of the undisbursed loan balance (US$20 million).
Preparation of the ICR on the first semester of 2013.
11-20 Jun 2012
4-14 Dec 2012
15-17 May 2012
3-9 Oct 2012
9-20 Jan 2012
22-24 Jun 2012
12-27 Nov 2012
Substantial accomplishment in terms of project implementation
and recommended possible scaling up of project activities.
Mission
Supervision
Special Project
Administration
DBP
RPP-AF
WB
Review
DENR
NPS-ENRMP
WB
ICRMP
ADB
ADB
WB
KfW
KfW
10th Imp. Review

11th Imp. Review
Loan Review
Loan Review
10th Imp. Support
Review Review
Progress
Mid Term Review
LAMP 2
CBFMMP
Date
27 Feb 9 Mar
2012
Rating/Findings
Needs improvement of its financial management capacity and
identify timelines and accountable units/persons.
Recommendations/ Remarks
The priority areas required during this mission are:
1. The 2011 audited financial statements submitted to the WB not later than
6months after the end of each fiscal year;
2. Submission of semi-annual internal audit reports and action plan to strengthen
the internal audit function;
3. Review physical targets and program resources as needed to ensure
maximization of loan proceeds;
4. Review of accounting policies for cash advances as provided in the Projects
Operations Manual;
5. Coordinate with BIR to ensure timely recording of transactions and
preparation
of financial reports;
6. Review internal controls on the acquisition process to avoid negative cash
balance and approval of travel expenses in compliance to EO 459;
7. Reconciliation of physical count with the accounting records; and
FMU to review purchases made to Philcopy Corporation
which were not included in the SOE submissions to the Bank.
DA requested for a change in scope in April 2012 which was approved in
18 January 2013 by the NEDA Board.
To achieve , recommendations were : (a) timely completion of the CIS

rehabilitation
works,
and (b) improving the M&E system to capture and report on the required
information for proper M&E.
1. Training for DENR and LGU staff to focus on: (i) Financial procedures for
liquidation and replenishment of funds and (ii) Coaching and mentoring
of POs
and communities on CBFM Modules under the ENRD Program
2. Identify exit strategy measures to enhance sustainability including the
finalization of co-management agreements with LGUs.
3. Finalize the socio-economic baseline study and update the existing cost
benefit
Agency
DepEd
Project
DP
NPSBE/ SPHERE
WB/AusAID
Mission
10th Supervision
Imp.
Support
Date
22 Aug - 11 Sep
2012
Rating/Findings
1. Improved management of school head on projects involving

teachers, learners, parents and other stakeholders
2. Institutionalization of revised policies and standards for
7
8
DOH
DPWH
HSDP
NRIMP II
NRIMP II
ADB
WB
Final Loan review

Mid-Term Review
Supervision
undergraduate teachers curriculumn resulted in 90% attainment

of national competency based teacher standard-based preservice
curriculum by the teachers education institutions
3. Teachers strengths, needs assessment results, as the basis of
teachers' training resulted in better teachers' performance .
4. There is increasing trend from 31% in 2010 to 43% in 2011 of
alternative learning systems test takers of the Acreditation and
Equivalency Program.
5. Knowledge and awareness of IPs' culture and practices are
crucial to be part of their education
6. 4Ps impact shows a positive improvement in school enrolment.
7. Buraus and reginal offices realized that M&E systems is
essential in ensuring efficiency and effectiveness of programs
andprojects.
14-26 Sep 2012
No rating given by mission
(11-22 June 2012) 1. The overall project implementation has significantly
improved since the last supervision mission;
2. The implementation of the Road Improvement Component
is now ramping up, but critical issues on two corridors need
close monitoring;
3. There have been changes in the Road Asset Preservation
Long-Term Maintenance Component;
4. The Institutional and Capacity Development component is
making headway from procurement delays with eight contract
packages ongoing; and
5. The project is proposed for restructuring in order to reflect
the reality on the ground and the implementation delays.
5-16 Nov 2012
Significant implementation progress for all the components
studies of NRM and infrastructure projects;
4.. Improve dissemination of communication of results and guidelines at all
levels;
5. Possible reprogramming and reallocation of funds by the first quarter 2013
6. DENR and LGUs should verify the capacity of LGUs to maintain and operate
equipment properly and take necessary and adequate measures
accordingly;
7. Extension of consulting services beyond 2013.
1. Strengthen the capacity of the Department on planning, M&E to achieve
effective
resurce management.
2. Strengthen the capacity and capability for education personnel at all levels
thru
training and technical assistance.
3. Appropriate monitoring for all activites, projects and programs to ensure
the achievements of all level objectives of the Department.
4. Reproduction and distribution of the guidelines and manuals of salient
programs
and training courses to achieve uniform results and success in the
Department
In view of the missions findings, DPWH and WB will proceed with the
restructuring of the project including the changes proposed by the DPWH
knowing that in the event that NRIMP3 will not materialize, DPWH
committed to provide GOP funds to continue the im
1. deletion of project activities that are no longer relevant;

2. deferringsome activities to the third phase of NRIMP (NRIMP3), if feas feasible;
3. change in management to finance governance activities by the Bank under
AusAID Grant instead of AusAID managing these activities directly;
4. revision of the results framework and monitoring indicators to reflect the
changes proposed; and
5. extension of closing date by 24 months from 31Dec 2012 to 31 Dec 2014
However, facing delay in the submission of the formal restructuring request to WB,
the mission expressed its concerns for the completion of the restructuring process
before the closing date and urged the DPWH to make all the arrangements to
submit
the formal request to the Bank on or before 30 November 2012. (Note: from the
side
of the GPH, the restructuring process was completed on time; DOF endorsement
of
Agency
Project
MRIP
DTI
RuMEPP
DP
Mission
Saudi Fund for Supervision

Development
(SFD)
IFAD
10
LBP
SSLDIP
World Bank
11
LLDA
LISCOP
LISCOP
WB
WB
6th Supervision and

Implementation
Support
(SIS) Mission
(Jointly conducted
by NEDA
and
IFAD)
Supervision
Implementation
Review
Implementation
Review
Date
Rating/Findings
7-12 Jul 2012
1. The SFD mission was informed that the DPWH Secretary decided to
forego with the request for loan extension during the ICC Cabinet
Committee deliberation on 3 July 2012. The mission expressed
concerns on this, stating that it might have negative implication.
2. DPWH informed also the SFD mission that MGB Construction &
Trading (MBGCT) was claiming for payment of alleged standby
timeequipment,
of
manpower and profit for the cancellation of award
for CP1A and termination of CP 3A and 3B. DPWH reported that there
was
no signed contract for CP 1A and the Bank Guarantees submitted
by MBGCT were not authentic.
Satisfactory. The programme is likely to acccomplish the remaining
targets included in the revised logical framework.
1. There are delays in meeting convergence targets brought about
by the
lack of awareness among some of the provincial branches of
partner
MFIs. MFI provincial branches are unable to commit their
borrowers
to immediately receiving BDS assistance. Internal MFI policy
requires
provincial branches to first seek clearance from their head office.
2. Demand for institutional loans among SBC accredited MFIs is low.
3. On M&E. Reporting remains focused on outputs and is weak in
terms
of outcomes as identified by the previous SIS mission.
4. Many MEs will require further assistance in terms of capacity
building and developing market links after RuMEPP ends in 2013.
5. Delays in fund releases.
3-17 Sep 2012
6-9 Feb 2012
6-17 Feb 2012

24 Sep 11 Oct
2012
1. Proposed time extension until February 2014 and reallocation of

loanproceeds would not have any impact on the projects
development
objective, main outcome and design. The proposed changes vis-visreallocation of loan proceeds will not create changes in fiduciary
andsafeguards arrangements as designed;
2. The project will need about 20 months to complete all
committed
projects and is sufficient to address potential delays in subproject
processing and construction and the possible impact of the May
2013election.
3. Procurement of the Project Implementation Consultant as the
current
consultant can no longer extend its services by the end of its
contract
because it is barred from participating in WB funded projects.
1. It was reported that with two years remaining for LLDA to
implement
the project, there is still an uncommitted funds amounting to
about
US$5.5 million which is unlikely to be utilized if not committed
until December 2012.
2. It was cited that LGUs were not availing of LISCOP financing due
to
DPWH request was sent to WB on 23 November 2012.)
SFD mission advised that Retention money should be deducted from
Contractors
Progress
Billing ranging from 5-10 percent and for DPWH to endorse the Bank
Guarantees posted as performance securities to be irrevocable.
1. Implement Track 1 mode for convergence; RuMEPP Programme Officers to

inform
SBC when an MFI provincial branches refuses to allow their borrowers to
receive
BDS. SBC head office to coordinate and inform the MFI head office of the
RuMEPP
convergence activities .
2. Continue marketing the institutional loan to existing SBC accredited MFI clients
and to MFIs in the RuMEPP provinces that are not yet SBC clients.
3. Use the unused allocation for institutional credit to provide additional financing
for on-lending by MFIs and amend the subsidiary financing agreement between
DOFSBC.
and
4. Use the revised logical framework indicators for Components 1 and 3 when
reporting programmes results.
5. Include in the 2012 Annual Report and in the 2012 RIMs Report Data on
programme
outcomes and progress towards achieving programmes objectives.
6. Develop asustainability plan (exit strategy) with the focus on ensuring that the
MEs already assisted can sustain their activities beyond 2013, based on a review
of strategies implemented, overall performance, lessons learned and
availability
of
other sources
of assistance. Include relevant activities for 2013 in the AWPB
for 2013.
7. Reduce the IFAD processing time for a WA to 10 days in line with the directive
of the IFAD Controller, and write to the government to reduce the time for
processing
(29.8 days average) of notices in the Bureau of Treasury
1. To facilitate utilization of loan funds, the mission recommended for that

restructuring of the loan by relaxing the NG-LGU financing scheme. The
proposal
involves the revision of the NG-LGU cost sharing scheme from the existing 80%
to 90% NG (consis(consisting of subloan and subgrant sourced from the WB loan
proceeds) depending on the subproject category and 10% to 20% LGU
equity to
Agency
12
MWSS
13
NIA
14
SC
Project
AWUAIP-II
1. PIDP
2. PIDP
Judicial Reform
Support Project
DP
MWSS,
NEDA-PM S
MWSI
MWCI
Consultants
Contractors
WB
WB
WB
Mission
Final Inspection
Implementation
Review
Implementation
Review
Implementation
Support
Date
Rating/Findings
various reasons including (i) difficulty in securing Sangguniang
Bayan
endorsement in an election year, (ii) new policy and more
stringent
requirements in securing the certificate of borrowing capacity
from BLGF for LGUs that do not yet have the Seal of Good
Housekeeping;
(iii) the availability of grants and more attractive financing from
local sources; (iv) lack of support from the project for the preparation
of
feasibility studies and detailed architecture design.
The activity commenced with an orientation on the details and

background of the Project, and proceeded with visits on the
following
sites:
(a) Bigte Interconnection in Norzagaray, Bulacan; (b) Tunnel
No. 2 in San Jose Del Monte, Bulacan; (c) Tunnel No. 2 Facilities (e.g.
Basins, Sluice Gates, etc.) are generally in good working condition,
owing to the Projects recent completion.
4-15 Jun 2012
Unsatisfactory
5-16 Nov 2012
Unsatisfactory
1. Substantial accomplishment was achieved in terms of NIAs
Rationalization Plan, the Civil Works component, which comprises
60 percent of total project cost, registered a very low level of
accomplishment.
2. Delays were primarily due to limited manpower and
understaffed
PMO.
The current
PMO employs only 19 personnel, which is only 32% of
the required 59 personnel to ensure efficient project implementation.
3. A PhP446 million or approximately US$10 million funding gap
continues to be a critical issue in the completion of the NIA Rat
Plan December
by
2012.
25 Jun -7 Jul 2012 No Rating
80% full grant from NG and 20% LGU equity. Said request was endorsed to
MDFO
for consideration as the existing financing mix being followed by the project
was approved by the MDFO-PGB.
2. The proposed restructuring intended make the project more attractive to
LGUs compared
as
with other financing schemes available to them. This would
encourage
LGUs to implement non-revenue generating projects that have significant
environment/ economic benefits which normally are not priority projects
giventheir limited resources.
3. Given that this will be provided as a grant from the NG, the new scheme is
expected
to facilitate subproject approvals as there will be no need to secure a
certificate
of capacity from the BLGF, a requirement which slows down the
borrowing
processing of subprojects. Also, since LGUs need not borrow/take out a loan
it
will be easier to seek endorsement from the Sangguniang Bayan
18 Sep 2012.
1. The team advised NIA to submit additional documents to DBM to substantiate

the request for additional ten positions, and to engage in a short-term consultant
to assist the PMO in the procurement processing;
2. NIA to submit the necessary documents to DBM to justify why their Corporate
Funds cannot be used to cover payment of the remaining retirement
packages.
The next steps agreed upon during the mission were fiduciary in nature with
target
completion
dates within the months of August and September 2012, in addition,
SC
will submit: (i) verified project results information as of 30 June 2012; (ii) upload
relevant JRSP information to Supreme Court website; and (iii) SC to arrange
further
stakeholder consultation in coordination with the WB team. (SC to provide status
of
actions per mission/review agreements.)
Annex 3-K
Project Title
List of Actual Problem Projects in 2012

Loan
Actual
Amount*
Avail
IA
(US$ M)
(US$ M)
Sched Avail
(US$ M)
Avail
Backlog
(US$ M)
2.46
Alert Level II (Critical Stage)

1

Tax Admin

Management Project
Kaunlarang Pang-agraryo
Project
BIR
11
4.72
7.18
26.6
4.65
12.41
10
6.4
DAR
498.13
181.19
457.89
276.7
DA
14.16

Project II
DAR
100
6.21
68
61.79
5
6
Rural Power Project
DBP
40
14.65
37.5
22.85
Credit for Better Health Care

Project
DBP
52.69
5.56
26.35
20.79

Management Project
DENR
33.8
12.92
30.42
17.5
Greater Maritime Access

(GMA) Ports
DOTC
342.7
85.7
342.7
257
New Communications,
Navigation and
Management Systems
Development
DOTC
273.41
29.89
266.22
236.33
10
Mindanao Roads
Improvement Project
DPWH
20
4.06
20
15.94
11
Gapan-San FernandoOlongapo Road Project

Phase II
DPWH
28.35
5.16
21.78
16.62
Bacolod-Silay Airport Access

Road Proj
DPWH
13.06
5.37
12.78
7.41
Credit Line for Energy

LBP
25.93
25.93
25.93

Strengthening and
Community Development
Project
LLDA
10
1.03
2.2
1.17

Prog III
LWUA
13.23
1.11
10.97
9.86
12
13
14
15
16
Development Proj
NIA
Loan
Amount*
(US$ M)
70.36
17

Advancement Project Stage I
NIA
64.6
46.88
63.98
17.1
1633.86
427.58
1,448.71
1,021.13
506.5
13.91
59.5
45.59
506.5
13.91
59.5
45.59
2,140.36
441.49
1,508.21
1,066.72
Project Title
IA
Total, Level II (US$ M)
Actual
Avail
Sched Avail
(US$ M)
18.48
36
Avail
Backlog
(US$ M)
17.52
Alert Level I (Early Warning Stage)

1
Road Upgrading and

Preservation Proj
Total, Level I (US$ M)
Total, Level I and II (US$ M)
DPWH
Annex 4-A
Actions Taken on Key Implementing Issues Encountered
(Updates as of 30 June 2013)
Project/IA/DP
Start-up Delay
1. National Irrigation Sector
Rehabilitation and
Improvement Project
(NISRIP)/NIA
2. Improvement of Flood
Forecasting and Warning
System for Magat Dam
and Downstream/DOST
3. Laguna de Bay
Institutional Strengthening
and Community
Participation Project
Additional Financing
(LISCOP-AF)/LLDA/WB
Project III (PTWSSP
III)/LWUA/
Issue Details
Updates as of June 2013
Project management office

has yet to be established;
An ADHOC PMO was

already established in
January 2013.
Technical specification of
equipment and other project
deliverables are still being
finalized;
Norway is finalizing the

technical specification of
equipment and preparing
the bidding documents.
Bidding will be held in the
Philippines. Representatives
from Norway will also be
joining the TWG of the
PAGASA-Bids and Awards
Committee.
Delays in the preparation of

subprojects
No update provided.
Organizational changes
within the agency affected
finalization of project
agreements; slow decisionmaking process of water
districts; and, delay in the
final list of beneficiaries due
to the competing initiatives
of LWUA to extend interestfree financial assistance
versus the full regular loan
under the PTWSSP III.
Expedited the signing of

the Project Agreements by
the current LWUA
Administrator, and the
agreements were
forwarded to KfW so that
the latter could provide
deposits to the disposition
fund
Meetings with concerned
organizations to speed up
decision-making were
conducted
LWUA has already finalized
the list of beneficiaries.
The project is now on the
stage of loan approval.
Budget and Funds Flow Bottlenecks

Unavailability of cash
Resource Management
stalled the continuous
Project /DENR/ADB
implementation of
projects i.e.,
rehabilitation/reforestatio
n of mangrove and
watershed areas, and
enterprise development
projects
To date, there is available

cash amounting to P8.447
M (LP P6.973 M; GP
1.747 M) which may be
used for the
implementation of project
activities. A total of
P41.887 M (LP P34.110 M;
GP P7.777 M) is expected
to be released by the DBM
Project/IA/DP
Issue Details
Low turnover of
liquidation reports by the
Project Implementing
Units resulted in
corresponding delay in
payment of outstanding
dues and demandable
accounts

for Environment and
Natural Resources
Management Project
/DENR/WB
Slow liquidation of funds by

some regional/local
implementing units causing
delay in the replenishment of
funds and project
implementation

Basic Education Reforms
(SPHERE)/DepEd/AusAID)
Re-issuance of lapsed
Sub-AROs: The provision
of the LRMDC basic office
equipment, software and
furniture at the Regional
and Division Office awaits
release of SARO from
DBM to re-issue sub-AROs
Replacement of recipient
divisions and schools of
School- Based
Management (SBM)
grants:PhP9.5 million
worth of grants originally
intended for ARMM to be
re-directed to other
Division and Schools
which is undisbursed
since 2010
4. Education Performance
Incentive Partnership
(EPIP)/DepEd/AusAID
Low compliance to standard

auditing and accounting
regulations in the

to support activities such
as reforestation and
rehabilitation of mangrove
& watershed,
implementation of
enterprise development,
bio-conservation projects,
and conduct of research
studies, etc.
As of May 2013, liquidation
turnover has already
improved with a rating of
1.2% from a rating of 0.7%
in December 2012, and
expected to improve
further with a coaching
being undertaken by the
Project Accounts
Management Division with
the Regions.
Liquidation of project funds
has increased from
December 2012 to May 31,
2013 (SIM: 73%, GEF: 74%).
Constant follow-up to
implementing units relative to
fund liquidation is being
done by FASPO and FMS.
No update provided.
No update provided.
Project/IA/DP
5. Infrastructure Support
Project/DA/ADB
Development
Project/DBP/JICA
Issue Details
disbursement of funds
Delayed release of
Certificate of Availability of
Funds (CAF) by MDFO due to
pending liquidations
Slow sub-loan releases

All LGUs have been issued
with CAF by the MDFO
For the period of January to

June 2013, P394.8 million
has been released to
borrowers, an increase of
4.66% in
utilization rate.
DBP is looking
into options in reducing
overall cost of
funds.

Project-III (PTWSSPIII)/LWUA/Kfw
for Environment and
Natural Resources
Management
Project(NPSENRMP)/DENR
/ WB
Delay in the initial KfW

deposit to the disposition
fund account. The
disposition fund will be used
for various activities under
the Project (e.g. conduct of
geotechnical investigation,
conduct of drilling of
exploratory wells, and
purchase of requisite
goods/equipment).
Failed bidding for 20 trash
boats and two in-site
water quality monitoring
equipment.
Prolonged negotiation
with the consultant and
further revision of the
contracting
documentation as
required by WB resulted in
delayed engagement of
consultants for the
conduct of research and
study on the total
maximum daily load within
Manila De Bay.
Delayed seedling
production activities under
the National Greening
Program (NGP) due to
DBP and the LIDP-TA

Consulting Team held
FGDs on various sub-sectors
of logistics infrastructure.
With the submission of the
signed Project Agreement to
KfW, the initial deposit to the
disposition fund was made
on 18 Sept. 2012.
Rebidding proceeded last

April 18, 2013. The TWG is
now finalizing the
evaluation report for
submission to the BAC
before the end of June
2013.
U.P. Diliman to proceed
with the conduct of the
study upon approval of by
the DENR of the final draft
of MOA
All the Regions have
almost completed the
production of targeted
number of seedlings. To
date, 45,650,900 (91%) out
of the targeted 50,287,001
seedlings have been
produced. The remaining
target is under the DENR-
Project/IA/DP
Project(ICRMP)/DENR/AD
B

Basic Education Reforms
(SPHERE)/DepEd/AusAID
Issue Details
tedious procurement
process.
Long procurement process

delayed the engagement of
consultants for the following
policy studies: (1)
Environmental and Social
Impact Assessment; (2)
Environmental Hazard
Management, and (3) Live
Reef/Food Fish Trade.
PhP48 million worth of
classrooms and school
furniture did not meet
procurement criteria of
WB.

PTFCF-FPE Partnership
which is targeted to be
completed by end of
June 2013.
Consultants to undertake the
3 remaining policy studies
are now on board. Activities
relative to the conduct of the
policy studies are on-going.
No updates provided.
Lack of Bidders for

classroom construction
resulting in non-release of
No Objection Letter (NOL)
from WB.
Conduct of several rebidding in different sites
due to non-availability of
suppliers and/ or different
interpretation of the
Regional BAC on the
4. Mindanao Roads
Improvement Project
(MRIP)/DPWH/Saudi Fund
Change in technical
specification for the
Instructional Materials
Council Secretariat (IMCS)
delayed procurement of
ICT equipment/ software,
furniture and basic office
equipment.
Bidding failure and
prolonged procurement of
civil works for the
Cotabato City East
Diversion Road subproject.
Rebidding of contract
packages for the Lake
Lanao Circumferential
Road and Basilan
Circumferential Road
subprojects following the
contract termination of
CCEDR is now ongoing at

18.42% accomplishment
as of May 2013.
For LLCR, the contracts
were awarded on 30 Jan
2013, but are still
undergoing contract
perfection.
For the BCR, the Notices to
Proceed were issued on 18
January 2013 and 1
Project/IA/DP
Issue Details
previous contractors.

February 2013 for contract
packages 3A-New and 3BNew, respectively. Physical
accomplishments as of
May 2013 are: 15.62% for
CP 3A-New, and 25.38%
for CP 3B-New.
5. National Roads
Improvement and
Management ProjectPhase II
(NRIMP)/DPWH/WB
Extended procurement
process for several contract
packages due to additional
information and justification
requested by WB prior to the
issuance of NOL to award
the contract.
DPWH requested a 2-year

loan extension from Dec
2012 to Dec 2014, which was
approved by the ICC on 22
Nov 2012. The project is now
on a catch-up phase, with
most sub-projects ongoing.

Expressway Project
(CLLEX)/DPWH/JICA
JICA did not concur with

DPWHs decision to declare
failure of bidding for the
procurement of consultancy
services for DED. DPWH was
requested to reconsider its
decision.
As a result of discussions with

JICA, the PMO made
recommendations to the
DPWH BAC for Consultancy
Services to (1) cancel the
previous resolution that
declared a failure of
bidding, and (2) proceed
with the recommended
approval of the combined
results of the technical and
financial proposals.
JICA gave its concurrence
on 10 May 2013 to award the
contract to the highest rated
bidder. Contract
negotiations are now
ongoing.

(RUPP)/DPWH/JICA
Prolonged procurement has

delayed implementation of
the Institutional Capacity
Development and the Asset
Preservation components by
five and six months,
respectively.
Procurement of four units
Road Surface Profilometer
(RSP) and two units Falling
Weight Deflectometer (FWD)
still ongoing. Procurement of
the RSP was delayed due to
the required clarifications on
the type of vehicle being
offered by the lowest bidder
while for the FWD, no bids
were received, thus a failed
As of May 2013, the ICD

component is progressing as
scheduled (actual
accomplishment of 63.45%
vs. target of 62.60%). Also,
the Notice of Award for the
procurement of the FWD was
issued on 13 June 2013, while
the contract for the supply of
the RSPs is being finalized
and pending approval.
Meanwhile, the Asset
Preservation component is in
project preparation stage,
progressing as scheduled at
86.36% as of May 2013. Also,
7 civil works contracts under
preventive maintenance for
Project/IA/DP
Issue Details
bidding was declared, and
a second bidding was
undertaken.

the annual work program
year 1 are ongoing.
Procurement of CS for the

DED and CW Supervision was
delayed due to the failure of
short listing of consultants.
Procurement was scheduled
to be completed by June
2012 but the contract was
only awarded in December
2012.
8. Bacolod-Silay Airport
Access Road Project
(BSAARP)/DPWH/Korea
EDCF
Prolonged financial
negotiations with the Korean
contractor for consulting
services.
DPWH requested for an 11month loan extension from

Apr 2013 to Mar 2014, which
was endorsed by the ICC on
23 Jan 2013. The project is
91.66 percent complete.

Project Phase III (PTWSSPIII)/LWUA/KfW
Unfamiliarity of the water

districts BAC with the
requirements under the KfW
Procurement Guidelines
KfWs procurement
guidelines literature were
sent to WDs in order to
familiarize themselves w/
KfWs procurement
processes and requirements.
In addition, LWUA is planning
to send resident engrs. to
assist BACs of WDs.

Development Project
(PIDP)/NIA/WB
NIA prioritized activities for its

RatPlan, resulting in
delayed/prolonged
procurement of civil work
contracts.
IA requested DBM payment

of RP funding gap under EO
366/718 in the amount of
P128,185,856 equivalent to
30% of the total funding gap
of P427,286,186.84. The
remaining 70% in the amount
of P299,100,331 will be shared
by NIA.
11. Strengthening the Disaster

Risk Reduction(DRR)
Capacity of LGUs
Affected by Typhoon
PARMA in Central
Luzon/DILG/AECID
Delays in procurement of
equipment due to
coordination problem (e.g.
issue on the number of
equipment and final lists)
between PDRRMC and DILGNueva Ecija
Procurement for Nueva Ecija

was completed and for
delivery. For the water
treatment plant equipment,
procurement was delegated
to DILG-BAC and is in
process.
12. Philippine Poverty

Environmental
Initiative/DILG/UNDP
Delayed hiring of consultant

for the PPEI-EITI Component 4
led by DENR-MGB.
The consultant was hired last

October 2012; hence the fast
tracking of expected
deliverables of the project.
13. Provincial Roads
Failed biddings for several
Procurement of projects with
Project/IA/DP
Management Facility
(PRMF)/DILG/AusAID
14. Philippine Energy

Efficiency Project
(PEEP)/DOE/ADB
Issue Details
road maintenance contracts
in Bukidnon and Bohol since
no bids were received.

failed biddings was not
pursued. AusAID is now
preparing new approach to
have commercially viable
maintenance contracts.
ADB will not finance the pilot

testing of the Lamp Waste
Management Facility since
the decision to have PNOC
as the operator of the facility
did not undergo bidding
process.
DOE will manage the pilot

testing of the Lamp Waste
Management Facility.
Projects with LGU-Related Issues

1. Infrastructure Support
Slow progress of construction
Project (DA/ADB)
in Region 8 due to poor
management by the LGUs
2. Agrarian Reform
Communities Project 2
(DAR/ADB/OFID)
Weak internal financial

management system of
some LGUs. LGUs
experienced difficulties to
comply with requirements
in order to facilitate
request for fund releases
and liquidation reports
resulting in low
disbursements of ADB loan
and no disbursements of
OFID loan.
The six (6) remaining LGUs

have completed their subprojects. One LGU has
completed only 72.97% so
DA gave this LGU a
Certificate of Noncompletion and informed
that it may not be able to
qualify in future DA projects
due to unsatisfactory
performance. While the other
LGU is expected to fully
complete its sub-project by
30 June 2013 (the deadline
given to them). Overall
accomplishment of Region 8
as of May 2013 is 97.49%.
To strengthen LGU financial
management system, as
well as to improve
capabilities of involved
DAR project personnel,
several workshops and
capability building
measures were conducted
on financial management,
procurement processes
and contract
management, and
infrastructure quality design
monitoring and durability
system, and O&M system.
On procurement, both the
DAR and the ADB provided
assistance in reviewing the
procurement process,
ensuring that GOP and ADB
procurement guidelines are
being followed.
Project/IA/DP
Issue Details
Suspension of NG-LGU
Cost Sharing Policy.
Limited experience of
some LGUs in managing
and implementing
subprojects including
packaging of project
proposals and other
documentary
requirements.
3. Philippine PovertyEnvironment Initiative Ph

I/DILG/UNDP
Poverty-Environment link not

integrated in the local
development plans of LGUs.

To resolve confusion on the
implication on the project
of the suspension of the
NG-LGU cost sharing policy,
DAR conducted a series of
meetings with the ADB and
the DOF-MDFO. Thus, fund
releases to LGUs which
were initially put on hold
started to be released by
the ADB and the MDFO.
In 2012, a Handbook on
Mainstreaming P-E linkage
was developed to ascertain
that the national-local
direction for inclusive green
growth is considered in
mainstreaming of P-E
linkages in LGU governance.
A Toolkit on Mainstreaming
P-E Linkages for an Inclusive
Green Growth was also
developed which consists of
Participants Guidebook and
Facilitators Manual.
A monitoring and evaluation
tool was also designed to
identify the level of
mainstreaming P-E linkages
into LGU plans, programs
and budget system.
4. Local Government
Support Program for
Economic
Development/DILG/CID
A
5. Environmental
Development Project
/DBP/JICA
Changes
in
local No update provided.
leadership
resulted
in
changes
in
enabling
environment and priorities.
Passive participation by
LGUs and LED stakeholders
in economic profiling
LGUs undermine the effort
of DILG to pursue effective
local
economic
governance
and
competitiveness.
Conflicting priorities for
new LED programming for
LGUs
Difficulty of Water Districts With LWUA letter dated
to avail of loan due to the
June 15, 2013 clarifying
slow issuance of LWUA
that waiver are issued by
Waiver.
Water
districts
the LWUA administrator
Project/IA/DP
Issue Details
outside Metro Manila are
within LWUA's jurisdiction.
Water districts need to
secure waiver from LWUA
to avail of the loan from
DBP.

within two weeks to 60
days
provided
all
documents are complete
Delay in the approval of

sub-loans
due
to
requirement of BSP for all
borrowers
to
secure
Monetary Board Opinion
when applying for a loan.
6. Support for Strategic
Local Development and
Investment Project
(LBP/WB);
Delay in the approval of sub

loans due to requirement of
BSP for all borrowers to
secure
Monetary
Board
Opinion when applying for a
loan.
LBP
participated
in
a
meeting
among
implementing agencies and
NEDA on June 21, 2013
regarding the required MB
opinion in order to come up
with a possible resolution on
the issue.
7. Community-Based Forest
and Mangrove
Management Project
(LBP/KfW);
Delay in the approval of sub

loans due to requirement of
secure
Monetary
Board
loan.
LBP
participated
in
a
meeting
among
implementing agencies and
NEDA on June 21, 2013
regarding the required MB
opinion in order to come up
with a possible resolution on
the issue.
Development Project
(DBP/JICA);
Delay in the approval of subloans due to requirement of

secure
Monetary
Board
loan.
For the period January to

June 2013, two (2) accounts
amounting to P119.55M
have secured MB Opinion.
As of June 2013, five (5)
accounts are still awaiting for
MB Opinion with total loan
amount of P1.09B. DBP has
been closely coordinating
with the LGUs/GOCCs, DOF
and BSP in order to fast track
the issuance of an MB
Opinion. As a result of the
Bank's direct coordination
with DOF and the borrower
(Cebu Ports Authority (CPA)),
the application for an MB
Opinion is now at the level of
the DOTC Secretary for
review.
DBP identified in its marketing
units the personnel and
Project/IA/DP
Issue Details
9. Laguna de Bay
Institutional
Strengthening
Community Participation
Project/LLDA/WB
Delay in the approval of subloans due to requirement of

secure
Monetary
Board
loan.
The appreciating value of
Peso against the Euro
effectively reduced the
available Peso for relending
to LGUs.
10. Community Based Forest

and Mangrove
Management Project
(DENR/Germany)
Subprojects
preparation
normally takes longer time.
Also,
scouting
and
marketing for subprojects
are a continuous effort due
to
fall-out
of
some
subprojects
from
their
pipeline caused by some
reasons like change in local
political leadership and
change in LGUs priorities.
Resource Management
Project/DENR/ADB

account officers who would
closely monitor borrowers
compliance
for
credit
requirements.
No update provided.
DENR has already secured

approval of the KfW on the
use of project contingency
funds
to
cover
the
requirement of the LGUs for
the subprojects.
All partner LGUs already has
an approved subproject,
including the replacement
of the LGU which backed
out from the project. The
project has already signed
15 sub-loan and sub-grant
agreements with partner
LGUs.
Delay in implementation of
LGU subprojects was brought
about by the difficulty of
LGUs in: (a) securing the Seal
of
Good
Housekeeping
which
is
an
additional
requirement for the issuance
of
the
Certificate
of
Borrowing Capacity; and (b)
tedious process in complying
with environment and social
safeguards.
Projects with sustainability and O&M Issues
1. ARMM Social Fund
Some facilities provided with
Project (ASFP)/ARG/WB,
equipment such as health
JICA
facilities do not have
electricity and remained
unused.
All 17 subprojects have

already secured the Seal of
Good Housekeeping from
the DILG.
2. National Program
Support for Tax
Administration Reform
(NPSTAR)/BIR/WB
There were 3 UATs

conducted for the CRS; a
Certificate of Acceptance
and Operationability was
also issued on May 3
followed by a pilot
Delays in user acceptance

testing (UAT) for the
Collection Reconciliation
System (CRS) due to new
data requirements.
Delays in UAT for the
A consultant had already

been engaged to assist the
LGUs in complying with the
environmental and social
safeguards.
Measures to address the said

issues are expected to be
taken once new local
officials in the ARMM Region
have been sworn in by 30
June 2013.
Project/IA/DP
3. National Program
Management Project
(NPSENRMP)/
DENR/WB
4. Rural Micro-Entreprise
Promotion Programme
(RuMEPP)/
DTI-SBC/IFAD
Issue Details
Software Solution for Tax
Rulings in Case
Management System due
to change
requests/additional scope
of services.
Enhancement of Electronic
Letter of Authority
Monitoring System (eLAMS)
is not yet operational.
Sustainability of the adoption
of the Integrated Ecosystem
Management (IEM)
Framework to enhance the
current ecosystem
management in the four pilot
project areas.
Some Level 1 MEs unlikely to

sustain operations because
of weak institutional and
market linkages; and access
to credit (some Level 1 MEs
are not qualified to be given
credit by the accredited
MFIs)
Issue on Right of Way (ROWA) and Land Acquisition

ROW issues concerning the

implementation of the
system to selected BIR
offices using the system.
This project has no more
delays in deliverables.
eLAMS deliverables have
all been submitted and
delivered by the contractor
and accepted by BIR.
Sustainability
measures/mechanisms
already and/or being put in
place.
R5: Ongoing enhancement
of the existing sustainability
plan.
R12: Preparation of LGU
sustainability plan in
connection to LGU
subprojects.
Final draft of the Dept.
Administrative Order on the
Adoption of IEM in DENR
plans and programs, has
been submitted to the
DENR Policy Technical
Working Group (PTWG) for
further review and DENR
Secretarys actions.
As an interim action, the
DENR PPSO issued IEMconsistent budget
guidelines in formulating
programs, activities, and
projects (PAPs) for priority
watersheds and highly
diverse areas in their 2014
budgetary submissions.
Linked Level 1 MEs to more
established Level 3 MEs to
help lower level MEs sustain
operations
DTI, PMU and relevant
stakeholders drafted a
sustainability plan with
focus on ensuring that MEs
already assisted can sustain
activities
Drafted AWPB for 2013 to
include sustainability
measures.
The technical working group
Project/IA/DP
Navigation and
Management Systems
Development Project
(New CNS/ATM Systems)/
DOTC/JICA
2. Gapan-San FernandoOlongapo Road Project II

(GSO II)/
DPWH/Korea EDCF

Inadequate Manpower
1. Education Performance
Incentive Partnership
(EPIP) (Components 1-3)
/DepEd/AusAID
Development Project
(PIDP)/NIA/WB
3. Fingerprint Project/
PNP/JICA
DED/Project Design
4. TulayngPangulo Para sa
Kaunlarang PangAgraryo (TP-KAP)/
DAR/France
Issue Details
new radar site at Pasuquin,
Ilocos Norte. An alternative
site at Laoag Airport is
available but with reduced
en-route ATC coverage.

(TWG) comprised of
representatives from the
Philippine Air Force and
CAAP are in the process of
resolving the issue. The TWG
is scheduled to convene a
meeting on 1 July 2013 for
final resolution of the issue.
Some RROW claims were still

pending payment due to
difficulty experienced by the
claimants in complying with
documentary requirements.
DPWH has been closely

coordinating with the local
District Engineering Office,
who is conducting the houseto-house coordination with
the affected owners to give
assistance in securing
necessary documents to
support their payment. The
DPWH meets with all the
stakeholders involved in the
RROWA issue twice a month.
No available data from

component implementers
(e.g., accounting, Office of
Planning Services, National
Educators Academy of the
Philippines.
Inadequate number of
personnel in the PMO caused
delays in project
implementation.
Declining number of PNPCrime Lab counterparts.
Re-assignment of trained
police investigators to noninvestigative works.
No update provided.
Delays in the construction of

bridges due to problems in
the selection/finalization of
project sites and unsuitability
of project design to local
sites.
To date, although the

manufacture and delivery of
bridge materials have been
completed, DAR is still
awaiting OP and DOJ
clearance to proceed with
the implementation of the
project. Only the
construction of the first 24
bridges is being
Additional 13 positions for

PIDP-PMO were already
approved by DBM.
A Letter of Instruction (LOI)
was signed by the PNP Chief
instructing among others,
that trained fingerprint
examiners are not to be
transferred to other units for
at least one year after the
conduct of training for field
investigators unless under
exceptional circumstances
Project/IA/DP

Project (JRSP)/
SC/WB
Poor Knowledge Management

6. National Industry Cluster
Capacity Enhancement
Project (NICCEP)/
DTI-SBC/JICA
Issue Details

processed/implemented.
For Angeles City Hall of

Justice Project, the passing of
the new law requiring the
provision of automatic fire
sprinkler system (AFSS) in
buildings affected the
approved project budget
and design
The issue was addressed

during the
reconfiguration/reevaluation of the project. The
Angeles City Hall of Justice
was completed with a
revised cost to
accommodate the provisions
of the law on AFSS.
No numerical baseline
targets were set prior to, and
at the onset of project
implementation.
Numerical targets for

baseline indicators were set
for CY 2013 to cover the
remaining project
implementation period.
Environmental Safety
7. Angat Water Utilization
and Aqueduct
Improvement ProjectPhase II (AWUAIP-II)/
MWSS/China
Issuance of work stoppage

order due to environmental
health and safety concerns
in the operation of steel
pipes manufacturing plants
affecting nearby residents.
Poor Performance of Contractors
8. Provincial Roads
Poor performance of some
Management Facility
contractors in implementing
(PRMF)/DILG/AusAID
Year 2 road rehabilitation
projects. As a result, one
project in Surigao del Norte
was terminated.
Per consultation meeting

with agency reps last April
2013, this issue had already
been resolved.
Out of 14 road-rehabilitation
projects, 3 were already
completed, 3 substantially
completed, and 1 more
project (Bukidnon) for
termination.
Meanwhile, the terminated
contract in Surigao del Norte
will not be rebidded. The
Facility re-packages the next
physical works contracts for
the 10 partner provinces for
implementation during
AusAIDs 2013-2014 Fiscal
Year.
Contract Issues
Navigation and
Management Systems
Development Project
(New CNS/ATM
Systems)/DOTC/JICA
COA Notice of Disallowance

(ND) of advance payment
for Package 2 and interim
payments for Package 1
issued in May 2011, leading
to contract suspension
effective November 2011.
Resumption of contracts is
dependent on resolution of
the ND issue.
On 30 Jan 2013, the COA

Notice of Disallowance was
lifted. On 30 May 2013, the
contract amendment was
signed by the DOTC and the
contractor, setting the
resumption of contractors
work by 1 July 2013 for
completion of remaining
works within 2015.
Project/IA/DP
10. Bridge Construction/

Replacement Project
(DPWH/Spain)
Low Fund Utilization

11. Credit Line Energy
Protection Project
(LBP/KfW)
Issue Details
The EURO 21.245 million

Supplemental Loan and
Restructuring Contract
Proposal approved by the
NEDA Board on 4 September
2012 was suspended in view
of the on-going investigation
by the Senate Blue Ribbon
Committee on the President's
Bridge Program.
DPWH, thru a letter dated 22

February 2013, informed DOF
that it shall reprogram the
project for local financing.
Most subprojects proposed

to be funded under the
project are not qualified
given their intended scope
and cost resulting in zero
utilization of loan funds.
KfW consultants are currently

conducting interviews and
gathering data relative to
the study that it is conducting
on the CLEECP. The study is
expected to be completed
in September. If results of the
study are acceptable and
approved by LBP
management, the latter will
send a request to NEDA for
extension of project
implementation based on
the re-design study.
Annex 4-B
Cost Overrun Stock as of December 2012
Project Title

Laguindingan Airport Development

Project
Funding
Agency
JICA
Korea
Implementi
ng Agency
NIA
DOTC
ICCApproved
Cost
(PhP M)
2,481.00
5,385.55
Proposed
Project Cost
(PhP M)
2,970.62
7,853.43
Cost
Increase
489.62
2,467.88
19.73
45.82
Year of
Reporting
Status of Request
2007
Cost increase was due to additional works,

increase in unit costs, high bids, price
escalation/adjustment, supplemental
Approved by ICC-CC on 17 April 2008.
works in consulting services, ROWA and
administrative costs.
2007
Requested cost increase to address

financing shortfall (foreign currency
Approved by NEDA Board on 18
adjustment, price escalation, unbudgeted
September 2007.
cost items, additional works/change in
scope)
New Communications, Navigation,

Surveillance/ Air Traffic
Management Systems
Development Project
JICA
DOTC
10,869.52
13,271.76
2,402.24
22.10
2009
Cost increase attributed to proposed

changes in scope and customs and tax
duties.
Endorsed by the ICC-TB on 16

November 2009 but was not elevated
to ICC-CC for approval because of
DOTCs failure to secure/submit a DBMcertified funding strategy. Bulk of the
increase is attributed to proposed
changes in scope, and customs duties
and taxes.
Pinatubo Hazard Urgent Mitigation

Project, Phase III
JICA
DPWH
4,698.80
5,285.68
586.88
12.49
2010
Cost increase due to additional works in

the exisiting contract packages.
Approved by ICC-CC on 9 July 2012.

JICA
NIA
2,971.00
3,260.00
9.73
2010
Cost increase due to additional works,

Approved by ICC-CC on 7 May 2010.
ROWA, administrative costs, and tax duties.
2010
DPWH requested to adopt and maintain

the total project cost of PhP28,869.497
million as provided in its Forward
Obligation Authority (FOA). Said FOA is 5.2
percent higher than the ICC-approved
cost of PhP27,433.72 million. Including the
PhP525 million AusAID grant, the total
project cost is further increased to
PhP29,394.50 million or 7.1 percent higher
than the ICC-approved cost.
Approved by ICC-CC on 28 October

2011.
2011
Increase in cost proposed to fund

completion of remaining project
components.
DA was requested to apprise NEDA on

whether its request for cost increase
and extension would be pursued.
Response being awaited.
National Road Improvement and

Management Program, Phase 2

WB
JICA
DPWH
NIA
27,433.72
3,259.00
29,394.50
4,069.00
289.00
1,960.78
810.00
7.15
24.85
ICCApproved
Cost
(PhP M)
Proposed
Project Cost
(PhP M)
Funding
Agency
Implementi
ng Agency
Bridge Construction/ Replacement

Project
Spain
DPWH
3,186.24
4,970.36
Pasig-Marikina River Channel

Improvement Project - Phase 2
JICA
DPWH
4,608.70
5,541.51
64,893.53
76,616.86
Project Title
TOTAL
Cost
Increase
Year of
Reporting
1,784.12
55.99
2011
Increase in cost due to increase in unit

costs, longer project management by
Spanish supplier and additional works.
932.81
20.24
2012
Cost increase requested to fund additional

Endorsed by the ICC-TB on 21
works along the Malacanang area and for
November 2012.
the repair of damaged structures
11,723.33
18.07
Status of Request
September 2012.
Annex 4-C
Cost Overrun Stock as of December 2012
Project Title
Year of
Reporting
62,476.32
5,994.24
10.61
2008
3,068.95
3,725.94
656.99
21.41
2010
DPWH
1,566.56
1,679.67
113.11
7.22
DPWH
2,197.40
3,907.70
1,710.30
77.83
63,314.99
71,789.63
IA
Northrail Phase I Sections I and II
China
NORTHRAIL
Arterial I (Cabanatuan/ Plaridel

Bypass)
JICA
DPWH
Widening of Gapan-San Fernando- Korea

Olongapo (GSO) Road Inlcuding Sta
Cruz Bridge and Emergency
Dredging

Project
TOTAL
Proposed
Project
Cost
(PhP M)
Cost
Increase
FA
Saudi
ICCApproved
Cost
(PhP M)
56,482.08
8,474.64
13.38
Status of Request
Cost increase was mainly due to shift from

narrow gauge to standard guage rail
system.
High bids and issue related to project
effectiveness
Loan closed on 31 December 2012. Cost

overrun confirmed by NEDA Board on 31
March 2009.
Loan closed on 29 July 2012. Approved
by ICC-CC on 8 February 2011.
2010
Additional works, i.e. Pedestrian overpass,

traffic lights, restoration of some dredging
works of Porac-Gumain River, additional
3.5 km asphalting of San Fernando road
section.
Loan closed on 27 July 2012. Approved

by ICC-CC on 8 February 2011.
2012
Updgrade in design, increase in bridge

length and use of board piles to address
overflowing of rivers; increase in prices of
materials, labor, equipment rental and
transportation/handling
Loan closed on 31 December 2012.

September 2012.
Annex 4-D
Projects Likely To Be Restructured in CY 2013
Nature of
Request
Issue
Loans
Change in Time (Project Duration/Loan/Grant Validity Extension)
1. SWDRP/DSWD/WB
Loan validity
Issue(s): (a) Variation in compliance
Physical progress: extension.
rates (low in ARMM and NCR);
Loan Effectivity: 2/19/2010
The two year loan validity extension,
Loan Closing: 6/30/2014
from 30 June 2014 to 30 June 2016,
is being requested to cover a total
Utilization: US$ 251.3 M
of 4.3 million poor households,
Balance: US$ 153.7 M
beneficiaries.
Alert Level: 2. CLEECP/LBP/KfW
Behind schedule
Physical progress: 0%
Revised Closing: 6/30/2013
Utilization: US$0.0 M
Balance: US$25.9 M
Alert Level: II (Critical)
Loan validity
extension.
3. S2LDIP/LBP/WB
Behind schedule
Revised Closing: 2/28/2014
Balance: US$33.7 M
Alert Level: -
Loan validity
extension.
4. PTWSP III/LWUA/KfW
Behind schedule
Loan validity
extension.
Issue(s): Proposed study to be

carried-out in the previously
requested six months extension has
not yet started. LBP still awaiting for
the supplemental Financing
Agreement from KfW.
The project will request for another
six months, from June 2013 to
December 2013, to complete the
study on project restructuring.
Issue(s): (a) Delay in subproject
approvals due to difficulty of LGUs
to comply with the requirements
(e.g. MB Opinion), (b) unutilized
savings due to forex.
LBP foresees that construction of the
sanitary landfill and hydropower
projects will go beyond the revised
loan closing date of February 2014.
The project will also utilize the loan
savings due to forex differential
amounting to about PhP1.2 million.
LWUA did not specify yet the period
of the loan validity extension that
will be requested.
Issue(s): (a) Delay in subproject
approvals due to difficulty of WDs to
comply with the requirements (e.g.
MB Opinion, DOF MOA on Forex
Cover and Guarantee Fees), (b)
LWUAs competing initiatives
between extending grant free
Nature of
Request
Balance: US$12.1 M
5. CHARMP2/DA/OFID
Behind schedule
Balance: US$ 10.0 M
6. BSAARP/DPWH/Korea
Behind schedule
Balance: US$ 7.7 M
Issue
financial assistance to WDs and full
regular loan under the project
resulting in delays in final list of WD
beneficiaries. Both issues identified,
affect, in some way, commitments
of WDs to avail of the project.
Loan validity
extension.
Update:
The
NEDA
ICC-TB
during the 8
March
2013
meeting
approved
the
one-year
loan
validity
extension of the
project from 31
July 2013 to 31
July 2014.
Loan validity
extension.
Update: The 11month extension
for BSAAR was
already
approved by
ICC in January
2013 and
endorsed to
KEDCF for
approval.
Loan validity
extension.
7. GSO II/DPWH/Korea
Behind schedule
Balance: US$ 23.2 M
Combination of any or of the three
8. ICRMP/DENR/ADB
Loan validity
Behind schedule
extension and
LWUA did not specify yet the period

of the loan validity extension that
will be requested.
Issue(s): (a) Loan closing in July
2013; (b) Zero disbursement to date;
(c) low utilization of credit facility
due to NG-LGU cost-sharing issue.
With the OFID loan set to close on
31 July 2013, the project will be
requesting for a loan validity
extension to coincide with the
closing date of the IFAD loan in
June 2016.
Issue(s): (a) Start-up delay.

A possible 11-month extension for
the EDCF loan will be requested to
accommodate the delays
encountered throughout project
implementation, with a large part
incurred during pre-construction.
Issue(s): RROW
An extension of six months (from 30
June 2014 to 31 December 2014) will
be requested for the EDCF loan to
complete the project.
Issue(s): (a) Prolonged

Procurement, (b) Financial

Balance: US$20.9 M
Nature of
Request
partial loan
cancellation.
Updates:
9. ARIIP/NIA/China
Behind schedule
Balance: US$35.6 M
Alert Level: -
Loan validity
extension,
increase in cost,
and change in
scope.
10.
ARCP2/DAR/OFID
Behind schedule
Balance: US$ 30.0 M
Loan validity
extension and
change in
project scope.
Issue
Management (slow liquidation
process) and, (c) Delay in
subproject approvals due to LGUs
difficulty to comply with the
documentary requirements (e.g. MB
Opinion)
The project will not be completed
by loan closing date of July 2013
because of said issues. The project
will request for one year loan validity
extension, from July 2013 to June
2014. However, even with the oneyear extension, some amounts will
not be utilized, and will be
requested also for partial
cancellations.
Issue(s): (a) Loan closing in Dec
2013; and (b) Unutilized savings from
forex differential
NIA proposes to increase the
project service area, from 34,450 ha
to 39,744 ha, and intends to use the
unutilized funds/savings generated
from the forex differential. In doing
so, the project cost is anticipated to
increase, from PhP11.225 billion to
PhP13.45 billion with the proposed
additional service areas.
NIA shall also request for a two-year
loan validity extension, from 31
December 2013 to 31 December
2015, for ARIIP to cover proposed
additional areas to be developed.
Issue(s): (a) Weak financial
management of LGUs; (b)
Suspension of NG-LGU cost-sharing
policy.
DAR plans to synchronize the
closing date of OFID loan (31
December 2013) with ADB loan (30
June 2015). A review mission will be
conducted in September 2013 prior
to arriving at an agreement on
whether or not to also extend the
loan, although DAR is optimistic that
the proposed one-year extension of
Nature of
Request
Issue
the OFID loan would materialize.
DAR also plans to request for a
change in scope if disbursement
levels will not improve in 2013.
Change in scope
11. GMA Ports/DOTC/France
Behind schedule
Balance: US$ 257.0 M
Grant
12. SNRDP/DPWH/MCC
Behind schedule
Loan Effectivity:
Loan Closing:
Loan Amount:
Utilization:
Balance:
Alert Level:
Change in
scope. Project
replaced.
Update: The
request to use
the remaining
balance of the
loan was
approved by
the ICC on 8
April 2013. An
extension of the
loan validity was
also granted,
from Nov 2013
to Nov 2014.
Issue(s):(Contract termination/
project suspension.
Remaining balance of the loan to
be utilized to procure patrol boats
under the proposed Philippine Port
and Coast Guard Capability
Development Project
DOTC to submit requisite
documents to go through ICC
approval process.
Change in
scope and cost.
Issue(s): Changes in scope and

total project cost from ICC approval
to NEDA Board Ad Referendum
approval.
The change in project cost was due
to later negotiations between GPH
and MCC Washington DC on the
scope of the project.
The scope of works for the
Samar/Eastern Samar Road
subproject was increased, and the
Iloilo Circumferential Road
subproject was dropped.
Annex 5-A
Logical Framework of Ongoing ODA-funded Projects (as of December 2012)
Project Title
DP
IA
INFRASTRUCTURE
Credit Line for Energy Efficiency and Climate Protection Program
Germany
LBP
Pasig-Marikina River Channel Improvement Project Phase II

Support for strategic Local Development and Investment Project
GOJ-JICA
ADB
GOJ-JICA
Germany
WB
DPWH
DOE
DPWH
LWUA
LBP

Management (CNS/ATM) Systems Development Project
GOJ-JICA
DOTC
Korea
DPWH
Spain
DPWH
Korea
France
Korea
DPWH
DOTC
DOTC
National Roads Improvement and Management Project, Phase II
WB
DPWH
Post Ondoy and Pepeng Short-Term Infrastructure Rehabilitation

Project
Presidents Bridge Program Mega Bridges for Urban and Rural
Development
Tulay ng Pangulo Para sa Kaunlarang Pang-agraryo (TPKAP)
GOJ-JICA
DPWH
France
DPWH
GOJ-JICA
France
DPWH
DAR
Germany
WB
ADB
ADB
WB
DOH
ARG
DBP
DOH
DSWD
WB
WB
BIR
DOH
China
ADB
GOJ-JICA
GOJ-JICA
NIA
DAR
DAR
LBP
Gapan-San Fernando-Olongapo Road Project Phase II

GMA Ports Project
SOCIAL REFORM AND COMMUNITY DEVELOPMENT

Health Sector Reform Agenda Support Project
ARMM Social Fund Project (Additional Financing)
Kapit-Bisig Laban sa Kahirapan-Comprehensive and Integrated
Delivery of Social Services: Kapangyarihan at Kaularan sa
Barangay (KALAHI-CIDSS: KKB) Project-AF
Nationa Program Support for Tax Administration Reform
Second Women's Health & Safe Motherhood Project
AGRICULTURE, AGRARIAN REFORM, AND NATURAL RESOURCES
Agrarian Reform Communities Project II (ARCP2)
Agrarian Reform Infrastructure Suppport Project III (ARISP3)
Project Title
DP
IA
Help for Catubig Agricultural Advancement Project Stage 1

Laguna De Bay Institutional Strengthening and Community
Participation Project
Land Administration and Management Project Phase II
Mindanao Rural Development Project-Phase 2 (MRDP2)
National Support Programme for Environment and Natural
Rapid Food Production Enhancement Programme (RAFPEP)
GOJ-JICA
ADB
WB
NIA
DENR
LLDA
WB
WB
WB
DENR
DA
DENR
WB
IFAD
NIA
DA
Second Cordillera Highland Agricultural Resource Management

Project (CHARMP2)
Mindanao Sustainable Agrarian and Agriculture Development
Project (MINSAAD)
(NISRIP)
INDUSTRY, TRADE AND TOURISM
IFAD/OFID
DA
GOJ-JICA
DAR
GOJ-JICA
NIA
IFAD
DTI
Annex 5-B
Ongoing Project Loans that can Already Deliver Results at Implementation
Project Title
Community Based Forest and
Mangrove Management Project
IA
DENR
DP
Germany
Project Cost
Major Outputs Delivered
568.75 1. 16 FLUPs approved/legitimized by the SB
Major Outcomes Achieved
2. 15 Co-Management Agreements with the LGUs signed and implemented

3. Project's Operations Manual prepared and adopted
4. Project's Plan of Operations or POP prepared, adopted and regularly updated
5. NRM GIS database developed and maintained
6. SE baseline studies in the Project areas in Panay and Negros completed
7. 1,928 hectares or 21% of the overall target areas of forests, mangroves, rattan
enrichment and agroforestry areas established and managed by LGUs Pos and HH 8. 1
million of seedlings produced and planted
2 Laguna de Bay Instittutional
Strengthening and Commuinity
Participation Project (LISCOP)
Additional Financing
LLDA
WB
597.58 A total of 1,015 valid permits including revalidated were approved/issued.
Out of the 61 LGUs covering the Laguna de Bay Region, 21 LGUs have implemented at
least one environmental intervention under LISCOP while other LGUs implemented
environmental projects such as ecology centers and reforestations using other fund
sources. Adoption of this planning concept is also evident in the passage of SB
REsolutions and other other projects on environmental protections.
Initial indication of the 2010 BOD loading computation for 2015 EUFS
establishments:
Year
BOD loading (mt)
Increased/(decrease)
2003
827.554
(37.584)
2009
789.97
(4.54%)
2010
1,097.17
307.2
38.89%
The increase in BOD loading in 2010 of 38.89% may be attributed to
the very significant BOD loading of two (2) establishments. Due to
their compliance and the dismissal of their pending cases, the BOD
loading for 2011 returned to its downward trend.
The initial result of the 2011 BOD Loading is 633.75 mt/ 23.42%
reduction, however, still subject for validation.
All LGUs who have availed the loan adopted multi-stakeholder
microwatershed planning concept as part of their municipal
development planning process ( 5-year development plan and
annual investment program) by 2009
Project Title
IA
DP
Project Cost

Out of the 32 sub-projects under LISCOP, 31 sub-projects have been completed and
implemented. These projects are:
a) Tanay Watershed Enhancement with 5 project components,
b) Morong MRF
c) Teresa MRF,
d) Angono MRF,
e) Angono FC,
f) Baras FC,
g) Antipolo MRF,
h) Sta. Cruz MRF/WWTF,
i) Kalayaan SL/MRF
j) Liliw MRF/Rehabilitation of Old Dumpsite,
k) Cavinti Eco,
l) Siniloan MRF/Eco,
m) Nagcarlan MRF/WWTF,
n) Majayjay Eco,
o) Pila MRF
p) Victoria MRF
q) Pangil MRF/Eco
r) Pakil MRF/Eco,
s) Mabitac MRF
t) GMA MRF

All LGUs, in at least 10 microwatersheds have adopted
microwatershed planning as part of their municipal planning process
From 2004-2010, fourteen (14) Certificates of Completion (COCs) have been issued by
the following LGUs: Tanay, Cavinti, Liliw, Teresa, Morong, Sta. Cruz for MRF and WWTF,
Victoria, Pila, Angono, Taytay, Mabitac, Baras , Pakil, Antipolo and Lucban expext for
Majayjay with some issues that need to be addressed
All LGUs in the 24 microwatersheds have participated in the LEAP Process. Out of 61
LGUs, 21 implemented at least one sub-project under LISCOP. With the implementation
of Additional Financing, 6 LGUs with 9 sub-projects are in the Procurement stage and
MDFO approval. (see attached for the status of other sub-projects)
3 Agrarian Reform Infrastructure

Support Project III
DAR
GOJ-JICA
7,964.64
Measurable reduction on environmental pressures have been

accounted such as impacts of MRFs, WWTFs, Flood control, income
from eco-toourism as well as employment generation in their
localities.
Simulations of the actual reduction of the waste generation have
been undertaken for the 6 MRFs under LISCOP. (See attached
simulation report). While on the other remaining MRFs, PDMED is on
the data-gathering stage of the actual data to run the model.
Improved agricultural production volume
Of the 100 agrarian reform community (ARC) members surveyed:
66 % observed agricultural productivity has improved;
71% felt cropping frequency has increased from single to double;
71% felt irrigation water supply was sufficient;
84% noted variation of income source has widened;
99% experienced improved and secured access to distribution
routes (markets and nearby areas);
49% felt no change in expansion of paddy field; and
Adequate space to store paddy production was secured.

Management Project
DA
IFAD/OFID
2,417.48 Component 1:
1. 352 organizations already reached out by the Project. Most of which are now
implementing reforestation subprojects.
2. Preparation of 12 Ancestral Domain Sustainable Development and Protection Plans
and preliminary activities for the issuance of CADTs are underway.

Management Project
Project Title
DA
IFAD/OFID
IA
DP
2,417.48
Project Cost

Component 2:
1. An initial of 141 barangays have initiated reforestation activities to cover about
6,109.5 hectares
2. An initial of 20 barangays already have comprehensive site development covenants
to develop about 239.06 hectares agroforests
3. 141 POs provided training on nursery and reforestation establishment; and simple
bookkeeping and community participation in procurement
Componet 3:
1. An initial of 247 farmers groups were already identified to access support from the
Project. Some are already undergoing farmers' business schools and technology
demonstration subprojects
Component 4:
1. One FMR subproject has started in 2011 and 27 FMR subprojects will start in early 2013
in various municipalities in Abra, Benguet, Ifugao, Kalinga and Mountain Province. Other
forms of access project have been completed. Construction of two DWS and one CIS
are underway
2. More projects are expected to benefit the target barnagays soon as the cost sharing
policy is finalized and CFA for the next list of FMRs becomes available.

Project II
DAR
ADB/OFID
6,153.95 The following outputs were already delivered:1. Irrigation (CIS/CIP) - 15290
2. Post Harvest Facilities - 21
3. AIM-C - 3
4. Farm to Market Roads - 674
5. Spillway/Bridge - 513
6. Potable Water Supply - 47
7. Institutional Development
Primary Coop Development - 136
8. Agriculture and Agribusiness Development - 196
Agribusiness, technology Dev't & productivity Enhancement
Project Title
6 Land Administration &
IA
DENR
DP
WB
Project Cost
2,232.62 1. Development of Land Policy and Regulatory Framework
The final draft of the Land Administration Code is being prepared by the Consultant
based on the comments/suggestions of Project Management.
The draft DAO on the "Comprehensive Guidelines on the Administration and
Management of Foreshore Areas was already presented to the DENR ExeCom and
Policy Technical Working Group. The revised DAO has been prepared for
reconsideration of the PTWG and subsequent endorsement to the Secretary for
approval.
2. Institutional Development and Capacity Building

Developed and adopted Human Resource Management and Development Strategy
- Human Resource staffing plan prepared; Capacity Building Plan developed and
being adopted by the Project
Implemented education programs for Masters Degree on Land Administration and
Management in partnership with Visayas State University and UP- SURP starting SY 20102011
3. Property Valuation and Taxation
Revised Schedule of market values adopted by Naga City aligned with the real
market, on-going second general revision of their SMVs
Completed development of the Valuation Database and Information system
-VDIS (formerly Real Estate Sales Analysis System or RESAS)
4. Project Management
Implemented the Social Mobilization Strategy which incorporated PR stategy
prepared and submitted to WB in October 2006
Devt Impact Study completed in December 2012 and final draft report submitted.
Presentation of the findings and recommendations has also been undertaken. The
revised final draft Report will be submitted by End January 2013.
7 National Program Support for
DENR
WB
2,100.00
The project exceeded its target for 2012 by 21.04%, but cumulatively,
there is still a negative slippage of 11.8%. The positive slippage in 2012
was brought about by procurement of IT and other equipment for the
development and upgrading of statistical/data base website, award
of Cadastral survey contracts, procurement of 4 trash boats to
support the operational plan for Manila Bay Coastal Strategy
Project Title
Mindanao Rural Development
Project Phase 2
IA
DA
DP
WB
Project Cost
5,210.00

Strengthening Institutional Linkages
As of Midterm Evaluation, 90%,86.70% and 90% of the participating
municipal,city and provincial LGUs, respectively, rate their ability to
plan/implement investment programs as satisfactory; while 64.10%,
73.60% & 70.20% of HHs in the participating provincial, municipal &
barangay LGUs respectively, report significant improvement in LGU
delivery, exceeding the midterm target(15%).
Increase in household income
1. As of midterm, 16.70% increase from baseline and a 4.60%
2. As of midterm, 59% combined access by IPs and women

Administration
BIR
WB
Number of RATE cases filed (cumulative since the start of the RATE program in 2005) - Outstanding A/R (in billion pesos);
273
% Increase (Decrease)
Amount
2011
60.45B
2012
105.52B*
% Increase
74.55%
*Data based on partial reports submitted.
Number of taxpayers registered thru online facility (cumulative as of end of period) :
eREG = 3,656,448 taxpayers
A/R settled (closed) (in billion pesos)

Amount
2011
84.84 B
2012
89.39 B*
% Increase
5.36%
A/R handled (in billion pesos)
Amount
2011
145.25 B
2012
182.94 B*
% Increase
25.95%
Amount of Arrears collected: 1.97B
% of Arrears collected to A/R handled: 1.08%*
Total No. Of New Registrants (Business):
2011 - 130,866
2012 - 105,463
Increase: (25.403)
% increase: (19.41%)
No. of registered Tax Payers 2011 - 18.957 M (as of December 2011)
2012 - 20.833 M (as of December 2012)
Increase: 1.876 M
% Increase: 9.9%
Filing Percentage for Corporate Income Tax:

No. of Returns Filed (BIR Form 1702)
No. of Registered TPs (end of previous year)
% Returns Filed to Registered TPs
Returns Filed
Registered TP
%
2011: 172,391
454,963
37.89%
2012: 107,542*
461,550
*No reports received from RDOs with DPD. Source: Statistics Division
Project Title
IA
DP
Project Cost

Filing Percentage for Personal Income Tax:
No. of Returns Filed (BIR Form 1701)
No. of Registered TPs (end of previous year)
% Returns Filed to Registered TPs

Returns Filed
Registered TP
%
2011:
541,561
1,695,347
31.94%
2012:
393,981*
1,821,599
*No reports received from RDOs with DPD. Source: Statistics Division
Issued RMO No. 24-2012 prescribing the operational KPIs covering Revenue regions,
Revenue District Offices, large Taxpayers Service and Large Taxpayer District Offices.
10 Rural Micro-Enterprise Promotion

Programme
DTI
IFAD
1,279.34 The target (50,000 MEs) has been surpassed by 153% with 25,312 MEs demonstarting
increased profitability from their baseline levels.
32,106 (64% of global target) based on resultant incremental

employment generation of 16%;
Generated a total of 50,227 additional fulltime (25,516) and part-time
(24,712) workers
67% increase in annual profits from an average baseline of PHP
93,668 in 2008 to PHP 156,379 in 2010
(a.) 269% physical achievement in microfinance, 90% in business development services,

and 42% in MCS-MEDP convergence based on 2011 targets; 96% financial achievement
based on 201 budget
> 162% physical achievement in microfinance, 103% in business development services,
and 118% in MCS-MEDP convergence based on targets for 2012 targets; 88% of the
projected financial disbursement rate for the year has been achieved.
(a.)99% average adoption rate *

> The survey results indicate that, except for two types of BDS
(Inventory Management & Policy Advocacy), the rate of respondents
who adopted the learning they received from BDS interventions
exceed 80%. Moreover, respondents reported adoption rates ranging
from 79.5% to 93.3% **
(b.) Relevant activities on-going

> As the meaning of this indicator is unclear and thus make it difficult to measure, the
2012 IFAD SIS Mission recommended the following indicator instead: Strategy promoting
micro enterprise development aligned with the industry clusters through convergence
of credit & BDS adopted by DTI and SBC
(b.) 46% increase in business asset size from an average baseline of

PHP 70,139 to PHP 102,679 *
> 34% of survey respondents reported an increase in level of
development compared to their baseline levels. Generalizing to the
total number of RuMEPP-assisted MEs to date, this amounts to 15,577
MEs graduating from their current level to the next higher level **
(c.) 64% are registered mostly with the local government units and the
DTI *
> Number of MEs assisted from 2008 - 2012 increased by more than
10% for each year. In the survey, results showed that 69% of
respondents are registered with DTI, 18% with the baranggay units, 8%
with the LGUs while the remaining 5% are registered with other
national government agencies (NGAs) **
(d.) 40% increase in annual sales from an average baseline of PHP
230,999 to PHP 323,110 *
> 77.6% of survey respondents reported experiencing increased
annual sales of 82% **
11 Environmental Development
Project
DBP
GOJ-JICA
12,630.00 1. Industrial Pollution Prevention and Control

(a.) Volume of Wastewater Treated (m3/day) - 509
(b.) Amount of Pollutant Removed (kg/day BOD) - 18
2. Solid/Health Care/Hazardous Waste Management
(a.) Solid Waste Treated (kg/day)
(b.) Waste Collected (kg/day) - 552,500
12 Tulay ng Pangulo Para sa

Kaunlaranng Pang-agrayo Project
DAR
France
18,474.56
A total of 12 bridges were already constructed.
Project Title
13 Support for Strategic Local
Development and Investment
Project
IA
LBP
DP
WB
14 Rural Power Project (Additional

Financing)
DBP
WB
Project Cost
4,796.00 57 out of the 71 sub-projects enrolled in S2LDIP were completed as of 31 Dec 2012
65 participating LGUs have improved capacity in conducting pre and
implementation activites for local investments.
2,080.00 1. Provision of adequate and affordable electricity

2. 16,326 tons of CO2 avoided for the year (2012)
3. 42,552 additional household connections
4. Eleven out of the twelve (91%) participating ECs are financially viable
15 Credit for Better Health Care

Project
16 KALAHI-CIDSS Project (Additional

Financing)
Sub-projects still under implementation.
DBP
ADB
2,720.21
DSWD
WB
4,962.00 (a.) 68% of the target barangays have completed training on Participatory Situation
Analysis (PSA), planning, project development and M&E
Approved sub-projects with releases in the folowing areas

(i). Cebu City
(ii). Koronadal City
(iii). General Trias
(iv). Digos City 2.
Other areas include :
(i) Calamba City
(ii). M'lang
(iii). Davao City
(iv) Bacolod City
(b.) 52% of the target barangays have completed specific training on sub-project
management and implementation
(c.) 40% of completed sub-projects implemented in compliance with technical plans
and within schedule and budget
(d.) 80% of barangays with community development plans prepared in accordance

with the KC participatory process
(e.) 68% of barangays with some citizens, other than public officials, participating in
regular municipal-level KC resource allocation forums
(f.) 99% of registered grievances are satisfactorily resolved in line with the KC GRS
(g.) 95% of MT municipalities that have established expanded MDCs for broader
consultation with civil society representatives to obtain inputs for the Municipal
Development Plans
17 Social Welfare and Development

Reform
DSWD
WB
22,013.00
Impact evaluation report based on first follow-up survey prepared
Social protection framework developed and adopted.
Framework for integrated service delivery developed and adopted.
Evaluation of two social protection programs completed and disseminated.
1. Share of children 6-14 yrs old in poor beneficiary households

attending school at least 89.8% of the time (target is 85%)
2. Share of children 0-5 yrs old undergoing growth monitoring and
check-ups in accordance with DOH protocol is 95.3%
92.5% share of beneficiary households receiving 4Ps grants regularly
and on time
97.7% share of households meeting their education conditionalities
regulalry in accordance with the OM
79.9% share of households meeting their health conditionalities
regulalry in accordance with the OM
Project Title
DP
IA
Project Cost
18
ARMM Social Fund (Additional
Financing)
ARG
WB
Sustainable model of delivering health services that increases

access of disadvantaged women to accessible and high quality
reproductive health services that enabled:
1. 80% births delivered in a health facility average increase of 6%
Core knowledge base and support system that can facilitate
countrywide replication of the project experience as part of the
mainstream approaches to reproductive health within the
framework of the universal healthcare of the Department of Health:
1. 55% of deliveries in BEmONCs in each project LGU is financed by
PhilHealth Sponsored Program average increase of 2%
2. 70% of project LGUs have passed an ordinance on
contraceptive self-reliance decreased by 21%
3. 75% of project LGUs sustaining their enrolment for the PhilHealth
Sponsored Program to atleast 75% of the city and municipal targets
average increase of 11%
19

Motherhood Project
DOH
WB
20 Health Sector Reform Program
DOH
Germany
21 National Support for Basic

Education
DepEd
WB

The JICA-funded activities posted an aggregate accomplishment of
99.74% while the ASF-AF (WB) was able to post an aggregate
accomplishment of 74.85%
32.70
Trend of reduction is observed. Target % to be defined per province

as program proceeds and completed.
Trend towards expected results are observed.
749.00
9,200.00 1. No new data; Revised SBM Framework and SBM Assessment Tools and Manual for
validation
2. Increase ( 50%) of PhP 3 billion in School MOOE for FY 2013
3. The Competency-Based Performance Appraisal Standards for Teachers (CB-PAST)
was developed and finalized in 2011. Implemtation of this standard/tool was aborted
and requied re-visiting its assessment forms/standards.
4. There is no available database or report on the number of training materials
provided/delivered to schools. However, report on INSETs, LAC sessions and other
trainings received by the schools (teachers and School Heads) are always documented
at the school records and Division offices, which may be reffred to from time to time as
basis for promotion.
Inventory of in-service programs deliveres by Regions ecompleted by the TAs
(SPHERE) engaged to assisst NEAP in the institutionalization of the T&D system
(developed under STRIVE). The consolidated and assessment report was submitted to
the Undersecretary for Regional Operations in July 2012
5. No data source available directly linking teaching and learning materials to
systematic- INSET for teachers
6. Issuance of DepEd Order No. 44, s. 2010 Adoption of the Quality Assurance and
Accountability Framework (QAAF).
7. On statistical data from schools, updates are now available in-real-time via the
enhanced BEIS. System adjustment is on-going to include BALS' data
Proxy Indicator: All Regions submit to OPS-PPD their report of operations using the
Budget Execution Documents (BEDs) and Budget Accountability Report (BAR). These
reports pr BEDs and BAR encapsulates the financial viz. physical outputs of each
government unit and are submitted to DBM quarterly. Any unmet/exceeded target is
considered a variance and requires explanation for adjustment of both annual
financial and physical targets (as reported in the annual Agency Performance
Monitoring Framework).
Project Title
IA
DP
Project Cost

8. On-going re-engineering of DepEd's Budget and Planning processes through
trainings and write shops with Key/Focal DepEd personnel (CO/RO/DO) via PAHRODF
(funded by AusAID) and SPHERE. Results of these trainings are standards and processes
which will improve the Regional Education Development Plan (REDP).
In RO VI, and VII the process of RMEA (Regional Monitoring Evaluation and
Adjustment) was established conducted quarterly and feeds into the regions' REDP
(Divisions-DEDP). The process is currently cascaded to non-STRIVE Division within the
STRIVE-led Regions, and eventually to all Regions and Divisions. The value of RMEA is
enabling the Regions to plan effectively , i.e. expected/target results are met and
variances against target are reduced.
9. DepEd-DILG-DBM drafted a Joint Memorandum Circular on the use of the Special

Education Fund
The target result on % increase in SEF and increase in proportion of SEF going to
schools is beyond the scope DepEd. However, DepEd will still proceed with the
development of SEF Manual with WB-support by engaging the services of Dr. Alex
Brilliantes
10. P485.5 has been pooled from LGU funds to build new classrooms through the
counter-parting scheme. Out of the 649 target classrooms, 165 classrooms are
completed while 386 class are on-going.
11. 21 Provinces and Cities partnered with DepEd under the Counter-Parting Program
(C-PP) to build a total of 1790 new classrooms for SY 2011-2012. In response to OP
Memorandum No. 24, s. 2011 (temporarily suspending all NG-LGU cost-sharing programs
including the C-PP), DepEd will move towards a matching mode of implementation
classroom construction partnership with LGUs in 2012 As of the 2nd quarter of 2012, 2
LGUs (Bulacan Province and Bacolod City) partnered with DepEd to build a total of
1,990 classrooms under a Matching arrangement
Increased GASTPE tuition subsidy of non-NCR Gr.& students from PhP 5,500 to 6,500
year. Expanded GASTPE to include an Open High School Program for School Yeat 20122013.
Successfully bidded out the PPP for School Infrastructure Project which seeks to
provide 9,332 classroomss in Regions I, III and IV-A under a Build-Lease Transfer contract
for 10 years. Working with ADB on PPP schemes for the delivery of Senior HS.
12. The Pantawid Pamilyang Pilipino Program (4Ps) now covers 42% of schools. P988 M
was commited for the construction of 1,452 classrooms and hiring of 600 teachers (in 4Ps
areas).
22 Health Sector Development
Project
DOH
ADB
Physical performance:
23.30 A. Construction/repair of the Resource Centers for Health Sector Development (
Resource center based in the Health Policy Development and Planning Bureau (HPDPB) accomplished 99% in September 2012
of DOH and Satellite (RCHSD) in the BIHC.
B. OR/DR Complex of Batangas Regional Hospital
C. Trauma Center of Veterans Regional Hospital in Nueva Vizcaya
D. OR/DR Complex of the Mariano Memorial Hospital and Medical Center, Batac City,
Ilocos Norte
E. Construction of 2 new RHUs (Nueva Era and Dingras in Ilocso Norte)
F. Rehabilitation and upgrading of facilities in 2 DH in Ilocos Norte-(Dingras and Bangui)
G. Construction of a new 200-bed provincial hospital in Oriental Mindoro
Project Title
23 Development of Sub-specialty
Capabilities for Health-Lung-Kidney
Diseases in Selected Regional
Hospitals
IA
DOH
DP
Netherlands
24 National Sector Support for Health

Reform
DOH
WB
25 Help for Catubig Agricultural

Advancement Project Stage 1
NIA
GOJ-JICA
26 Judicial Reform Support Project
SC
WB
Project Cost
a.
1,549.00 Provided equipment to the following hospitals:
Philippine Heart Center (CT Scanner, Gamma camera, MRI 2 Catheterization
Laboratories and ultra sound machine)
b. Bicol Regional and teaching hospitals (fluoroscopy system, ultrasound machine,
cardiac diagnostics, stree test system, catheterization laboratory, hemodialysis
machine, lipthotripter machine and mobile C-arm)
c. Vicente Soot Memorial Medical Center in Cebu (Cardiac Diagnostics and
Catheterization Laboratory)
d. Northern Mindanao Medical Center in Cagayan de Oro (Ultra sound machine)
e. Davao Medical Center (Ultra sound machine and catheterization machine)
110.00 EPI vaccines and supplies estimated at US$ 44 million
National Government subsidy to the PhilHealth health insurance coverage of poor
families identified under the DSWDs National Household Targetting System estimated
at US$40 million
Final loan disbursement completed in July 2012. The program loan

was able to disburse US$ 38.4 million in CY 2012 raising the
disbursement level for the DOH portfolio for 2012. The project was
able to subsidize PHILHealths health insurance coverage of poor
families identified under DSWDs National Household Targetting
System for Poverty Reduction (NHTS-PR).
1,737.407 Construction and rehabilitation of irrigation facilities for 34,450 hectares of farmland to
benefit 28,207 farm families and provide 8,873 (man-year) jobs in the province of
Pangasinan.
1,408.5M
Increase in user satisfaction and confidence in Higher Courts (5%

points increase)
Base (User Survey - 2006):
SC: 77% trust rating
CA: 73% trust rating
SB: 61% trust rating
CTA 50% trust rating
(SWS Media Release 6 April 2009)
SC: 45% are satisfied (as of Dec 2009)
SC: 36% are satisfied (as of Dec 2009)
Increase in user satisfaction and confidence in Pilot Model Courts (5%
points increase)
Based on the National Survey on Users' Experience and Perception on
the Judiciary conducted in January to April 2006 by Sagric
International, the degree of satisfaction of users in their experience
with the courts with the courts are:
Lapu-lapu City - 55%
Angeles City - 38%
Cagayan de Oro - 51%
All lower courts - 55%
Project Title
IA
DP
Project Cost

Reduction in case processing times in Higher Courts (at least 10%)
Based on the findings of the Case Decongestion and Delay
Reduction Strategy project, the average case processing times for
the higher courts as of CY 2003 were:
SC: 1.4 years
CA: 1.3 years
SB: 6.6 years
CTA: 2.6 years
2012 (SC-MISO, SB-JRO III, CTA En Banc)
SC: 1.9 years
CA 2.32 years
SB: 9.08 years
CTA: 2.0 years
Reduction in case backlogs in Pilot Model Courts relative to the
average of lower courts (at least 10%)
Baseline (CMO-2004):
Angeles City - 36%
Current (CMO-2012):
Angeles City - 37%
Increase in the number of citizens served by mobile courts after they
become operational (at least 20% per annum):
Baseline: (CMO-2005)
Cases heard: 754
Ordered released: 300
Cases mediated: 0
Current (2012)
Casers heard: 314
Ordered released 144
Cases Mediated 38
Project Title
27 National Road Improvement
IA
DPWH
DP
WB
28 Post Ondoy and Pepeng Shortterm Infrastructure Rehabilitation

Project
DPWH
GOJ-JICA
29 Philippine Energy Efficiency Projecy
DOE
30 Manila Third Sewerage Project
Project Cost
27,433.72 A total of 130.723 km of roads constructed.
6,479.54 At least 27,232km of roads and 553.60 l.m. of damaged bridges have been resotred
and built back. This output however, does not include the partial accomplishments on
all other on-going works.
Access to affected communities had been restored providing normal

public and business activities, and travel time had been to the
affected area have been lessened.
ADB
2,160.00 Completed retrofitting of 35 buildings;

Distributed 8.6 M CFLs nationwide;
Completed retrofitting of 314 park lights (Baguio City, 2,008 street lights (Cagayan de
Oro City), 4 intersections (Cagayan de Oro), 159 LED traffic lights ( Metro Manila)
Installed 223 LED solar home systems in off grid areas
Completed installation of EE testing facility for audio visual equipment
Radio and TV commercials rolled out nationwide;
Tarpaulins and trike covers distributed; and
PEEP website launched;
Ongoing activities (To be completed by June 2013)
Establishment of lamp waste management facility
Complete replacement of 88 LED traffic lights in MM
Installation of 2 EE testing facilities and 1 lot of equipment for laboratory
enhancement
Retrofitting of 100 buildings part of the expanded scope
Activities under Efficient building initiatives: Rating System Version 1.1; Software
developed; BERDE Certified buildings; road shows; and trainings
EE Educational modules and metacharts
Approximately 240 MW capacity saved based on distributed 8.5

million CFLs
Estimated annual CO2 emission reduction of 167,500 tons/year is
being realized with the distribution of 8.6 M CFLs, retrofitting of 35
government buildings, park lights and traffic and street lights
completed;
Annual savings of 310 GWh is estimated to be realized with the
distribution of the 8.6 M CFLs; and
Every 15 W CFL that has replaced a 50 W IB has already resulted
to in energy savings of 45 KWh per year assuming 3.5 hours average
daily use
LBP
WB
Biochemical oxygen demand (BOD) removed by sewage and

4,713.80 Sewage Management
Constructed the following: (i) river bank water systems in Pasig and Makati;(ii) sewage
septage treatment plants (cumulative tons/year) was reported at
treatment plants in Signal Village; (iii) sewerage system in Marikina Upgraded sanitation 1,415 as of June 2012.
sewerage systems in: East Avenue and Project 6
The number of water connections in MWCI service area with
Septage Management
sewage treatment service (cumulative number by end of the year)
Constructed septage treatment plant in San Mateo and FTI
was reported at 77,137.
Provided fecal tankers
Volume of sewage treated before disposal 11,499.
Completed the following: Marikina catchment master plan, feasibility study for East of Number of septic tanks desludged in MWCI service area 847,343
Manggahan Floodway catchment
m3.
31 Local Government Unit Investment

Programme II
LBP
Germany
Completed 12 subprojects.
About 5,000 people have been employed which resulted in increase
Various infrastructure: 3 subprojects in Tawi-Tawi
in income of the households and employment in the program areas.
Construction of Rock Causeway (1) South Ubian, Tawi-Tawi
Roads construction and heavy equipment: 1 subproject in the Province of Lanao del
Sur
Inland resort: 1 subproject in Mainit, Surigao del Norte
Heavy Equipment: 6 subprojects
32 Mindanao Sustainable Agrarian

and Agriculture Development
Project
33 Italian Assistance to the Agrarian
Reform Community Development
Support Program
34 Regional Infra for Growth
DAR
GOJ-JICA
On start-up stage. No outputs reported yet.
On start-up stage. No outcomes reported yet.
DAR
Italy
DBP
DENR
WB
GOJ-JICA


LBP
WB
36 Metro Manila Waste Water

Management Project
Annex 5-C
Results from Ex-post Evaluations Conducted in CY 2012
Project Ex-Post
Evaluated
Batangas Port
Development
Project/DOTC
Type
Joint
Evaluation
Cost
(in PhP M)
7,854
Pampanga Delta
Irrigation
Project/NIA
Joint
Evaluation
4,603
Casecnan MultiPurpose Irrigation

and Power
Project/NIA
JICA led
6,862
Output
Outcome
2 container
berths
constructed;
Pavement
construction 16.7
ha, including
container yardof
15 ha
3 berths
constructed
Boarding bridge
with ferry dock
constructed
824 m of flyover
constructed
cargo handling
machineryand
total port security
system installed
The target reduction of

traffic congestion due to
overconcentration in
Manila was not reached.
Operating status of the
container terminal for this
project is extremely low
and social and economic
impacts of the project
have yet to be realized.
Minimal improvement in
employment in the local
community and minimal
economic benefits for
corporations with stakes
was noted.
11,920 ha service
areas firmed up
Diversion dam
constructed
Pumping station
constructed
3 units of pumps
installed
117 km of
irrigation canals
constructed
192 km of
drainage canals
constructed
85,780 ha service
areas firmed up
58,865 ha
rehabilitated
27.6 km concrete
canals
rehabilitated
992 km of main
and sub lateral
canals improved
80 units of canal
and drainage
structures
Average rice yield during

the dry season increased
by 11 percent from 3.8
ton/ha (before the
project) to 4.23 ton/ha.
For wet season, rice yield
improved by 5 percent,
from 3.7 ton/ha (before
the project) to 3.89
ton/ha.
Average rice yield

increased by 21 percent
during the dry season and
remained the same
during the wet season
Average agricultural net
income increased from
PhP61,000 to PhP270,000
Project Ex-Post
Evaluated
Type
Cost
(in PhP M)
Output
Tarlac
Groundwater
Irrigation
Systems/NIA
JICA led
624
Arterial Road Link

Development
Project VI/DPWH
rehabilitated
16,879 ha new
service areas
irrigated
260 km drainage
systems
constructed
8 CIA and 51
SWIPs improved
53 deep wells
constructed
10 explanatory
production wells
constructed;
2 demo farm
sites established;
70 on-farm
irrigation system
established;
3 domestic water
supply system
established
72 Deep well
irrigation system
constructed
Outcome
Average rice yield

increased by 33 percent
during the dry season and
34 percent during wet
season
Average agricultural net
income increased from
PhP65,000 to PhP139,000
JICA led
Report not yet released.
JICA led
JICA led
JICA led
Agno River Flood

Control Project
Phase II-A/ DPWH
Agno River Flood

Control Project
Phase II-B/ DPWH
Laoag River Basin

Flood Control and
Sabo Project
/DPWH
Annex 5-D
Development Partners Evaluation Activities, Project Results and Lessons Learned
Title of Program/Project
ADB
Power Sector Development
Program
Type of
Evaluation
Report
PCR Validation
Report
Year
Conducted
2012
Reported
Outputs
As of completion (2010):
Debt service coverage ratio (DSCR) of 1.0
achieved in the operations of the Power
Sector Assets and Liabilities Management
Corporation (PSALM) from 2009 onward
not achieved
Institutional
capacity
and
financial
autonomy of the Energy Regulatory
Commission (ERC) strengthened by the end
of 2008 partly achieved
Wholesale electricity spot market (WESM)
operations started in Luzon in July 2006,
accounting for at least 10% of total sales
partly achieved
Significant part of the NPCs eligible
generation assets (at least 30%) sold by the
end of 2008 achieved
The rest of NPCs eligible generation assets
sold by the end of 2010 achieved
National Transmission Corporation (TransCo)
concession awarded by the end of 2008
achieved
The rights and obligation of consumers
promulgated by the end of 2005 partly
achieved
Overall rating: less than succesful
Reported
Outcomes
Validation concurs with the PCR rating of less
than effective:
Substantial progress was made regarding
privatization of generation (with over 90%
of asset privatization) and introduction of
wholesale competition.
Expansion of WESM to the Visayas grid,
consumer protection, and safety nets
were slow in developing.
Ensuring financial viability of the power
sector remains a challenge in the short
and medium terms, while electricity rates
in the Philippines remain high compared
with other countries in the region, mainly
due to the weak retail competition that
this program intended to promote.
Development of Poor Urban
Communities Sector Project
Pasig River Environmental

Management and
Rehabilitation Sector
Development Program
Type of
Evaluation
Report
Evaluation
Report
PCR Validation
Report
Year
Conducted
Reported
Outputs
2012
About 2,017 out of 20,000 targeted

households gained access to land tenure
with basic infrastructure and services.
Delivered (through microfinance institutions)
10,929 enterprise loans out of the target
10,000 loans, 8,023 home improvement loans
out of the target 2,300 loans, and 11 housing
loans (for the construction of complete
units) out of the target 12,000 loans.
2012
Overall rating: successful

Most of the expected outputs were only partly
achieved. No mention of actual outputs
Reported
Outcomes
The intended project outcometo

develop sustainable systems for providing
affordable shelter and services for the
poorhas partly been achieved through
the introduction of housing microfinance
in the Philippines.
Did not achieve the expected outcomes

of improving the Pasig Rivers water
quality to class C and upgrading
adjacent urban regeneration areas to
the EPAs.
Overall rating: unsuccessful
Goal of promoting urban renewal and

redevelopment along the riverbanks was
not achieved.
Strengthening
the
operational
and
management capacity of agencies
involved was not achieved.
Project
PCR Validation
Report
2012
About 1,204 kilometers of farm-to-market

roads were constructed; 6,791 ha of
agricultural land were irrigated; and 98 units
of potable water supply established.
Alternative farming systems and high value

crops were introduced to 165 ARCs,
exceeding the target of 80 ARCs.
Land titles and/or patents were processed

and distributed to 43,185 ARBs and farmer
beneficiaries. Land titles covering 84,560 ha,
or 85% of target were distributed.
Rice yields grew by 29%, higher than the

19% appraisal target.
Water-fetching time reduced from 25.56 to

19.32 minutes per trip.
ARC income increased to an average of
$2,231 compared to the 2001 baseline
estimate of $1,323. Increase cannot be
attributed solely to the project as there
were other factors that could have
influenced incomes in the ARCs.
Household
incomes
of
ARB
farming
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Overall rating: Successful
Reported
Outcomes
families rose from P55,590 in 2001 to
P93,702 at project completion.
Average transport cost per person per trip
was reduced by 11%, while hauling costs
was reduced by 14% for paddy, fruit,
coconut, livestock, and fertilizer.
Metro Manila Air Quality

Improvement Sector
Development Program
PCR Validation
Report
2012
Major cancellations in the investment

component led to concomitant reduction in
both
outputs and loan size. No mention of actual
outputs
Overall rating: Less than successful
Technical Education and Skills

PCR Validation
Development Project and Fund Report
for Technical Education and
Skills Development
2012
No mention of actual outputs

Overall Rating: Successful
Program achieved one major outcome,

which was the elimination of lead from the
atmosphere over Metro Manila.
The program could not fully achieve other
outcomes to improve air quality in the
Metro Manila air shed, which was
supposed to be the main objective of the
program.
The desired outcome is the transformation
of the TESD system into one that is
demand-driven,
quality-assured,
and
responsive to the needs of industry and
the communities.
The project assisted TESDA in clarifying its
vision and core functions and rationalizing
its organization structure, developing
guidelines and procedures for its core
functions
specifically
on
training
regulations, program registration and
accreditation,
assessment
and
certification,
and
installing
internal
management systems such as corporate
quality assurance and management
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
information
developmentachieved.
system,
Targets
and
staff
substantially
Divest its direct training functions by

relinquishing management of the training
institutions under its supervision to LGUs
and NGOs.- While the upgrading of these
public institutions has been carried out,
progress in devolving them has been slow
but ongoing.
Strengthening the private providers, which
comprise the main training delivery
system. -The projects success in this
regard has been limited as only few
availed of the loan
Developed an effective mechanism in
enhancing equitable access to quality
training opportunities. exceeded target
AusAid
Provincial Road
Management Facility ( PRMF)
Independent
Mid-term
Review
New Zealand Aid Programme (NZAP)

Participatory Review of the
Activity
Local Government Unit
Evaluation
Management Training Project Report
2012
2008
70 kms of roads rehabilitated in the project

areas
Seven provinces adopted comprehensive
approach to human resources in updating
the Provincial Road Network Development
Plan
(PRNP)
Internal
Audit
office
created
with
appropriate budget since 2011 in the seven
covered provinces
Improvement
in
road-related
competencies
such
as
geographic
analysis and mapping, road selection,
road design, environmental management,
and construction supervision.
Community participation in selection,
implementation, and monitoring and
evaluation of road projects has increased
in the projects seven provinces.
Provided project/programme development

and management training to LGUs
Organized local service providers into a
Network
Developed and implemented a
competency-based project/ programme
development and management-learning
package
Enhanced capacities of Local Government

Units and local service providers in project
development and management
USAID
External Evaluation of
Tuberculosis Portfolio (20062011)
Note: USAIDs Tuberculosis
Portfolio currently supports
the following projects:
(a) Linking Initiatives and
Networking to Control
Tuberculosis (TB
LINC)/DOH
(b) Strengthening Local
Governance for Health
(HealthGov)
(c) Health Policy
Development Program
(HPDP)/ DOH
(d) Health Promotion and
Communication
(HealthPRO)/ DOH
(e) Sustainable Health
Improvement through
Empowerment and Local
Development (SHIELD)/
Helen Keller International,
Inc.
(f) Strengthening
Pharmaceutical Systems
(SPS)/ Management
Sciences for Health (MSH)
(g) United States
Pharmacopeia Promoting
the Quality of Medicine
(USP PQM)/ Food and
Drug Administration (FDA)
and DOH- National
Center for Disease
Prevention and Control
Type of
Evaluation
Report
Impact
and
Performance
Evaluation
Report
Year
Conducted
June 2012
Reported
Outputs
The primary contributions of USAID-supported
TB projects were in the following areas: (a)
policy; (b) service regulation and financing
development and implementation, particularly
at the local government unit level; (c)
capacity building in TB care and control
through
training;
(d)
TB
laboratory
strengthening (including to the National TB
Reference Laboratory (NTRL); (e) anti- TB drug
monitoring; and to a lesser extent, (f) on
information
management
and
communication.
Reported
Outcomes
Based from the evaluation findings, USAIDsupported TB projects (2006-2011) enhanced

national TB control efforts and improved the
quality of care for TB patients.
The evaluation has the following findings,
among others:
(a) Specifically, the number of TB cases
reported to the National TB Control
Program (NTP) is increasing slowly, given by
small increases in detection of suspects
and involvement of private providers and
improved quality of reporting.
(b) USAID projects have helped introduce

standardized
regimens
for
Multidrug
Resistant Tuberculosis (MDR-TB) treatments
and
have
strengthened
laboratory
diagnosis of MDR-TB.
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
November
2012
Component 1: Infrastructure Development

720 out of a target of 760 Barangay
Infrastructure Projects (BIP) were completed
12 out of the 12 Regional Impact Projects
(RIR) were completed
According to the report, it is too early to

assess the efficacy of the program,
nevertheless it reports the following trends:
Objective 1: Accelerate economic growth
Partially achieved as GEM 3 has
facilitated and laid the foundation of
economic growth in Mindanao
Objective
2:
Assure
many
people
participate in and benefit from the growth Achieved especially for rural residents who
benefitted from the infrastructure projects
Objective 3: Bring about and consolidate
peace Difficult to assess due to lack of
pre and post project data. The evaluation
in GEM- assisted barangays indicted
hopeful signs that residents perceived
improved security in their barangays.
(NCDPC)
Performance Evaluation of
Growth with Equity in
Mindanao III (GEM-3)
Program
Performance
Evaluation
Report
Component 2: Workforce Preparation

265 out of 265 target Computer Literacy and
Internet Connection (CLIC) achieved
802 of a target 800 grants under the
Education Matching Grant Project (EMGP)
provided
Job Enabling English Proficiency (JEEP) was
implemented by and continues to operate
in 26 target institutions of higher learning
275 out of a target of 185 scholarships
awarded
under
the
Investments
in
Vocational, Elementary, Secondary, and
Tertiary Studies (INVESTS)
91 out of 100 internships provided under the
Productive Internships in Dynamic Enterprises
(PRIDE)
Component 3: Governance Improvement
Provided technical assistance enabling 12
local government units (LGUs) under the
Revenue Enhancement and Peace Project
(REAP) to expand their revenue collection
procedures
Provided opportunities to 200 young leaders
to gain first-hand experience in the areas of
public policy and legislation under the
Congressional Internship Program for Young
Mindanao Leaders (CIPYML)
Component 4: Business Growth
Improved sales of international exports and
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
domestic
out-shipments
of
targeted
commodities by $86,006,914 since 2008
assisted in linking 6,040 members of
community producer associations and
cluster groups to markets
Provided post-harvest facilities to 4,600
community members in isolated and conflict
areas
Strengthened six (6) new chambers of
commerce.
Performance Evaluation of
the Family Planning (FP) and
Maternal and Child Health
(MCH) Portfolio
Note: USAIDs FP and MCH
portfolio currently supports
(h) Strengthening Local
Governance in Health
(HealthGOV)/ Research
Triangle Institutes (RTI)
(i) Sustainable Health
Improvement and
Empowerment through
Local Development
(SHIELD)/ Helen Keller
International (HKI)
(j) Private Sector
Mobilization for Family
Health (PRISM2)/
Performance
and
Impact
Evaluation
Report
December
2012
Component
5:
Former
Combatant
Reintegration (FCR)
129 out of a target of 125 former combatant
groups/communities have been assisted in
producing high value commodities
50 have been provided with pre/postharvest facilities
USAIDs FP and MCH portfolio primarily supports
the following: (a) strengthening of health
governance and systems; (b) enhancing
service delivery and community mobilization
for health; (c) strengthening private sectors
role in the delivery of FP/ MCH products and
services;
and
(d)
providing
technical
assistance to DOH in the area of health policy.
May revisit individual projects profiles. Outputs
were not uniquely specified per project.
Phase I
According to the report, between 2006
and 2011, the Philippines posted significant
increases in the following indicators:
(a) Modern contraceptive prevalence rate
(CPR) increased by 1% (from 35.9% to
36.9%)
(b) Share of pills in modern contraceptive
use increased by 7.4% (from 46.4% to
53.8%)
(c) Percent deliveries with skilled birth
attendant (SBAs) increased by 8.3%
(from 63.9% to 72.2%)
(d) Percent of Facility-based deliveries
(FBDs) increased by 12% (from 42.4% to
55.2%)
(e) Percent of children under 5 years
receiving vitamin A supplementation
increased by 2.8% (from 78.4% to 81.4%)
(f) Bilateral Tubal Ligations (BTL) share of
modern contraceptive use declined by
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Chemonics International
(k) Health Promotion and
Communication
(HealthPRO)/ University
Research Co. (URC)
(l) Health Policy
Development Project
(HPDP)/ UP Econ
Foundation
Reported
Outcomes
5.6% (from 28.9% to 23.3%)
(g) No significant change in the private
sectors share in the provision of
modern contraceptive services (from
22.9% in 2006 to 22.8% in 2011).
Evaluation of the
Economic Impact of
Economic
Impact
Evaluation
Report
2012
Outputs were not uniquely specified per

project.
UNDP
Sustainable
Development
Strategy for the Seas of East
Asia
(PEMSEA),
Terminal
Evaluation
Terminal
Evaluation
Report
2012
5-year
regional SDS-SEA Implementation
Plan (adopted thru Changwon Declaration,
July 2012)
Regional Partnership Fund established and
managed by UNDP Manila Annual reports
on the Partnership Fund, and the use of
funds
prepared
and
submitted
to
contributing countries 2008 through 2011
Cost-Sharing Agreements (CSA) signed with
China (2006), Japan (2006) and ROK (2007)
EAS Congress 2009 and 2012 conducted,
Regional review of SDS-SEA implementation
Phase II
Among the key findings for phase II are the
following:
(a) Extent of coverage and level of
intensity varied across provinces and
did not always achieve the desired
optimal convergence at the LGU level.
(b) Supplyand
demand-generating
interventions
were
not
always
synchronized at the LGU level.
Significant increase in incomes in GEM
covered areas while no increased
observed in the without project
barangays.
Almost all beneficiaries said that GEM
infrastructure improved their quality of life
and incomes.
Almost all people expressed desire for
more and better roads.
Documented regional level agreements

and a network of senior officials across
Asia;
Creation of the Regional Network of Local
Governments that now has its formal
operations centered in Xiamen, China and
has a growing list of local governments as
members;
Documented growing support for PEMSEA
activities as evidenced by substantial
increases in local, national, and regional
level stakeholder involvement across a
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
and national SDS-SEA implementation

completed, published and disseminated
during EAS Congress, July 2012
PEMSEA Transformation Plans and Road
Maps (PRF Re-engineering Plan; Financial
Sustainability
Plan;
Advocacy
and
Communication Plan adopted October
2011)
Regional Workshop on Contributions of
Marine Economic Sectors to Regional and
National GDP in an Uncertain Climate
conducted at
EAS Congress 2009
(November 2009) and Report available in
PEMSEA/Congress website
Tropical Coasts issue The Marine Economy
in Times of Change published including
national assessments of Malaysia, Thailand,
RO Korea, Vietnam, Japan, Indonesia,
Philippines, China) (July 2009)
Cambodia; Indonesia; Lao PDR; Philippines;
Thailand; Timor Leste; and Vietnam develop
5-year SDS-SEA Implementation Plans
National consultation reports in Cambodia,
China, Indonesia, Lao PDR, Philippines,
Thailand, Timor Leste and Vietnam (SDS and
5-year plan consultations)
Cambodia, Indonesia, Philippines, Timor
Leste, Vietnam 5-year national ICM Plan and
program developed; adoption pending
National medium-term development plans
with coastal and ocean governance
objectives adopted in China, Cambodia,
Indonesia, Lao PDR, Philippines, Thailand,
Timor Leste, Vietnam
SOC reports prepared: Batangas- published
(2008); Guimaras- published (2012)
Coastal
strategies/ICM
implementation
plans
updated
(Batangas;
Chonburi;
Sihanoukville; Xiamen)
Reported
Outcomes
range of PEMSEA led initiatives
A growing list of more than 50 sites
throughout the SEA region that have
become demonstration sites for integrated
coastal management, many of which
through the use of their own financial
resources;
The SDS-SEA project operated through
PEMSEA has achieved major co-financing
support
from
national
and
local
governments,
thereby
indicating
particularly strong support throughout
Asia;
Many commercial ports throughout the
region that are now cooperating with their
communities and local government
authorities to reduce oil and chemical
pollution;
The commitment of China, ROKorea and
Japan to begin contributing to the
ongoing sustenance of the PEMSEA
Resource Facility;
Samar
Island
Biodiversity
Project (SIBP), Philippines
Type of
Evaluation
Report
Terminal
Evaluation
Report
Year
Conducted
2012
Reported
Outputs
8 ICM Learning/training centers established
(China, Cambodia, Indonesia, Philippines,
Vietnam, DPR Korea)
MOAs between PEMSEA, GTZ (March 2010),
and national port authorities in Philippines,
Thailand, Cambodia; and Sihanoukville
MOAs with Maryland University, LLDA/Pasig
River, Bohai Sea sites
Twinning
Workshops
organized
and
implemented in Manila (2009) Jakarta (2010)
and Dalian (2011)
Supreme Court decision for Manila Bay
(2008)
directs
national
agencies
to
implement Operational Plan Manila Bay
Coastal Strategy; revised Operational Plan
prepared in 2011
Regional
Training
Course
on
Novel
Technology for
Marine
Environmental
Management (Manila, Nov. 2009)
Samar Island Natural Park established.
SINP Management Manual prepared.
Nine biological monitoring sites (BMSs) were
set up and monitored bi-annually. Pre(20022003) and post- (20112012) BRA
studies have been completed, and the
data collected entered into a database
Conservation
functions
made
fully
operational. This was accomplished by (i)
providing the required number of personnel;
(ii) conducting capacity building programs;
(iii) promoting complementation between
the SINP and DENR local offices; and (iv)
providing needed infrastructure, facilities,
basic equipment and office amenities.
Design of the Community Outreach
Program (COP) was completed
Some 66 volunteer groups have been
organized in nine barangays in the
Reported
Outcomes
No reported outcomes/ impacts
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Strengthening the Philippines

Institutional
Capacity
to
Adapt to Climate Change
(MDG-F 1656)
Final Evaluation
Report
2012
municipalities of Silvino Lobos, Basey,

Dolores, and Maslog
31 PACBRMA applications covering a total
of 14,191.96 hectares (ha) received. 18
submitted to DENR RO-8 for review and
evaluation.
Approved Communications Strategy and
Advocacy Plan
SIBP has completed integration of the GMP
into the forest land use plans (FLUPs) and
comprehensive land use plans (CLUPs) in 14
municipalities within the SINP.
Provision of technical assistance and
thematic maps to the LGU of Basey
Completion of the Study on Benefit-Cost
Analysis Framework for Ecosystems Services
A feasibility study on the sustainable
harvesting and utilization of rattan and
almaciga resin was completed
The Climate Change Vulnerability and
Assessment (V & A) Tools for 4 key sectors
(i.e. Health Sector, Water Resources Sector,
Coastal
Resources
Sector,
and
Agriculture/Forestry/Biodiversity Sector) were
completed
5 Mainstreaming Guidelines on Climate
Change which were subsequently adopted
by the concerned government agencies to
update
their
plans
and
operating
procedures
Capacity Assessments were also completed
for 12 NGAs, the CCC and the Provincial
Governments of Agusan del Norte, Antique,
Biliran, Bohol, Bukidnon, Cavite, Ifugao,
Pangasinan, Sorsogon, and Surigao del
Norte.
IEC
Materials
on
Climate
Change
Adaptation were produced by the
programme and were disseminated to
Reported
Outcomes
Increased incomes from their main crops

and the additional produce (e.g.
vegetables) brought about by the
programme.
The local co-operative and the rural bank
which are implementing the financing
schemes noted that they have likewise
benefitted from the project in terms of
increased memberships and outreach,
and their increased ability to perform their
missions and plans.
Steady access to water supply, particularly
in the context of changed rainfall
patterns, as the primary
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
various government agencies and private

sector groups in various forums.
A Second Draft of the Publication of Lessons
Learned on Climate Change Adaptation
was produced
In the Province of Agusan del Norte, an
Innovative
Financing
Scheme
was
introduced, covering a total of 837 farmerbeneficiaries.
Automatic Weather Stations (AWS) were
built through the Department of Science
and Technology (DOST) Regional Office and
PAGASA in 3 towns where the financing
scheme is being implemented.
11 Water Level Gauges and 16 Manual Rain
Gauges were also supplied in the project
area. Capacity-building and IEC activities
on the early warning systems were also
reported.
Caselets and IEC Materials on the lending
and insurance systems were produced.
In the Province of Albay, Modified Barangay
Contingency Plans were made in 84
barangays (communities)
The creation of the Climate Change
Academy
Automatic Weather Stations (AWS) in 3
towns in the Province of Benguet established
Operations Manual and Web Manual for the
Early Warning System (EWS) called Barangay
Alerto sa Sakit at Epidemya (BASE)/EventBased Surveillance and Response System for
Communities (ESRC) were developed
A Study on the Use of Climate Change
Variables to Predict Dengue Cases was also
completed
Assessment of Vulnerability and Adaptability
of Albay and Metro Manila on the Impact of
Climate Change on Health was also done
Reported
Outcomes
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
Vulnerability
Assessment
Report
with
emphasis on human settlement areas was
completed
GPH-UNDP
Conflict
Prevention
and
PeaceBuilding Programme (CPPB)
Terminal
Evaluation
Report
2012
The Conflict-Sensitive and peace Promoting

Local
Government
Planning
(CSSP)
Guidebook was developed and published.
During the first semester of 2007, coaching
sessions with LGUs on the use of the CSPP
guidebook were conducted among the
participating LGUs which brought about
conflict-sensitive programs included in the
Comprehensive Development Plans (CDP).
The project achieved concrete results such
as the inclusion of the conflict-sensitive
programs
and
projects
into
the
Comprehensive Development Plans (CDPs)
with corresponding budget allotments
contained in the Annual Investment Plans
(AIPs) among several LGUs who participated
in the project.
The Pilot School of Peace on San Isidro,
Castilla, Sorsogon estanlished
Indigenous Strategies of Conflict Prevention
and Peace-Building used
The IP women leaders were able to enhance

their ability to prevent, manage and
participate in conflict resolution in their
specific areas as through formal and informal
channels as mediators, healers, humanitarian
workers and relief operations coordinators,
among other
Action
for
Conflict
Transformation
(ACT)
for
Peace Programme
Terminal
Evaluation/
Outcome
Evaluation
Report
2012
389 Peoples Organizations (POs) organized

and strengthened
612 Local Social Formations (LSFs) actively
involved in local peacebuilding initiatives
All 278 Peace and Development Councils
(PDCs) have peace-based BDPs
These POs and LSFs have enhanced skills in
conflict
management,
development
planning,
implementation
and
management processes, financial and
internal control system and management,
organization
development,
Islamic
Enhanced capacity of communities in

peacebuilding and culture of peace
principles, concepts and approaches is
evident with 56% of PDCs at stages 4 and 5 in
terms of their conflict transformation skills i.e.,
domestic conflicts are internally resolved and
community members are actively involved in
peacekeeping activities.
Programme interventions that enabled
communities and improved their access to
basic social facilities and services resulted to
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Leadership and Governance and the COP.
674 Peace and Development Advocates
(PDAs) trained and mobilized for community
organizing and local peace initiatives
17 inter-PDC alliances involving 59 PDCs
serving as a mechanism for consolidating
peace constituency
141 new communities adopting PDC
approach
102 BHS constructed
143,060
men,
women
and
children
representing the vulnerable groups have
availed of the health services through the
BHS
128 BnB operating, all directly managed by
womens groups in the PDCs
22 health scholars completed 2-year course
on midwifery in October 2009; 8 of them
passed the board exam to date
111 PWS improved the health and sanitation
condition of 25,029 HHs in 95 PDCs
74,000 affected families provided with food,
medicines and temporary shelter
300 core shelter units constructed in PDC
Macuyon, Sirawai, Zambo del Norte and
PDCElevenIslands, ZamboCity; 161 units
provided in 24 ER sites
438
community
economic
projects
implemented in 238 PDCs
352 of 438 (80%) projects are managed by
268 POs.
About 23,149 PO members, 45% of whom
are women benefiting from the operations
of the CED projects which provided for
employment opportunities to about 1,230
individuals
155 POs have established internal resource
Reported
Outcomes
tangible gains in their health conditions.
Reports showed increased availability of
water supply and reduced morbidity rates
from water-borne diseases such as diarrhea.
Pre-natal services have also become
available at Barangay Health Stations.
Improved health conditions translated to
additional disposable income and time to
improve quality of life. Women reported that
they have more wherewithals to attend to
childrens education and participate in
community projects.
Improved capacities and competence of
community to undertake CED processes was
noted
Improvements in PDC capacities to engage
in productive livelihood, access and mobilize
resources, and engage partners in the LGUs,
government agencies and the business
sector were cited
Improved capacities in peacebuilding and
conflict transformation of different actors
who are in the position to assist conflictaffected communities and also pursue and
enhance their own policy, processes,
mechanisms and initiatives to contribute to
sustainable peace
Enhanced the environment for trust-building,
conflict reduction, and collaboration among
different groups and sectors towards greater
social cohesion at the community level
Partner barangay LGUs adopted and
practiced the culture of peace and conflictsensitive
approaches
in
barangay
governance particularly in conflict resolution
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
generation through capital build up
273 CED projects with LGU support
72
CED
barangay
facilitators/paratechnicians were trained and deployed to
assist
in
the
implementation
and
sustainability of 16 specialized CED projects
in selected 97 PDCs.
Cumulative report on capacities of LGUs
and PDALs/PDAAs show 7 PLGUs are at
Stage 1; 9 at Stage 2; 4 at Stage 3 and none
a Stage 4
At least 83 (58%) of the 144 MLGUs within the
coverage area of the Program were already
providing technical and financial support to
PDCs indicating the LGUs are already
investing in peacebuilding initiatives
On the capacities of the PDALs/alliances.,
only 3 are still in stage 1, 13 in stage 2, 5 in
stage 3 and none in stage 4
All 19 PLGUs have installed relevant
mechanism to pursue and sustain peace
and development initiatives. These consist
of Provincial Peace and Development
Committees or Technical Working Groups
(TWGs) working under local mandated
bodies like PDCs, PPOCs or PPDCs. These
PLGUs have manifested capacities to initiate
peacebuilding and conflict transformation
policies, plans, programs and projects and
activities (like Conflict Analysis, Conflictsensitive and Peace-Promotive planning
and investment programming, Rights-based
Approach, Peace and Conflict Impact
Assessment and the PDC framework).
95 MLGUs have created their own
peacebuilding
mechanism
through
established TWGs
All 15 MNLF State committees are
implementing their respective projects in the
Reported
Outcomes
and management.
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
PDCs and MNLF communities to include

community
enterprise
and
peace
advocacy initiatives like regional-level
conflict mediation and community interfaith dialogues.
All 21 Peace and Development Leagues
(PDALs) and alliances have evolved from
project
beneficiaries
to
programme
implementing partners and now as active
civil society organizations and peace
movement engaged in peace advocacy
and community development works
PDALs and alliances are also represented in
LDCs and local social bodies like the PDC,
POC and PDCs/TWGs at the province level
11 PLGUs and 2 CLGUs are replicating the
PDC approach in 141 barangays
87 MLGUs covered by the Programme are
allocating
budget
for
peacebuilding
initiatives and the PDCs
24 CARAGA Action and Responders (CARE)
Teams were organized and trained on land
and water search and rescue, first aid
22 Provincial Peace Resource Centers
established serving as peace resource in the
areas
of
peace-based
community
organizing, conflict-sensitive and peacepromotive
planning
and
investment
programming, peace education and COP
promotion
488 LSFs are integrating COP, human
security,
peacebuilding
and
conflict
transformation principles and processes in
their local peace and development
initiatives
All PDCs have developed and strengthened
their conflict management skills to promote
social healing and harmony through local,
cultural and indigenous practices
Reported
Outcomes
Philippines Efficient Lighting

Market
Transformation
Project (PELMATP)
Type of
Evaluation
Report
Terminal
Evaluation
Report
Year
Conducted
2012
Reported
Outputs
12 regional and 29 provincial partnerships
forged
and
operationalized
across
Programme covered areas
6 regional and 19 provincial policy support
for peacebuilding enlisted
60 Schools of Peace (SOP) are now in
various phases of transformation and
capacity development. To date, 40 schools
are
in
the
advanced
phase
of
transformation while the other 20 are in their
early phase of transformation
4 CSOs actively engaged in inter-cultural
and
inter-faith
dialogues,
community
development,
capacity
building
and
collaboration efforts or COP advocacy and
promotion
36 PDCs integrating Islamic Leadership and
Governance in their local governance
processes
PELMATP TWG established in 2005
Revised the guidelines on energy conserving
design of buildings and manual on efficient
lighting, presented and distributed 2000
copies
to
the
various
cities
and
municipalities
nationwide
(17
local
government units or LGUs in the National
Capital Region, 90 in Luzon and 54 in the
Visayas and Mindanao).
The manual on efficient lighting was
included
in
the
curricula
of
130
undergraduate schools
3 LGU adhere to the guidelines
7 LGUs trained on the Guidelines
25 PNS concerning safety and performance
of lighting products updated/ developed
3 MEPs developed
54% of the submitted lamps for testing are
PNS compliant as shown by the LATL records
20% of CFL are MEPS compliant (No data
Reported
Outcomes
No reported outcomes yet.
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
available for LFLs, HIDs, ballasts and

luminaries)
Joint Administrative Order (JAO) for
mandatory
implementation
of
the
updated/newly
developed
Philippine
National Standards (PNS) for lighting
products signed by DTI Secretary and DOE
Secretary
2 VA signed, with Digital Marketing, for
electronic ballasts and with Mega Man for
CFL
1 administrative order by the President of the
Philippines directing the use of energy
efficient lighting systems in government
facilities
448 government buildings carried out EEL
systems
1 policy on government incentives for
energy
efficiency
updated
and
implemented
Inclusion of EEL manufacturing among the
machineries and equipment that will be
given incentives under the 2009 Investments
Priorities Plan (IPP) approved by the Board of
Investments on 13 May 2009
1 guidelines on availment of incentives of
EELs developed
1 eco-labeling guidelines for lighting
products (linear/tubular, circular, and
compact fluorescent lamps and electronic
ballasts) formulated and approved by the
Board of Eco-Labeling Program of the
Philippines and 2000 copies of ecolabelling
brochure (guidelines) for the promotion of
eco-labelled lighting products distributed
2 products obtained eco-labelling i.e.
electronic ballasts by BAG and electrodeless
lamps by Monrio Philippines
EEL product warranty guidelines are
Reported
Outcomes
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
implemented
1 reports on EEL policy implementation and
impact/s
3 relevant recommendations for policy
improvements on MEPS
LATL received the accreditation for linear
lamps, not for the ballasts
DTI-BPS acquired accreditation to APLAC
Improved facilities for testing of CFLs, LFLs,
ballasts and luminaries
100 % of testing requests served - CFLs
100 % of testing requests served - Linear
lamps
100 % of testing requests served - Ballast
DOE staff acquired certificates for successful
completion of trainings
30 % increase in brands and models of
certified EEL products compliance with
yellow label: 0% for linear fluorescent, 4,76%
for ballasts, 70% for CFLs (market monitoring
results at September 2010)
54% of the lamps submitted for testing at
LATL are PNS compliant
3 R&D conducted by LATL
30 % increase in brands and models of
certified EEL products by June 2009
54% of the lamps submitted for testing at
LATL are PNS compliant
3 energy efficiency ratings for EEL
established
2 % of local manufacturers increased
investment in energy efficient ballasts and
fixtures by June 2008
1 RECs become EEL product distribution
channels
1 street lighting guidelines designed and
implemented
2 LGUs (Valenzuela and Cagayan de Oro)
carrying out EEL street lighting
Reported
Outcomes
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
3 large utilities/RECs installed EEL systems for
street lighting
3 energy savings calculator designed,
disseminated and used for Households and
Commercial and Industrial establishments
2 mass purchasing agreements developed
and implemented in private establishments
9 energy audits carried out in industries and
17 in commercial establishments
16 (C&I) establishments were retrofitted after
the retrofitting, monthly monitoring of the
establishment bills was not carried out: no
information is available for the follow -up of
the investment recovery
100%
of
lamps
used
in
industrial
establishments are energy efficient
100% of lamps used in commercial firms are
energy efficient
11 Annual fora among stakeholders held i.e.
IIEE National Convention, SMEX, ENAP Energy Technology Conference
PELMATP website created and including the
results of PELMATP activities
Microfinancing scheme formulated and
implemented in 4 cooperatives i.e. St.
Francis Xavier Housing Cooperative, the
Philippine Home Savers and Builders
Cooperative (PHSBC), the Power for Progress
Foundation
Philippines
(PPFP),the
First
Community Cooperative (FICCO)
1 Financing guidelines for EEL projects are
designed and implemented
1 policy study formulated on handling
mercury- containing lamps
1 guidelines formulated on handling
2,000 guidebooks distributed on handling
1,600 posters and flyers produced and
Reported
Outcomes
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
distributed
3 consultations/ seminars/ trainings
1 national directory of lamp waste transport
and treatment/ processing facilities (TSD)
Sources:
ADB: http://www.adb.org/site/evaluation/resources/495,1318,1886,387
NZAP: http://www.aid.govt.nz/about-aid-programme/measuring-results/evaluation/activity-reports/2008-review-and-evaluation-reports/participatory-re
UNDP: http://erc.undp.org/evaluationadmin/plans/viewEvaluationPlan.html?unitid=163
Reported
Outcomes
Annex 5-E
Lessons Learned from Project Implementation
Sector
Agriculture,
Agrarian
Reform and
Natural
Resources
(AARNR)
Pre-Project
Implementation
Budget- Related and Funds Flow
1. Completeness and
1. Development of More Practical
Adequacy of Preparatory
Cost Sharing Schemes - Cost
Works - Adequate
sharing with LGUs has encouraged
preparation (establishment
local executives to invest in
of PMO, detailed
agrarian reform sector and
engineering and design,
deepened their commitment in
etc.) prior to loan signing
performing their responsibilities in
should be undertaken for
implementing and sustaining the
the project to immediately
project. More practical cost sharing
take off. NISRIP
schemes should be developed as
experienced minor delays
most LGUs seek additional funding
due to the delayed
support from senators,
establishment of its PMO.
congressmen, and governors to be
In the case of ARIIP, the
able to participate in the project.
completed preparatory
This will not only allow LGUs to meet
works of its DED just a few
their local counterpart but will also
months after loan signing
minimize delays in project
was a significant factor in
implementation. (DAR)
the projects on-time
2. Synchronization of Planning and
implementation. (NIA)
Budgeting Activities Must ensure
2. Behavioural Changes and
timely execution of activities to
avoid delays in the process. (DENR)
For projects involving
LGUs, behavioural
changes and institutional
strengthening take time
and hence this should be
considered in designing
future projects. (LLDA)
Project Management
LGU Related
1. Empowerment of Beneficiaries Investing in capacity-building

activities and empowerment of
beneficiaries increase the likelihood
of sustainability and reduces the risk
of project benefits being lost. (DA)
1. Project Convergence The effectiveness of

rural infrastructure
facilities increases
significantly and even
generates greater
benefits and outcomes
when complemented
with social and
economic services by
the concerned LGU.
InFRES provided the
necessary infrastructure
facilities such as FMRs,
RWSS and CIS which
was complemented by
LPG-SEEDs
microfinance,
alternative livelihood
and capacity-building
activities. (DA)
2. Institutionalization of Mainstreaming
Mechanism - DAR was able to
institutionalized a mainstreaming
mechanism of coordinating and
managing FAPs at all levels (from
national, provincial, local, and
ARC). This mechanism proved to be
effective in the following aspects:
(a) gathering stakeholders support;
(b) instilling social acceptability at
the grassroots level; and (c)
sustaining project benefits.
Likewise, this mechanism has
nurtured the organizational
capacity and technical proficiency
of its organic staff in monitoring
project implementation and in
ensuring attainment of project
outcomes and outputs.
Further, this mechanism was
complemented by conducting
consultations, technical assistance,
Sector
Pre-Project
Implementation
Project Management
trainings, and meetings to
stakeholders particularly at the
local and ARC level. As a result,
stakeholders have deeper
understanding and commitment in
executing their respective roles and
responsibilities. (DAR)
3. Streamlining of Project Processes DAR streamlined its project
approval and implementation
processes by simplifying its minimum
documentary requirements. This
strategic measure proved to be
helpful in assisting LGUs to facilitate
project approval and request for
releases as well as to achieve
better project financial
performance. (DAR)
4. Project Integration to Regular
Functions/ Operations - For
purposes of ownership, this activity
would ensure sustainability of
project outputs. (DENR)
5. Well-staffed and Capacitated
Project Management Office (PMO) A well-staffed and capacitated
PMO facilitates timely project
implementation. The limited
manpower of the PMO has always
been reported as one of the
contributory factors in the delayed
implementation of projects, i.e.,
LGU Related
Sector
Pre-Project
Implementation
Project Management
PIDP and PDDP-IC. On the other
hand, the adequate number of
and well-trained PMO of ARIIP
contributed to the projects good
performance. (NIA)
6. Fast- Tracking of Procurement
Activities - Based on the experience
of ARIIP, the fast procurement of
civil works resulted in the good
performance of the project for the
year. (NIA)
7. Post-Rationalization Plan - The
Rationalization Plan which started in
2008 aimed to merge offices and
streamline functions in NIA. The Plan
should have minimized, if not
eliminate, overlapping and
duplicating functions, and improve
on the agencys systems and
procedures. In the case of NIA, the
implementation of the Rat Plan
became a contributory factor to
the delayed implementation of its
projects. As the Rat Plan is
expected to be completed in
December 2012, the NIA has to
assess and determine lapses in the
Plan implementation. NIAs strategy
or measures to be taken after the
Rat Plan should also be
determined. (NIA)
LGU Related
Sector
Governance
and
Institutions
Development
(GID)
Pre-Project
Implementation
Project Management
1. NPSTARs challenges were mainly
due to changes/additional
requirements by the BIR that are not
covered under the existing goods
or consulting services contracts. In
addition, the project is also
instituting systemic reforms that
would require cultural changes
within the BIRs including the
adoption of specific
performance/accountability
indicators. Given these, the BIR
could have minimized delays and
overruns had there been clearer
statement of requirements, more
and early user involvement and
open and clear communication
lines among the stakeholders. (BIR)
2. Advocacy Programs - The SC PMO
should have an advocacy program
for new administrations to keep
ongoing projects within the leaders
priority concerns and keep them
abreast with the pace of project
implementation. (SC)
3. Project Complementation - There
also is the SC realization that it
would take more than one project,
to reform the Judicial Sector. The
SC has therefore in its portfolio a
number of ODA as well as locally
funded projects that target specific
judicial reform areas. (SC)
LGU Related
Sector
Industry, Trade
and Tourism
(ITT)
Pre-Project
Implementation
1. Flexibility of Project
Design - Project Design
should be flexible
especially for financial
intermediaries to easily
adapt to changing
markets conditions. For
example, the GEF grant
Project Preparation Fund
(PPF) component which
has a prior review
threshold of US$100,000
is too low and restrictive
considering that small
contracts for
consultancy services is
at US$200,000 based on
the World Bank
Procurement Guidelines.
Since it was already
stipulated in the
agreement and cannot
easily be changed, it
resulted to lower
utilization of the PPF
component. (DBP)
Project Management
1. Duplicity of Projects Catering the
Same Markets - There is a danger in
implementing two (2) programs
that cater to the same market
which the WorldBank has designed.
Although RPP-AF is a loan and the
ECs-Partial Credit Guarantee, the
programs indirectly compete in the
electric cooperatives market. In
such a case, it slows down the
utilization much more limits the
market of the credit facility. The
design should have been
complementation arrangement
such as that in excess of the
guarantee limit, the project should
tap RPP-AF. (DBP)
2. Technical Assistance - Provision of
Technical Assistance which
included capacity building is an
essential component in marketing a
relending project. Since not all
clients are familiar with World Bank
guidelines and processes, it is
important to explain the
significance of compliance with the
Banks requirements. (DBP)
3. Setting of Key Performance
Indicators - The Key Performance
Indicator should have been
adjusted to include new customers
connected through rehabilitation
and upgrading of distribution
LGU Related
Sector
Pre-Project
Implementation
Project Management
systems. The existing KPI only
includes new customer provided
with mini-grid electrical system or
individual renewable energy
technologies. (DBP)
4. Provision of Trainings - Providing BDS
trainings to MEs that were already
MFI sub-borrowers (or track 1
convergence mode) was found to
be a successful convergence
approach. MEs that are first
provided with BDS still find it difficult
to obtain credit from MFIs
(specifically Level 1 MEs). On the
other hand, the MEs already with
credit are able to sustain their
operations and activities, and are
likely to find BDS trainings useful as
well. (DTI- SBC)
5. Through RUMEPPs decentralized
implementation, financial
management, accounting and
procurement processes were
facilitated in the project areas.
However, this approach also posed
difficulty in terms of planning and
preparation of regional AWPBs,
which subsequently delayed
submission of overall WPBs required
for budget release. (DTI- SBC)
LGU Related
Sector
Pre-Project
Implementation
Project Management
LGU Related
Sector
Social Reform
and
Community
Development
(SRCD)
Pre-Project
Implementation
1. Conditioning Phase and
Synchronicity of Project
Activities with the
Operations of the Agency
- There should be lead
time for agencies to
prepare for project
implementation phase. As
experienced in PRIME and
EPIP, initial stages of the
project were
characterized with low
disbursement figures.
There are also no baseline
data available as well as
the lack of personnel to
implement said projects.
This could have been
avoided if factors, such as
institutional mechanisms
are set in place prior to
project implementation.
(DepEd)
Project Management
LGU Related
1. Aptitude/ Number of Employees to

Perform Project Activities Issues in
EPIPs implementation could also
be attributed to heavy workload
and lack of personnel to implement
the project. As a result, the
management considers
multitasking of concerned
component heads. While it may be
a cost-efficient solution in the shortrun, it may compromise quality of
outputs in the future. DepEd must
ensure that prior to implementation,
a definite number of employees are
in place to perform project tasks.
For now, DepEd must provide
incentives to these personnel who
are performing several functions.
(DepEd)
1. LGUs Role in Project

Implementation - The
importance of the
LGUs role especially
local officials and the
communities in the
operations and
maintenance of the
completed subprojects
such as roads, school
buildings and water
supply projects. (ARMM
Government)
2. Responsive M&E System While it is

essential that monitoring and
evaluation systems are in place,
DepEd must ensure that these are
responsive to the needs of the
management (cases in point are
EPIP and the unreported ODA
grants). A high bar on the quality
(critical indicators that matter) and
periodicity of providing information
to key decision makers must be set
to facilitate better project
implementation. (DepEd)
3. Community-Driven Projects - The
Sector
Pre-Project
Implementation
Project Management
top needs of the poor, as reflected
by the communities choice of subprojects, appear to be in-sync with
sub-projects of relatively high
economic viability. This is
particularly observed for water
systems and roads. It was noted
that schools, while included in the
top three sub-projects, have lower
economic viability compared to
other sub-projects. The possibility of
underestimating the benefits of
school construction is however
recognized. (DSWD)
4. Performance Monitoring Monitoring of performance can be
ensured by including specific
activities for M&E under the project
components (e.g., conduct of spot
checks and impact evaluation).
(DSWD)
LGU Related
Annex 5-F
Lessons Learned from Completed Projects
Project Title
IA
DP
Lessons Learned
DECS
(DEPEd)
ADB
Improve awareness of DAT-BAT programs in local communities and among

potential students.
There is a need for further curriculum review, including strengthening
entrepreneurship training in the ATE curriculum
Improving the provision of career guidance, counselling, and placement
services
Strengthening credit arrangements to support self-employment of
graduates
Reviewing the replicability of new ATE programs and the need for further
support to ATE institutions not under the project
To minimize delays, allowance in project work plans should be made for
increased flexibility in procurement to minimize the delays in other
components.
Government should ensure that adequate provision is made for
cooperation with the DAR and LGUs, to facilitate graduates access to
land and their transition to self- employment. Source: Project Completion
2. Allah River Irrigation

Project
NIA
ADB
3. Second Agusan Irrigation

Project
NIA
ADB
Close coordination is needed between the central organizations in Manila

and the local counterparts in order to implement the program efficiently
and in a timely manner. The DOH Central Office for example failed to
assign a project coordinator which delayed the health component of the
project by 7 years. The DPWH failed to coordinate with the local
counterparts which resulted to the failure of the rural water supply
component.
The bank should have monitored the project more closely especially during
its early stages. This may have noted the over-optimistic implementation
schedule prepared earlier which is not fit for a project of this magnitude.
The government and the executing and implementing agencies should
have provided adequate and timely local counterpart funds.
The bank on the other hand should have provided close supervision by
carrying out comprehensive reviews during the early years of project
implementation. Source: Project Completion Report
Even if project is fully completed, its success will depend on whether the
command area of 5368 ha is fully irrigated and whether the cropping
1. Agricultural Technology
Education Project
Reports
Project Title
IA
DP
4. Road and Road Transport

Sector Program Loan
DOTC/
DENR/
DPWH/
DTI
ADB
5. Arterial Road Links

Development Project,
Phase III
DPWH
JICA
Settlement Area
Development Project
(MINSSAD)
DAR
JICA
Lessons Learned
intensity and yield targets are achieved.
Follow up action required to ensure land development work is done as
planned. Source: Project Completion Report
Program is generally successful in implementing the policy reforms as
conceived at appraisal, especially in the fields of road maintenance
privatization, liberalization of provincial passenger transport and road
transport equipment imports, and environmental monitoring and
improvement.
Program would have been more successful if the policy reform package
had also contained the enactment of the proposed new legislation
together with the follow-up action plans to attain the expected sector
efficiency improvements,
Construction terms are delayed substantially due to procurement
(consultants and construction contractor selection/contract) delay. Past
experiences show that the Government approval processing time is much
longer than expected. It is necessary to plan a realistic implementation
program and procurement schedule after careful negotiation with clients
at the time of appraisal.
There were too many variations during implementation stage (work items,
quantity, material changes etc.). It is necessary to upgrade supervision
quality during construction and establish the appropriate auditing and
inspection system as well as making efforts to improve accuracy and
quality of the feasibility study.
A Project Completion Report (PCR) was not prepared based on the JICA
format. The submission date within 6 months after the completion of the
project was not observed. It is needed to supervise/instruct the executing
agencies to prepare a proper PCR within the time limit.
Preparing an adequate baseline data is important in project design
through establishment of a database from conducting comprehensive
household survey in 2004 as well as in formulation of logframe where target
indicators are identified.
Formulating realistic target indicators is critical particularly in project
purpose level and poverty incidence reduction. In terms of formulating
targets on poverty incidence reduction, local poverty threshold and
inflation rate per year should be considered as bases for identifying the
target household income increase, which turned out to be higher than the
break-even point of poverty threshold.
To attain significant increases in rural household incomes, it may be
Project Title
IA
DP
Lessons Learned
encouraged that agricultural activities are able to graduate from
subsistence to commercial level. As a starting point, techno-demo projects
such as SRI, hybrid rice, rubber nurseries, and goat raising were
implemented. Eventually, product and market transformation schemes
have to be introduced.
Crop diversification is critical in sustainable agriculture development. For
technology demonstration projects, diversification of a few crops (one to
three crops per site) would be advisable, provided appropriate zoning had
been implemented.
Communicate project logical framework to stakeholders through regular
meetings or brainstorming sessions.
To achieve high impact on poverty reduction, it seemed that it would be
better if development initiatives are area-based, site-specific, and target
group-focused. Source: Final Report on Initial Impact Assessment on MinSSAD
published by Woodfields Consultants, Inc (firm commissioned by DAR)
7. Pampanga Delta
Development ProjectIrrigation Component
(PDDP-IC)
NIA
JICA
The utilization rate of irrigation pumps was significantly low due to the rising
cost of fuel. The farmers ability to pay irrigation service fees and the risk of
higher fuel cost for pumping irrigation water should be carefully considered
in introducing irrigation pumps.
Introduction of cash crops should be carefully reviewed even if these are
expected to have high economic gains. Aside from climate, soil,
profitability and market, there are also other factors such as cropping
patterns, willingness of farmers to introduce cash crops, and their financial
capacity that determine the outcome of this endeavor.
Risks of flooding due to lahar had been expected but were not reflected in
the target setting of planted area and yield in the wet season. The agency
should carefully set realistic goals and targets for planting in the wet season
especially in flood-affected areas.
The use of parcellary mapping/surveys should be required in identifying the
firmed-up service area (FUSA) for accuracy and ease of validation. Mere
reliance on farmers declarations in measuring the actual FUSA could lead
to underdeclaration/overdeclaration of land area. Source: End-of-Project
Report (EOPR) of NEDA
8. Third Davao del Norte

Irrigation Project
NIA
ADB
Significant impacts of irrigation component such as extensive adoption of

modern varieties of paddy, higher usage of fertilizer, higher crop yields and
improvement of incomes.
Thorough project preparation is needed to avoid future modifications,
additional work arising from unnecessary and unavoidable problems.
Project design should be flexible in order to respond to changes in
Project Title
IA
DP
Lessons Learned
9. Fifth Road Improvement

Project
DPWH
ADB
10. Small Farmers Credit

Project
LBP
ADB
technical
and
socioeconomic
circumstances
during
project
implementation.
Delays in project implementation were mainly due to the outdated criteria
for assessing land values which contributed to the long and tedious
process of rights-of-way and land acquisition. There is a need to update
these criteria and to expedite the process; The Bank should take part in the
process of land valuation and acquisition.
Evaluation of projects should involve not only the economic but also the
social and environmental benefits derived from the project.
Budgetary limitations and insufficient planning procedures have long
affected the funds available for road construction and maintenance in the
Philippines and the Project was no exception. The standard of
maintenance of the project roads that have been completed and
handed over to DPWH and DILG remains unsatisfactory.
During recent years, the record of the Philippines in providing audited
accounts on a timely basis has not been good. Similarly, DPWH and DILG
show little initiative in complying with covenants for BME
ADB should focus on the viability of RFI rather than beneficiaries. Financial
institutions which are viable and have sound risk management will have
financing available and loans repaid.
Microcredit is critical and essential to economic development of the
countryside. Farm cooperatives rely on credit institutions to continue with
crop production and enlarge their scope of activities. FCs should not solely
rely on the credit line but should begin to rely on CBU and savings
mobilizations to avoid downgrading and disenfranchisement from credit
institutions. Focus needs to be on microfinance than microcredit alone.
Rural institutions like LBP must prepare better appraisals of subprojects
including risk analysis to protect their agricultural portfolio. Optimistic
projections of crop yields should be reviewed more closely. Likewise, a
monitoring system should be set up to detect overexposure on a particular
portfolio.
Crop insurance is required by the government for subloans made through
financial institutions. It needs to be reviewed and revised so as to provide
adequate protection to both farmers and the rural credit institution. The
current program has left many FCs in debt due to natural disasters and
claims adjusters who unfairly underestimate the extent of damages based
on regional average damages. Rural credit institutions should put pressure
on the government to improve the program.
Project Title
IA
DP
11. Microenterprise Access

to Banking Services
Program
RBAP
BSP
USAID
12. Bohol Irrigation Project

Stage 2
NIA
JICA
Lessons Learned
Investments should be carefully evaluated by the government.
Technicalities arising from the government and agencies and the\he
succeeding costs and damages should be shouldered in some way like a
settlement with the affected FCs. When government pushes for innovations
and seek support from the RFIs to finance the farmers investment costs,
the government should provide some guarantees to the financial
institutions or other form of risk sharing for those loans.
Focus on increasing volumes of loans in individual banks. Substantial
benefit for the project beneficiaries will be realized if the relatively big
MABS banks have increased participation in their areas.
Conduct additional MABSTeRS training to endure that the banks have
resident MABS expertise in their banks.
Conduct a training of trainers in Mindanao to qualify more MABS
consultants.
Continue promotion of credit bureau participation in rural banks.
Revisit and revise the software.
Put in place licenses between rural banks and RBAP
Complete development of PDA collections modules and credit bureau
interface
Increase capacity of ASEC and ISSEC outreach and communication of the
benefits for RB2000
Develop a RB2000 training program for rural banks to be delivered by roll
out companies
Train one more roll out company.
Revision of design due to unforeseeable physical condition at the time of
the original design due to the increase in work quantity for the construction
of the diversion dam and the irrigation facilities since the assumed
elevation shown in the GFC/ shop drawings did not fit the elevation of the
dam site.
Original completion date was scheduled last 2005 instead of 2008. Delay in
completion was caused by the shortage of funds (re-enactment of budget
from 2004-2006 and delayed approval of project cost adjustment due to
high contract costs) or fluctuations of exchange rate, procurement
problems (late timeline for pre-qualifications and bidding) and mostly
unusual circumstances beyond the control of the executing agency
(delayed approval of adjusted program costs)
Increase in irrigable area due to the project resulted to increased in
farmers productivity and income. The reservoir dams can be developed
Project Title

Project
IA
DP
SC
WB
Lessons Learned
into tourist attractions. Source: JICA Format Project Completion Report
It was suggested during the 20th Annual ODA Review (2010) that in
addition to improving the Judiciarys capital stock, it is also critical to
sustain the gains and adopt lessons learned from the JRSP, and replicate
these in other courts. Below are issue-based lessons learned which have
been identified from among others risk areas included in the WB Project
Appraisal Document (PAD). The lessons learned are interrelated such that
they may stem from a common issue or concern.
Early engagement of Project Staff and Outsourcing of Non-core Technical
Experts. An issue raised was on the SCs manpower shortage and skills
gaps. While the SC was able to hire external experts for its Management
Information Systems Office and Financial Management Unit to address
these gaps, the timing of the hiring contributed to the start-up delays of the
project. There should therefore be a mechanism for IAs to establish PMOs
even before project/loan effectiveness date.
Stakeholder Strategy/Managing the Stakeholders. Harnessing the support
of critical beneficiaries/stakeholders at the start of implementation paves
the way for ease of adopting and adapting to the innovations introduced
under the JRSP. Case-in-point for the project is that at start-up there was a
perception among judges that the Pilot Model Courts were mainly
improvement of physical facilities as opposed to the real objective of the
component which includes among others technological changes towards
a more effective and accessible judiciary. With the objective of improving
ICT came the need for judges and court personnel to also gear-up in terms
of technological skills. Involving the judges during the design phases of the
pilot interventions would have among others, minimized misconceptions,
provided a venue to solicit inputs from the court personnel and judges and
in a way minimized resistance. The practice would have encouraged early
adoption and smoothen transition during the institutionalization phase of
project interventions.
SC PMO and JRSP Technology/Knowledge Transfer. The SC PMO at
appraisal was flagged to be at risk of effectively coordinating multiple
contributions from its development partners. As such, the JRSP provided
technical support to the SC PMO given its wider exposure with donor
related project implementation procedures. The JRSP has become a
venue and instrument for technical knowledge transfer. It is expected
therefore that unified PMO may minimize redundancies and/or overlap of
activities across ongoing projects of the SC, or for that matter all agencies
Project Title
IA
DP
Lessons Learned
14. Bago River Irrigation

System Rehabilitation
and Improvement Project
NIA
JICA
with a portfolio of projects. There should be effort however, towards the

sustainability/institutionalization of the technology transferred.
Procurement Process. The JRSP was twice extended due to procurement
delays. Despite the JRSP having its own Procurement Manual, the SC-PMO
still experienced in some of its contracts breach of the prescribed timelines
under RA9184. The contracts had to pass through a series of approval
levels within the SC (BAC, Legal Department, Chief Justice or En Banc). As
was prescribed under RA9183 for the government-wide procurement, so
should the SC prescribe internal guidelines for strict compliance to contain
delays.
Piloting Projects. Given the nature of the intervention, it is expected that
bottlenecks will be encountered. Case in point for the JRSP is the
establishment of Halls of Justice. The sites for the pilot HOJs were delayed
due to difficulties in site identification and feasibility analyses. There should
have been early identification and F/S activities of pilot areas such that
said activity should have been undertaken before loan effectiveness.
Scheduling and Strict Monitoring of Activities. During the JRSPs
reconfiguration/re-evaluation,
a
realistic
procurement-cumimplementation plan was developed by the Supreme Court. This is in
cognizance of the remaining 6 month implementation duration. During this
period the plan was strictly adhered to, maximizing the realization of target
outputs. At start-up the SC had undertaken the same vigilance with the
intention to minimize incidence of time and cost overrun. In particular, their
practice of managing critical path factors (WB Aide Memoire for the First
JRSP Supervision Mission: 16-20 February 2004). It should be noted however,
despite the efforts that there were factors beyond the control of the JRSP
that ultimately led to the downsizing of the project scope.
Substantial revision of design due to unforeseeable physical condition at
the time of original design (soil condition) [comment on this].Revision as a
result of the detailed design, unrealistic technical design, unrealistic
estimation of supply and demand.
Issues and concerns encountered during the implementation of the
project. Procurement delays of ICB contract and also with the issuance of
the Notice To Proceed. There were also delays in the mobilization and
actual start of the project.
Quarry materials issue: Sources backed out which caused changes in the
design of the canal. [discuss]
Leakage problems in the existing Bago River Siphon. Repair to stop the
Project Title
IA
DP
Lessons Learned
leakage and or reconstruction of siphon structure will be needed in near
future.
A delay of almost 2 years or 23 months. Limited quarry sources, additional
structures and facilities as per farmers requests, redesigning of canal
sections and structures and unfavourable weather conditions. Source: JICA
Format project Completion Report
Annex 5-G
Lessons Learned from Impact Evaluations and Other Evaluation Studies Conducted
Project Title
Impact Evaluations
WB
1. Philippines Conditional
Cash Transfer Program
2012
2. The KALAHI-CIDSS Impact

Evaluation: A Synthesis
Report
Lessons Learned
The program impacts observed include:

In education, the program is helping to keep younger
children in school.
In health, the program is meeting its objective of helping to
keep children healthy.
The program is also achieving its objectives by allowing
households to invest more in meeting the health and
education needs of their children.
The program has improved the effectiveness of other
government programs for the poor, as evidenced by the
increased reported coverage of Phil Health.
However, the study was unable to identify a program
impact on aggregate consumption/expenditures, even
though expenditures on education and health increased
and results from some areas suggest an increase in savings.
The challenges include:
To improve educational outcomes for older children,
additional measures such as expanding the age of
coverage of PantawidPamilya, increasing the period of
coverage per family from the current five years, increasing
the grant amount for older children, and parallel supply-side
interventions in the education sector should be explored.
Linkages and coordination with health service providers
need to be strengthened to ensure that beneficiary mothers
and children receive the services they require and to ensure
a continuum of care.
It is important to consider ways in which other social
programs that may have a long-term impact on the welfare
of the poor could take advantage of Pantawid Pamilyas
strong and effective social mobilization structure.
Further effort is needed to ensure that beneficiaries receive
the full grant amounts to which they are entitled.
The reasons for heterogeneity of program impacts across
geographical areas must be better identified and
understood
to
ensure
more
efficient
program
implementation.
The project team should explore ways to (a) support local
communities access to alternative and additional sources
of funding, and (b) differentiate barangay grants by
poverty levels.
Results from the evaluation also suggest that maintenance
arrangements for water projects might be inadequate.
The project team should carry out a thorough maintenance
review of various project types.

The study should also propose ways to improve
maintenance arrangements in the future.
The project team should compile and facilitate access to
data on the efficiency and effectiveness of different types
of sectoral investments.
The project team should carefully review the questionnaires
used in the evaluation to better capture relevant data on
outcomes and impacts.
If one wants to build an empirical basis to inform policy and
operational decisions, systems need to be put in place to
(a) allow DSWD to identify areas where more research is
needed; (b) carry out the studies in close collaboration
between the project team and researchers; and, most
importantly, (c) act upon research findings
Other Evaluations
ADB
3. Power Sector
Development Program
4. Development of Poor
Urban Communities
Sector Project
5. Pasig River Environmental

Management and
Rehabilitation Sector
Development Program
6. Agrarian Reform
While the design of a cluster program provides the benefit

of flexibility (i.e., deferring subprograms wherein the
program design cannot be fully defined at appraisal), care
must be taken to maximize the achievement of critical
objectives even if ongoing subprograms are canceled.
LGU-driven projects are important and strategic for
targeting the urban poor. LGUs could have played a crucial
role in provision of land, particularly land that the President
Philippines has proclaimed for social housing purposes.
HDMF lending needed to open up to LGU-initiated
socialized housing projects, even if they were for non-HDMF
members. To serve the urban poor, LGUs needed to
innovate and provide guarantee funds (guaranteed by the
IRA] or other forms of collateral) for HDMF lending
operations to the urban poor. In addition, implementation
of socialized housing projects needed to make use of MFI
collection practices.
Private developers needed to be given incentives to
allocate part of their housing projects to the urban poor.
The private sector modality could have worked out if
established in tandem with a take-out mechanism from
HDMF.
The difficulties and problems encountered in
implementation could have been reduced if a thorough risk
assessment and mitigation plan were done during program
formulation.
The responsibility of implementing the program was given to
the PRRC, a newly established agency with insufficient
management capacity and without established political
influence. The program could have been improved if
responsibility for implementation was delegated to
concerned agencies with expertise and proven track
record.
The use of a clear and sound DMF to direct project
implementation and coordination;
Communities Project
7. Metro Manila Air Quality

Improvement Sector
Development Program
AusAid
8. Provincial Road
Management Facility (
PRMF)/DILG/AusAID
JICA
9. Pampanga Delta
Development Project,
Flood Control
Component
10. Boracay Environmental

Infrastructure Project
The project has been effective in introducing administrative

reforms into the partner provinces and that the reforms has
improved the management of provincial roads,all the said
project gains in administrative reforms were only at the
technical and administrative level.
Had adequate preparation been made for land acquisition

and the process properly coordinated, project progress
could have been expedited and local opposition
transformed into approval. More specifically, had the
budget secured for the resettlement program at an earlier
stage and preparations of the resettlement site been timed
to coincide with eviction orders, these measures might have
helped to build consensus among affected residents and
have facilitated the eviction process. The lessons learned
from this project have been incorporated into the executing
agencys guidelines on land acquisition and involuntary
resettlement (2003 edition).
To avoid planning based on undervalued demand forecast,
it is necessary to frequently review until the decisions are
made for the planned values and specifications for
construction work, especially for infrastructure development
projects in which it is difficult to determine the potential
demand, such as the tourism development
In assistance for regional development projects in recipient
countries where the transition to decentralization is
occurring, it is advisable to ensure sufficient participation
from local governments and raising a sense of ownership
from the project planning stage so that it will improve
collaboration among agencies and business entities during
and after the project and utilization of facilities.
Based on the results of the beneficiary survey, the success of
income enhancement programs improved beneficiaries
11. Forestry Sector Project
Promoting stakeholder participation and ownership in the

project for greater probability of success;
Flexibility in specific investments to achieve intended
outputs;
Importance of detailed feasibility studies of enterprises and
agribusinesses to assure viability;
Use of external sources of LGUs other than their regular
allocations for equity on the subprojects;
Unsuitability of ARC cooperatives in target areas for LBP
lending due to pre-existing past due accounts or inability to
meet LBPs cooperative accreditation criteria.
A complex and overambitious program should not have
been designed. A simpler program designed in phases or
steps might have been more realistic and would have stood
a greater chance of achieving better results.
There was a mismatch between the programs expectations
from those of the executing agency and the implementing
agencies, and their capacity to deliver such expectations
12. Rehabilitation and

Maintenance of Bridges
along Arterial Road (I)
incomes and strengthened organizing capacities of POs.

This in turn led to a trend towards proper forest operation
and maintenance activities. It is hoped that income
enhancement components will be introduced into
reforestation projects. In order to implement a good income
enhancement project, it would be effective to use NGOs
that possess business expertise and have contacts with
private companies, and employ experts to support making
a plan and to assess it.
There were cases that products were fairly distributed and
money for work were properly compensated because a
prior agreement for distribution of products was not
prepared and peoples organization was not organized
after the implementation of agroforestry. It is hoped to
prepare a code of peoples organization with residents
before project implantation.
At the time of the appraisal, it was agreed with the
implementation system and implementation and
operational procedure for the project. At the stage of the
project implementation, more detailed guideline became
be necessary. The DENR, based on the results of the JBIC
Interim Monitoring Survey, established SUSIMO to support
POs, and in so doing the project was able to make progress.
It is hoped a system and procedures will be developed for
implementing projects in the form of guidelines or manuals
at the planning stage of reforestation project.
In the project, the cases were observed that it was led to
delay in schedule and increase in the project due to poor
performance of some NGOs which were entrusted SMP and
CO. On the other hand, some NGOs have contacts with the
private sector, possess business expertise, and have
experience of implementing income improvement
programs. It is hoped their strengths will be made sure of
when working with NGOs. Their role would include
collaboration with customers, negotiations on sales prices,
and quality control of products, for instance.
In Phase I of the project, the project cost was increased due
to considerable changes in design. It is advisable to
consider the ODA loan scheme for the project like this not to
specify the project targets so as to enable to adapt flexibly
for changes without specifying the targets in the project
implementation stage.
Moreover, contractors and consultants should combine
their efforts in confirming the appropriateness of
construction timing, taking wet and dry seasons into
consideration in order to keep damage from natural
disasters to a minimum. As was the case in Phase II, such
effort can shorten the work period and keep the effects
from natural disasters on project implementation to a
minimum.
Moreover, in this evaluation the EIRR was calculated
following the computation methods for project benefits
13. Nationwide Air

Navigation Facilities
Modernization Project
Phase III
14. Maritime Safety

Improvement Project
15. Philippine-Japan
Friendship Highway
Rehabilitation Project (I)
(II)
16. Special Economic Zones

Environment
Management Project
employed by the JICA feasibility study to keep consistency

with the time of appraisal. The sunk costs due to time
passage were not taken into consideration in the
assumptions used for calculating the EIRR in this evaluation.
Due to this and other factors, some bridges had excessively
high figures.
In particular, for the computation of cost and benefits used
as assumptions for further calculations, it is necessary to
perform a second validation of the Feasibility Study at the
time of appraisal.
After the detailed design was completed procurement and
commencement of construction work were planned.
However, progress was delayed from the preparatory stage
of construction work, as well as during the construction itself.
This fact resulted in a significant extension of the project
period.
At the same time, technology is advancing at a remarkable
pace in the field of the communication equipment and
facilities provided in the project. Consequently, delays in
construction lead to delays in the rollout of technology of
the equipment and facilities provided in the project. Such
delays have a direct impact on the effectiveness of the
project. To minimize this problem, it is necessary to include
an actual procurement plan in the detailed project design.
Shortages in the supply of electricity by the distribution
company, failures or defects of the diesel power generator,
a rise in operation and maintenance costs and human error
had been the problems in ensuring a stable power source
for the lighthouses and proper operation of the marine
navigational aids. This project was effective in solving these
problems in that it helped introduce photovoltaic power
generation as the power source for lighthouses and lighted
buoys.
Some important long-standing baseline information which
may be sourced from feasibility studies and the
implementation plan prepared by the DPWH are not
preserved, making it difficult to compare various aspects of
the planned and projected data like the budget, economic
indicators, and traffic volume. Although DPWH addresses
the issue of information management, such as archiving
past data, it requires further improvement.
Moreover, the Project Management Office (PMO) is
examining changing the project scope with a regional
office that is in charge of each road. PMO should also
thoroughly discuss with the regional office the financial
ramifications that may be caused by the change.
There are issues concerning data in the FS which are
different from that of the appraisal report, therefore it is
impossible to verify the base data and target index at the
planning stage. It is desired that modified information as a
result of the review during appraisal be recorded in the
appraisal documents.
17. Industrial and Support

Services Expansion
Program (Phase II) (ISSEP
II)
18. Metro Manila

Interchange Construction
Project (IV)
For agencies that are unfamiliar with ODA loans, the lending
agency should assist the borrower on the procedures
including procurement to avoid project delays.
As the timing of implementation for project components
which are necessary for the project effect has a big impact
on effectiveness, the executing agencies should always
formulate a realistic plan. (One of reasons for the limited
project benefits which affected effectiveness was that the
construction of the sewage pipeline network was not
included in the project scope.) In addition, JICA should also
scrutinize the schedule and project scope.
Despite the fact that the sub-loan interest rate was revised
several times because market interest rates declined
significantly during the project period, the situation
occurred in which the sub-loan interest rate was near or at
the same level as the market interest rate. For this reason, at
times the interest rate was lower on loans at market interest
rates than on loans using this projects funds once the PFIs
spread was added on. At such times, there was stagnation
of project loans extended through PFIs. DBP lowered the
wholesale interest rate as much as possible in order to
continue loaning using the wholesale method while
preserving DBPs own profit, but it was difficult for DBP to
cope with the large decline in market interest rates.
Consequently, it should be recognized that there is an
inherent structural risk that loans using the wholesale
method will stagnate in cases when the market interest
rates decline greatly.
More detailed engineering investigation and designs should
be undertaken in order to avoid any variations/change
orders and supplemental agreements during the
implementation, which quite often result in a delay of
implementation and cost overruns.
In order to minimize the delay of project implementation
due to land acquisition and resettlement, the executing
agency should organize a project coordination committee,
which may consist of DPWH, local government units, and
other stakeholders (private 17 and public) and establish a
coordination body to enhance dialogue and contact with
the neighbouring residents.
According to the implementation schedule shown in the
appraisal document, the period from the loan signing date
to the completion date of the three interchanges is planned
for two years and four months, and the construction period
is estimated at one year and four months. The planned
schedule seems to be underestimated. In planning the
implementation schedule, pragmatic scheduling, taking
into consideration the time needed for land acquisition,
tendering process, and more realistic construction period
should be made. The JBIC appraisal team should engage in
thorough discussions with the borrower at the appraisal
stage so that more realistic and pragmatic scheduling can
19. Fisheries Resource

Management Project
20. Metro Manila Strategic

Mass Rail Transit
Development (I), (II), (III)
be achieved.
In the LGUs which participated in this project, the coastal
resource management program has been integrated into
the development plan of each LGUs and project objectives
were somehow achieved. However, the readiness to
continue the program (sustainability of the project) differs
from LGU to LGU. From this experience, since continued
BFARs technical assistance (promotion, training and
monitoring) and administrative guidance is needed even
after the project completion, it is most important to select a
LGU who indicates ownership of the project and willingness
to continue the project even after the project completion
during a project preparation/processing stage.
Due to lengthy procurement process for
equipment/materials and consulting services, a few
subcomponents were not implemented. It is essential at the
project preparation stage: i) to provide training to staff of
relevant executing agencies on domestic/JICAs
procurement process and procedures; and ii) to prepare a
detailed procurement implementation plan and share this
information with all the relevant project executing agencies.
Since the selection of equipment (such as patrol boats) was
made without detailed consultation on operation manners
with the end-users at the operation stage, it was difficult to
properly maintain and operate some equipment. Later,
specifications for some equipment were downgraded to fit
into local conditions. At the appraisal stage, it is essential to
select the efficient model taking into consideration the
operation manner (usage) and sustainability of the
equipment in the local conditions.
The project for construction of a urban mass transit system
generally requires a huge initial capital investment. Since
the project could not be viable depending on only fare
revenue, it is considered that provision of capital investment
and subsidies from the 14 government is inevitable. At the
preparation and appraisal stages, detailed financial
analysis and financial planning (dissolution of an excess of
debt, planning of debt returning, strengthening of
management fundamentals) should be made and an
Action Plan for the government assistance should be
developed. During the project implementation, the action
plan needs to be strictly monitored so that the proposed
actions are implemented as planned.
Due to difficulties of obtaining spare parts, four trains are not
currently operational. At the project preparation stage, the
following should be investigated: availability of spare parts
locally; and how to obtain spare parts if locally unavailable.
When the equipment is purchased, spare parts needs to be
purchased at the same time and the required number and
items of spare parts should be included in the contract for
the purchase of equipment.
There are few riders in Betty Go and J.Ruiz stations. These
21. Third Elementary

Education Project (TEEP)
22. Domestic Shipping

Modernization Program II
23. Provincial Cities Water

Supply Project (Phases III,
IV, V)
stations entail costs during construction and additional O&M

costs. These could have been avoided if a more in-depth
travel demand analysis was conducted during the FS
preparation.
The project supported all concerned parties, such as the
central government (DepED staff), local governments
(division offices), school sites (principals and teachers) and
even communities (Barangai/PTCA), and made efforts to
improve the capacity of central and local organizations (as
well as individuals) at the school sites. Furthermore, such
support at various levels led to the enhancement of each
individual knowledge and capacity, and fostered their own
responsibilities and initiative to implement related activities.
In addition to support for school buildings and related
facilities, it is believed that soft support that included training
for teachers and staff has also led to high achievements. As
mentioned above, a holistic approach for support
implementation to multi-level targets with a good balance
between hard and soft components has brought substantial
results.
Although the qualitative effects of the areas and subprojects that were covered by the two-step loan were set at
the time of the appraisal, some of the developmental
projects, and the operation and effect indicators for subprojects were not set in advance. This was because at that
time, the use of operation and effect indicators was still not
institutionalized.
In the future, efforts to identify and set operation and effect
indicators in advance of sub-projects will be very important
in order for the loans to end-users to achieve their
objectives. The difficulty to set these indicators beforehand
for two-step loans became clear in this Program, especially
because sub-projects were identified only after the loan
had started. However, from the point of view of project
evaluation, setting indicators and their targets at the time of
the appraisal is very important.
There were periodical meetings attended by JICA (formerly
JBIC) and LWUA before and during implementation of the
Project to discuss countermeasures to cope with the causes
of delays in the Project implementation. However, in spite of
these discussions, all three phases of the Project were
significantly delayed, because the long decision making
process in LWUA contributed to a disruption in the execution
of the countermeasures. In addition, another possible cause
of delay during the planning stage of the Project was that
sufficient examination was not made of implementation
issues such as delayed acquisition of rights of way or the
ability of the Executing Agency to manage these issues.
Therefore, in implementation of future projects, it is
recommended that, in order to prepare much more
workable project plans, the organizational capacity of the
Executing Agency as well as the specific conditions
24. Tiwi and Makban

Geothermal Power Plant
Complex Rehabilitation
Project
25. Northern Negros

Geothermal Project
surrounding the implementation of the project are

thoroughly examined.
In relation to sustainability of geothermal energy, the
volume of steam decreases if recovery of hot underground
water does not catch up with the extraction of
hydrothermal from geothermal reservoir. Tiwi Geothermal
Power Plant already had difficulty in operating 6 units at
rated output when the project was planned. On top of
unfavorable geographical condition of being close to
seashore and prone to be affected by seawater, the plant
used to operate at rated output of 55MW6 units, that
caused to decrease steam volume year after year.
Currently, 2 units are completely closed. The steam volume
is hardly sufficient to operate 4 rehabilitated units at rated
output. It is important to be mindful about not losing the
balance of geothermal reservoir when planning the
development or rehabilitation project of geothermal power
plant like this.
A big factor that caused the long delay in the project
implementation is confusion persisted in the wake of steam
supply contract (25 years) expiration in 1996. For planning
an energy development project like this, it is important to
fully analyze risks and consider measures to control the risks
associated with stable supply of fuel source, indispensable
for smooth operation after completion of a project.
Deterioration of the existing facilities continued while the
project implementation was suspended, leading to increase
repair cost per unit and delayed effects from being
produced. Mixed with the reform of power sector,
introduction of privatization policy and other complex
political factors, the project implementation required
considerable time for review. However, the government of
a borrowing country should have committed more strongly
to expedite the project and achieve the target of stable
power supply. To avoid substantial delay in
implementation of project like this, strong commitment of a
borrowing country and effective measures of the
government of a lending country and JICA are desired if
any change to external conditions possibly seriously
affecting the project is confirmed in times of progress status
monitoring.
In the Philippines, where geothermal resources abundantly
exist, geothermal power is a promising renewable energy
source. In addition, geothermal power is more desirable
than other power sources in terms of CO2 emission. The
effectiveness of the project was low. However, this result
needs to be reviewed with the recovery of steam amount in
future and does not mean that the relevancy of
geothermal power generation in the Philippines is
undermined. The development risk, as a unique risk of
geothermal power generation, severely affects project
effectiveness. This risk became an issue for this project also.
26. Rural Road Network

Development Project (II)
27. Arterial Road Links

Development Project
(Phase IV)
28. Lower Agusan

Development Project
For this Project, the executing agency conducted a

feasibility study. The development risk was tried to be
reduced by conducting the Special Assistance for Project
Formation study but it could not be completely avoided.
The tightness in the electricity demand and supply and
additional cost needs to be taken into consideration.
Nevertheless, it is desirable that measures to reduce
development risk are examined at appraisal.
One of the reasons why the construction period was
extended is the frequent changes of scope due to various
finding at the time of Detailed Design (D/D). With regard to
this issue, it is not appropriate to stick to the original scope
and proceed in order to avoid a prolonged construction
period. However, when a long time has elapsed after
conducting the F/S, geological conditions may change
significantly owing to typhoons, for example. Accordingly,
substantial modifications in terms of repair methods,
construction period and cost may become inevitable. Such
a situation may affect the project in the form of extended
project period and fund shortages and also project
evaluation.
Therefore, it is worth considering a review of F/S before D/D
and making the necessary amendment to the basic
elements of the project plan, when considerable time has
elapsed after F/S and the geological condition has
changed significantly.
In this project lengthening of the land acquisition was a
major cause of construction delay. This means that not only
the following project phase of construction was delayed
but also construction process itself was affected by the
simultaneously undertaken land acquisition. In this case it
was time consuming because the population density was
high at the project site. From now on they should allow
enough time for the land acquisition in such a highly
populated area and should complete land acquisition
before the beginning of construction.
The O&M responsibilities of the flood control facilities
remained unclear despite the agreement between the
DPWH and Butuan City, which resulted in inappropriate
budget allocations and insufficient O&M. When the facilities
and O&M responsibilities are to be transferred to local
government after the completion of projects, JICA should
include in its project design a system where the transfer
processes of documents, ownership, the necessary O&M
equipment and know-how will be completed during the
project period or monitor the processes as a follow-up
measure. More binding instruments or documents to ensure
continuous commitment by the local governments will also
be required.
The effect and impact of the irrigation component was
significantly reduced due to the conversion of the FUSA to
other purposes. For irrigation projects in urban areas or areas

Mitigation Project - Phase
II
30. Philippine-Japan
Friendship Highway
(Mindanao Section)
Rehabilitation Project,
Phase I and II
where further development is anticipated, and when there

is a long lag time between FS preparation and
commencement of implementation, the target area should
be critically reviewed and determined with the
participation of the recipient local governments, referring to
their land use development plan and policies. In the project
plan, it was assumed that 100% of the FUSA would be
irrigated and planted in three years after completion, but
this was unrealistic. Risks and other factors leading to the
inability to actually irrigate 100% of the FUSA, such as
conversion of the FUSA to other purposes and the existence
of absentee landowners as experienced in this project,
should be considered and practical plan and targets should
be set and appraised.
It turned out that the operation/maintenance budget for
the facilities of the project was not secured constantly. One
of the reasons why operation/maintenance budget is
properly secured at this moment is that plans for budget
amount and shares to be paid by relevant authorities were
not specified and formulated beforehand. When JICA
extend cooperation concerning infrastructure facility
development like this project in the future, it is 51 desirable
to do the following; first, to formulate a cost plan for an
operation/maintenance and its sharing scheme for about 5
to 10 years after completion at the time of appraisal;
second, to review budget forecasts in accordance to the
changes at detailed designing and implementation phases;
and third, to make sure that JICA and the implementation
agency reconfirm the plans for maintenance and operation
together with specific budget measures and shares of
responsibilities at the time of the project completion.
In this project, several problems could have been avoided if
DEOs of the DPWH and LGUs were more actively involved
from the design stage. Therefore, in similar projects, full
consultation with DPWH DEOs and LGUs from the planning
to implementation stages is recommended. Such
consultation will enable a project to obtain detailed
information on the roads and the environment in the regions
and reflect it in the project design. Further, additional
requirements on the project scope from LGUs and the
resulting cost increase and schedule extension could be
reduced. DPWH DEOs may also be able to assist in project
monitoring during project implementation to complement
the PMO and the consultants. Any future project should also
include the necessary costs to cover reproduction expenses
of design documents, As-Built Plans and other turn-over
documents for distribution to DEOs.
The project was delayed significantly from the original plan.
The most significant cause of the delay was the poor
capacity of the contractors that led to the suspension of
civil works. A strict Pre-Qualification (PQ) process is required
to appraise the capacity of bidding contractors, in
31. Southern Mindanao

Integrated Coastal Zone
Management Project
32. Selected Airports

(Trunkline) Development
Project (I) & (II)
33. Mindanao Container

Terminal Project
particular their financial capacity.

The components of forestry, agro-forestry, and LAP were
implemented even in the communities in less accessible
remote areas, and the STFs were constructed and operated
even in the municipalities in the area of unstable security
situations, such as Sarangani coast. Nevertheless, these
projects have been effectively managed and have
contributed to economic and social improvements of the
communities. Therefore, it is highly possible and meaningful
to consider executing this type of projects even in places
like Central and Western Mindanao, where the security
situations cannot allow to implement projects easily, with
certain level of stability and strong communities will.
The Scope changes from STP to STFs as well as the delay of
the turnover of STF to the municipality of Glan are derived
from the local political movement. Therefore, in order to
avoid having situations where local politics hinder effective
implementation and appropriate management of projects,
it is necessary to obtain adequate consensus towards the
projects, to carry out suitable stakeholder analysis prior to
the implementation, and to perform project planning based
on the result of the above analysis.
It was originally planned that CENECO, a private local
power supply company, would build a substation for new
Bacolod airport, which though was not built during the
project construction period. Therefore, the airport has the
problem of power voltage instability. It was confirmed at the
evaluation survey in September 2010 that CENECO is
building the substation near the airport, which should solve
the problem of power voltage instability in the near future.
The issue of power supply, including contracts with power
suppliers, should be well planned at the project planning
stage for similar projects in the future, as it is vital for
operation of facilities and equipment.
Construction of new Bacolod airport was temporarily
suspended as there was an explosion near the power
generating facility caused by an anti-government group.
Adequate measures should be taken for similar projects in
the future in order to prevent trespassers to enter the
construction site.
Outsourcing Operation and Maintenance Work
The Philippine government originally had the policy of
outsourcing operation and maintenance on ports to private
sectors, which is shown in MTPDP 1999-2004. Based on the
policy, PIA, the executing agency, outsourced operation
and maintenance work to an outside operator from the
beginning since the agency does not have adequate
expertise in port operation. However, because the
procurement process took a long time, outsourcing was
started four years after the completion of the container
terminal construction, and the indicators that were
established at the planning stage. Therefore the project did
34. Cordillera Road

Improvement Project
35. Agrarian Reform

Infrastructure Support
Project (Phase 2)
36. Metro Manila Flood

Control Project West of
Mangahan Floodway
not achieve its original target of the indicators set at the

planning stage, although the marketing abilities and
networks of the commissioned company resulted in
increasing demand for the terminal. It is also expected that
handling of highly-profitable international cargoes will
steadily increase. This may lead to the improvement in
financial strengths required for the future sustainable
development. Therefore, for the relatively-profitable
business, outsourcing of particular functions such as
operation and maintenance to outside entities and actively
utilizing their abilities to support the executing agencies is
practical and quite valuable for improving the effects of
business.
Importance of Activities to Find Talented outside Operator
Because no qualified contractor participated in the first and
second biddings, and bidding had to be conducted three
times, the process of selecting resourceful operators for this
project took plenty of time. This has resulted in the reduced
effects and delay of the project. This is partly due to
insufficient ability of the executing agency to set
appropriate bidding conditions and actively transmit
information to many relevant companies during the course
of the bidding process. They did not have enough
experiences with international cargo movement
(exports/imports) or knowledge about port operation
companies that meet world-class standards. Therefore,
when outsourcing the operation/maintenance operations in
the future for improving effectiveness, an executing agency
should conduct study about related industry and
companies and set appropriate 74 bidding conditions, well
in advance to conducting the bidding session.
In the process of interviews conducted in this survey, it was
confirmed that budget allocation was conducted uniformly
on a nationwide basis in accordance with government rules
calling for assignment of personnel at a rate of one worker
per a certain length. Since road conditions and terrain vary
by locale, it would be desirable to apply a more flexible rule
in accordance with local conditions, allowing more staff
allocated in the mountainous area or the area with
frequent landslide.
The IA conducted the O&M of the irrigation and drainage
facilities developed in the project. Neither DAR nor NIA is
monitoring activities of the IAs in the project areas from a
technical viewpoint after the project completion. DAR and
LGUs, with the technical cooperation of NIA, shall not only
provide continuous technical assistance but also monitor
the IAs of which organizational maturity is low when similar
projects are implemented, since there are some cases
where these facilities are not working effectively.
Land acquisition and resettlement
When any executing agency of a project requires
consensus-building related to land acquisition and
37. Upgrading Human

Resources Development
Project for Air Navigation
Systems Specialist and at
the Civil Aviation Training
Center
38. Second Magsaysay

Bridge and Butuan City
Bypass Road Project
NZAP
39. Participatory Review of
resettlement, appropriate explanation to concerned

community members and organization of public hearings at
an early stage of project implementation are relevant. It is
important to involve academia/expert such as local
university, and is essential to invite a large number of
beneficiaries to public hearings for information sharing. In
the project, the DPWH requested that the University of the
Philippines conduct a study to understand better the needs
of the communities in the project area. Because of the
study, part of the scope of the civil works was modified. This
is a good example of the executing agency giving high
importance to social consolidations in the project area.
Establishing an appropriate O&M structure at the time of
project completion is very important. It is especially critical
to plan and establish a new and sustainable O&M structure
by careful analysis of consequences when an executive
agency of project goes through organizational reform
during project implementation.
Conducting O&M activities of facilities developed under
project(s) more effectively, not only the LGU whose
technical and financial capacities are not stable, but the
central government of the Philippines shall also take part
when necessary.
Adequate indicators shall be set when a project in the field
of flood control is formulated in the future. Necessary data
according to the indicators set shall be monitored and
recorded regularly.
Based on the Plan, the project should have produced
around 370 graduates but actual number only reached 345
graduates. These can be attributed the following:
Not enough ANCC personnel to undergo the training due to
facility work schedule.
Number of JICA-CATC Counterpart Instuctor lessened by
two, caused delay in the training program.
Limited number of ILS, Radar Facilities, therefore the only less
ANSS will be trained
Problem: Training equipment at CATC is somewhat different
from the actual equipment in the facilities. Training
equipment should match the one used in trainings.
It is necessary for the training to be continuous, evolving
and revisions of ANSS regulation should take place.
Preparation time was not properly utilized in the early part,
which led to delay in the implementation of the project.
Delay in construction due to weather conditions, use of
imported construction materials which are delivered to the
Port of Manila, delayed payment and billings
Contractor had initial difficulty of hiring qualified local staff
Will decongest traffic in Butuan City and drive economic
growth in the region. It will also benefit farmers who transfer
their farm products.
Contributing Factors:
the Local Government

Unit Management
Training Project
Good leadership of the Project Director;

Active participation of the Project Steering Committee;
Responsive project management policies, systems and
delivery protocols, including sound financial management;
Thorough monitoring of project activities and output quality;
Support and commitment of agency heads and local chief
executives;
Sustained participation of local service providers and Local
Government Unit staff;
High absorptive capacity of Unit staff for project
development work;
Strong secretariat support to the Local Service Provider
Network; and
Effective risk mitigation and management.
Hindering Factors:
Network Development initial resistance of some institutions
to join the network; large network membership prolonging
consensus and trust building process; weak capacities of
Local Service Provider members, particularly the NGOs;
inadequate time and resources devoted to Network
organisational activities
Training too compressed training duration; inappropriate
training participants for some Local Government Units; low
project/program
development
and
management
competence of some assigned coaches; limited data
availability; limited access of Local Government Units to
information and communication technologies
Project Management limited availability of the Philippines
National Economic and Development Authority Technical
Assistance Team in project activities due to competing
office workload; and inadequate project management
staff complement leading to an overloaded Project
Implementation Unit.
USAID
40. External Evaluation of
Tuberculosis Portfolio
(2006-2011)
Note: USAIDs Tuberculosis
Portfolio currently supports
Linking Initiatives and
Networking to Control
Tuberculosis (TB LINC)/DOH
Strengthening Local
Governance for Health
(HealthGov)
Health Policy Development
Need to balance public private mix (PPM) initiatives with

initiatives that destigmatize public services and increase
awareness about the availability of free/ discounted
services
Innovative approaches are effective (when properly
managed/supervised) in filling human resource gaps
Forward planning is important when introducing new TB
services
The need to balance resource-intensive new technologies
for TB case detection with low-cost ones
The importance of considering the usability/ value of
indicators at the local level when planning monitoring and
evaluation (M&E) systems for TB projects
The value lost when projects are implemented
independently, rather than as part of the strategic whole
Effective approaches to advocating for sustainable
increases in funding for health, including TB, at local levels.
Program (HPDP)/ DOH

Health Promotion and
Communication
(HealthPRO)/ DOH
Sustainable Health
Improvement through
Empowerment and Local
Development (SHIELD)/ Helen
Keller International, Inc.
Strengthening
Pharmaceutical Systems
(SPS)/ Management Sciences
for Health (MSH)
United States Pharmacopeia
Promoting the Quality of
Medicine (USP PQM)/ Food
and Drug Administration
(FDA) and DOH- National
Center for Disease Prevention
and Control (NCDPC)
41. Performance Evaluation
of Growth with Equity in
Mindanao III (GEM-3)
Program
Component 1: Infrastructure Development

Good Practices
Concentration of BIPs over RIPs is a good choice in conflictaffected areas given the greater visibility of BIPs in local
areas compared to a few large projects
Bad Practices
Removal of pre-selection of contractors two (2) years ago in
its contractor selection and vetting process
Relationship of Scale and Scope of Infrastructure to
Program Targets and Objectives
Impact of the following subprojects stand out: (a) RIPs; (b)
BIPs with large number of beneficiaries; (c) BIPs focused on
post-harvest facilities
Component 2: Workforce Preparation
The Parent-Teacher Associations (PTA) had low probability
of EMPG at different levels of operation
Most schools visited were maladapted to ensuring clean
environment and regulated temperatures for the long-term
use equipment for IT education
Participants under the JEEP have difficulty raising the
required capital outlay and resources to continue JEEP.
Private institutions had higher chances of sustainability
Component 3: Governance Improvement
Lack of personnel as well as the necessary skills necessary to
implement revised tax collection strategies continue to be a
hindrance for REAPs sustainability.
Component 4: Business Growth

The program was overly broad but capable of acting
opportunistically to new business opportunities
The cluster approach (greater focus on clustered activities is
an effective way of maximizing resources and fostering unity
among those with similar interests.
42. Performance Evaluation

of the Family Planning
(FP) and Maternal and
Child Health (MCH)
Portfolio
Note: USAIDs FP and MCH
portfolio currently supports
Strengthening Local
Governance in Health
(HealthGOV)/ Research
Triangle Institutes (RTI)
Sustainable Health
Improvement and
Empowerment through Local
Development (SHIELD)/ Helen
Keller International (HKI)
Private Sector Mobilization for
Family Health (PRISM2)/
Chemonics International
Health Promotion and
Communication
(HealthPRO)/ University
Research Co. (URC)
Health Policy Development
Project (HPDP)/ UP Econ
Foundation
43. Evaluation of the
Economic Impact of
Component 5: Former Combatant Reintegration (FCR)

Beneficiaries have useful suggestions to improve/ adapt
assistance such as the following: (a) conduct of a more
thorough needs assessments; (b) direct consultation with
the targeted community; (c) providing more frequent
monitoring and technical follow-up; and (d) the range of
support activities be increased and targeted at the
communal
Good Practices
Enhancing community involvement through formation of
Community Health Action Teams (CHATs) which trained
volunteers to provide basic FP and MCH information to the
communities
Allowing midwives to provide life-saving practices and drugs
in the ARMM, e.g., active management of the third stage of
labor and oxytocin without a physicians supervision
Introduction of postpartum Intrauterine devices (IUDs)
Accreditation of facilities by PhilHealth and enrollment of
PhilHealth beneficiaries in the
public and private sectors.
Factors Contributing to the Improvement of FP and MCH
Indicators
Appropriate integration of services, such as FP with
maternity care, helps to address a wider range of health
needs of the clients and increases efficiency of the
programs.
Accreditation of facilities by PhilHealth for the maternity
care package (MCP) and enrollment of PhilHealth
beneficiaries is a sustainable financing mechanism to
improve FP and MCH services, and is supported by national
policies
Presence of a local champion and a good manager and
leader can motivate other stakeholders, influence the
adoption of desirable practices, and facilitate the
mobilization of national and local resources.
Political support at the national level ensures that FP and
MCH will have a prominent place on the national agenda,
and that adequate financial resources are allocated.
A match between supply and demand of services is
important.
FMR type of projects were highly valued by rural residents
and thus in great demand.
High benefit-cost ratios generated from road subprojects
Building more RIPs makes greater economic sense than

building more BIPs.
Building infrastructure in a barangay resulted in reductions in
violence in that barangay.
Building infrastructure in the ARMM or other high-conflict
areas of Mindanao returns the same benefit-cost-ratios as
infrastructure constructed in areas of moderate conflict.
UNDP
44. Sustainable Development
Strategy for the Seas of
East Asia (PEMSEA),
Terminal Evaluation
45. Samar Island Biodiversity
Project (SIBP), Philippines
The simultaneous focus on a top down and bottom up

approach has been conducive to effective stakeholder
involvement in PEMSEA supported activities at international,
regional, national, provincial and local levels.
Establishment and management of an island-wide PA

system, as in the case of SINP, is difficult.
The objective of passing legislation for the formal
establishment of the SINP turned out to be an overly
ambitious target.
The importance of effectively engaging and mobilizing the
local communities, LGUs, and civil society in Project
activities cannot be overemphasized.
PMO should be provided with more independence and
authority in decision-making
The high-level representation among members of the PSC
caused problems
There are start-up and learning costs associated with firsttime joint programme implementation, in terms of a lag time
between the approval of the joint programme document
and the actual implementation of programme activities,
and also a lag time between the occurrence and
identification of problems with the actual problem-solving.
In a three-year time frame, these costs could be significant
and should be factored in the joint programme plan. At the
same time, there are learning and ownership benefits from
the processes, although these benefits may or may not
accrue with the costs.
The quality of the Results Framework in a JP is important
because it eventually serves as reference in implementation
planning (i.e. in terms of activity and output sequencing), in
testing the relevance of the intervention (i.e. in determining
how the design corresponds to the needs and problems
identified in the programme document), and in formulating
the M&E System. Quality assurance of the Results Framework
prior to the approval of programme proposals is therefore a
crucial activity among donors. Review and possible revision
of the Results Framework prior to actual implementation
(usually as a result of an inception process) is also a critical
activity among programme implementers.
Being a crucial activity, the guidelines for the inception of
the JP should be included in the implementation guidelines
set by the MDG-F.
Being a crucial activity, the guidelines for the inception of
46. Strengthening the

Philippines Institutional
Capacity to Adapt to
Climate Change (MDG-F
1656)
47. GPH-UNDP Conflict

Prevention and PeaceBuilding Programme
(CPPB)
the JP should be included in the implementation guidelines

set by the MDG-F
In view of the importance of M&E in the measurement and
reporting of development results, the operational plan for
the development and implementation of the M&E System
for the JP should be clearly spelled out in the programme
proposal and in the signed joint programme document.
There could be trade-offs between the efficiency of the JP
and its adherence to the other norms in the Delivering As
One Concept, and in the other principles and commitments
embodied in the Paris Declaration on Aid Effectiveness and
the Accra Agenda for Action, specifically on the element of
national ownership.
There are limitations in the problem-solving capacities of the
PMC and NSC, in consideration of a parallel need to
respect the internal decision-making processes of the
participating agencies and their institutional mandates. This
factor contributes to the lag time in decision-making in a JP.
In the case of MDG-F 1656, the task of joint programme
management involved more coordination (among
agencies) and facilitation (of agency implementation) than
actual staff execution. At the same time, technical
programme planning and operations management skills are
needed to deliver the committed outputs and outcomes
within the time frame.
A Catch-Up Plan may work in meeting the deadline for
programme implementation, but it may not leave enough
time for the natural gestation and measurement of the
development results.
The combined commitment rate system is a good practice
in a JP because it encourages the participating agencies to
work at a common pace of implementation. It also serves
as a tool for joint accountability
The conduct of trainings on conflict sensitivity and peace
management in CPPB areas improved awareness and
promoted people empowerment. These also motivated
communities and different sectors of society to participate
in peace-building activities.
Acceptability/ Credibility of the RPs helped change
behaviors and perspectives that translated into actions like
the FCs in San Jose, Tarlac, Tubo, Abra and Leon, Iloilo who
organized/ established their own livelihood programs
registered with and assisted by government agencies and
some of them are now active barangay kagawads. These
are important CPPB contributions towards institutionalizing
local structures and venues for conflict prevention and
peace-building.
Educating LGUs in mentoring them towards implementation
of conflict-sensitive projects paved the way to making
peace and conflict issues as a key agenda in local
governance
The implementation of CPPB projects that focused on
48. Action for Conflict

Transformation (ACT) for
Peace Programme
49. Philippines Efficient

Lighting Market
Transformation Project
(PELMATP)
resource management issues also contributed to resolving

differences and/ or root causes of conflict.
Providing livelihood projects that improved the quality of life
of the partner communities has been highly appreciated.
They felt that the government was finally addressing their
needs and concerns. To some, the acquired knowledge
and training inspired them to encourage others to
participate in OPAPP projects, to make a difference in their
community.
Maximizing the role of schools (the pilot School of Peace in
Sorsogon), improved conflict management even amongst
schoolchildren, and their parents
Engaging the youths and the IPs widened the constituency
of the peace network
The Peace and Development Community (PDC) concept
and approach remained the most vital contribution of the
Programme to peacebuilding and conflict transformation.
The abilities to negotiate and manage their own peaceful
environments, mobilize resources to support their peace
and development plans, and share their peacebuilding skills
with neighboring communities are vital capacities that will
enable communities to transition from unstable to more
stable conditions.
The transformation of former combatants needs to be
systematically pursued. PDCs and its effects on
strengthening social cohesion can systematize the
transformation of conflict actors, particularly in the context
of the implementation of peace agreements.
The sustainability of the transformation of conflict-affected
communities towards peace and development hinges on a
truly enabling environment which is primarily characterized
by support and commitment of local government units and
government agencies primarily, and of the donor
community to a certain extent.
Genuine transformation takes time and rigor and requires
sustained commitment from all stakeholders.
LGUs are the natural frontline institutions that would take
over providing some aspects of the support that the ACT for
Peace used to provide to the conflict-affected
communities.
The complex and precarious conflict situation in Mindanao
necessitates multi-dimensional programmatic interventions
to bring about the desired changes.
EEL technology is evolving very fast. In this context it is not
possible to expect the achievements of a project like
PELMATP will permit the country to be in the front of the
market for a long time. In this sense it is fundamental for
interventions like this one to create financial mechanism to
allow independent development of standards by the
country government as well as testing equipment
procurement in order to break the development aid
dependence.
The responsible need to be constantly in contact with the

market to be sure the project is always promoting the
cutting edge technologies.
Annex 5-H

Project Results Based on Results Matrices (RM) of the Philippine Development Plan (PDP) 2011-2016
(as of December 2012)
PDP RM Chapter/Sector
PDP RM Indicators
Outcome
Relevant to Project
Chapter 2: Macroeconomic Policy
Intermediate Outcome:
Sustainable fiscal sector
achieved
IA
Project Title
Project Results as of December 2012
Location
reduced fiscal
deficit-to-GDP ratio
BIR
NPSTAR
Accounts Receivable handled increased by 26 percent from

PhP145.25 B in CY 2011 to PhP182.94 B in CY 2012
Nationwide
tax revenue-to-GDP
ratio improved
BIR
NPSTAR
Percentage of Accounts Receivable settled to Accounts

Receivable handled increased by 49 percent
Nationwide
DTI
RuMEPP
Cumulative new jobs generated through the projects are

58,960 (14% increase from 2011, or 17% above the 50,000
target).
Cordillera Admiistrative
Region (CAR), Bicol
Region, Eastern Visayas
Region,
SOCCSKSARGEN
Region, Caraga Region
DTI
NICCEP
81,654 jobs generated in key industries
DTI
RuMEPP
Increased access of MEs to better financial services with

Cordillera Admiistrative
about 71 MFIs now lending to 47,539 ME borrowers in RuMEPP
Region (CAR), Bicol
program areas.
Region, Eastern Visayas
Region,
SOCCSKSARGEN
Region, Caraga Region
NICCEP
PhP4,295.62 million in investments generated
All regions
NICCEP
US$ 2,847.74 million in exports generated
All regions
Chapter 3: Competitive Industry and Services Sector

Sector Outcome: Industry
Employment
and Services sectors made generated from
globally competitive and industry and services
innovative.
increased
Improve Productivity and
Efficiency
MSME Gross Value

Added (GVA)
increased
Total approved
DTI
investments
Merchandise exports
DTI
increased
Chapter 4: Competitive and Sustainable Agriculture and Fisheries Sector
Societal Goal: Inclusive
Poverty incidence
DA
growth and poverty
by population
reduction
reduced
Sector Outcome: Incomes

in agriculture and fishery
sector increased.
Productivity and
production increased.
All regions
InfRES
Poverty incidence was reduced by 24.4 percent.
53 LGUs in 9 InfRES
regions
Average income of
families in A/F sector
increased
DA
InfRES
Average annual rural household income increased by 48.5

percent, or an additional income of PhP36,307. The net onfarm income share increased by 59.6 percent, or an
additional income of PhP14,296.
53 LGUs in 9 InfRES
regions
Yield of rice
increased
DA
InfRES
The average rice yield in the three CIS sub-projects of 5.58

MT/ha is 60 percent higher than the Bureau of Agriculture
Statistics 2009 average yield of 3.49 MT/ha.
53 LGUs in 9 InfRES
regions
Level of post-harvest
losses in rice
production reduced
DA
InfRES
Haulage cost, in real terms, dropped by 89 percent from

PhP10,471 to PhP1,117.
53 LGUs in 9 InfRES
regions
DA
InfRES
The number of farm parcels tilled/cultivated increased by

15.46 percent (or 220 additional parcels from 1,423 to 1,643).
53 LGUs in 9 InfRES
regions
Chapter 5: Accelerating Infrastructure Development

Sector Outcome: Access to
social goods and services
improved
Quality, adequacy and
accessibility of
infrastructure facilities and
services enhanced
Water Supply:
Increase the
proportion of
population with
access to potable
water supply
Power Supply:
Increase
percentage of
households
provided with
electric power
supply
Energy Efficiency
and Conservation:
Increased savings
from electricity and
fuel consumption
from 2,652 KTOE to
2,654 KTOE in 2016
Sanitation, Sewerage
and Septage:
Increase
percentage of
households in HighlyUrbanized Cities
connected to
Sanitation, Sewerage
and Septage:
Increase
percentage of
households covered
by septage
Land
Transport:
Increased
percentage of
paved road length
9,006 households provided water service connections

DBP
EDP
6,463 m3/day volume of water supply provided

Increase percentage of households provided with electric
power supply from ___ to X _____
DBP
RPP
Bohol, Romblon,
Palawan, Oriental
Mindoro
12.2% increase in 2012 compared to 2011

42,552 total additional households
DOE
PEEP
LBP
MTSP
LBP
MTSP
DPWH
all DPWH projects
The project contributed 78.22 KTOE per annum.
Biochemical oxygen demand (BOD) removed by sewage

and septage treatment plants (cumulative tons/year) was
reported at 1,415.
The number of water connections in MWCI service area with
sewage treatment service (cumulative number by end of
the year) was reported at 77,137.
Volume of sewage treated before disposal 11,499.
Number of septic tanks desludged in MWCI service area
847,343 m3.
Length of paved road is 368.32 km
No. of Beneficiaries
Nationwide
A total of 36,420
families, or 182,100
individuals now live
above the poverty
threshold and deemed
non-poor.
Outcome
PDP RM Indicators
Relevant to Project
IA
Land Transport:
Increased
percentage of
length of permanent
bridges along
national arterial
roads
DPWH
all DPWH projects
SC
JRSP
SC
JRSP
Project Title
Location
Length of permanent bridges along national arterial roads is

1,521.28 lm out of 345,978 lm
Chapter 7: Good Governance

Sector Outcome: Effective
and transparent
governance practiced
Subsector Outcome:
People's trust in
government rebuilt
Sector Outcome:
Enhanced Access to
Justice
User satisfaction and confidence in Higher Courts is 13

percent in CY 2012.
At least 10 percent reduction in case processing times in

higher courts from the 2003 baseline
SC: 1.9 years (26% increase)
CA: 2.24 yrs (36% increase)
CA: 2.32 yrs (79% increase)
Case backglogs in Pilot Model Courts was reduced by at
least 10 percentage points compared to the 2004 baseline.
2012 data from the CMO, OCA:
Lapu-lapu City: 65% (27 percent decrease)
Angeles City 37% (1 percent increase)
Manila City: 19% (36 percent decrease)
All lower courts: 48% (5 percent decrease)
SC
JRSP
DOH
HSDP
Percentage of families enrolled in NHIP is at 49 percent.
National Health
Insurance Program
enrolment rate
increased
DOH
HSDP
Percentage of all indigent families enrolled in NHIP is 100

percent.
TB case detection
rate increased
TB cure rate
increased
DOH
Case detection rate in USG-assisted areas is 73 percent
Contraceptive
Prevalence Rate (all
methods) increased
DOH
USAID
SOAG
USAID
SOAG
USAID
SOAG
Contraceptive
methods) increased
DOH
2WHSMP
Contraceptive
methods) increased
DOH
JPMNH
An additional 25,758 individuals are now practicing modern

family planning methods
Subsector outcome: Acess Increase in number

to quality social protection of poor households
improved
covered by
conditional cash
transfer from 1
million in CY 2010 to
4.2 million in CY 2016
DSWD
SPSP
Provision of Pantawid Pamilya grants to 471,759 households
Chapter 8. Social Development

Sector Outcome: Human
National Health
Development Status
Insurance Program
improved
enrolment rate
increased
Subsector Outcome:
Access to quality health
and nutrition services
improved
DOH
Cure rate in USG-assisted sites is 86 percent

Contraceptive Prevalence Rate for modern methods is 37
percent
Contraceptive Prevalence Rate increased: Sorsogon - 30

percent; Surigao del Sur 48 percent; Albay - 31 percent;
Catanduanes - 46 percent; Masbate - 29 percent
Subsector Outcome:
Net enrolment rate
DepEd
Net enrolment rate for elementary is 91 percent.
Improved access to quality
in elementary
education, training and
increased (%)
culture
Net enrolment rate
DepEd
Net enrolment rate for secondary is 62 percent.
in secondary
increased (%)
Completion rate in
DepEd
Completion rate in elementary is 71 percent.
elementary
increased (%)
Completion rate in
DepEd
Completion rate in secondary is 74 percent.
secondary
increased (%)
Achievement rate in
DepEd
Achievement rate in elementary is 67 percent.
elementary
increased (%)
Achievement rate in
DepEd
Achievement rate in secondary is 49 percent.
secondary
increased (%)
Chapter 10 Conservation, Protection, and Rehabilitation of Environment and Natural Resources
Sector Outcome : Natural
resources conserved,
protected and
rehabilitated
Nationwide
Nationwide
USG sites
USG sites
Sorsogon
Surigao del Sur
Albay
Catanduanes
Masbate
471,759 households
* Project results of all

DepEd projects: both
ODA and locallyfunded.
PDP RM Indicators
Outcome
Relevant to Project
Subsector outcome: Forests Proportion of land
and watersheds
area covered by
sustainably managed
forest increased
IA
Project Title
DENR
CBFMMP
DENR
NPS-ENRMP
30 percent of degraded forest in GEF supported sites

rehabilitated with native species representing the biogeographic region as clarified in the WMP (64,000 ha)
2 Municipalities in
involving about 120
Region 4A; 8
Peoples Organizations
Municipalities in Region (POs)
5; 7
DENR
NPS-ENRMP
Rehabilitation activities completed in 4,665.61 ha. (DENR led

= 1,265.61, LGU led = 3,400) (7.3% accomplished)
Municipalities in Region
6; & 8 Municipalities in
Region 12
DENR
NPS-ENRMP
At least 30 percent of degraded forest lands in nonconvergence watershed rehabilitated with native species
by the end of the project.
DENR
NPS-ENRMP
A total of 316,247 ha. has been rehabilitated through the

NGP against the target of the DENR (NGP rehabilitation of
300,000 ha. for 2011-2012). (100% completed)
DENR
ICRMP
1,928 hectares or 21 percent of the overall 9,000 hectares

target of forests, mangroves, rattan enrichment and
agroforestry areas established and managed by LGUs, POs,
and or households was reforested and rehabilitated
A total of 4,476 hectares have been contracted (100% of

target) for the rehabilitation and reforestation of mangrove
areas. Of these, 2,610 hectares have already been planted
(60% of target).
Location
Rehabilitation activities
have been undertaken
in all regions in the
Philippine except
ARMM. Rehabilitation
activities involved
715,552 planters in 2011
and 314,888 planters in
2012
Project sites in seven
provinces (Cagayan,
Zambales, Romblon,
Masbate, Cebu, Siquijor
and Davao Oriental)
A total of 10,712 hectares have been contracted (100% of

target) for the rehabilitation and reforestation of watershed
areas. Of these, 7,427 hectares have already been planted
(70% of target).
Subsector Outcome: Land
administration and
management improved
Sector Outcome:
Environmental quality for a
cleaner and healthier
environment improved
Subsector outcome: Air
pollution in Metro Manila
and other major urban
centers reduced
Increased number
of beneficiaries with
secured land tenure
in agricultural and
residential lands
Reduced Total
Suspended
Particulate (TSP)
level in NCR and
major urban centers
with levels above 90
g/NCM
DENR
NPS-ENRMP
DBP
EDP
At least 40,000 tons of CO2 emission avoided
DBP
Subsector Outcome:
Water Pollution Reduced
Sustained BOD level

of Laguna Lake
within standard (in
mg/L)
Sustained
BOD level
of other priority rivers
that are already
within the water
quality
The TSP decreased to 106 g/NCM, a 25% decrease from the

2007 baseline of 142 g/NCM .
EDP
16,326 tons of CO2 emission for the year 2012
DBP
EDP
LLDA
LISCOP
59 percent increase in avoided CO2 emission compared to

2011initial result of the 2011 BOD loading is 633.75 mt/ or 23
The
DBP
EDP
percent reduction.
509m3 of wastewater treated per day
18kg of pollutants removed per day BOD
552,500kg of wastes collected per day
Panay and Negros
Bohol, Romblon,
Palawan, Oriental
Annex 7-A
Actions Taken By IAs on the Recommendations of the CY 2011 ODA Review
Recommendations
Progress / Actions Taken
ARMM Regional Government (ARG)

Update Operations Manual particularly on the following
Done
provisions
-Grievance redress system
-Financial management
-Procurement
-Safeguards
-M and E
Prepare TOR for independent third party spot check monitor
Hired in December 2012
Review and revise Municipal Block Grant (MBG) selection
Done
criteria for 2012
Department of Finance - Bureau of Internal Revenue (BIR)
BIR Submission to NEDA of RARP of relevant monitoring For Updating
documents (Procurement plan, Implementation Plan, and
progress of implementation)
BIR-PMIS Fast-track procurement of contracts under the For Updating
NPSTAR project
BIR-PMIS to report breakdown of procurement activities for For Updating
NPSTAR project
Fast-track
enhancements of registration procedures For Updating
Registration Manual (BIR-PMIS/ Forwarded issuances, i.e.,
Revenue Regulations and Revenue Memorandum Order to
the Office of the Commissioner)
Department of Agriculture (DA)
MRDP. Submit the proposal and other requirements for
The DA no longer pursued the proposed request for
additional financing to the ICC.
additional financing.
CHARMP2. Submit the proposal and other requirements to the
The requests for change in scope and realignment of
ICC (thru NRO CAR as lead evaluating staff) for the following
loan proceeds were approved by the ICC on 2 August
requests: (a) extension of OFID loan validity; (b) modification in 2012 and were confirmed by the NEDA Board on 18
NG-LGU cost sharing arrangement; (c) realignment of loan
January 2013.
Recommendations
proceeds; and (d) change in scope.

The request for loan validity extension of the OFID loan
from 31 July 2013 to 31 July 2014 was already approved
by the ICC during the 8 March 2013 ICC TB meeting.
NEDA to endorse the request to DOF.
To be supplied by DA
InfRES. Continue to monitor closely the status of completion of

remaining sub-projects. Reports should be submitted to NEDA
on a quarterly basis.
Department of Agrarian Reform (DAR)
ARISP 3. Continue to fast track implementation.
Conducted technical assistance/trainings to LGUs to
expedite finalization of agribusiness proposals and
implementation of subprojects
Deployed additional design engineers and consultants to

facilitate preparation and evaluation works
Adhered to projects catch-up plan and pursued MOA with
SUCs and private institutions
ARCP 2. Continue to fast track implementation.
PhP 2.165 billion was allocated to be used to finance

pipelined subprojects.
Issued Certificates of Availability of Funds (CAFs) amounting
to PhP 1.29 billion from its NGALGU
Implemented performance-based grant system to
compensate LGUs up to 20 percent of the total project cost
Conducted technical assistance/ trainings/coaching for
LGUs on financial management system and preparation of
project requirements
Beef up the Project Management manpower through
deployment of regional desk officers to LGUs, project
accountants, consultants, and additional staff from the
national up to the local level
Recommendations
TPKP. Fast track the preparation of detailed engineering

designs and construction of approved bridges.
TPKP. Negotiate the timing of delivery of bridging materials

with the supplier, if possible, to avoid additional costs of
warehouse acquisition for the accumulated bridging
materials.
TPKP. Decide on which option to choose regarding the
implementation of bridges as proposed by the DPWH to
commence construction.
TPM. Submit to NEDA a joint endorsement of the settlement
agreement
without
prejudice
to
renegotiating
or
reconfiguration of the loan in order for GOP to gain access of
the remaining loan proceeds.
TPM. Release the required appropriations cover
TPM. Agree on an opener that negotiations reconfiguration of
the loan will be worked out subject to ICC approval.

Implemented streamline project approval and
implementation processes by simplifying/shortening
minimum documentary requirements (from 47 steps in 316
days to 23 steps in 198 days)
Additional joint validation teams were deployed to
accelerate technical validation of proposed bridge sites.
DPWH Regional Offices and District Engineering Offices
were tapped to approve the designs/plans of bridges to be
implemented in their respective regions/districts.
A Special Inspectorate Team (SIT), a Joint DPWH-DARMatiere-COA Team was created to do the inventory of
delivered bridging materials.
Construction will be outsourced for bridge projects except for
the 58 bridges which will be constructed in-house by the
DPWH-PBPO.
In a memorandum dated 29 August 2012, DOJ rendered a
negative opinion on the validity of the final settlement
agreement dated 28 June 2010 between DAR and Mabey
& Johnson (M&J), Ltd due to the following reasons: (a)
failure to secure Presidential approval; (b) failure to secure
the approval of NEDA prior to submission to the President;
(c) failure to conduct public bidding; and (d) failure to
obtain a budgetary cover from DBM. Further, DOJ cannot
render an opinion on whether DAR can enter into a
compromise agreement with the funds already advanced
by Mabey as this would depend on the circumstances or
manner of arriving at this agreement.
In memorandum to the President dated 21 September
2012, DAR requested for guidance on the following
recommendations: (a) DAR and DPWH be given the
authority to enter into compromise agreement with M&J
Recommendations

under more favourable terms and conditions; (b) The Office
of the President shall direct the appropriate body to
investigate allegations made by Senator Osmea in his
privilege speech; and (c) TP-KAP be included in the
investigation while measures are being undertaken to
address project issues. To date, NEDA has yet to receive
updates on these concerns.
Department of Environment and Natural Resources (DENR)

LAMP 2. Facilitate revision and re-submission of request for LAMP-Additional Financing was approved by the NEDA
Additional Financing for ICC processing.
Board in September 2012. The Loan Agreement is expected
to be signed by the first part of 2013.
ICRMP. Improve and strengthen physical and financial As of March 2013, the request for one year extension was
management and monitoring of the project to ensure already endorsed by NEDA as ICC Secretariat to the DOF for
efficiency in the delivery of project activities.
subsequent endorsement to the Bank.
ICRMP. Fast track implementation of the catch-up plan to
For the partial cancellation of loan proceeds, NEDA is still
ensure completion of all activities by project completion.
ICRMP. Revisit the MTR recommendation for possible change awaiting submission of supporting documents from DENR.
in scope and cancellation of excess funds from the loan
proceeds and submit to ICC for evaluation.
NPSENRMP. Ensure the full utilization of loan balance Measures were taken by DENR to improve liquidation of fund
amounting to US$29 million by end of Project in December releases to improve loan utilization. The Projects loan closing
2012.
date was extended for one-year until December 2013.
A catch up plan was also prepared by DENR to ensure the
implementation of delayed activities and utilization funds by
end of the extension period.
Done.
NPSENRMP. Ensure the delivery of MIS to further strengthen

DENRs capacity for service delivery.
Development Bank of the Philippines (DBP)
RPP-AF. Closely monitor the implementation of sub-projects
Project Management focused on marketing
cooperatives projects for the past years;
electric
A Memorandum of Agreement between the DBP and NEA

was signed on 10 June 2011 to co-finance electric
Recommendations

cooperatives capital expenditure projects for the
rehabilitation, upgrading and expansion of distribution
system and development of renewable energy projects.
The MOA aims to facilitate loan to electric cooperatives
using the RPP-AF;
Created a task force within DBP to expedite loan
processing of projects in the pipeline; and
Explore ways to reduce re-lending interest rates
DBP, NEA and WB created a technical working group

(TWG) that would oversee the progress of RPP-AF. The NEA
and WB are assisting DBP in the documentation
requirement (e.g. NEA clearance, ERC approval, etc) to
ensure that the new projects in the pipeline amounting to
PhP1.713 billion will avail of the RPP-AF.
In July 2012, DBP has approved the new pricing policy
wherein a minimum of 2% is allowed regardless of account
tagging. Some accounts if justified were allowed to have less
than 2 percent spread on a case to case basis.
Department of Education (DepEd)

Ensure and maintain that M&Es reporting systems, (i.e., Development of its Project Management Information
responsive data collection to guide policy makers in decision
System, commencing last April 2012. It is a database for
making) and other feedback mechanisms are in place
tracking progress of programs and projects. (Relationship to
Basic Education Information System, which office is the
process owner, what projects are covered?)
The Philippine Institute for Development Studies (PIDS)
submitted to DepEd - OPS four (4) impact evaluation
designs covering the following programs: (a) Basic Literacy
Programs, Accreditation and Equivalency; (b) Schoolbased Management Grants and; (c) Alternative Delivery
Modes: Open High School Modified In-School, Out-ofSchool Approach (MISOSA). An impact study in the
Madrasah Education Program funded by AUSAID
Recommendations

commenced last October 2012.
DepEd must determine as an agency impediments of their

procurement processes
CY 2012 reasons for reported delays in procurement are the

following:
Non- compliance with WB procurement guidelines
Lack of Bidders for classroom construction
Change in technical specification
Conduct of baseline studies for PRIME
As part of the EFA Acceleration Strategy/Catch-Up Plan1,

DepEd - OPS in cooperation with various agencies, the
SEAMEO-INNOTECH among others, completed the
preparation of the TOR for the expansion of baseline survey
for Indigenous Peoples (IP) and Muslims. This is to ensure
availability of national data on the needs and location of IP
and Muslim learners.2
The Asian Institute of Management will conduct survey to
assess DepEds Readiness and Capacity, i.e., Supply Side
Baseline Survey to address unique needs of IP and Muslim
learners which commenced in October 2012.
Formulation of the 2015 EFA Acceleration Strategy/CatchPlan highlighting critical polices and program to be
implemented as well as support mechanisms, i.e.,
organizational and funding support to attain the EFA goals.
Identification of priority programs and projects
Fast Track Procurement Activities for PEEP
Department of Energy (DOE)

Done.
Compliance with the new implementation period and loan

validity and agreed change in scope on the PEEP.
Clear Policy on who should shoulder the cause of delay in
Done.
To be provided by DOE.
In July 2012, the National EFA Committee commissioned the (Southeast Asian Ministers of Education Organization Regional Center for Regional
Innovation and Technology (SEAMEO- INNOTECH) to conduct assessment of the countrys performance in attaining the EFA as well as to draft
acceleration strategy to achieve EFA targets by 2015. The draft Acceleration Strategy was presented to the SDC Technical Board last 19 March 2013.
2 Ibid, page 8
1
Recommendations
DOE projects
Submission of quarterly progress report.
Preparation/Submission of Project Completion Reports
Done.
The terminal report of the CBRED and PELMATAP were
submitted. DOE has yet to submit the PCR of the Rural Power
Project which was completed in 2011.
Department of Science and Technology (DOST)
DOST-Central Office to develop/ establish monitoring and To be provided by the agency
evaluation system to closely monitor the implementation of its
ongoing projects; and
Preparation of Project Completion Report should be done to Done. The agency submitted the project Completion Report
fully document outputs and lessons learned
for the recently completed project Strengthening of Flood
Forecasting and Warning System for Dam Operation.
Department of Trade and Industry (DTI) / Small Business Corporation (SBC)
RUMEPP. Catch-up plan for the remaining 2 years of RuMEPP endeavored to increase its performance and
implementation, focusing on follow-up activities and training achieve the convergence target by the end of RuMEPP in
for MEs already assisted, convergence of microfinance and 2013. To accomplish this, the main strategy focused on
BDS, institutional strengthening of MFIs.
providing BDS to recipients of credit from partner-MFIs
(implemented track 1 mode of convergence).
RUMEPP. A comprehensive package may be developed that
Comprehensive BDS packages were included in the
will offer prospective MEs with both available financing and
approved 2012 Annual Work Plan & Budget (AWPB) of
BDS trainings that will respond to its needs.
RuMEPP to cover the 19 provinces.
RUMEPP. SBC to consider using institutional strengthening
With the accreditation of new MFI partners in CAR and
allocation (loan) into building internal BDS capacity to
SOCCSKSARGEN, RuMEPP was able to increase the
facilitate provision of both credit and BDS assistance and help
number of MEs provided with both credit and BDS.
achieve MCS-MEPD targets.
Close coordination with conduit-MFIs helped in the
identification / selection of borrowers who would be
provided with BDS.
In order to utlilize unused funds for institutional loans, SBC
instead requested to re-allocate SDR 479,388 from
institutional
credit
to
support
MFI
institutional
strengthening to on-lending to microenterprises. This
move implied an amendment of the subsidiary loan
agreement between the DOF and SBC.
Recommendations
Department of Transportation and Communication (DOTC)
Set a working timeline in the processing and payments of DOTC to give update
progress billings to minimize delays.
On ROWA/resettlement, DOTC to proactively seek the DOTC to give update
assistance of concerned LGUs, regional government bodies
and the Supreme Court.
Conduct annual management trainings for project managers DOTC to give update
and directors, and values formation workshops to PMO
personnel.
Create Development Results Unit under the Office of the DOTC to give update
Undersecretary for Planning and Project Management as
PMOs tend to focus only on the delivery and reporting of
project outputs. Monitoring and reporting of project outcomes
are requirements of NEDA in the conduct of the annual ODA
review, and by DPs after project completion and during
project preparation.
Department of Public Works and Highways (DPWH)
DPWH to improve on disbursement target setting
Continuing
DPWH to inform NEDA at least 3 months prior to loan closing Continuing. Said policy was observed in all cases of loan
for extensions of one year or less, and six months prior to loan extension requests processed by the NEDA Secretariat or the
closing for extensions of more than one year
ICC In 2012 (MBURD, NRIMP II, MRIP, BSAAR).
For ARBP I, to determine immediately if request for loan Loan extension not sought. Advanced payments were made
extension is necessary as the ICC requires agency loan to maximize loan utilization, but contractors were asked to
extension requests to be made 6 months prior to closing date secure a performance bond for the remaining works under
(loan closing is 29 July 2012)
CP 2.
For MBURD, to determine the necessity to request for loan On 9 May 2012, DPWH requested for a one year loan
extension as the contract expiration is scheduled in November extension, which was subsequently favourably endorsed on
2013 or 14 months after loan closing in September 2012
17 September 2012 by the DOF to the lender BNP Paribas.
For NRIMP II, MRIP and BC/RP, once loan extension and/or All three projects posted improved status/ physical
supplemental loan are approved by the ICC, to ensure better performance in 2012.
implementation to avoid further major issues/bottlenecks that
needs ICC approval.
For GSO II and BSAAR, with the expected commencement of DPWH complied with the recommendation to report overall
civil works in February 2012, to improve financial disbursements physical accomplishment quarterly. However, the
and report on overall physical accomplishment to NEDA disbursement rate for the two projects declined in 2012
Recommendations
quarterly
DPWH to report regularly (at least bi-annually) on its grantassisted projects. Update from the newly-created PMO for the
MCC-funded Samar National Secondary Road Project is
emphasized.
DPWH to continue reporting on project components that are
dropped from foreign-funding but are being implemented
using local funds, for both ongoing and completed projects.
DPWH and GOP to strictly apply readiness filters in proposed
projects
DPWH to strictly adhere to procurement schedules and
timelines as prescribed in the guidelines for the conduct of
pre-procurement, procurement, and implementation activities
for foreign-assisted civil works projects as indicated in the DO
No. 9 Series 2011
DPWH to designate an appropriate body within the
Department to report on outcomes, since PMOs maintain that
this is outside the scope of their reporting system. As required,
reports on project outcomes are to be submitted annually
during the conduct of Annual ODA Portfolio Reviews.
DPWH to provide sufficient maintenance funds for completed
facilities.
DPWH to sustain business process improvements being carried
out.

compared to 2011.
Not complied with (roads and bridge projects).
Limited compliance.
Continuing.
Contracts awarded or issued with NTPs in 2012 showed
shorter procurement processing duration.
The responsibility of reporting project outcomes within the

DPWH organization is not clearly established.
Continuing.
Continuing. Positive policy issuances were noted in improving

the procurement process, in ensuring accountability of
contractors and DPWH officials on the quality of completed
infrastructure, and in interfacing with external stakeholders.
Land Bank of the Philippines (LBP)
Three ongoing projects are already delayed: MTSP is due on The loan validity of the S2LDIP was extended for 20 months
30 June 2012 and S2LDIP and CLEECP are due to closed on from 31 December 2012 to 28 February 2014.
December 2012.
On MTSP, LBP decided to cancel the implementation of the
remaining subproject (Taguig STP) as the revised
implementation period of the project was June 2016.
On CLEECP, the loan validity was extended for 6 months to
Recommendations

accommodate the study/review to be done by KfW on the
project.
PCRs of completed projects: MTSP and LIPII
LBP is still finalizing the project completion reports of the MTSP
and LIP II.
Laguna Lake Development Authority (LLDA)
With the fixed implementation period for three-year of the
Ongoing initiative. As of date there is a firm pipeline of 27
additional financing, there is a need to firm up the list of
subprojects with total cost of PhP393.668 million
subprojects to be funded, facilitate procurement activities
and ensure immediate start of implementation.
Coordination with LGUs should be further strengthened to
Ongoing initiative
facilitate generation of additional proposals and approval of
subprojects.
Identify champions at the local level to ensure smooth
implementation during and after the election period in 2013.
Consider cancellation of loan balance after sub-projects are
Project restructuring is being proposed to improve
firmed up by first Qtr 2012
disbursements and maximize the use of loan funds.
Local Water Utilities Administration (LWUA)
Change of Administration Organizational changes within the - Close coordination and follow-ups with concerned
Agency thereby affecting documentary requirements,
units/officials
specifically the Project Agreements
- Expedited the signing of the Project Agreements by the
current LWUA Acting Administrator.
The signed
Agreements were then forwarded to KfW so that the latter
could provide deposits to the disposition fund.
Delayed identification of subprojects:
Meetings with concerned organizations to speed up
- Slow decision-making process in the local project area decision-making
organizations which is an essential input to the project
- delay in finalizing the list of WD beneficiaries due to then
competing initiatives between the LWUA Board to extend
grant interest-free financial assistance to WDs versus the full
regular loan under the PTWSSP-III
Delay in the initial KfW deposit to the disposition fund account. With the submission of the signed Project Agreement (refer to
The disposition fund will be used for various activities under the the first item) to KfW, the initial deposit to the disposition fund
Project (e.g. conduct of geotechnical investigation, conduct was made on 18 September 2012.
of drilling of exploratory wells, and purchase of requisite
Recommendations
goods/equipment)
Delay in the preparation of POWs for various WDs
Close coordination with various action officers to speed up

completion of POWs
Metropolitan Waterworks and Sewerage System (MWSS)
Plant hydrotesting to be undertaken in conjunction with field Contractors proposal is to undertake both tests in the field
hydrotesting
setting by subjecting the pipeline to 220 psi test pressure. The
deductive cost of plant hydrotesting is still being discussed for
the concurrence of all parties concerned.
Modification of Class 3 Primary Support

Seismic analysis of AWUAIP
MWSS may provide an update on the status of plant and

field hydrotesting.
Contractor has already submitted the unit price analysis
(UPA) and currently under evaluation by MWSS Cost
Evaluation Committee.
MWSS Administrator has required the consultant to provide
seismic analysis and structural 3D modeling of tunnels and
pipe-lines to check the structural stability in the event of
earthquakes. Consultant has already briefed the Contractor
and MWSS regarding software procurement and design cost
since this was not included in the consultants scope of work.
Update:
Discovered leak at Sta. 8+560 in Tunnel 2
As of September 2012, software for seismic analysis was

already procured in order to simulate effects of seismic
activities (e.g. earthquakes) on underground pipes and other
structures, and to simulate the inter-play among structures
given earthquakes of varying magnitudes. The procurement
is part of addressing the safety of underground connections,
particularly of tunnels and steel pipes.
Consultant has required the contractor to submit mitigation
measures and its immediate implementation so as to avoid
delay in tunnel works.
MWSS may provide an update on the status of mitigation
Recommendations
Leaks at tunnel final lining

measures.
Contractor was instructed to review the approved pouring
sequence and to devise means to expedite concrete
placement in order to avoid formation of cold joints. In
addition, contractor was instructed to submit methodology
of sealing those observed leakages/seepages.
MWSS may provide an update on the status of sealing the

observed leakages.
National Irrigation Administration (NIA)
HCAAP. Fast track implementation of the Irrigation and
To be provided
Drainage Component
HCAAP. Draw up with an Action Plan on how to address the
To be provided
projects continued poor performance
HCAAP. Management to decide on timelines and funding for
To be provided
the full completion of the project
ARIIP. Decide on project proposal for change in To be provided
scope/increase in cost that will be pursued
PIDP. Close monitoring and fast track implementation to To be provided
catch-up with widening slippages
SPISP. Continue to provide funding for civil works that were not
To be provided
completed
BPIP. Prepare and submit Project Completion Report inclusive
To be provided
of lessons learned and outcomes and impacts
Sustainability. Continue to monitor and address O&M and
To be provided
sustainability issues
Philippine National Police (PNP)
Project on Enhancing the Capacity for Collection and
To be provided
Application of Fingerprints
Expensive maintenance costs of equipment relative to the
PNPs budget.
PNPs Capability Enhancement for Firearms Control in the
To be provided
Philippines
Expensive maintenance costs of equipment relative to the
PNPs budget.
Recommendations
Capability Enhancement for Firearms Control Project

To be provided
Conduct of post assessment
Supreme Court (SC)
JRSP - SC adoption of an effective exit (closing of the loan)
Consultancy Services are to be engaged in 2013 to be
strategy to address sustainability and accounting of lessons
funded by the Supreme Court Funds
learned
JRSP - Conduct of the 2nd Users Survey - Sustainability and
Consultancy Services are to be engaged in 2013 to be
measurement of impact by SC-PMO (Project Implementation, funded by the Supreme Court Funds
Monitoring & Evaluation Group)
Supporting Governance in Justice Sector Reform in the
RCAO Oversight Unit reorganized, roster of members revised
Philippines - Implementation of recommended measures to
to be more responsive and effective in implementing and
further enhance the decentralization program of the Judiciary managing decentralization program.
by SC-PMO, OCA, FMBO
Department of Health (DOH)
Designate a Monitoring and Evaluation Officer to oversee all The Department of Health-Bureau of International Health
FAPS in the Department.
Cooperation has designated a focal person M&E Officer to
oversee implementation of all Foreign Assisted Projects
(FAPs). The role of M&E Officer is to consolidate project
progress updates in coordination with the assigned FAPs
team managers for each Project.
Establish/strengthen a clear reporting and feedback Team managers maintained projects folder which include
mechanism particularly on funds flow, funds utilization and information related to FAPs report including project profile,
report on project progress of grant assisted projects
project accomplishments in terms of physical, financial and
time elapsed as well as project issues and concerns.
Annex 7-B
Recommendations for CY 2013 and Beyond for Implementing Agencies
Issue (Project)
Recommendation / Action Plan
ARMM Regional Government (ARG)
Sustainability
Sustainability of completed projects remains to be
the issue with the local elections in 2013. There is a
need to secure legislative/institutional support from
the Sangunian Bayans of the municipalities and
barangay resolutions from the barangays covered
by the project.
Bureau of Internal Revenue (BIR)
Delayed delivery of outputs
Stricter quality control measures, i.e., more rigid
NPSTAR monitoring/evaluation as it is already
nearing loan closing to ensure most of the target
outputs are completed and use of loan proceeds
maximized.
Delayed delivery of outputs
Tighter sanctions/penalties for contractors for delays
in deliverables.
Department of Agriculture (DA)
Completed outputs damaged After completion of the damage assessment by the
in 2012 (MRDP2)
RPCO, prepare a concrete Action Plan on measures
to be taken concerning project outputs damaged
by typhoon Pablo.
Delayed implementation due
Fast track implementation of the RID component
to NG-LGU cost sharing issue
given the one year extension granted by the ICC.
(CHARMP2)
Delayed implementation due
Closely monitor the projects Action Plan and
to NG-LGU cost sharing issue
projected loan disbursement schedule.
(CHARMP2)
Delayed completion of
As recommended by the IFAD SIS Mission in
consultants output (MIS
September to October 2012, populate and
database) (RaFPEP)
complete the database for RaFPEP
Timelines
Responsibility Center
ASAP
ARG
ASAP
BIR
ASAP
BIR
ASAP
DA/RPCO
ASAP
DA/PMO
2013-2014
DA
ASAP
DA/RaFPEP
Issue (Project)
Closed loan with incomplete
outputs (InFRES)

Closely monitor the implementation and completion
of the remaining works which are expected to be
completed by April 2013.
Department Of Agrarian Reform (DAR)
LGU-related issues (ARCP2)
For DAR to swiftly finalize which of the following
options shall be pursued: (a) synchronize closing
date of OFID loan (31 December 2013) with ADB
loan (30 June 2015); (b) application of 90-10 NG-LGU
cost sharing scheme for subprojects pipelined for
2013-2014; and (c) request for change in project
scope if disbursement levels will not improve.
Technical adjustments and
Fast track the completion of bridge construction
changes in physical quantities
within the target period.
of bridging materials and
process of confirmation in the
prioritization of bridge sites
(TPKP)
Timelines
until April
2013
DA/InFRES
ASAP
DAR, ADB, OFID
2013 to
February
2014
DAR , DPWH, and

Matierre
LGU-related issues (potential

Based on DARs experience in implementing ARCP2,
issue as these are newlythe Department must take aggressive measures in
effective projects)
resolving LGU-related issues particularly with the
(ARCDSP and MinSAAD)
implications of the results of 2013 elections.
Development Bank of the Philippines (DBP)
Delayed sub-loans approval
Coordinate with DOF-CAG and BSP to reduce
processing time of borrowers compliance to the
Monetary Board Opinion Requirement
Slow releases of funds
Explore options to fast track loan releases of
approved subprojects
PCR compliance
Submit Project Completion Report of the RPP-AF.
Department Of Environment and Natural Resources (DENR)
Delayed implementation of
Facilitate resolution of issues concerning
activities due to late
implementation of components A (IEC and PHC);
engagement of consultants
and D (Social and Environmental Services and
resulting from long
Facilities) to ensure completion of planned activities
2013 and
beyond
DAR
ASAP
DBP
ASAP
DBP
July 2013
DBP
2013
DENR
Issue (Project)
procurement process. (ICRMP)
Slow submission of liquidation
reports from concerned
units/offices within DENR.
(NPSENRMP)
Delayed seedling production
activities due to tedious
procurement process, preproduction requirements and
severe drought in project areas
(NPSENRMP)
Need to strengthen
capabilities of project staff on
Financial Management and
M&E
(CBFMMP)

by proposed revised closing date of June 2014.
FASPO and other oversight offices to closely monitor
the progress of preparation of liquidation reports of
the concerned units and provide constant
reminders, if necessary.
National Greening Program (NGP)-National
Coordinating Office, FMB and FASPO to continue to
provide assistance to the Regions and coordinate
with CSOs involved in the NGP in identifying
bottlenecks that are causing delays in seedling
production
Training for DENR and LGU staff to focus on:
(a) Financial procedures for liquidation and
replenishment of funds
(b) Coaching and mentoring of POs and
communities on CBFM Modules under the ENRD
Program
Sustainability(CBFMMP)
Identify exit strategy measures to enhance
sustainability including the finalization of comanagement agreements with LGUs
(CBFMMP)
Finalize the socio-economic baseline study and
update the existing cost benefit studies of NRM and
infrastructure Projects;
Reporting on results(CBFMMP)
Improve dissemination of communication of results
and guidelines at all levels;
Sustainability (CBFMMP)
DENR and LGUs should ensure that LGUs are able to
operate and maintain equipment/machineries
provided by the project.
Department of Education (DepEd)
Lack of baseline and end-ofEnsure availability of baseline figures, realistic targetproject targets of some
setting and implementation monitoring
ongoing programs and
projects
Timelines
2013
DENR
2013
DENR
2013 and
beyond
DENR, LGU, GIZ, KfW
2013
DENR, KfW
2013
DENR
2013 and
beyond
2013 and
beyond
DENR, KfW
ASAP
DepEd OP-PDED;
DepEd EDPITAF
DENR
Issue (Project)
Lack of unified data on
available grant stock

Conduct inventory of existing ODA assisted projects
to determine gaps, redundancies and overlaps of
completed and ongoing projects
Lack of unified data on
Converge/ coordinate with other offices inside
available grant stock
DepEd of a unified M&E system to cover all existing
projects and programs regardless of funding sources
Irregular Reporting
Strengthen coordination with various development
partners to regularly provide monitoring reports
Irregular Reporting
Strictly comply with regular submission of status
reports to NEDA-PMS (quarterly for loans; semestral
for grants)
Irregular Reporting
Trim down project indicators for ease of monitoring
i.e., focus on key indicators of project final outputs/
deliverables
Department of the Interior and Local Government (DILG)
Irregular Reporting
For the PMOs to track all the ODA loan and grant
projects implemented by DILG and submit regular
reports on their accomplishments and outputs.
Irregular Reporting
For DILG Central Office to strengthen its M&E of FAPs
and including the improvement if its information.
Department of Energy (DOE)
Low loan disbursement
Closely monitor the financial aspects of the project.
(PEEP)
Delayed submission of report
Continue submission of quarterly progress report of
(PEEP)
ongoing projects in order to facilitate issues during
implementation.
PCR compliance
Preparation/Submission of Project Completion
Reports (PEEP) and two grants: Philippine-Japan for
Introduction of Clean Energy Using Solar Power
Generating System
Timelines
ASAP
ASAP
ASAP
ASAP
DepEd OP-PDED;
DepEd EDPITAF;
NEDA-PMS
DepEd
DepEd OP-PDED;
DepEd EDPITAF/ DPs
DepEd OP-PDED;
DepEd EDPITAF
ASAP
DepEd OP-PDED
ASAP
DILG OPDS
DILG Planning
Service
ASAP
ASAP
DOE
ASAP
DOE
ASAP
DOE
ASAP
DOST and attached

agencies
Department of Science and Technology (DOST)

Irregular Reporting
DOST and attached agencies to submit regular

reports of their ongoing projects accomplishments
and outputs.
Issue (Project)
Department of Transportation and Communication (DOTC)
Issues with Site Acquisition
DOTC-CAAP is enjoined to exert the necessary
(CNS/ATM)
efforts to ensure the immediate resumption of
implementation to facilitate completion of the
project, taking into consideration project milestones
it has committed to achieve, in order to finally
realize the long delayed project benefits accruing
to an upgraded CNS/ATM Systems.
Procurement Delays (LADP)
DOTC-CAAP to fast-track completion of
procurement and installation of the needed
equipment to realize the project objectives.
Cancellation of Project (GMA
DOTC to fast-track finalization of the amended
Ports Project)
contract if proposed substitute project is approved,
and immediately start implementation.
Cancellation of Project
NLRC to complete valuation of the work done by
(Northrail Project)
the contractor to determine its counter claims
relative to the arbitration proceedings. Completion
of the study of the new/redesigned project is
likewise recommended.
Department of Public Works and Highways (DPWH)
Possible change in scope
DPWH Planning/MCC-PMO to immediately report to
(SNRDP)
ICC the divergence in the project details which
reflects the change in project scope from the
original ICC approval.
Change in financing from ODA DPWH to ensure that the necessary local funds
to local following DPWH
required for the turn-key construction of the 43
deferment of its request for
bridges, which were supposed to be funded by the
Supplemental Loan (BC/RP)
Supplemental loan, are included in the DPWH
budget
Pending submission of RDC
With the recent approval of ICC on its request to
endorsement for additional
include the additional 15 subprojects, DPWH to
subprojects (POPSTIRP)
provide NEDA a copy of the RDC endorsement for
the additional roads and bridges subproject once
secured.
Timelines
ASAP
DOTC
ASAP
DOTC
ASAP
DOTC
ASAP
2013
DPWH Planning/
MCC-PMO
June 2013
DPWH/Special
Bridges PMO
June 2013
DPWH/BOD
Issue (Project)
Prolonged procurement
(CLLEX, RUPP, BSAAR)

DPWH to fast-track the procurement process/project
implementation since prolonged procurement
already delayed the projects.
Timelines
2013
DPWH/PJHL-PMO
DPWH/KEDCF-PMO
For CLLEX, DPWH to decide on the Failure of Bidding

issue and to respond to JICAs request.
Incomplete outputs for local

funding (RRNDP III, MRIP,
BC/RP, POPSTIRP, MBURDP)
Flooding at completed road

sections (RRNDP III)
Compliance with approved
timelines and ensuring the
Projects sustainability
For BSAAR, once loan extension is approved by the

ICC and KEDCF, DPWH to ensure better
implementation
to
avoid
further
major
issues/bottlenecks that needs ICC approval.
For MBURDP, with the closure of the loan in
September 2013, DPWH to expedite loan
disbursements to maximize utilization, and to secure
the necessary budget cover to fund the 20 percent
works on flyover construction foreseen to spill over
until 2014.
For RRNDP III, MRIP, BC/RP, MBURDP & POPSTIRP to
continue reporting on project components
being/expected to be implemented using local
funds.
DPWH to study the recommendation made by the
RPMC-CARAGA on the flooding along EsperanzaBayugan road and provide the necessary action to
be taken on the issue raised.
For PMRCIP-II, to complete all physical deliverables
under PMRCIP-II within the original time scope of
August 2013 since DPWH request for additional
scope and cost increase was approved by the ICCTechnical Board on 21 November 2012. Furthermore,
since overall physical accomplishment (including
the new scope) is at 98% as of December 2012,
DPWH should implement an effective exit strategy to
ensure that proper O&M institutional arrangements
2013
DPWH Planning/
FABP-PMO
2013
Concerned
DPWH PMOs
2013-2015
DPWH/ RRNDP-PMO
2013
DPWH/Flood Control
Issue (Project)

are in place.
Compliance with approved
For PHUMP-III, to complete the procurement process
timelines and ensuring the
of Contract Packages 1 and 7 that covers road
Projects sustainability
raising and the construction of local drainage
channels and bridges. Furthermore, DPWH should
facilitate the signing of a MOA with the concerned
LGUs for the future O&M of project structures.
Operations and maintenance
With the upcoming local election in May 2013,
of project structures
DPWH to closely coordinate with the concerned
LGUs with regard the O&M portion of completed
projects.
Department of Social Welfare and Development (DSWD)
Irregular Reporting
Strictly comply with regular submission of status
reports to NEDA-PMS (quarterly for loans; semestral
for grants)
Department of Trade and Industry (DTI)/ Small Business Corporation (SBC)
Budgetary issues
Ensure availability of budget in 2013.
Monitoring and evaluation
Considering that physical targets have already
been achieved/ surpassed for the MCS and MEPD
components, DTI and SBC are enjoined to
strengthen tracking of RuMEPPs emerging
outcomes.
Sustainability of
Continue to market institutional loans to MFIs, so they
microenterprises
are able to sustain and strengthen operations and
continue to provide MEs with financial services.
Sustainability of
RuMEPP should ensure continued assistance
microenterprises
especially to Level 1 MEs in facilitating linkage with
Level 2 and 3 MEs, MFIs and other institutions.
Sustainability of
In the last year of its implementation, RUMEPP should
microenterprises
focus on strengthening institutional structures so MEs
assisted by the project will remain viable institutions
and able to further access other sources of
assistance from government and/or other entities,
even after the programme ends.
Timelines
April 2013
DPWH/Flood Control
June 2013
DPWH PMOs
ASAP
DSWD-Planning
ASAP
ASAP
PMO
PMO
ASAP
SBC
ASAP
PMO
ASAP
PMO
Issue (Project)
Land Bank Of The Philippines (LBP)

Possible Extension
LBP to immediately decide on the possible
(CLEECP)
restructuring of the project (i.e. further extension of
the loan closing date and possible change in
scope) as the CLEECP loan is already closing in June
2013.
Possible Extension
Consider a more realistic targeting in terms of
(S2LDIP)
schedule/duration of project implementation. Since
the loan validity is already on its extension period,
there is a need to revisit timelines of subprojects
implementation to avoid further extension of the
loan validity.
Coordinate with DOF-CAG and BSP to reduce
processing time of borrowers compliance to the
Monetary Board Opinion Requirement.
(MTSP and LIP II)
Submit Project Completion Reports. Lessons learned
and outputs of completed projects should be fully
documented.
Laguna Lake Development Authority (LLDA)
Restructuring of the loan to
Continuous follow-up with MDFO for PGB action on
improve disbursements and
the proposed revision of the NG-LGU financing
maximize the use of loan funds scheme
Changing priorities of LGUs
Coordination with LGUs should be further
strengthened and assistance in project preparation
should be extended to them to ensure that
subproject proposals are approved on time and
complete implementation by closing date.
Local Water Utilities Administration (LWUA)
For possible replication and
Document good practice(s) and lessons learned in
sharing of good practices by
project implementation /SWDIP
other agencies and projects.
Reporting on results and
Post evaluation /SWDIP
Timelines
ASAP
LBP
June 2013
LBP
ASAP
LBP
2nd Semester
2013
LLDA/MDFO
2013-2014
LLDA
2013
WDG for specific

areas
2013 (Two
WDG for specific
Issue (Project)
comprehensive
documentation of lessons
learned and emerging
outcomes
Sustainability
Delayed implementation
Delayed implementation
Timelines
years after
project
completion)
areas with
assistance from WDs
Implementation of non-structural measures such as

security measures, signing of MOAs, monitoring and
surveillance system/SWDIP
Implementation of succeeding activities such as the
procurement of civil works and construction of water
supply subprojects/PTWSSP-III
2013
TAD and WDs
1st 2nd
quarter of
2013
WDG for specific

areas and
concerned WDs
Conduct of capacity building activities for WDs

staff/PTWSSP-III
1st 2nd
quarter of
2013
2nd quarter of
2013
TAD
2013, and
2014 (as the
year when
the next
round of GPA
shall be
conducted)
2015 (Two
years after
project
completion)
EPMD (specifically
PMD)
Possible extension
Drafting and eventual submission to the NEDA

Secretariat of a detailed proposal for loan
extension/PTWSSP-III
Metropolitan Waterworks and Sewerage System (MWSS)
For possible replication and
Document good practice(s) in project
sharing of good practices by
implementation /AWUAIP-II
other agencies and projects.
WDG
Comprehensive
documentation of lessons
learned and thorough
assessment of project
outcomes/impacts
Consider the conduct of post evaluation/AWUAIP-II
Sustainability
Regular inspection of constructed facilities/AWUAIP-II 2013
EPMD, RO,
Concessionaires
Reporting on results Considering that the Aquino
Regular monitoring of results emerging from the

Project/AWUAIP-II
EPMD, RO,
1st-2nd quarter
of 2013
EPMD (specifically
PMD), RO,
Concessionaires
Issue (Project)
Administration is nearing its
midterm, MWSS should start
collecting data on emerging
project results for the eventual
assessment of its contribution
to indicators stipulated in the
PDP-Results Matrices
Timelines
Concessionaires
Complementing the gains

accruing from the AWUAIP-II
and further ensuring water
security in Metro Manila
ICC Processing of the following projects identified in

the Water Security Legacy (WSL) Roadmap: (a) New
Centennial Water Source Project-Construction of
Multi-Purpose Dams; (b) Bulacan Bulk Water Project;
and (c) BNAQIP
Within 2013
EPMD with inputs

from the
Concessionaires,
NEDA Secretariat,
and possibly the PPP
Center of the
Philippines (Since
these Projects are
currently proposed
for implementation
under the PPP
scheme)
Complementing the gains

accruing from the AWUAIP-II
and further ensuring water
security in Metro Manila
Completion of procurement of the following projects

identified in the WSL: (a) ROM; and (b) ADDSP
1st quarter of
2013
EPMD
Before June
2013
DA/NIA/PMO
ASAP
DA/NIA
ASAP
NIA
ASAP
NIA
National Irrigation Administration (NIA)

Others - Pending Requests
Decide whether to pursue the requests for change
(ARIIP)
in scope, cost increase and loan validity extension
Others Completed loan with
incomplete outputs
(HCAAP)
(PIDP)
Others- Funding Gap
Draw up an Action Plan on the completion of the

remaining works which shall be funded by GOP
funds.
Fast-track implementation especially on the Civil
Works component.
Resolve the issue on the Rat Plan funding gap
Issue (Project)
(PIDP)
Others Insufficient Manpower
(PIDP)
Others Institutional
(PIDP)
Start-up Delay
(NISRIP)
Supreme Court (SC)
Compliance with WB
recommendations in its June to
July 2012 mission.
Adoption of an effective exit
strategy

considering that the Rat Plan should be completed
by December 2012.
Follow-up with the DBM the requested additional ten
positions for the PMO.
Determine next steps after the NIA Rat Plan.
Timelines
ASAP
NIA
ASAP
NIA
Comply with DBM requirements for requested

plantilla positions and expedite filling up of key PMO
personnel.
ASAP
NIA
SC will submit: (i) verified project results information

as of 30 June 2012; (ii) upload relevant JRSP
information to Supreme Court website; and (iii) SC to
arrange further stakeholder consultation in
coordination with the WB team.
Sustainability and accounting of lessons learned
ASAP
SC PMO, FMBO
ASAP
SC

CY2012 ODA Portfolio Review Full Report

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CY2012 ODA Portfolio Review Full Report

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CY 2012

ODA PORTFOLIO REVIEW

THE OFFICIAL DEVELOPMENT ASSISTANCE (ODA)

National Economic and Development Authority

National Economic and Development Authority

and/or with Sustainability Issues

KEY IMPLEMENTATION ISSUES

INITIATIVES TO BETTER MANAGE FOR DEVELOPMENT

National Economic and Development Authority

ACTIONS TAKEN AND RECOMMENDATIONS

CY 2012 Report on the Classification of ODA Projects

National Economic and Development Authority

CY 2011 and CY 2012 Composition of Loans

National Economic and Development Authority

Physical Implementation Performance by IA in

National Economic and Development Authority

Composition of the Loans Portfolio (CY 2011 vs CY

National Economic and Development Authority

ODA Loans Portfolio in Peso

National Economic and Development Authority

List of IAs Covered by the Review

List of Active Loans

List of New Loans

List of Closed Loans

List of Loans with Partial/Full Cancellations

Closed Loans with Extensions

Types of Program Loans

List of Program Loans

Distribution of Total ODA Loans by DP

Distribution of ODA Loans Net Commitment by Sector/Subsector

Distribution of ODA Grants by DP and by Sector

Disaster Risk Reduction

Total Net Commitment by Agency Type

Total Net Commitment by Budget Dependency

Total Net Commitment by LGU Participation

Total Net Commitment with MDFO as Conduit

List of Loans by Type of Assistance

Comparison on Disbursement Levels by DP

Comparison on Disbursement Rates by DP

Comparison on Availment Rates by DP

Comparison on Disbursement Ratio by DP

Actual Time Expended to Disburse 10% of Loan Amount

Commitment Fees per Project

Commitment Fees per IA

Status and Actions Taken on Issues (as of June 2013)

Cost Overrun Stock

Cost Overrun (closed)

Projects Likely to be Restructured in CY 2013

Logical Framework of Ongoing Projects

Intitial Results of Ongoing Projects

Results from Ex-Post Evaluations Conducted in CY 2012

Other DP-led Evaluations

Disaggregated Lessons Learned

Other Lessons Learned Completed Projects

Lessons Learned from Impact Evaluations and other Evaluation Studies

Actions Taken by IAs on the Recommendations of the CY 2011 ODA Review

Recommendations for CY 2013 and Beyond for Implementing Agencies

National Economic and Development Authority

Agriculture, Agrarian Reform and Natural Resources

Annual Country Programme Review

Asian Development Bank

Agencia Espaola de Cooperacion Internacional para el Desarollo

ARMM Regional Government

Autonomous Region in Muslim Mindanao