Monday, December 18, 2017
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  • Antique Federation of Non-Government Organizations, Inc.



    People-Led Monitoring and Evaluation System (PLMES).


    The project will replicate Social Accountability Project Model in utilizing participatory monitoring and evaluation (M&E) tools. These tools will improve the capacities of the community project monitors to assess project performance based on approved plans and monitor project implementation.


    Antique (9 Municipalities)


    3 years


    288 (People’s Monitors, NGO/CSO Partners) 64,755 individuals from the marginalized sector.


    Persistent corruption still exists in local governments and national agencies. There is still a need to harness the energy, dedication, and experience of civil society organizations, which have succeeded in pursuing transparency and accountability through various programs.


    USAID, through the Philippine-American Fund, enables the Antique Federation of Non-Government Organizations, Inc. (AFON)to replicate its experience in implementing the Social Accountability Project in 12 municipalities in Antique. It utilizes a participatory monitoring and evaluation scheme to enable the community to better understand and participate in government projects and activities. These tools are used to assess project performance based on approved plans, as well as monitor the status of the implementation.

    The project also enhances the capacities of partner NGOs in government budgeting processes. This allows them to properly monitor the entire procurement activity of the government agencies concerned. Partner NGOs participate in the Bids and Awards Committee meetings and in post-bidding activities.


    AFON, through the roll out of the PLMES in select municipalities in the province of Antique, was able to cover and monitor a total of 225 community projects since the project began in 2014. These projects mainly focused on infrastructure, livelihood and disaster risk reduction.

    One of the key strengths of the PLMES was its mechanism to engage partners most especially the government, in a constructive manner. By avoiding the investigation and fault-finding nature of similar initiatives, it built on and fostered stronger partnerships between the government, CSOs and communities.

    The Baseline Study conducted at the beginning of the project cites that aside from the limited CSO impact in terms of influencing projects or programs of local government, involvement in M&E and expenditure tracking was also lacking. Apart from the weak to non-existent avenues available in the LGUs, CSOs themselves attested during focused groups discussions that majority of them lack the knowledge and capacity to conduct monitoring and evaluation on their own.

    The capacity development training given to CSO monitors included training on the salient features of the Local Government Code of 1991, social accountability, the planning and budgeting cycle (including Bottom-Up Planning and Budgeting or BuB), the government procurement process and project monitoring and evaluation.

    These trainings provided the CSOs with the necessary knowledge and skills to conduct monitoring activities. With the increased capacity, the government partners became more transparent and accountable in implementing their projects. They were aware of that the community was closely monitoring project performance and how budgets were utilized.

    Monitoring billboards and other means of publicly posting important project information were also key in promoting transparency and accountability. The boards allowed a wider audience to have access to relevant and updated information. The People’s Monitoring Boards (PMBs), which were placed in the most strategic areas in the target barangays, allowed for the project to highlight relevant data, issues and interventions from different partners.

    A total of 270 PMBs were distributed to 270 barangays within the nine covered municipalities of the PLMES project. The boards were utilized and maintained by the recipient barangay to display information on publicly funded projects in order to promote transparency within the local community.

    The nine municipalities which used the PLMES included Anini-y, Tobias Fornier, San Jose, Sibalom, Belison, Sebaste, Pandan, Libertad and Caluya.


    Antique Federation of Non-Government Organizations (AFON), registered with the Securities and Exchange Commission (SEC) in 1989, has been proactively implementing programs for the engagement of the civil society and/or nongovernment organizations in government’s development projects since 2004, covering topics such as health service delivery, peace and development, project development and management, and local economic development.

    Marilou R. Llavan
    Chairperson, AFON
    Funda-Landing, San Jose de Buenavista