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WELCOMEBriefing / Writeshop on the
Strategic Performance Management System
• UNIVERSITY OF THE PHILIPPINES• NATIONAL COMMISSION ON INDIGENOUS PEOPLES• HOUSING AND LAND USE REGULATORY BOARD
JULY 23 / 25 / 26, 2013
As the central personnel agency, it is the responsibility
of the CSC to establish a
culture of performance and
accountability in the bureaucracy.
Among its other functions, the CSC has toprovide agencies with guidance and
support mechanisms to ...
evaluate and reward employee performance.
Governed by merit and fitness
Respected for its efficiency, effectiveness,
and integrity
Compensated based on rational, realistic and
uniform parameters
CSC Maintains its Vision of a Civil Service
Recognized for its own identity, autonomy
and expertise
Motivated by service and committed to a
mission marked by transparency and
accountability
CSC Maintains its Vision of a Civil Service
•An organization succeeds/fails based on the attainment of GOALS•The most important determinant of success lies in the PERFORMANCE of personnel
•When people do not perform, an organization fails:
Private sector : No profit = Bankruptcy
GOVERNMENT : NO SERVICE = NO EFFECT (?)
Why Focus on Performance?
....linking personnel performance with organizational performance
Enhancing performanceorientation of the
compensation system
Ensuring personnel
performance
Linked withorganizationalperformance
WHEREAS, there is a need to rationalize the
current incentive system in government which is
generally characterized by across-the-board
bonuses that are given uniformly to all civil
servants;
WHEREAS, there is a need to strengthen performance
monitoring and appraisal systems based on existing systems
like the Organizational Performance Indicator Framework
(OPIF) which is being used by the Department of Budget and
Management (DBM) to measure agency performance, the
Strategic Performance Management System (SPMS) of the
Civil Service Commission (CSC) which links individual
performance to organizational performance, and the Results-
Based Performance Monitoring System (RBPMS).
WHEREAS, service delivery by the bureaucracy
can be improved by linking personnel incentives to
the bureau or delivery unit’s performance and
recognizing and rewarding exemplary performance
in the public sector;
WHEREAS, there is a need to establish and implement a
Performance-Based Incentive (PBI) System that will
motivate higher performance and greater accountability in
the public sector and ensure the accomplishment of
commitments and targets under the five (5) Key Result
Areas (KRAs) laid down in Executive Order (EO) No. 43 (s.
2011) and the Philippine Development Plan (PDP) 2011-
2016;
WHEREAS, Administrative Order (AO) No. 25 (s. 2011) seeks
to establish a unified and integrated RBPMS across all
departments and agencies within the Executive Branch of
Government, incorporating a common set performance
scorecard, and creating an accurate, accessible, and up-to-
date government-wide, sectoral, and organizational
performance information system, which shall be used as basis
for determining entitlement to performance-based allowances,
incentives, or compensation of government personnel;
WHEREAS, one of the governing principles of the
Senate and House of Representatives Joint
Resolution (JR) No. 4 (s. 2009), otherwise known as
the “Salary Standardization Law (SSL) III,” is the
establishment of a PBI scheme which aligns
personnel efforts to organizational performance to
reward exemplary civil servants and well-performing
institutions; and
WHEREAS, Presidential Decree (PD) No. 985, PD
1597, Republic Act (RA) No. 6758, as amended by
Senate and House of Representatives JR Nos. 1
and 4, authorized the President to approve policies
and levels of allowances and benefits.
SECTION 1. Adoption of a PBI System. A PBI
system consisting of the Productivity Enhancement
Incentive (PEI) and the Performance-Based Bonus
(PBB) shall be adopted in the national government
beginning Fiscal Year (FY) 2012.
a. The PEI, in the amount of P5, 000, shall
continually be granted across-the-board, in
accordance with the guidelines to be issued by
DBM.
b. The PBB, which is a top-up bonus, shall be
given to personnel of bureaus or delivery units in
accordance with their contribution to the
accomplishment of their Department’s overall
targets and commitments, subject to the
following criteria:
i. Achievements by the Departments of
performance targets under their respective Major
Final Outputs (MFOs), and Priority
Program/Project commitments as agreed with
the President under the 5 KRAs under EO 43;
and
ii. Accomplishment of good governance conditions
set by the Inter-Agency Task Force (IATF)
created under AO 25.
SECTION 2. Guidelines for the PBB. The following
guidelines and principles shall govern the PBB
scheme:
a. The PBB shall be characterized as a system of
ranking units and personnel within an
organization according to their performance as
measured by verifiable, observable, credible,
and sustainable indicators of performance based
on the following pillars:
i. Department’s Major Final Outputs;
ii. Department’s commitments to the President
which are supportive of the priorities under EO
43; and
iii. Good governance conditions to be determined
by IATF under AO 25.
b. Flexibility shall be provided to the heads of
departments and agencies to suit the PBB
system to the nature of their operations and to
drive peak performers, in terms of the
determination of the appropriate delivery units to
be rewarded and the performance indicators to
be used; and
c. There shall be appropriate communications
strategy and publication of performance targets
and accomplishments in the department and
agency websites and the website for the RBPMS
to ensure transparency and accountability in the
implementation of the PBB scheme.
SECTION 3. Performance Categories and Rates of
Incentives. The amount of the PBB shall be based on the
performance of the departments, bureaus or delivery units,
and of the individual employees. Department Secretaries or
their duly designated officials shall rank the bureaus or
delivery units, including attached agencies, according to
their performance following a normal distribution.
The PBB shall be distributed according to the
following scheme for FY 2012, without prejudice to
the revision thereof in succeeding years, as may be
approved by the President, upon recommendation
of the IATF:
Performance Category
Best Performer
Better Performer
Good Performer
Best Bureau 35,000 20,000 10,000
Better Bureau 25,000 13,500 7,000
Good Bureau 15,000 10,000 5,000
Bureaus and individuals who receive a Below
Satisfactory performance rating will not be qualified
for the PBB.
SECTION 5. Prohibition against the Grant of New
and Additional Increases in the Rates of Existing
incentives and Bonuses. The grant of allowances,
incentives and bonuses other than those authorized
under SSL III and any increase in the existing and
authorized rates therefor, other than what is provided
for in this EO, shall not be allowed.
Government agencies, including Government-
Owned or –Controlled Corporations (GOCCs), with
existing authorized performance-based incentive or
bonus systems shall harmonize the same with the
PBB scheme.
SECTION 7. Coverage. This EO shall cover all
departments, agencies, SUCs, and GOCCs that
remain under the jurisdiction of DBM.
SECTION 14. Effectivity. This EO shall take
effect immediately upon publication in a
newspaper of general circulation.
DEPARTMENT OF BUDGET AND MANAGEMENT MEMORANDUM CIRCULAR NO. 2012-02
OCTOBER 16, 2012
GUIDELINES TO CLARIFY THE GOOD GOVERNANCE CONDITIONS FOR FISCAL YEAR
2012 IN LINE WITH THE GRANT OF THE PERFORMANCE-BASED BONUS UNDER
EXECUTIVE ORDER (EO) NO. 80
GOOD GOVERNANCE CONDITION 3
CASH ADVANCE (CA) LIQUIDATION
GOOD GOVERNANCE CONDITION 4
CITIZEN’S CHARTER OR ITS EQUIVALENT
The CSC through Resolution No. 1200481
dated March 16, 2012 promulgated the
“Guidelines in the Establishment and
Implementation of Agency Strategic
Performance Management System (SPMS)”
...is a set of processes for establishing a shared understanding of:
1. WHAT WILL BE ACHIEVED (goals)2. HOW IT WILL BE ACHIEVED3. and MANAGING PEOPLE in a way that will
increase the probability that it will be achieved.
It is a mechanism to address the demand to produce tangible results
The PMS is a means to professionalize the Civil Service
What is a Performance Management System (SPMS)?
Link performance management with other Human Resource
Systems and ensure adherence to the principle of performance-based
tenure and incentive system
Ensure organizational effectiveness andimprovement of individual employeeefficiency by cascading institutionalaccountabilities to the various levels
of the organization2Concretize the linkage of organization performance with the
Philippine Development Plan,Agency Strategic Plan and the
Organizational Performance Indicator Framework1
3
Civil Service Commission – Strategic Performance Management System
Performance Evaluation
Performance Management
Civil Service Commission – Strategic Performance Management System
The following framework represents the paradigm shift under
the Strategic Performance Management System (SPMS):
Area Paradigm ShiftFrom To
Perspective Evaluation Management
Focus Activities/Inputs Outputs and outcomes
Indicators Performance indicators (e.g., no. of appointments processed)
Success indicators (e.g., response time)
Performance alignment
Focus on individual (competition)
Align individual to office/organization (teamwork and collaboration)
Role of Supervisor
Evaluator Coach/mentor
National Government Agencies Local Government Units
Government-Owned & Controlled Corporations State Universities and Colleges
Civil Service Commission – Strategic Performance Management System
First LevelFirst Level
Second Level-Second Level-Executive/ ManagerialExecutive/ Managerial
Second Level-Second Level-Professional/TechnicalProfessional/Technical
Civil Service Commission – Strategic Performance Management System
1. Elements 2. Key Players
5. Rating Scale 6. Calendar
4. Rating Period3. Four-Stage PMS Cycle
Civil Service Commission – Strategic Performance Management System
1Goal Aligned To Agency Goal Aligned To Agency MandateMandate
Performance Goals
Agency Vision, MissionStrategic Priorities, OPIF
Philippine Development Plan
Civil Service Commission – Strategic Performance Management System
2Outputs/Outputs/Outcomes-basedOutcomes-based
Civil Service Commission – Strategic Performance Management System
4User-friendly User-friendly FormsForms
Civil Service Commission – Strategic Performance Management System
5InformationInformationSystemSystem
Civil Service Commission – Strategic Performance Management System
6CommunicationCommunication PlanPlan
Civil Service Commission – Strategic Performance Management System
PMT Planning Office HRM OfficeChampion
Civil Service Commission – Strategic Performance Management System
Head of Office Division Chief Employees
Civil Service Commission – Strategic Performance Management System
Composition of Performance Management Team (Agency Level)
1. Executive Official designated as Chairperson
2. Highest Human Resource Management Officer
3. Highest Human Resource Development Officer
4. Highest Planning Officer
5. Highest Finance Officer
6. President of the accredited employee association
PMT
Civil Service Commission – Strategic Performance Management System
Composition of Performance Management Team(Regional Level)
1. Executive Official designated by the Regional Head as Chairperson
2. Highest officer in charge of human resource management
3. Highest officer in charge of financial management
PMT
Civil Service Commission – Strategic Performance Management System
Composition of Performance Management Team(Regional Level)
4. Highest officer in charge of organizational planning
5. Representative of the rank and file employee
PMT
Civil Service Commission – Strategic Performance Management System
Champion • Responsible and accountable for the establishment and implementation of SPMS
• Sets agency performance goals/ objectives and performance measure
• Determines agency target setting period
• Approves office performance commitment and rating
• Assesses performance of Offices
Civil Service Commission – Strategic Performance Management System
• Sets consultation meeting of all Heads of Offices to discuss the Office performance commitment and rating
• Ensures that Office performance targets, measure and budget are aligned with those of the Agency
• Recommends approval of the Office performance commitment and rating
• Acts as Appeals body and final arbiter
• Identifies potential top performers for awards
• Adopts its own internal rules, procedures and strategies in carrying out responsibilities
PMT
Civil Service Commission – Strategic Performance Management System
• Monitors submission of Office Performance Commitment and Rating Form and schedule the review/ evaluation by the PMT
• Consolidates, reviews, validates and evaluates the initial performance assessment based on accomplishments reported against success indicators and budget against actual expenses
• Conducts an agency performance planning and review conference annually
• Provides each Office with the final Office Assessment as basis of offices in the assessment of individual employees
Planning Office
Civil Service Commission – Strategic Performance Management System
• Monitors submission of Individual Performance Commitment and Rating Form
• Reviews the Summary List of Individual Performance Rating
• Provides analytical data on retention, skill/ competency gaps and talent development plan
• Coordinate developmental interventions that will form part of the HR Plan
HRM Office
Civil Service Commission – Strategic Performance Management System
• Assumes primary responsibility for performance management in his/her Office• Conducts strategic planning session with supervisors and staff• Reviews and approves individual performance commitment and rating form• Submits quarterly accomplishment report• Does initial assessment of office’s performance• Determines final assessment of individual employees’ performance level• Informs employees of the final rating and identifies necessary interventions to employees• Provides written notice to subordinates who obtain Unsatisfactory or Poor rating
Head of Office
Civil Service Commission – Strategic Performance Management System
• Assumes joint responsibility with the Head of Office in attaining performance targets
• Rationalizes distribution of targets/tasks
• Monitors closely the status of performance of subordinates
• Assesses individual employees’ performance
• Recommends developmental intervention
Division Chief
Civil Service Commission – Strategic Performance Management System
• Acts as partners of management and
co-employees in meeting organizational
performance goals
Employees
Civil Service Commission – Strategic Performance Management System
CSC MC No. 08, s. 2013 (April 02, 2003)
RESULT BASED PERFORMANCE MANAGEMENT SYSTEM (RBPMS) IMPLEMENTATION IN AGENCIES
To ensure the institutionalization of the RBPMS, all the government agencies are directed to create a Performance Management Team or PMT that will serve as the counterpart of the IATF in the development of the agency’s internal guidelines in the implementation of performance-based incentive system and in the review of the performance indicators, targets and accomplishments from the department down to the individual level.
In addition to these functions, the PMT shall act as the anchor/link between the agency and the Inter-Agency Task Force on RBPMS. In this connection, the list of the PMT members must be submitted to the Secretariat of the Task Force at ao25secretariat@dap.edu.ph.
Performance Review and Evaluation
Performance Rewardingand Development Planning
Performance Monitoring and Coaching
Performance Planning and Commitment
Civil Service Commission – Strategic Performance Management System
based on requirements of law and/or
clients/stakeholders
done on time
•project completion deadlines; •time management skills; and •other time sensitive expectations
Civil Service Commission – Strategic Performance Management System
Performance Planning and Commitment
Civil Service Commission – Strategic Performance Management System
Effectiveness /Quality
The extent to which actual performance compares with targeted performance.
The degree to which objectives are achieved and the extent to which targeted problems are solved.
In management, effectiveness relates to getting the right things done.
Performance Planning and Commitment
Civil Service Commission – Strategic Performance Management System
Efficiency The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort
Performance Planning and Commitment
Civil Service Commission – Strategic Performance Management System
Timeliness Measures whether the deliverable was done on time based on the requirements of the law and/or clients/stakeholders .
Time –related performance indicators evaluate such things as project completion deadlines, time management skills and other time- sensitive expectations.
Performance Planning and Commitment
• Head of Office meeting with supervisors and staff to agree on the outputs that should be accomplished
• Success indicators are determined.• Targets shall take into account any combination of, or all of the following:
• Historical data• Benchmarking• Client demand• OPES Reference Table• Top Management instruction• Future Trend
Civil Service Commission – Strategic Performance Management System
G. PERFORMANCE PLANNING & COMMITMENT
AGENCY CSC
OFFICE
EMPLOYEE
MANDATE: To administer the civil service, promote merit and fitness in human
Resource Administration
MISSION: Gawing Lingkod-Bayani ang Bawat KawaniVISION: CSC shall be Asia’s leading center of excellence for stragetic human resource
management and organizational development by 2030
Stragetic Priority 1Developing Competent and Credible Civil Service
Stragetic Priority 3Cultivating Harmony and Morale and Wellness in the Workplace
Stragetic Priority 2Exemplifying Excellence and Integrity in the Public Service
Test Development Examination Administration
Character/Integrity Building Program Talent Development and Management
Development of Competency Based Qualification Standards
Examination Recruitment and Placement OfficeCivil Service InstitutePersonnel Policies and Standards Office
Staff 3Examination Administration Guidelines
Staff 2Security Printing
Staff 1Test SpecsTest Item Review
Staff 3Training Materials Development
Staff 2Training CalendarTraining Design
Staff 1Training Standards and Guidelines
…
Examination Recruitment and Placement Office
Civil Service Institute
Staff 3Competency Based QS for CSC positions
Staff 2CompetencyProfiles Developed
Staff 1Job Analysis of CSC Positions
Staff 4Draft guidelines for the bureaucracy
Personnel Policies and Standards Office
Performance Monitoring and Coaching
• Performance of Offices and every individual shall be regularly monitored at various levels on a regular basis
• Monitoring and evaluation mechanisms such as an Information System should be in place
• Supervisors and coaches play a critical role at this stage
Civil Service Commission – Strategic Performance Management System
Performance Monitoring Form
Task ID No. SubjectAction
OfficerOutput
Date Assigned
Date Accomplished
Remarks
Document No. or Task No. if Taken from WFP
Subject Area of the Task or the Signatory of the Document and Subject Area
Date the task was
assigned to the drafter
Date the output was
approved by the approver
Performance Monitoring and Coaching(Illustration showing a Sample Tracking Tool for Monitoring Assignments)
Performance Review and Evaluation
• Assesses both Office and individual employee’s
performance level based on performance targets
and measures as approved
• Results of assessment of Office and individual
performance shall be impartial
Civil Service Commission – Strategic Performance Management System
Performance Rewarding and Development Planning
• Part of the individual employee’s evaluation is the competency assessment vis-à-vis the competency requirements of the job
• Results of the assessment shall be discussed by the Head of Office and supervisor with the individual employee at the end of each rating period
• Professional development plan must be outlined for employees with Unsatisfactory or Poor ratings
Civil Service Commission – Strategic Performance Management System
Performance Rewarding and Development(Illustration showing a Professional Development Plan Template)
Professional Development Plan
Date:
Target date:
Review date:
Achieved date:
Aim
Objective
Task Next Step
Comments
Professional Development PlanDate:
Aim
Objective
Target date:
Review date:
Achieved date:
Comments
Task
Outcome
Next step
• Performance evaluation shall be done Semi-Annually
• The minimum appraisal period is at least ninety (90) calendar days or three (3) months
• The maximum appraisal period is not longer than one (1) calendar year
Civil Service Commission – Strategic Performance Management System
RatingDescription
Numerical Adjectival
5 Outstanding • Extraordinary level of achievement• Exceptional job mastery in all major areas of responsibility have demonstrated• Marked excellence of achievement and contributions to the organization
4 Very Satisfactory
• Exceeded expectations• All goals, objectives and targets were achieved above standards
3 Satisfactory • Met expectations• Most critical annual goals are met
2 Unsatisfactory • Failed to meet expectations• One or more of the most critical goals were not met
1 Poor • Consistently below expectations• Reasonable progress toward critical goals was not made
Civil Service Commission – Strategic Performance Management System
Sample Summary List of Individual Performance Ratings Office A Performance Assessment: Very Satisfactory
Division ARating
Numerical Adjectival
Division A Rating 4 Very Satisfactory
Employee 1 4 Very Satisfactory
Employee 2 5 Outstanding
Employee 3 3 Satisfactory
Employee 4 4 Very Satisfactory
Employee 5 4 Very Satisfactory
No. of Employees (including DC) = 5Average ratings of staff
20/5=4 Very Satisfactory
Division BRating
Numerical Adjectival
Division B Rating 3 Satisfactory
Employee 1 3 Satisfactory
Employee 2 4 Very Satisfactory
Employee 3 2 Unsatisfactory
Employee 4 3 Satisfactory
No. of Employees (including DC) = 4Average ratings of staff
12/4=3 Satisfactory
Division CRating
Numerical Adjectival
Division C Rating 5 Outstanding
Employee 1 5 Outstanding
Employee 2 4 Very Satisfactory
Employee 3 5 Outstanding
Employee 4 4 Very Satisfactory
No. of Employees (including DC) = 4Average ratings of staff
18/4=4.5 Outstanding
Summary: Division A 4 Very Satisfactory
Division B 3 Satisfactory
Division C 5 Outstanding
Average 12/3=4 Very Satisfactory
Aspects PMS-OPES SPMS
Objectives
Cycle
Key Players MDTCalibration Team PMT
Basic Elements/Features
Measures the collective performance of an office
Focuses on activities/ inputsUses a standard unit of measure
(point system)Allows comparison of
performance across offices or function
Applies to smallest output producing units
Goal aligned to agency mandate and organizational priorities
Outputs/outcomes basedTeam-approach to performance
managementUser-friendly forms Information system that supports
monitoring and evaluationCommunication plan
Indicators
Performance indicator(based on target pointsDepending on the number of
people in a division/office)
Success indicatorperformance measures (quality,
efficiency and timeliness) and performance targets(based on
agency strategic plan, road map, MFOs in the OPIF, etc))
FormsPerformance Contract(Division/Office)Individual Performance Contract
Office Performance Commitment and Review Form (OPCR) and
Individual Performance Commitment and Review Form (IPCR)
Performance-BasedSecurity of Tenure
Grant of Rewards and Incentives
Basis for Personnel Actions
Civil Service Commission – Strategic Performance Management System
Non-Submission of :
1) The Office Performance Commitment and Rating Form to the PMT
2) Individual Employee’s Performance Commitment and Rating Form to
the HRM Office within the specified dates will be ground for:
a. Employee’s disqualification for performance-based personnel actions
b. Administrative sanction for violation of reasonable office rules and regulations and simple neglect of duty for supervisors or employees responsible for delay or non-submission of the office and individual performance commitment and rating report
Civil Service Commission – Strategic Performance Management System
a. An Office/Unit or individual employee can file an appeal with the PMT
within ten (10) days from the date of receipt of their performance
evaluation rating
b. The PMT shall decide on the appeals within one (1) month from receipt.
c. Officials or employees who are separated from the service on the basis
of Unsatisfactory or Poor performance rating can appeal their separation
to the CSC or its Regional Office within fifteen (15) days from receipt of
the order or notice of separation.
Civil Service Commission – Strategic Performance Management System
Constitute a Performance Management Team
Review existing Performance Evaluation System
Amend, Enhance or Develop Agency Strategic Performance Systemand Submit to the CSC for Review / Approval
Conduct Orientation and Re-Orientation on the New and Revised Policies on SPMS for all employees
Administer the approved Agency SPMS
Provide the CSCRO/FO with copy of Consolidated Individual Performance Review Reports
Civil Service Commission – Strategic Performance Management System
The Agency SPMS could be any of the following:
a. A system currently used by the agency which conforms to the basic features of the SPMS;
b.A revised/enhanced Agency Performance Evaluation System (PES) based on the SPMS guidelines; or
c. A new Agency PMS crafted based on the SPMS guidelines.
Submission of Agency SPMS to CSC
Civil Service Commission – Strategic Performance Management System
Starting June 2012, Agencies shall be required to submit SPMSto the concerned CSC Regional Office for approval.
By 2015, official and employees of agencies without approvedSPMS shall not be eligible for promotion and entitled to
Performance-based benefits.
Head of agencies may request technical assistance from the CSC Regional / Field Office concerned on the development,
implementation or refinement of their Agency SPMS.
By January 2014, all agencies shall have a CSC-approved SPMS.
Civil Service Commission – Strategic Performance Management System
Mandate, Vision, Mission Road Map
Performance Management Information
System
OPCR
IPCR
Performance Planning and Commitment
Performance Monitoring and
Coaching
Performance Review and Evaluation
Office PerformanceAssessment
Performance Assessments for
Individual Employees
Performance Rewarding and
Development Planning
Historical data,
Benchmark, Client demand
OPCR(targets)
IPCR(targets)
Quarterly Accomplishment
Report
Performance Monitoring &
Coaching Journal
OPCR(Targets & Ratings)
IPCR(Targets & Ratings)
ProfessionalDevelopment
Plan
Competency Assessment
Rewards / Incentives
F. PMS PROCESS FLOWCHART
Civil Service Commission – Strategic Performance Management System
SPMS MILESTONES TRACKING FORM
HANDHOLDING MILESTONES
MAJOR ACTIVITIES
OUTPUT TO BE MONITORED
DATE TO BE COMPLETED
REMARKS
1. CONDUCT ORIENTATION
ORIENTATION AGENCY BLUEPRINT/OUTLINE OF ACTIVITIES AND TIMELINES
SPMS MILESTONES TRACKING FORMHANDHOLDING MILESTONES
MAJOR ACTIVITIES
OUTPUT TO BE MONITORED
DATE TO BE COMPLETED
REMARKS
2. CRAFTING OF SPMS
IDENTIFICATION OF KEY PLAYERS AND RESPONSIBILITIES
OFFICE/ EXECUTIVE ORDER ISSUED BY THE AGENCY HEAD
CRAFTING OF MFOs AND SUCCESS INDICATORS
TABLE OF MFOs WITH SUCCESS INDICATORS
SPMS MILESTONES TRACKING FORMHANDHOLDING MILESTONES
MAJOR ACTIVITIES
OUTPUT TO BE MONITORED
DATE TO BE COMPLETED
REMARKS
PREPARATION/ DEVISE OF SPMS FORMS
OPCR/IPCR FORMS, MONITORING FRM, COACHING FORM, IDP FORM FOR EMPLOYEES
CRAFTING OF COMMUNICATION PLAN
SPMS CALENDAR WHERE ORIENTATION SCHEDULES ARE INDICATED
SPMS MILESTONES TRACKING FORMHANDHOLDING MILESTONES
MAJOR ACTIVITIES
OUTPUT TO BE MONITORED
DATE TO BE COMPLETED
REMARKS
CONSOLIDATION/CRAFTING OF THE SPMS
SPMS COVERING THE 4 CYCLES
3. COMPLIANCE WITH REQUIREMENTS
COMPLETION OF REQUIREMENTS PER EVALUATION OF PSED/RO
COMPLIANCE WITH REQUIREMENTS PER SPMS GUIDEPOST EVALUATION
SPMS MILESTONES TRACKING FORMHANDHOLDING MILESTONES
MAJOR ACTIVITIES
OUTPUT TO BE MONITORED
DATE TO BE COMPLETED
REMARKS
4. PILOT TESTING OF SPMS
PILOT TESTING OF SPMS
REPORT ON INITIAL IMPLEMENTATION
5. CONDUCT OF AUDIT
AUDIT BY PSED/FO
COMPLIANCE WITH REQUIREMENTS/ RECOMMENDATIONS
6. FINAL SUBMISSION/ APPROVAL OF SPMS
APPLICATION OF COMPLIANCE WITH AUDIT RECOMMENDATIONS
REVISED/ FINAL COPY OF SPMS
STEPS IN CRAFTING STRATEGIC PERFORMANCE MANAGEMENT1. Form the performance system
management team
2. Renew the existing PMS
3. Know and understand your agency’s major final output
4. Identify the success indicators of each major final output
STEPS IN CRAFTING STRATEGIC PERFORMANCE MANAGEMENT5. Identify the performance goals of your
office
6. Identify the performance goals of the division under your office
7. Identify the performance goals of the individuals under each division
8. Develop the rating scale
STEPS IN CRAFTING STRATEGIC PERFORMANCE MANAGEMENT9. Identify the performance goals of individuals
under each division (monitoring and coaching)
10. Develop the performance evaluation tool
11. Use the performance evaluation tools
12. Use the results of the performance evaluation
WHEN REVIEWING STAGE 1, ASK YOURSELF THE FOLLOWING QUESTIONS: Does your SPMS calendar show that officials
and employees are required to submit their commitments prior to the start of the rating period?
Does your SPMS calendar allot time for the PMT to review and make recommendations on the performance commitments?
WHEN REVIEWING STAGE 1, ASK YOURSELF THE FOLLOWING QUESTIONS: Does your SPMS calendar indicate the
period for Heads of Agency and Offices to approve the office and individual performance commitments?
WHEN REVIEWING STAGE 2, ASK YOURSELF THE FOLLOWING QUESTIONS: Are feedback sessions to discuss
performance of offices, officials and employees provided in your Agency Guidelines and scheduled in your SPMS calendar?
Are interventions given to those who are behind work targets? Is space provided in the Employee Feedback Form for recommended interventions
WHEN REVIEWING STAGE 2, ASK YOURSELF THE FOLLOWING QUESTIONS: Is there a form or logbook to record critical
incidents, schedule of coaching, and the action plan?
WHEN REVIEWING STAGE 3, ASK YOURSELF THE FOLLOWING QUESTIONS: Are office accomplishments assessed
against the success indicators and the allotted budget against the actual expenses as indicated in the Performance Commitment and Rating Forms and provided in your Agency Guidelines?
WHEN REVIEWING STAGE 3, ASK YOURSELF THE FOLLOWING QUESTIONS: Does your SPMS calendar schedule and
conduct the Annual Agency Performance Review Conference?
Is individual employee performance assessment based on the commitments made at the start of the rating period?
Does your agency rating scale fall within the range prescribed in Memorandum Circular No. 13, s. 1999 – Revised Policies on the PES?
WHEN REVIEWING STAGE 4, ASK YOURSELF THE FOLLOWING QUESTIONS: Is there a mechanism for the Head of Office
and supervisors to discuss assessment results with the individual employee at the end of the rating period?
Is there a provision to draw up a Professional Development Plan to improve or correct performance of employees with Unsatisfactory or Poor performance rating?
WHEN REVIEWING STAGE 4, ASK YOURSELF THE FOLLOWING QUESTIONS: Are recommendations for developmental
interventions indicated in the Performance Commitment and Rating Form?
Is there a provision on your Agency Guidelines to link the SPMS with your Agency Human Resource Development Plan?
WHEN REVIEWING STAGE 4, ASK YOURSELF THE FOLLOWING QUESTIONS: Is there a provision in your Agency
Guidelines to tie up the performance management system with agency rewards and incentives for top performing individuals, units, and offices?
Are the results of the performance evaluation used as inputs to the Agency HR Plan and rewards and incentives?
Major Final Outputs refer to the goods and services that your agency is mandated to deliver to external clients
through the implementation of programs, projects, and
activities (PAPs)
SOURCES OF MFOs/ STRATEGIC POINTS OF YOUR AGENCY The Agency Logical Framework /
Organizational Performance Indicator Framework (OPIF) Book of Outputs
OTHER POSSIBLE SOURCES OF INFORMATION For National Government Agencies (NGAs),
State Universities and Colleges (SUCs) and Government – owned and Controlled Corporations (GOCCs):
• Philippine Development Plan• Agency Charter• Agency Strategic Plan / Road Map• Scorecard
OTHER POSSIBLE SOURCE OF INFORMATION For Local Government Units (LGU’s):
• Philippine Development Plan• Local Government Code• Local Development Plan• Road Map• Strategic Plan• Scorecard
MFOs are delivered by core business processes of operating offices/units.
However, Offices / units that do not directly deliver goods and services to external clients contribute to the delivery of the agency’s MFO’s through Support to Operations (STO) or General Administration and Support (GAS) activities.
STO’s refer to activities that provide technical and substantive support to the operations and projects of the agency. By themselves, these activities do not produce the MFOs but they contribute or enhance the delivery of goods and services. Examples include program monitoring and evaluation, public information programs, statistical services and information systems development.
GAS refer to activities that deal with the provision of overall administrative management support to the entire agency operation. Examples are legislative liaison services, human resource development, and financial services.
IF YOU FOLLOW STEP 3, YOU SHOULD BE ABLE TO ANSWER THE FOLLOWING QUESTIONS: What is my agency’s mandate-vision,
mission and goals?
What are my agency’s products and services or major final outputs?
SOURCES OF SUCCESS INDICATORS• Citizen’s Charter• RA 6713 (Code of Ethics and Ethical
Standards)• OPES Reference Table• Accomplishment Reports (for historical
data)• Benchmarking Reports• Stakeholders’ Feedback Reports
WHICH MFO IS MY OFFICE CONTRIBUTING TO? In most cases, one or several offices will be
contributing to one MFO. It is also possible that one office will be contributing to two MFOs.
If your office / unit is not directly delivering goods and services to external clients, your office / unit is either implementing Support to Operations (STO) activities or General Administration and Support (GAS) activities. As such, you should have your own SMART performance targets or success indicators from the office / unit level down to the individual staff level.
Units under an office must contribute towards achieving a specific MFO through a set of performance goals or success indicators. As such, the performance goals of the different units such as a branch, attached bureaus, or a division must be aligned with the performance goals of the office.
Each division will be staffed by at least one individual employee. The performance goals of each individual employee must contribute and align with the performance goals of the division. The success indicators should be SMART.
Like the office level and division level success indicators, individual level success indicators should also be SMART- Specific, Measurable, Attainment, Realistic Time-bound.
DEVELOPING THE RATING SCALE INVOLVE TWO SUB-STEPS:• Determining the dimensions on which
performance or accomplishments are to be rated.
• Operationalizing the numerical and adjectival ratings.
Quality or Effectiveness means getting the right things done. It refers to the degree to which objectives are achieved as intended and the extent to which issues are addressed with a certain degree of excellence.
Quality or Effective performance involves the following elements:• Acceptability• Meeting standards• Client satisfaction with services rendered• Accuracy• Completeness or comprehensiveness of
reports• Creativity or innovation• Personal initiative
Efficiency is the extent to which targets are accomplished using the minimum amount of time or resources
Efficient performance applies to continuing tasks or frontline services (e.g., issuances of licences, permits, clearances and certificates). It involves the following elements• Standard response time• Number of requests / applications acted
upon over number of requests / application received
• Optimum use of resources (e.g., money, logistics, office supplies)
Timeliness measures if the targeted deliverable was done within the scheduled or expected timeframe.
Timely performance involves:Meeting deadlines as set in the work plan Not all performance accomplishments need
to be rated along all three dimensions of quality, efficiency and timeliness. Some accomplishments may only be rated on any combination of two or three dimensions. In other cases, only one dimension may be sufficient. Consider all the elements involved each listed above in each dimension and use them as guides to determine how performance will be rated.
ESTABLISHING THE RATING SCALE On each dimension of quality, efficiency and
timeliness, rate performance using a numerical scale ranging from 1 to 5 – with 1 as the lowest and 5 as the highest.
For the rating to be objective, impartial, and verifiable, you need to indicate the operational definition or meaning of each numerical rating under each relevant dimension (i.e., quality, efficiency, or timeless) per performance target or success indicator.
Supervisors and coaches play a critical role at this stage. They can provide an enabling environment, introduce interventions to improve team performance, and develop individual potentials.
To reiterate, it is important that you establish an information system as a vital management tool that will support data management to produce timely, accurate, and reliable information for program tracking and performance monitoring and reporting
To reflect the cascading approach of the SPMS towards achieving organizational goals, three kinds of forms are suggested:
Office Performance Commitment and Review (OPCR) Form is accomplished by Agency Directors
Division Performance Commitment and Review (DPCR) Form is accomplished by Division Chiefs
Individual Performance Commitment and Review (IPCR) Form is accomplished by individual staff in all the units of the organization
Make sure that the performance targets listed in the OPCR, DPCR, IPCR are linked and aligned towards achieving your organization’s Major Final Outputs.
The focus of discussion of evaluation results must be on strengths, competency – related performance gaps, and the opportunities to address these gaps, career paths, and alternatives.
In coordination with the HRM Office, the Heads of Office and supervisors must introduce appropriate developmental interventions based on the results of the performance evaluation especially for employees with Unsatisfactory and Poor performance ratings.
The results of the performance evaluation / assessment shall serve as inputs to the following:
1. Heads of Offices in identifying and providing the kinds of interventions needed based on identified professional development needs.
2. Agency HRM Office in consolidating and coordinating development interventions that will form part of the HR Plan and the basis for rewards and incentives.
3. Performance Management Team in identifying potential PRAISE Awards nominees for various awards categories.
4. PRAISE Committee in determining top performers of the agency who qualify for awards and incentives.
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