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Профессиональный Документы
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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 Development Partner
By Sector
New Grants
Other ODA Disaggregation
By Region
Loans
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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 Development Partner
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
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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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7.0
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iv
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
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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
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vi
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
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vii
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
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viii
List of Annexes
Annex 1-A
Annex 1-B
Project Descriptions
Annex 2-A
Annex 2-B
Annex 2-C
Annex 2-D
Annex 2-E
Annex 2-F
Annex 2-G
Annex 2-H
Annex 2-I
Annex 2-J
Annex 2-K
Climate Change
Annex 2-L
Annex 2-M
MDGs
Annex 2-N
Annex 2-O
Annex 2-P
Annex 2-Q
Annex 2-R
Annex 3-A
Annex 3-B
Annex 3-C
Annex 3-D
Annex 3-E
Annex 3-F
Annex 3-G
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
Annex 4-B
Annex 4-C
Annex 4-D
Annex 5-A
Annex 5-B
Annex 5-C
Annex 5-D
Annex 5-E
Annex 5-F
Annex 5-G
Annex 5-H
ODA Projects Supporting the Chapter and Sector Statements of the PDP
Annex 7-A
Annex 7-B
ix
Acronyms
AARNR
ACPoR
ADB
AECID
AM
Alert Mechanism
ARG
ARMM
ASEAN
ASFPD-PMO
AusAID
BIR
BOC
Bureau of Customs
BSP
BTr
Bureau of Treasury
CBHCP
CC
Climate Change
CF
Commitment Fee
CIDA
CO
Cost Overrun
COA
Commission on Audit
CPBD
CPC
CPPR
CSO
DA
Department of Agriculture
DAR
DBCC
DBM
DBP
DENR
DepEd
Department of Education
DFA
DILG
DOE
Department of Energy
DOF
Department of Finance
DOF-CAG
DOF-MDFO
DOH
Department of Health
DOJ
Department of Justice
DOST
DOTC
DP
Development Partner
DPWH
DR
Disbursement Rate
DRR
DSWD
DTI
EDCF
EO
Executive Order
EOPR
End-of-Project Report
EU
European Union
FAST
FMR
Farm-to-Market Road
FOA
GAA
GE
Grant Element
GFI
GID
GOCC
GP
Grant Proceeds
GPA
GPH
GPPB
HLF
IA
Implementing Agency
IAC
Inter-Agency Committee
IATF
ICC
ICC-CC
ICC-TB
ICR
IFAD
INFRA
Infrastructure
xi
IT&T
JAW
JICA
KEXIM
KfW
Kreditanstalt fr Wiederaufbau
KLM
KM
Knowledge Management
KOICA
KRA
LBP
LGU
LLDA
LP
Loan Proceeds
LWUA
M&E
MB
Monetary Board
MCC
MDG
MfDR
MFO
MO
Memorandum Order
MWSS
NCA
NCRFW
NEDA
NEDA-PMS
NEP
NG
National Government
NGA
NG-LGU
NGO
Non-Government Organization
NIA
NorthRail
NPC
NPMC
NPS
NRO
NZAP
xii
OA
Oversight Agency
ODA
OECD-DAC
OES
OFID
O&M
OP
OP-PMS
OPIF
PBB
Performance-Based Bonus
PCR
PD
Paris Declaration
PDMF
PDP
PEI
PI
Performance Indicator
PIO
PIP
PMO
PMS
PMU
PNP
PNR
PPA
PPAR
PSM
RA
Republic Act
RBME
RBPMS
RDC
RLA
RM
Results Matrix
RME
ROWA
RPMC
RPMES
xiii
SARO
SBC
SC
Supreme Court
SEPO
SER
Socio-economic Report
SFD
SGH
SRCD
TA
Technical Assistance
TE
Time Elapsed
TSA
TWG
UN
United Nations
UNDAF
UNDP
UNFPA
UNICEF
USAID
USG
UR
Utilization Rate
WB
World Bank
xiv
ARCPII
ARISPIII
ACSP
AWUAIPII
ASFP-AF
ASFP
ARBPI
ARBPII
BSAARP
BC/RP
BFP-CBPSPCP
CLLEP
CBFMMP
CBHCP
CLEECP
Credit Line for Energy Efficiency and Climate Protection in the Philippines
HLK
DPSP-IC
EDP
FRMP
FMP
GSO2
GJRSP
GMA Ports
HSDP
HSRA-SP
HCAAP
ICIGP
InFRES
ICRMP
IAARCDSP
Jalaur
xv
JRSP
KC-AF
LAANSP
LADP
LISCOP-AF
LAMP2
LIP2
LIDP
MTSP
MBURD
MMWMP
MRIP
MRDP2
MINSAAD
NISRIP
NPS-ENRMP
NPSTAR
NRIMPII
NSSHR
NPSBE
CNS-ATM
NorthRail Project
PIDP
PMRCIP2
PMRCIP3
PEEP
PHUMPIII
POPSTIRP
PTWSSPIII
PPADP
RafPEP
RIGP
RIIDP
RUPP
RuMEPP
RPP-AF
xvi
RRNDPIII
CHARMP2
2WHSMP
SPSP
SWDRP
S2LDIP
TPKP
GSOI
xvii
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
National Economic and Development Authority
CY 2012 ODA Portfolio Review Report
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.
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
555.23
LP
GPH
GP
PhP B
% share
PhP B
% share
PhP B
% share
409.98
74
141.27
25
3.98
Implementing Agency
DPWH, LWUA
20%-29%
1%-19%
Note: There are no counterpart funding for the program loans of DOF and DepEd.
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$M)
815.799
962.059
1,476.570
1,343.805
1,465.140
6,063.372
On the other hand, NEDA-PMS keeps track of GPHs ODA inflows or new ODA commitments with its own
ODA database. All ODA commitments signed by the GPH and the DPs are captured in NEDA-PMS ODA
Portfolio. Following is a comparison of data from OECD-CRS and PMS database:
Year
NEDA-PMS Data
(US$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).
2.1
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)
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)
2.1.2
Program Loans
10
2.2
2.2.1
By Development Partner
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
National Economic and Development Authority
CY 2012 ODA Portfolio Review Report
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
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$1.97 billion. (Table 2.6)
12
Sector
AARNR
GID
INFRA
IT&T
SRCD
TOTAL
2003
0.06
0.17
0.16
0.08
0.47
2004
0.06
0.45
0.51
2005
0.02
0.15
0.27
0.08
0.25
0.77
2006
0.03
0.05
0.66
0.3
0.31
1.35
2.3
2.3.1
Ongoing Loans
2007
0.27
0.61
0.95
0.01
1.85
2008
0.26
0.55
0.49
0.27
0.2
1.77
2009
0.36
0.58
0.71
0.05
1.70
2010
0.4
0.46
0.23
1.14
2.23
2011
0.01
0.54
0.2
0.75
1.50
2012
0.5
0.3
1.07
0.1
0.35
2.32
TOTAL
1.97
2.87
5.53
0.95
3.14
The age of a loan is reckoned from effectivity date to the date of reporting. A large part
of the ongoing portfolio is comprised of loans which are on the second to third year of
effectivity. About 26 percent (16 of the 62 ongoing loans2) have an age of less than a
year, 11 of which are loans directed to the INFRA sector. Age distribution of ongoing
loans by sector is presented in Table 2.7.
Table 2.7 Age of Ongoing Loans
Sector
AARNR
GID
INFRA
Years
0
5
1
1
2
3
3
7
4
2
2.3.2
7
1
10
1
>11
1
11
ITT
SRCD
Total
5
4
1
1
16
2
4
2
9
1
15
1
5
1
1
1
2
3
Closed Loans
Box 2.4 Loan Closing Date and Project Completion Date
The closing date of an ODA loan is the latest date wherein loan withdrawals are allowed by the DP. On
the other hand, project completion date refers to the physical completion of the project.
Ideally, project completion should be within the loan closing. Closing dates may be extended (revised)
as agreed by the DP and the IA, provided that it has the approval of the Investment Coordination
Committee (ICC).
For CY 2012, average extension of project loans is 1.70 years. The average age of closed
loans in the past five years is shown in Table 2.8.
Table 2.8 Age of Closed Loans within the Past Five Years*
2008
2009
2010
2011
Loan Count
23
19
20
8
Net commitment (US$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
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)
14
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)
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)
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
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$1.51 billion was
implemented across multiple regions. Thirty-two percent of the portfolio was
implemented nationwide while only 15 percent of the grants portfolio was classified as
region-specific. Details are provided in Table 2.10.
8 The
programs/projects supported by these loans were implemented in selected areas and not necessarily regionwide. Further, selected regions which do not have region-specific projects directed to their areas may be recipients
of projects classified under nationwide, multi-regional and major island groups.
16
Number of
Grants
Grant
Amount
(US$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
Disaster Risk Reduction
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
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.
Loan
Grant
TOTAL
Type
* 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
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
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
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
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
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
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
22
Figure 3.1 Historical Disbursement Rate, Availment Rate and Disbursement Rate
* 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.
23
TOTAL
80
8,821.00
1,893.17
1,206.22
686.95
TOTAL
80
8,821.00
5,484.00
3,973.27
1,510.71
24
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
Agrarian Reform Communities
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
Philippine Energy Efficiency 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
Second Cordillera Highland
Agricultural Resource
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 (%)
OFID
DA
87.06
87.06
OFID
DAR
79.30
79.30
France
DOTC
103.40
25.01
78.39
Germany
LWUA
63.83
8.39
55.44
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
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
Credit for Better Health Care Project
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
DP
IA
Revised
Time
Elapsed
(RTE) (%)
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
Germany
DOH
81.87
38.89
42.98
WB
DOH
93.4
52.31
41.09
FRANCE
DAR
75.74
36.37
39.37
Utilization
Rate (UR)
(%)
RTE-UR
(%)
27
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)
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)
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
Project Implementation
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
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
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)
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
(Additional Financing)
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$1.94 billion. These loans supported programs in various sectors including GID (1 loan),
IT&T (2 loans), and SRCD (4 loans). All of these loans were already closed as of CY 2012,
with 100 percent availment rates. (Table 3.15)
Table 3.15 Program Loans Signed within the PDP Period
Loan Title/DP
1
2
3
4
5
6
7
Net
Commitment
(US$M)
250.00
250.00
500.00
200.00
350.00
96.41
300.00
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
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
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
13
89,077.61
53,889.14
60.50
76
555,233.17
179,431.34
32.32
Sector
TOTAL
Percentage
Disbursed
(as of Dec 2012)
36
DP
Canada
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
IA
ARG
BIR
DA
DAR
DBP
DENR
DILG
DOE
DOH
DOTC*
DPWH
DSWD
DTI
LBP
LLDA
LWUA
MWSS
NIA
SC
Total
*Includes NorthRail
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
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
17
(25%)
21
(31%)
20
(34%)
15
(26%)
28
(41%)
29
(43%)
23
(40%)
69
67
58
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
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
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
DA
DBP
DPWH
DPWH
DPWH
NLRC
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.
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
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
Pampanga Delta
Development
Project/ 2003
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
DA
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
4
2
10
1.
2.
3.
4.
47
1.
2.
3.
4.
5.
6.
48
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
Indicative Processing
Time
13.28
16.83
18.8
6.04
7.84
8.5
19.24
17.64
13
16.37
49
Project/IA/DP
2. Integrated Coastal
Resources Management
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
6. Central Luzon Link
Expressway Project/
DPWH/JICA
7. Road Upgrading and
Preservation Project/
DPWH/JICA
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
procurement process.
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.
Contract
Civil Works (91 contracts)
Consulting Services (18
Contracts)
Goods (31 Contracts)
Total
Procurement
Duration
3.955
4.09
4.63
2.27
6.36
4.11
2.67
2.78
6.89
51
1.
2.
3.
4.
52
Project/IA/DP
Management Project/
DENR/Germany
11. Integrated Coastal
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.
1.
2.
3.
4.
53
1.
2.
3.
4.
5.
6.
7.
8.
9.
54
Implementation
Issue
Project/IA/DP
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.
Stock
as of Dec 2012
9 requests
PhP11.72 billion
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
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
4.70
0.59
0.29
2.97
27.43
1.96
0.81
3.26
3.19
1.78
9. Pasig-Marikina River
Channel Improvement
Project - Phase 2/
JICA/DPWH
TOTAL
4.61
0.93
64.89
11.72
18.07% increase.
Further details regarding cost overrun requests are found in Annex 4-B and Annex 4-C.
National Economic and Development Authority
CY 2012 ODA Portfolio Review Report
57
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
Budget/Funds
Flow
Bottleneck
DPWH
INFRA
DepEd
SRCD
DOH
SRCD
Prolonged
Procurement
DPWH
INFRA
LGU-related
issues
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
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
60
1.
2.
3.
4.
5.
61
Project Title/IA/DP
TPC
(PhP M)
22,013
6,479
8. Philippine Energy
Efficiency
Projecy/DOE/ADB
2,160
4,713.8
62
Project Title/IA/DP
TPC
(PhP M)
537.29
23.3
2,100
9,200
5,210
63
Project Title/IA/DP
15. Environmental
Development
Project/DBP/JICA
TPC
(PhP M)
12,630
32.70
1,408.5
Projects
Local Government Unit Investment Programme II
Rural Road Network Development Project III
Widening of Gapan-San Fernando-Olongapo
Manila Third Sewerage Project
Rural Power Project (Additional Financing)
Infrastructure for Rural Productivity Enhancement Sector
Arterial Road Bypass Project I (Plaridel and Cabanatuan
Mindanao Roads Improvement Project
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
National Economic and Development Authority
CY 2012 ODA Portfolio Review Report
64
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
66
Project Title
The
KALAHICIDSS
Impact
Evaluation:
A
Synthesis Report
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
PCR Validation Report
3. Pasig River Environmental Management and
Rehabilitation Sector Development Program
PCR Validation Report
4. Agrarian Reform Communities Project
5. Metro Manila Air Quality Improvement Sector
PCR Validation Report
Development Program
PCR Validation Report
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
National Economic and Development Authority
CY 2012 ODA Portfolio Review Report
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)
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
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
*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
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,
National Economic and Development Authority
CY 2012 ODA Portfolio Review Report
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
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
Increasing Access to TB
Diagnostics Services through the
Establishment of Remote Smearing
Stations
Applied Geo-tagging Technology:
MRDP's Efficient Transparency Tool
Project (MRDP)/DA
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
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
76
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
JAW Team
NEDA-PMS
ICC
OES
Actions Taken/Status
78
CY 2011 Review
Recommendations
Responsible
Agency
NEDA/IAs
NEDAPMS/IAs
Actions Taken/Status
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
Actions Taken/Status
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
Mapping of ODA
80
Section
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.
Actions Taken/Status
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.
81
Section
Recommendations
Endeavor to provide regional dimension
of project implementation issues
Actions Taken/Status
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.
IFAD-TA on Strengthening
the capacity of NEDA and
IAs on Results Monitoring
and Evaluation ongoing.
Continuing activity.
82
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
84
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
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
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
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 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.
Alert Mechanism
Alignment
Availment Rate
Commitment Fee
Cost Overrun
Per ODA Act of 1996 IRR, it refers to 'the additional costs over
and above the ICC-approved project cost.'
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
G-1
Development Results
Outputs, outcomes,
intervention.
Disbursement Level
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
Evaluation
Ex-Post Evaluation
Foreign-Assisted Project
(FAP)
Forward Obligational
Authority (FOA)
or
impacts
of
percentage
development
of
target
G-2
Grant Element
Harmonization
Investment Coordination
Committee (ICC)
ICC-Approved Cost
Impact Evaluation
Lessons Learned
G-3
impact
Loan Agreement Cost
Logical Framework
Monitoring
Visits/Supervision Mission
Mutual Accountability
Net Commitment
G-4
Official Development
Assistance
(ODA)
Organizational
Performance Indicator
Framework (OPIF)
Ownership
Philippines Development
Forum (PDF)
Program Loan
G-5
date
Project Facilitation
Project Implementation
Officer (PIO)
Project Implementation
Officers Meeting
Project Loan
Project Monitoring
Office/Unit
Quarterly Loans
Performance Report
Re-evaluation
Results
Results Chain
G-6
Scheduled Project
Completion Date
Technical Co-operation
Time Elapsed
Undisbursed Amount
Utilization Rate
G-7
Annex 1-A
Annex 1-B
CY 2012 ODA Portfolio Review
Program and Project Descriptions
As of December 2012
TITLE
OBJECTIVE/DESCRIPTION
TITLE
3.
Agrarian Reform
Infrastructure Project
Phase III
Loan Amount: US$141.42M
Implementation Duration:
4/15/2008 4/15/2017
4.
5.
6.
OBJECTIVE/DESCRIPTION
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
Implementation Duration:
7/3/2012 3/2022
8.
9.
OBJECTIVE/DESCRIPTION
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.
TITLE
OBJECTIVE/DESCRIPTION
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.
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.
TITLE
12. Laguna de Bay Institutional
Strengthening and
Community Participation
Project (LISCOP)
Loan Amount: US$5M
Implementation Schedule:
07/27/11 06/14
13. Land Administration and
Management Project (LAMP2)
Loan Amount: US$15.36M
Implementation Schedule:
10/11/05 9/12
OBJECTIVE/DESCRIPTION
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.
TITLE
15. Mindanao Sustainable
Agrarian and Agriculture
Development Project
(MINSAAD)
Loan Amount: 6,063 M/
PhP 3,349.994 M
Implementation Schedule:
7/3/2012 7/3/2019
16. National Irrigation Sector
Rehabilitation and
Improvement Project (NISRIP)
Loan Amount: 6,187
Implementation Schedule:
7/3/2012 12/2017
OBJECTIVE/DESCRIPTION
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
TITLE
OBJECTIVE/DESCRIPTION
production and productivity among beneficiary farmers in irrigated areas.
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.
TITLE
21. ARMM Social Fund Project
Loan Amount: US$ 33.6 M/JPY
2.47 B /US$30.0 M*
Implementation Duration:
2/24/2011 5/14/2014
Development of sub-specialty
Capabilities for HeartLung-Kidney Diseases
Loan Amount: Euro 14.60 M
Implementation Duration:
4/25/2005 12/25/2010
OBJECTIVE/DESCRIPTION
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.
TITLE
23. Health Sector Development
Project
Loan Amount: US$ 13 million
Implementation Duration:
01/12/2005 06/30/2012
25.
KALAHI-CIDSS Project
(Additional Financing)
Loan Amount: US$ 59.12 M
Implementation Duration:
2/24/2011 5/14/2014
OBJECTIVE/DESCRIPTION
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
TITLE
OBJECTIVE/DESCRIPTION
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.
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
TITLE
OBJECTIVE/DESCRIPTION
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.
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.
TITLE
OBJECTIVE/DESCRIPTION
INFRASTRUCTURE DEVELOPMENT
31. Angat Water Utilization and
Adequate Improvement
Project
Loan Amount: US $116.60M
Implementation Duration:
05/07/2010- 05/07/2014
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
TITLE
OBJECTIVE/DESCRIPTION
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)
35. Bridge
Construction/Replacement
Project
Loan Amount: 30.363 M
Implementation Duration:
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
TITLE
OBJECTIVE/DESCRIPTION
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.
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.
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
Implementation Duration:
01/07/08 01/07/16
OBJECTIVE/DESCRIPTION
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
OBJECTIVE/DESCRIPTION
seventy-two (72) RORO ports.
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
Implementation Duration:
2/10/2012 7/10/2014
43. Laguindingan Airport
Development Project
Loan Amount: EDCF US$30.6
M; KEXIM - US$62.75 M
Implementation Duration:
3Q 2007 01/2012
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
OBJECTIVE/DESCRIPTION
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.
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/DESCRIPTION
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.
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.
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
OBJECTIVE/DESCRIPTION
to enhance safety, reliability and efficiency of air traffic and airspace systems in the Philippines.
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.
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
OBJECTIVE/DESCRIPTION
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.
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.
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
OBJECTIVE/DESCRIPTION
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.
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.
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
OBJECTIVE/DESCRIPTION
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
OBJECTIVE/DESCRIPTION
financially, and environmentally sound, effective and sustainable manner.
Loan Amount:
Implementation Duration:
7/21/2011 7/21/2013
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.
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.
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:
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OBJECTIVE/DESCRIPTION
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.
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)
Loan Amount: US$28.347 M
Implementation Duration:
10/2009 10/2013
Loan Amount: US$22.3 M
Implementation Duration:
10/2008 06/2011
OBJECTIVE/DESCRIPTION
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.
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
OBJECTIVE/DESCRIPTION
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.
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.
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
CY 2012 ODA Portfolio Review
LIST OF ACTIVE LOANS
as of December 2012
(Figures in US$M)
Loan ID
Loan Title
DP
IA
Net Comm
(US$M)
Signing Date
Effectivity
Date
Closing Date
Revised
Closing Date
CHI-6
China
NIA
89.15
11/9/2009
2/1/2010
12/31/2013
2465-PHI
ADB
DAR
70.00
12/8/2008
3/4/2009
6/30/2015
1225P
OFID
DAR
30.00
12/17/2008
3/4/2009
12/31/2013
PH-P242
GOJ-JICA
DAR
146.35
12/18/2007
4/15/2008
4/15/2017
PH-P244
GOJ-JICA
LBP
181.14
11/25/2009
3/23/2010
3/23/2017
CHI-7
CHINA
MWSS
116.60
1/7/2010
5/7/2010
5/7/2014
PH-79120
WB
ARG
30.00
5/25/2010
11/5/2010
5/31/2013
PH-P235
GOJ-JICA
ARG
29.33
12/11/2003
4/6/2004
4/6/2011
PH-P236
PH-P250
PHL-9
Spain-8
DPWH
DPWH
DPWH
DPWH
51.92
56.93
13.06
39.36
3/30/2003
3/30/2012
7/13/2009
11/6/2009
7/29/2004
7/3/2012
10/20/2009
2/10/2010
7/29/2012
7/3/2019
6/20/2013
6/10/2013
DILG
26.57
1/12/2012
4/5/2012
4/5/2014
DPWH
282.67
3/30/2012
7/3/2012
7/3/2019
DENR
5.19
12/24/2008
1/12/2010
1/13/2016
DBP
52.69
4/27/2009
8/19/2009
8/19/2015
LBP
25.93
12/24/2008
11/23/2009
12/31/2012
6/30/2013
DOH
19.48
1/20/2005
4/25/2005
12/31/2010
3/1/2012
Austria-7
PH-P249
KfW-02
2515-PHI
AI-2001 65 951
PH20030908
PH-C24
GOJ-JICA
DOF
96.41
10/10/2012
12/17/2012
12/17/2015
PH-P243
GOJ-JICA
DBP
308.09
9/30/2008
1/7/2009
1/7/2016
12/6/2012
Loan ID
Loan Title
DP
IA
Net Comm
(US$M)
Signing Date
Effectivity
Date
Closing Date
Revised
Closing Date
PH-P253
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
Korea
DPWH
28.35
7/13/2009
10/20/2009
6/20/2014
2840-PHI
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
GOJ-JICA
NIA
64.60
5/30/2001
1/23/2002
1/23/2011
1/23/2013
2872-PHI
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
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
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
6/30/2012
10/25/2014
PH-8035
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$M)
Signing Date
Effectivity
Date
Closing Date
IA
Saudi
Arabia
DPWH
20.00
10/21/2005
4/2/2006
12/31/2009
WB
DA
83.75
5/3/2007
7/3/2007
12/31/2012
DAR
75.18
3/30/2012
7/3/2012
7/3/2019
NIA
76.72
3/30/2012
7/3/2012
7/3/2019
DENR
50.00
8/29/2007
11/27/2007
12/31/2012
6/30/2013
BIR
11.00
3/30/2007
6/25/2007
12/31/2011
6/30/2013
DPWH
232.00
10/24/2008
4/16/2009
12/31/2012
12/31/2014
DOH
DepEd
104.72
200.00
10/3/2006
10/3/2006
3/27/2007
1/1/2007
6/30/2011
12/31/2011
3/30/2012
12/31/2012
DOTC
273.41
3/28/2002
2/21/2003
2/21/2010
5/21/2017
NLRC
NLRC
180.79
0.00
2/26/2004
1/15/2007
9/13/2004
9/13/2009
12/31/2012
WB
NIA
70.36
8/7/2009
11/3/2009
3/31/2015
PH-7431
PH-75520
PH-7395
PH-7393
BLA-04055
CHI-5
PH-7709
PH-P239
GOJ-JICA
DPWH
105.76
2/27/2007
6/21/2007
6/21/2015
PH-P252
GOJ-JICA
DPWH
146.77
3/30/2012
7/3/2012
7/3/2019
2507-PHI
PH-P241
ADB
GOJ-JICA
DOE
DPWH
31.10
94.29
3/2/2009
12/18/2007
5/28/2009
4/15/2008
10/31/2011
4/15/2015
GOJ-JICA
DPWH
122.91
5/26/2010
9/21/2010
9/21/2013
200665240
PHL-11
Germany
Korea
LWUA
DOTC
13.23
71.61
6/30/2009
8/23/2012
3/28/2011
12/21/2012
12/31/2013
6/21/2017
767-PH
IFAD
DA
15.90
9/2/2009
11/9/2009
6/30/2017
PH-8119
2836-PHI
WB
ADB
DBP
DPWH
50.00
62.00
2/2/2012
3/12/2012
10/11/2012
7/20/2012
11/30/2016
6/30/2016
1446P
OFID
DPWH
30.00
7/20/2012
9/17/2012
6/30/2017
PH-P247
IFAD-661-PH
PH-76730
GOJ-JICA
IFAD
WB
DPWH
DTI
DBP
506.50
18.64
40.00
3/31/2011
11/11/2005
5/25/2009
7/21/2011
10/31/2006
9/25/2009
7/21/2023
6/30/2014
12/31/2012
PH-P251
PH-P254
PH-7470
PH-P228
PH-P246
Revised
Closing Date
DP
WB
12/31/2012
12/31/2014
6/30/2013
Loan ID
PH-P220
Loan Title
Net Comm
(US$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
2662-PHI
ADB
DSWD
400.00
9/14/2010
1/12/2011
3/31/2016
PH-7805
WB
DSWD
405.00
1/7/2010
2/19/2010
6/30/2014
PH-4833
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
CY 2012 ODA Portfolio Review
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
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
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
Loan Title
DP
IA
Signing
Date
Effectivity
Date
Closing
Date
Revised
Closing Date
DA
2 2872-PHI
ADB
3 2840-PHI
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
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
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
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
CY 2012 ODA Portfolio Review
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
Northrail Project Phase I, Section II
PARTIAL CANCELLATIONS
2 BLA-04055 Northrail Project Phase 1 Section 1
3
4
5
6
7
8
9
PH-P236
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
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
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
CY 2012 ODA Portfolio Review
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
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
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
No individual country
ceiling but subject to
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)
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
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
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)
Development
Policy Loans
6) CAT-DDO
7) (vii) Special
DPL
Key Features
Loan Terms
Development
Policy Loans
Key Features
Loan Terms
contingent
on
a
disbursing IMF program
being in place
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
CY 2012 ODA Portfolio Review
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
WB
DOH
104.72
30/6/2011
30/3/2012
WB
DepEd
200.00
1/1/2007
31/12/2012
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
Annex 2-H
Type of Loan
% 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
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
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
Project Title
Loans
1 Integrated Coastal Resources
Management Project (ICRMP)
Funding
Agency
IA
ADB
DENR
A/M
Classfication*
Sector/Subsector
A/M
Environment
and Natural
Resources
JICA
DENR
WB
DENR
KfW
DENR
Remarks
Environment
and Natural
Resources
A/M
Environment
and Natural
Resources
A/M
Environment
and Natural
Resources
Project Title
5 Second Cordillera Highland
Agricultural Resource Mgt. Project
(CHARMP2)
Funding
Agency
IA
OFID/IFAD
DA
WB
LBP
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
JICA
DPWH
WB
DBP
Germany
LBP
Climate
Components deal with enhancement of
Change
plans
Adaptation/
Disaster
Risk/Reduction
/Management
Power and
Energy
Power and
Energy
Funding
Agency
IA
JICA
DBP
ADB
Project Title
A/M
Classfication*
Sector/Subsector
Environment
and Natural
Resources
DOE
Power and
Energy
KfW
LWUA
Environment
and Natural
Resources
China
MWSS
Environment
and Natural
Resources
JICA
DPWH
DRR/A
Remarks
Solid Waste Management and Industrial
Pollution Control
Climate
Components deal infrastructure
Change
rehabilitation
Adaptation/
Disaster
Risk/Reduction
/Management
A/M
Classfication*
Sector/Subsector
Environment
and Natural
Resources
DENR
A/M
Environment
and Natural
Resources
FAO
DENR
WB/GEF
DENR
Environment
and Natural
Resources
DENR
Environment
and Natural
Resources
DENR
Environment
and Natural
Resources
Project Title
Grants
15 Strengthening Coordination for
Effective Environmental Management
(STREEM)
16 Samar Island Biodiversity Project Phase
II (SIBP)
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
Environment
and Natural
Resources
WB/GEF
DENR
WB/GEF
DENR
Environment
and Natural
Resources
GIZ
DENR
Environment
and Natural
Resources
GIZ
DENR
A/M
Environment
and Natural
Resources
Project Title
21 Adaptation to Climate Change and
Conservation of the Biodiversity in the
Philippines
Remarks
Components deal with institutional
strengthening
Funding
Agency
IA
A/M
Classfication*
Sector/Subsector
GIZ
DENR
A/M
Environment
and Natural
Resources
NZAID
DENR
Environment
and Natural
Resources
KOICA
DENR
No Available Information
A/M
Environment
and Natural
Resources
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
ADB
DENR
A/M
Environment
and Natural
Resources
Project Title
26 Forest and Climate Protection in Panay
Remarks
Project Title
31 UN-REDD Plus-Supporting Initial
Readiness Process
Funding
Agency
IA
A/M
Classfication*
Sector/Subsector
Remarks
UNDP/
UNEP/ FAO
DENR
A/M
Environment
and Natural
Resources
ADB
DENR
A/M
Environment
and Natural
Resources
Japan
Special
Fund
DENR
Environment
and Natural
Resources
FAO/Spain
DA
Rural
Components deal with capacity
Development building
FAO
DA
No Available Information
Rural
Sustainable land management
Development practices
Funding
Agency
IA
MDGF
DA
JICA
KOIKA
PAGASA
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
Climate
Change
Adaptation/
Disaster
Risk/Reduction
/Management
Climate
Change
Adaptation/
Disaster
Risk/Reduction
/Management
Funding
Agency
IA
JICA
PAGASA
Climate
Components deal with capacity
Change
building
Adaptation/
Disaster
Risk/Reduction
/Management
Norway
PAGASA
Climate
Components deal with improving
Change
facilities
Adaptation/
Disaster
Risk/Reduction
/Management
GEF-WB)
DOE
Spain
DILG
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
A/M
Classfication*
Sector/Subsector
Power and
Energy
Remarks
Climate
Components deal with capacity
Change
building
Adaptation/
Disaster
Risk/Reduction
/Management
Environment
and Natural
Resources
Project Title
45 Small Water Districts Improvement
Project
Funding
Agency
IA
JICA
LWUA
Czech
Republic
JICA
FAO
A/M
Classfication*
Sector/Subsector
Environment
and Natural
Resources
MWSS
Environment
and Natural
Resources
NIA
Environment
and Natural
Resources
NEDA
DA
Remarks
Climate
Components deal with institutional
Change
strengthening and improving the
Adaptation/ planning process
Disaster
Risk/Reduction
/Management
Annex 2-L
CY 2012 ODA Portfolio Review
ODA LOANS AND GRANTS SUPPORTIVE OF DISASTER RISK REDUCTION
Project Title
Loans
1 Pinatubo Hazard Urgent Mitigation Project III
Funding Agency
Implementing
Agency
JICA
DPWH
JICA
DPWH
KfW
DENR
WB
DENR
ADB
DENR
4,698.80
6,479.54
411.78
2,100.00
2,245.40
15,935.52
JICA
PAGASA
93.98
KOICA
PAGASA
128.22
JICA
PAGASA
1,644.41
Project Title
Funding Agency
Implementing
Agency
Norway
PAGASA
JICA
PAGASA
158.09
Spain
DILG
89.32
UN
NEDA
87.49
2,273.46
18,208.98
Annex 2-M
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
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
LWUA
MWSS
884.00
6,056.28
MWSS
138.65
UNDP
DBP
DOE
11,096.00
not indicated
UNDP
JICA
DOE
DOST
0.07
48.30
JICA
DOST
1,644.41
China
WB
WB
KOIKA
NIA
NIA
HUDCC
DOST
11,225.53
5,111.43
20.48
128.220
TOTAL
31.60
FAO
DA
31.60
150,754.35
Annex 2-M
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
ADB
DENR
3,253.100
1&7
KfW
DENR
568.800
1&7
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)
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
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
Annex 2-O
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
Annex 2-P
CY 2012
US$ Million
% Share
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
Annex 2-Q
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
100.00
Annex 2-R
Loan Title
DP
IA
Net Commitment
(US$M)
ADB
ADB
ADB
DAR
DBP
DOH
3,340.84
70.00
52.69
13.00
ADB
DOF
350.00
ADB
DA
58.41
ADB
DENR
33.80
ADB
DOE
31.10
ADB
DPWH
62.00
ADB
DSWD
400.00
ADB
DOF
300.00
767-PH
DA
15.90
IFAD-661-PH
IFAD
DTI
18.64
IFAD
DA
26.60
OFID
DAR
30.00
OFID
DPWH
30.00
OFID
DA
10.00
WB
WB
WB
ARG
SC
DSWD
30.00
21.40
59.12
WB
LLDA
10.00
WB
DENR
15.36
PH-7311
WB
LBP
34.99
8162-PH
WB
LBP
275.00
PH-7440
WB
DA
83.75
PH-7470
WB
DENR
50.00
PH-7431
WB
BIR
11.00
PH-75520
PH-7395
PH-7393
PH-7709
WB
WB
WB
WB
DPWH
DOH
DepEd
NIA
749-PH
1225P
1446P
1224P
PH-79120
PH-7191
PH-7959
PH-8035
PH-7298
232.00
104.72
200.00
70.36
Loan ID
Loan Title
PH-8119
PH-76730
DP
IA
Net Commitment
(US$M)
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
GOJ-JICA
DPWH
51.92
PH-P250
GOJ-JICA
DPWH
56.93
PH-P249
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
Post Ondoy and Pepeng Short-term Infrastructure
Rehabilitation Project
Road Upgrading and Preservation Project
Rural Road Network Development Project III
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
Mindanao Roads Improvement Project
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
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
Austria-7
Net Commitment
(US$M)
Austria
DILG
26.57
France
DOTC
342.70
France
DPWH
340.56
FRANCE
DAR
498.13
Korea
DPWH
13.06
Korea
DPWH
28.35
Korea
NIA
Korea
DOTC
Korea
Korea
Korea
Spain
DOTC
DOTC
DPWH
DPWH
TOTAL
207.88
13.29
89.45
71.61
21.89
39.36
8,821.00
Annex 3-A
Funding
Source
Type of
Loan
ADB
Actual
Disbursements
(US$ 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
NEDA-Project Monitoring Staff
* Exchange Rates Used:
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 3-B
Development
Partner
Target
(US$ M)
CY 2011
Actual
(US$ M)
Disbursement
Rate
(%)
Target
(US$ M)
CY 2012
Actual
(US $M)
Project
Program
291.53
91.53
200.00
280.76
80.76
200.00
96.31
88.23
100.00
949.53
89.53
860.00
760.10
14.87
745.23
80.05
16.61
86.65
Project
Program
376.07
376.07
0.00
83.53
83.53
0.00
22.21
22.21
-
84.42
84.42
0.00
81.41
81.41
0.00
96.43
96.43
-
Project
Program
299.49
299.49
0.00
312.01
312.01
0.00
104.18
104.18
-
472.50
376.09
96.41
295.32
198.91
96.41
62.50
52.89
100.00
Project
Program
237.64
237.28
0.36
219.76
219.76
0.00
92.48
92.62
0.00
230.03
229.85
0.18
94.50
94.22
0.28
41.08
40.99
155.56
Project
Program
1,147.84
166.17
981.67
974.19
101.28
872.91
84.87
60.95
88.92
456.69
185.01
271.68
275.50
108.16
167.34
60.33
58.46
61.59
2,352.57
1870.25
79.50
2,193.17
1,506.83
68.71
1170.54
1182.03
797.34
1072.91
68.12
90.77
964.90
1228.27
497.57
1,009.26
51.57
82.17
Type of
Loan
ADB
CHINA
GOJ/JICA*
Others
WB
TOTAL
Project
Program
NEDA-Project Monitoring Staff
* Exchange Rates Used:
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Disbursement
Rate
(%)
Annex 3-C
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
NEDA-Project Monitoring Staff
* Exchange Rates Used:
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Annex 3-D
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)
(%)
Year
the Year
(US$ M)
(US$ M)
(%)
(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
NEDA-Project Monitoring Staff
* Exchange Rates Used:
2011 : 1US$ = 77.3216
2012 : 1US$ = 80.6452
Undrawn
Newly
Cumulative
Total
Actual
Disbursement
Undrawn
Newly
Cumulative
(US$ M)
(US$ M)
Annex 3-E
CY 2012 ODA Portfolio Review
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
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
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
GOJ-JICA
DOTC
29.893
273.407
2/21/2003
2/21/2010
10.93%
Ongoing
10.85
30-Sep-12
3509
PH-P239
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
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
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
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
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
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
Average Time
when 10% is
reached (in
Days)
5644
26170
Annex 3-E
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
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
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
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
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
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
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
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
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
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
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
WB
LBP
LLDA
1.025
10
7/27/2011
4/30/2014
10.25%
Ongoing
10.25
30-Sep-12
34 CHI-7
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
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
CY 2012 ODA Portfolio Review
Actual Time to Disburse 10% Funds by Sector (as of December 2012)
Loan ID
2311-PHI
CHI-6
PH-P221
Loan Title
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
Germany
DENR
749-PH
IFAD
DA
PH-7440
WB
DA
PH-7709
WB
NIA
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
6/29/2007
Agriculture, Natural
Resources and
Agrarian Reform
LBP
33.8
46.88
GOJ-JICA
PH-8035
12.918
NIA
Agriculture, Natural
Resources and
Agrarian Reform
Agriculture, Natural
Resources and
Agrarian Reform
Net
Commitment
(US$M)
Agriculture, Natural
Resources and
Agrarian Reform
PH-P244
PH-7298
Sector
Actual
Availment
Agriculture, Natural
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian Reform
Agriculture,
Natural
Resources and
Agrarian Reform
Agriculture, Natural
Resources and
Agrarian Reform
Agriculture, Natural
Resources and
Agrarian Reform
WB
DENR
WB
LLDA
IFAD
DTI
ADB
DOE
Tourism
Infrastructure
Agriculture, Natural
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
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
FRANCE-2
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)
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
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
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
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
166.105
DBP
5.558
DSWD
43.293
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
WB
DOH
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
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
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
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
PRRC
0.0091
KALAHI-CIDSS Project
Logistics Infrastructure Development Project
Manila Third Sewerage Project
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
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
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
CY 2012 ODA Portfolio Review
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
Annex 3-I
CY 2012 ODA Portfolio Review
DP
IA
Sector
Physical Status
Net
Commitment Target Actual Slippage
WB
DA AARNR
IFAD
DA AARNR
ADB
DA AARNR
GOJDAR AARNR
JICA
ADB
DAR AARNR
Agrarian Reform Communities Project II
OFID
DAR AARNR
ItalySupportDAR
Italian Assistance to the Agrarian Reform Community Development
Program
AARNR
(IARCDSP)
GOJ- (MINSAAD)
DAR AARNR
Mindanao Sustainable Agrarian and Agriculture Development Project
JICA
WB
DBP
Rural Power Project (Additional Financing)
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
15 Forestland Management Project
JICA
Austria
DILG AARNR
16 Bureau of Fire Protection Capability Building Program for
Selected Priority Cities Project
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
Rehabilitation Project
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
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
13.23
0.00
Behind Schedule
0.00
Ahead of Schedule
(5.35)
Behind Schedule
36.26
Annex 3-I
CY 2012 ODA Portfolio Review
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
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
ADB
France
49.27
49.27
0.00
Behind Schedule
Behind Schedule
Korea
97.80
(2.20)
Behind Schedule
Korea
0.00
Behind Schedule
(59.00)
Behind Schedule
0.00
Behind Schedule
France
0.91
On Schedule
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
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
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
ADB
Netherla
nds
DOH
DOH
SRCD
SRCD
(1.00)
0.00
Closed
Closed
Annex 3-J
CY 2012 ODA Portfolio Review
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
RaFPEP
IFAD
Supervision
Implementation
Support
ARCP2
ADB
Review
Mission
Supervision
Special Project
Administration
DBP
RPP-AF
WB
Review
DENR
NPS-ENRMP
WB
ICRMP
ADB
ADB
WB
KfW
KfW
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.
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
7
8
DOH
DPWH
HSDP
NRIMP II
NRIMP II
ADB
WB
Supervision
Recommendations/ Remarks
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
Agency
Project
MRIP
DTI
RuMEPP
DP
Mission
IFAD
10
LBP
SSLDIP
World Bank
11
LLDA
LISCOP
LISCOP
WB
WB
Supervision
Implementation
Review
Implementation
Review
Date
Rating/Findings
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.
Recommendations/ Remarks
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.
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.
Recommendations/ Remarks
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.
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
Sched Avail
(US$ M)
Avail
Backlog
(US$ M)
2.46
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
DAR
100
6.21
68
61.79
5
6
DBP
40
14.65
37.5
22.85
DBP
52.69
5.56
26.35
20.79
DENR
33.8
12.92
30.42
17.5
DOTC
342.7
85.7
342.7
257
New Communications,
Navigation and
Surveillance/Air Traffic
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
DPWH
28.35
5.16
21.78
16.62
DPWH
13.06
5.37
12.78
7.41
LBP
25.93
25.93
25.93
LLDA
10
1.03
2.2
1.17
LWUA
13.23
1.11
10.97
9.86
12
13
14
15
16
Participatory Irrigation
Development Proj
NIA
Loan
Amount*
(US$ M)
70.36
17
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
Actual
Avail
Sched Avail
(US$ M)
18.48
36
Avail
Backlog
(US$ M)
17.52
DPWH
Annex 4-A
CY 2012 ODA Portfolio Review
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
4. Provincial Towns Water
Supply and Sanitation
Project III (PTWSSP
III)/LWUA/
Issue Details
Technical specification of
equipment and other project
deliverables are still being
finalized;
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.
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
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
No update provided.
Project/IA/DP
5. Infrastructure Support
Project/DA/ADB
6. Logistics Infrastructure
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
Prolonged Procurement
1. National Program Support
for Environment and
Natural Resources
Management
Project(NPSENRMP)/DENR
/ WB
Project/IA/DP
2. Integrated Coastal
Resources Management
Project(ICRMP)/DENR/AD
B
Issue Details
tedious procurement
process.
No updates provided.
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
Project/IA/DP
Issue Details
previous contractors.
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.
Project/IA/DP
Issue Details
bidding was declared, and
a second bidding was
undertaken.
Prolonged financial
negotiations with the Korean
contractor for consulting
services.
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.
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
Project/IA/DP
Management Facility
(PRMF)/DILG/AusAID
Issue Details
road maintenance contracts
in Bukidnon and Bohol since
no bids were received.
2. Agrarian Reform
Communities Project 2
(DAR/ADB/OFID)
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.
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.
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);
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.
8. Logistics Infrastructure
Development Project
(DBP/JICA);
Project/IA/DP
Issue Details
9. Laguna de Bay
Institutional
Strengthening
Community Participation
Project/LLDA/WB
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.
11. Integrated Coastal
Resource Management
Project/DENR/ADB
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.
2. National Program
Support for Tax
Administration Reform
(NPSTAR)/BIR/WB
Project/IA/DP
3. National Program
Support for Environment
and Natural Resources
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.
Project/IA/DP
Navigation and
Surveillance/Air Traffic
Management Systems
Development Project
(New CNS/ATM Systems)/
DOTC/JICA
2. Participatory Irrigation
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.
No update provided.
Project/IA/DP
Issue Details
No numerical baseline
targets were set prior to, and
at the onset of project
implementation.
Environmental Safety
7. Angat Water Utilization
and Aqueduct
Improvement ProjectPhase II (AWUAIP-II)/
MWSS/China
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
9. New Communications,
Navigation and
Surveillance/Air Traffic
Management Systems
Development Project
(New CNS/ATM
Systems)/DOTC/JICA
Project/IA/DP
Issue Details
Annex 4-B
CY 2012 ODA Portfolio Review
Cost Overrun Stock as of December 2012
Project Title
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
2007
JICA
DOTC
10,869.52
13,271.76
2,402.24
22.10
2009
JICA
DPWH
4,698.80
5,285.68
586.88
12.49
2010
JICA
NIA
2,971.00
3,260.00
9.73
2010
2010
2011
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
Spain
DPWH
3,186.24
4,970.36
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
932.81
20.24
2012
11,723.33
18.07
Status of Request
Approved by ICC-CC on 3 July 2012.
Approved by NEDA Board on 4
September 2012.
Annex 4-C
CY 2012 ODA Portfolio Review
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
China
NORTHRAIL
JICA
DPWH
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
2010
2012
Annex 4-D
CY 2012 ODA Portfolio Review
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,
Loan Amount: US$ 405.0 M
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%
Loan Effectivity: 11/23/2009
Loan Closing: 12/31/2012
Revised Closing: 6/30/2013
Loan Amount: US$25.9 M
Utilization: US$0.0 M
Balance: US$25.9 M
Alert Level: II (Critical)
Loan validity
extension.
3. S2LDIP/LBP/WB
Behind schedule
Physical progress: 68%
Loan Effectivity: 2/28/2007
Loan Closing: 6/30/2012
Revised Closing: 2/28/2014
Loan Amount: US$130.0 M
Utilization: US$96.3 M
Balance: US$33.7 M
Alert Level: -
Loan validity
extension.
4. PTWSP III/LWUA/KfW
Behind schedule
Physical progress: 0%
Loan Effectivity: 3/28/2011
Loan Closing: 12/31/2013
Loan Amount: US$13.2 M
Utilization: US$1.1 M
Loan validity
extension.
Nature of
Request
Balance: US$12.1 M
Alert Level: II (Critical)
5. CHARMP2/DA/OFID
Behind schedule
Physical progress: 42%
Loan Effectivity: 2/4/2009
Loan Closing: 7/31/2013
Loan Amount: US$ 10.0 M
Utilization: US$ 0.0 M
Balance: US$ 10.0 M
Alert Level: II (Critical)
6. BSAARP/DPWH/Korea
Behind schedule
Physical progress: 58%
Loan Effectivity: 10/20/2009
Loan Closing: 6/20/2013
Loan Amount: US$ 13.1 M
Utilization: US$ 5.4 M
Balance: US$ 7.7 M
Alert Level: II (Critical)
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
Physical progress: 10%
Loan Effectivity: 10/20/2009
Loan Closing: 6/20/2014
Loan Amount: US$ 28.3 M
Utilization: US$ 5.2 M
Balance: US$ 23.2 M
Alert Level: II (Critical)
Combination of any or of the three
8. ICRMP/DENR/ADB
Loan validity
Behind schedule
extension and
Physical progress: 67%
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.
Nature of
Request
partial loan
cancellation.
Updates:
9. ARIIP/NIA/China
Behind schedule
Physical progress: 91%
Loan Effectivity: 2/1/2010
Loan Closing: 12/31/2013
Loan Amount: US$89.1 M
Utilization: US$53.5 M
Balance: US$35.6 M
Alert Level: -
Loan validity
extension,
increase in cost,
and change in
scope.
10.
ARCP2/DAR/OFID
Behind schedule
Physical progress: 36%
Loan Effectivity: 3/4/2009
Loan Closing: 12/31/2013
Loan Amount: US$ 30.0 M
Utilization: US$ 0.0 M
Balance: US$ 30.0 M
Alert Level: II (Critical)
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
Physical progress: 0%
Loan Effectivity: 11/1/2009
Loan Closing: 11/23/2012
Loan Amount: US$ 342.7 M
Utilization: US$ 85.7 M
Balance: US$ 257.0 M
Alert Level: II (Critical)
Grant
12. SNRDP/DPWH/MCC
Behind schedule
Physical progress: 0%
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.
Annex 5-A
CY 2012 ODA Portfolio Review
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
GOJ-JICA
ADB
GOJ-JICA
Germany
WB
DPWH
DOE
DPWH
LWUA
LBP
GOJ-JICA
DOTC
Korea
DPWH
Spain
DPWH
Korea
France
Korea
DPWH
DOTC
DOTC
WB
DPWH
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
Project Title
DP
IA
GOJ-JICA
ADB
WB
NIA
DENR
LLDA
WB
WB
WB
DENR
DA
DENR
WB
IFAD
NIA
DA
IFAD/OFID
DA
GOJ-JICA
DAR
GOJ-JICA
NIA
IFAD
DTI
Annex 5-B
CY 2012 ODA Portfolio Review
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
LLDA
WB
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
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)
DAR
GOJ-JICA
7,964.64
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.
Project Title
DA
IFAD/OFID
IA
DP
2,417.48
Project Cost
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.
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 &
Management Project Phase II
IA
DENR
DP
WB
Project Cost
Major Outputs Delivered
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.
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
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
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
Issued RMO No. 24-2012 prescribing the operational KPIs covering Revenue regions,
Revenue District Offices, large Taxpayers Service and Large Taxpayer District Offices.
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.
11 Environmental Development
Project
DBP
GOJ-JICA
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
DBP
WB
Project Cost
Major Outputs Delivered
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.
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
(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
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.
Project Title
DP
IA
Project Cost
18
ARMM Social Fund (Additional
Financing)
ARG
WB
19
DOH
WB
DOH
Germany
DepEd
WB
32.70
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
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
DOH
WB
NIA
GOJ-JICA
SC
WB
Project Cost
Major Outputs Delivered
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
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
Project Title
IA
DP
Project Cost
Project Title
27 National Road Improvement
Management Project Phase II
IA
DPWH
DP
WB
DPWH
GOJ-JICA
DOE
Project Cost
Major Outputs Delivered
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.
ADB
LBP
WB
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
DAR
GOJ-JICA
DAR
Italy
DBP
DENR
WB
GOJ-JICA
LBP
WB
Annex 5-C
CY 2012 ODA Portfolio Review
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
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
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
Project Ex-Post
Evaluated
Type
Cost
(in PhP M)
Output
Tarlac
Groundwater
Irrigation
Systems/NIA
JICA led
624
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
JICA led
JICA led
JICA led
JICA led
Annex 5-D
CY 2012 ODA Portfolio Review
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.
Title of Program/Project
Development of Poor Urban
Communities Sector Project
Type of
Evaluation
Report
Evaluation
Report
PCR Validation
Report
Year
Conducted
Reported
Outputs
2012
2012
Reported
Outcomes
PCR Validation
Report
2012
incomes
of
ARB
farming
Title of Program/Project
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.
PCR Validation
Report
2012
2012
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
information
developmentachieved.
system,
Targets
and
staff
substantially
Independent
Mid-term
Review
2012
2008
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.
Title of Program/Project
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
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
November
2012
(NCDPC)
Performance Evaluation of
Growth with Equity in
Mindanao III (GEM-3)
Program
Performance
Evaluation
Report
Title of Program/Project
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
the following projects:
(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
Title of Program/Project
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
Infrastructure Projects
Economic
Impact
Evaluation
Report
2012
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.
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
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;
Title of Program/Project
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
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Final Evaluation
Report
2012
Reported
Outcomes
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
Title of Program/Project
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
Action
for
Conflict
Transformation
(ACT)
for
Peace Programme
Terminal
Evaluation/
Outcome
Evaluation
Report
2012
Title of Program/Project
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
Title of Program/Project
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.
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
Title of Program/Project
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
Title of Program/Project
Type of
Evaluation
Report
Year
Conducted
Reported
Outputs
Reported
Outcomes
Title of Program/Project
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
Title of Program/Project
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
mercury- containing lamps
2,000 guidebooks distributed on handling
mercury- containing lamps
1,600 posters and flyers produced and
Reported
Outcomes
Title of Program/Project
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
CY 2012 ODA Portfolio Review
Lessons Learned from Project Implementation
Sector
Agriculture,
Agrarian
Reform and
Natural
Resources
(AARNR)
Pre-Project
Implementation
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
Institutional Strengthening
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
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
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
CY 2012 ODA Portfolio Review
Lessons Learned from Completed Projects
Project Title
IA
DP
Lessons Learned
DECS
(DEPEd)
ADB
NIA
ADB
NIA
ADB
1. Agricultural Technology
Education Project
Reports
Project Title
IA
DP
DOTC/
DENR/
DPWH/
DTI
ADB
DPWH
JICA
6. Mindanao Sustainable
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
NIA
ADB
Project Title
IA
DP
Lessons Learned
DPWH
ADB
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
RBAP
BSP
USAID
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
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
NIA
JICA
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
CY 2012 ODA Portfolio Review
Lessons Learned from Impact Evaluations and Other Evaluation Studies Conducted
Project Title
Impact Evaluations
WB
1. Philippines Conditional
Cash Transfer Program
2012
Lessons Learned
Other Evaluations
ADB
3. Power Sector
Development Program
4. Development of Poor
Urban Communities
Sector Project
6. Agrarian Reform
Communities Project
AusAid
8. Provincial Road
Management Facility (
PRMF)/DILG/AusAID
JICA
9. Pampanga Delta
Development Project,
Flood Control
Component
15. Philippine-Japan
Friendship Highway
Rehabilitation Project (I)
(II)
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
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
30. Philippine-Japan
Friendship Highway
(Mindanao Section)
Rehabilitation Project,
Phase I and II
NZAP
39. Participatory Review of
Contributing Factors:
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
the following projects:
Linking Initiatives and
Networking to Control
Tuberculosis (TB LINC)/DOH
Strengthening Local
Governance for Health
(HealthGov)
Health Policy Development
Infrastructure Projects
UNDP
44. Sustainable Development
Strategy for the Seas of
East Asia (PEMSEA),
Terminal Evaluation
45. Samar Island Biodiversity
Project (SIBP), Philippines
Annex 5-H
IA
Project Title
Location
reduced fiscal
deficit-to-GDP ratio
BIR
NPSTAR
Nationwide
tax revenue-to-GDP
ratio improved
BIR
NPSTAR
Nationwide
DTI
RuMEPP
Cordillera Admiistrative
Region (CAR), Bicol
Region, Eastern Visayas
Region,
SOCCSKSARGEN
Region, Caraga Region
DTI
NICCEP
DTI
RuMEPP
NICCEP
All regions
NICCEP
All regions
Intermediate Outcome:
Improve Productivity and
Efficiency
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
Intermediate Outcome:
Productivity and
production increased.
All regions
InfRES
53 LGUs in 9 InfRES
regions
Average income of
families in A/F sector
increased
DA
InfRES
53 LGUs in 9 InfRES
regions
Yield of rice
increased
DA
InfRES
53 LGUs in 9 InfRES
regions
Level of post-harvest
losses in rice
production reduced
DA
InfRES
53 LGUs in 9 InfRES
regions
DA
InfRES
53 LGUs in 9 InfRES
regions
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
EDP
DBP
RPP
Bohol, Romblon,
Palawan, Oriental
Mindoro
DOE
PEEP
LBP
MTSP
LBP
MTSP
DPWH
No. of Beneficiaries
Nationwide
A total of 36,420
families, or 182,100
individuals now live
above the poverty
threshold and deemed
non-poor.
PDP RM Chapter/Sector
Outcome
PDP RM Indicators
Relevant to Project
IA
Land Transport:
Increased
percentage of
length of permanent
bridges along
national arterial
roads
DPWH
SC
JRSP
SC
JRSP
Project Title
Location
No. of Beneficiaries
SC
JRSP
DOH
HSDP
National Health
Insurance Program
enrolment rate
increased
DOH
HSDP
TB case detection
rate increased
TB cure rate
increased
DOH
Contraceptive
Prevalence Rate (all
methods) increased
DOH
USAID
SOAG
USAID
SOAG
USAID
SOAG
Contraceptive
Prevalence Rate (all
methods) increased
DOH
2WHSMP
Contraceptive
Prevalence Rate (all
methods) increased
DOH
JPMNH
DSWD
SPSP
Subsector Outcome:
Access to quality health
and nutrition services
improved
DOH
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
PDP RM Chapter/Sector
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
2 Municipalities in
involving about 120
Region 4A; 8
Peoples Organizations
Municipalities in Region (POs)
5; 7
DENR
NPS-ENRMP
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
DENR
ICRMP
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)
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
DBP
Subsector Outcome:
Water Pollution Reduced
EDP
DBP
EDP
LLDA
LISCOP
DBP
EDP
percent reduction.
509m3 of wastewater treated per day
18kg of pollutants removed per day BOD
552,500kg of wastes collected per day
No. of Beneficiaries
Bohol, Romblon,
Palawan, Oriental
Annex 7-A
CY 2012 ODA Portfolio Review
Actions Taken By IAs on the Recommendations of the CY 2011 ODA Review
Recommendations
Recommendations
proceeds; and (d) change in scope.
Recommendations
Recommendations
electric
Recommendations
Recommendations
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
Progress / Actions Taken
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.
Limited compliance.
Continuing.
Contracts awarded or issued with NTPs in 2012 showed
shorter procurement processing duration.
Continuing.
Recommendations
Recommendations
goods/equipment)
Delay in the preparation of POWs for various WDs
Recommendations
Leaks at tunnel final lining
Recommendations
Annex 7-B
CY 2012 ODA Portfolio Review
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)
Timelines
until April
2013
Responsibility Center
DA/InFRES
ASAP
2013 to
February
2014
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)
Timelines
Responsibility Center
2013
DENR
2013
DENR
2013 and
beyond
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
Timelines
ASAP
ASAP
ASAP
ASAP
Responsibility Center
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
Issue (Project)
Recommendation / Action Plan
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
Responsibility Center
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)
Timelines
2013
Responsibility Center
DPWH/PJHL-PMO
DPWH/KEDCF-PMO
2013
DPWH Planning/
FABP-PMO
2013
Concerned
DPWH PMOs
2013-2015
DPWH/ RRNDP-PMO
2013
DPWH/Flood Control
Issue (Project)
Timelines
Responsibility Center
April 2013
DPWH/Flood Control
June 2013
DPWH PMOs
ASAP
DSWD-Planning
ASAP
ASAP
PMO
PMO
ASAP
SBC
ASAP
PMO
ASAP
PMO
Issue (Project)
Timelines
Responsibility Center
ASAP
LBP
June 2013
LBP
ASAP
LBP
2nd Semester
2013
LLDA/MDFO
2013-2014
LLDA
2013
2013 (Two
Issue (Project)
comprehensive
documentation of lessons
learned and emerging
outcomes
Sustainability
Delayed implementation
Delayed implementation
Timelines
years after
project
completion)
Responsibility Center
areas with
assistance from WDs
2013
1st 2nd
quarter of
2013
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
WDG
Comprehensive
documentation of lessons
learned and thorough
assessment of project
outcomes/impacts
Sustainability
EPMD, RO,
Concessionaires
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
Responsibility Center
Concessionaires
Within 2013
1st quarter of
2013
EPMD
Before June
2013
DA/NIA/PMO
ASAP
DA/NIA
ASAP
NIA
ASAP
NIA
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
Timelines
Responsibility Center
ASAP
NIA
ASAP
NIA
ASAP
NIA
ASAP
SC PMO, FMBO
ASAP
SC