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Memorandum Circular No. 2694_
NATIONAL HOUSING AUTHORITY STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (NHA-SPMS)
PART 1: THE NHA-SPMS
In line with Joint Resolution No. 4 of the Congress of the Philippines dated June 17, 2009, Administrative Order No. 241 dated 02 October 2008, Administrative Order No. 25 dated 21 December 2011 and CSC Memorandum Circular No. 6 dated March 16, 2012, the National Housing Authority (NHA) hereby adopts a unified, integrated and results-based performance management system that links individual performance to the Authority’s Vision, Mission Goals, and Strategic Priorities, herein referred to as the NHA Strategic Performance Management System (NHA-SPMS), and is prescribed as follows: I. BACKGROUND 1.1 NHA Mandates
The NHA is a government-owned and controlled corporation created in 1975 under Presidential Decree No. 757 and mandated to develop and implement a comprehensive and integrated housing program which shall include, among others, housing development and resettlement, sources and schemes of financing and delineation of government and private sector participation.
Under Executive Order No. 90 issued in 1986, the NHA was designated as the sole government arm for direct shelter production focusing housing assistance to the lowest 30% of urban income earners through slum upgrading, squatter relocation, development of sites and services and construction of core housing units. It was also tasked to undertake programs for the improvement of blighted urban areas and provision of technical assistance to private developers undertaking low-cost housing projects.
Republic Act 7279 or the Urban Development and Housing Act of 1992 mandated the NHA to undertake relocation (together with local government units) of families subject of court-ordered eviction. Said law also mandated NHA to provide technical and other forms of assistance to local government units (LGUs) in the implementation of their urban development and housing programs with the objective of enhancing local government capabilities in housing provision.
Under Republic Act 7835 or the Comprehensive and Integrated Shelter Financing Act of 1994, NHA was tasked to implement the following components of the National Shelter Program: (a) Resettlement Program, (b) Medium Rise Public and Private Housing, (c) Cost Recoverable Programs, and (d) Local Housing Program.
Executive Order 131 issued in 2002 designated NHA as the lead agency for the disposition of government-owned lands declared open for disposition for socialized housing purposes.
Administrative Order 9 issued April 11, 2011 designated NHA as the lead agency for the implementation of the Revitalized Government Employee and AFP/PNP Housing Program which shall address the housing needs of the low-salaried members of the Armed Forces of the Philippines (AFP) and the Philippine National Police (PNP). The National Disaster and Risk Reduction Plan (NDRRP) for 2011 to 2028 designated NHA as lead agency in the Disaster Rehabilitation and Recovery Phase particularly in the development of disaster-resilient, safe and sustainable settlements for families affected by calamities
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1.2 The NHA Performance Evaluation System for Employees
The NHA is currently using the CY 2000 CSC-approved Updated Performance Evaluation System for Employees. It is administered in accordance with the rules and regulations and standards promulgated by the CSC. The system, however, focuses only on individual appraisals which are requisites for personnel actions and grant of performance-based rewards and incentives.
To address the gaps and weaknesses found in the previous performance evaluation system,
NHA shall adopt the NHA-SPMS. This System will provide a scientific and verifiable basis in assessing organizational performance and improving the collective performance of individual officers and employees within the organization. It will strengthen the culture of performance and accountability in the Authority.
II. BASIC POLICIES
The formulation of the NHA-SPMS shall be guided by the following basic policies:
2.1 Ensure that the NHA’s overall performance goals and measurements shall be linked to the
National Development Plans (NDPs), Agency Strategic Plan (ASP) and Organizational
Performance Indicator Framework (OPIF)/NHA Performance Scorecard;
2.2 Put premium on Strategic Objectives (SOs)/Major Final Outputs (MFOs) that contribute to the
realization of organizational mandate, mission, vision and strategic priorities;
2.3 Focus on linking individual performance with the NHA’s strategic goals, mission and vision;
2.4 Ensure organizational effectiveness by cascading institutional accountabilities to the various
levels of the organization; and
2.5 Serve as basis for all performance-based human resource movements and/or
developments/interventions such as promotion, scholarship, training and rewards and
incentives on exemplary performance of the NHA employees.
III. GENERAL OBJECTIVES
The NHA-SPMS shall be prepared and administered to:
3.1 Concretize the linkage of organizational performance with the NDPs, the Agency Mandates and Program Thrusts, and the NHA Performance Scorecard;
3.2 Ensure organizational effectiveness and improvement of individual employee efficiency by
cascading institutional accountabilities to the various levels of the organization anchored on the establishment of rational and factual basis for performance targets and measures; and
3.3 Link performance management with other human resource systems and ensure adherence to
the principle of performance-based tenure and incentive system. IV. BASIC ELEMENTS
The NHA-SPMS shall include the following basic elements:
4.1 Alignment of Goal to Agency Mandate and Organizational Priorities. Performance goals
and measurement are aligned to the NDPs, agency mandate/vision/mission and strategic priorities and/or NHA Performance Scorecard. Standards are pre-determined to ensure efficient use and management of inputs and work processes. These standards are integrated into the success indicators as organizational objectives are cascaded down to operation level.
4.2 Strategy/Outcomes-based. The System puts premium on strategies which the organization
must undertake to achieve its vision. Strategies are defined through Strategic Objectives (SOs) and measurable targets.
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4.3 Team-approach to performance management. Accountabilities and individual roles in the
achievement of organizational goals are clearly defined to give way to collective goal setting and performance rating. Individual’s work plan or commitment and rating form is linked to the office/unit work plan or commitment and rating form to establish clear linkage between organizational performance and personnel performance.
4.4 User-friendly. The forms used for both the organizational and individual performance are
similar and easy to accomplish. The organizational and individual strategic objectives and success indicators are aligned to facilitate cascading of organizational goals to the individual staff members and the harmonization of organizational and individual performance ratings.
4.5 Information System that supports Monitoring and Evaluation. Monitoring and Evaluation
(M&E) mechanisms and Information System (IS) are vital components of the NHA-SPMS in order to facilitate linkage between organizational and employee performance. The M&E and IS will ensure generation of timely, accurate, and reliable information for both performance monitoring/tracking, accomplishment reporting, program improvement and policy decision making.
4.6 Communication Plan. A program to orient agency officials and employees on the new and
revised policies on NHA-SPMS shall be implemented. This is to promote awareness and interest in the System, generate employees’ appreciation for the NHA-SPMS as a management tool for performance planning, control and improvement, and guarantee employees’ internalization of their role as partners of management and co-employees in meeting organizational performance goals.
V. DEFINITION OF TERMS: 5.1 Competencies are observable, measurable and vital behavioral skills, knowledge and
personal attributes that are translations or organizational capabilities deemed essential for success. Competencies shall be identified for a particular position or job family.
5.2 Core Functions refer to functions performed by NHA /OMGs/Departments that are inherent in their mandates
5.3 Critical incidents are record of events, happenings or actual information affecting the overall accomplishments of the employee during the particular rating period
5.4 Quantity/Efficiency is the amount of time or resources used to accomplish the intended task or purpose. It measures whether targets are accomplished with a minimum amount or quantity of waste, expense or unnecessary effort and the number or volume of outputs as compared against the targets set during the start of the planning period
5.5 Individual Performance Commitment refer to outputs that the individual commits to achieve based on a set of success indicators anchored on the Office Performance Commitment
5.6 Major Final Outputs (MFOs) are goods or services that the Authority or the department is mandated to deliver to external clients through the implementation of programs, activities and projects. It may be a single output or group of outputs that are similar in nature, targeted at the same organizational/sector outcome and capable of being summarized by a common performance indicator
5.7 Office Performance Commitment are outputs and outcomes that the office (OMG or department) commits based on a set of success indicators
5.8 Performance Measures refer to standards against which the level of performance is assessed which include, but not limited to Quantity (Qn)/Efficiency (Ef), Quality (Ql), and Timeliness (T).
5.9 Quality indicates how well the output is delivered and how they are perceived by the clients. It measures the degree to which objectives are achieved and the extent to which targeted problems are solved.
5.10 Strategic Priorities refer to functions performed by NHA /OMGs/Departments that are inherent in their mandates that contribute to the achievement of the strategic objectives as defined in the NHA Performance Scorecard
5.11 Strategic Objectives (SOs) refer to strategic priorities that the organization must undertake to achieve its vision. SOs are action strategy that will clarify how the organization will implement the strategy and govern the direction of the agency. Strategy is defined through the objectives. An objective is not a project; rather, it is a principle. These are not immediate outputs.
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5.12 Success Indicators pertain to quantifiable measurements, agreed beforehand, that reflect the critical success factors of an organization for which performance level is assessed indicating the performance measures and performance targets
5.13 Support Functions are functions necessary to carry out the agency/department’s core or strategic priorities
5.14 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.
VI. KEY PLAYERS AND RESPONSIBILITIES
6.1 General Manager as NHA-SPMS Champion a. Primarily responsible and accountable for the establishment and implementation of the
NHA-SPMS. b. Sets agency performance goals/objectives and performance measures. c. Determines agency target setting period. d. Approves Office (OMG or Department) Performance Commitment and rating. e. Assesses performance of OMGs and Departments f. Acts as final arbiter for performance management issues.
6.2 Performance Management Team (PMT)
A Performance Management Team (PMT) shall be created and made operational on two levels
6.2.1 Corporate PMT
Chairman - Assistant General Manager Members - Manager, Corporate Planning Office (CPO) Manager, Financial Management Department (FMD) Manager, Human Resource Management Department (HRMD) Manager, Career and Training Division, HRMD Manager, Manpower Planning and Placement Division, HRMD 2 Group Managers representing the Operating Units
President, Consolidated Union of Employees (CUE)
The CPO and HRMD shall serve as the PMT Secretariat.
6.2.2 Local PMT (Operations Management Group (OMG)/ Department PMT
For Operating Units Chairman - Group Manager, OMG Members - Program Manager
Highest Administrative Services Staff Highest Finance Staff
Regional/Sector/Project Managers Union Representative
For Staff Departments Chairman - Department Manager Members - Division Managers
Highest Administrative Services Staff Union Representative
OMGs may create PMTs at the Regional/sectoral/district level as deemed necessary.
Creation of PMTs at all levels shall be covered by an Office Order.
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6.3 PMT Functions 6.3.1 Corporate PMT
a. Conducts consultation meetings with Operations Group and Staff Department
Managers for the purpose of discussing their office performance commitments
and ratings.
b. Ensures that OMG/Department performance targets and measures as well as
budget which are reflected in the Office Performance Commitment and Review
(OPCR) Form are aligned with those of the GCG-approved NHA Performance
Scorecard and the Corporate Work Program and Operating Budget approved by
the Board of Directors, and that distribution of workload and Office funds are
rationalized;
c. Recommends approval of the Office performance commitment and rating to the
General Manager (GM);
d. Acts as appeals body for performance management issues of the Authority and
submits recommendation to the GM
e. Identifies potential top performers and provides inputs to the PRAISE Committee
for grant of awards and incentives;
f. Adopts its own internal rules, procedures and strategies in carrying out its
responsibilities including schedule of meetings and deliberations and delegation
of authority to representatives in case of absence of its members; and
g. Facilitates the formulation of the NHA-SPMS for submission to the Civil Service
Commission.
6.3.2 Local PMT (OMG/Department PMT)
a. Conducts consultation meetings with managers/heads of units to formulate
OPCR and ensures that performance targets, measures and budget are aligned
with the NHA Performance Scorecard and the Corporate Work Program and
Operating Budget, and that distribution of workload in the OMG/Department is
rationalized;
b. Submits the accomplished OPCR to the Corporate PMT;
c. Ensures that Individual Performance Commitment and Review (IPCR) Form are
aligned with the approved OPCR;
d. Cascades the GM-approved OMG/Department performance rating to the
Divisions/Regions/Project
e. Ensures that Individual Performance Ratings are aligned with the approved Office
rating
f. Acts as appeals body for individual performance management issues.
6.4 Corporate Planning Office (CPO)
a. Monitors submission of OPCR Form and schedules the review/evaluation of the Office
commitments by the PMT before the start of a performance period. b. Consolidates, reviews, validates and evaluates the initial performance assessment of the
Departments and Operating Units based on reported Office accomplishments against the success indicators. The result of the assessment shall be the basis of PMT’s recommendation to the General Manager who shall determine the final Office rating.
c. Conducts periodic agency performance planning and review conference for the purpose of discussing the Office assessment of plans and performance.
d. Provides each OMG/Department with the GM-approved Office Performance Commitment and Rating.
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6.5 Financial Management Department
a. With the CPO, Consolidates, reviews, validates and evaluates the initial financial performance (allotted budget against the actual expenses) of the OMGs/ Departments based on their reported accomplishments.
b. Participates in the periodic agency performance planning and review conference for the purpose of discussing the Office assessment of performance and plans, particularly on budget utilization.
6.6 Human Resource Management Department (HRMD)
a. Monitors submission of Individual Performance Commitment and Review (IPCR) Form by OMGs/ Staff Departments.
b. Reviews the Summary List of Individual Performance Rating to ensure that the average performance rating of employees is equivalent to or not higher than the Office Performance Rating as recommended by the PMT and approved by the General Manager.
c. Provides analytical data on retention, skill/competency gaps, and talent development plans that align with strategic plans.
d. Coordinates developmental interventions that will form part of the Human Resource (HR) Plan.
6.7 Highest Managerial Position for different Organizational Units. The Manager shall
perform the following:
a. Primarily responsible for the performance management of his/her organizational unit; b. Conducts planning and performance assessment sessions using the approved OPCR
Form and submits consolidated monthly and quarterly reports to CPO through OMGs/Department based on the SPMS calendar;
c. Monitors the status of performance of his/her subordinates and provide support and assistance through the conduct of coaching for the attainment of targets set by the Office and the individuals;
d. Rates accomplishment of immediate subordinates using the approved OPCR Rating and submits rated IPCR Forms to HRMD through OMG/Department on or before the prescribed dates;
e. Informs employees of their final rating and identifies/recommends necessary interventions to employees based on the assessment of developmental needs.
f. Recommends and discusses a development plan with the subordinates who obtain Unsatisfactory performance during the rating period not later than one (1) month after the end of the said period and prepares written notice/advice to subordinates that a succeeding Unsatisfactory performance shall warrant their separation from the service.
g. Provides preliminary rating to subordinates showing Poor performance not earlier than the third (3rd) month of the rating period. A development plan shall be discussed with the concerned subordinate and issue a written notice that failure to improve their performance shall warrant their separation from the service.
6.8 Individual Officer/Employee
a. Accomplishes IPCR Form based on assigned workload. b. Acts as partners of Management and their co-employees in meeting organizational
performance goals
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PART 2: THE NHA-SPMS PROCESS
I. SCOPE AND COVERAGE
The NHA-SPMS shall apply to all officers and employees in the 1st and 2nd level including those in the executive/managerial category both in the career and non-career service.
II. THE FOUR-STAGE SPMS CYCLE
The NHA-SPMS shall follow the same four-stage SPMS cycle (Annex A) that underscores the importance of performance management.
2.1 Performance Planning and Commitment
This shall be done before the start of the performance period where the Operations Group and Staff Department Managers meet with the Division Managers and staff and agree on the Office and Individual Employees' Performance Commitment that should be accomplished based on the NHA Performance Scorecard (Annex B) approved by Governance Commission for GOCCs (GCG) and the Corporate Work Program and Operating Budget approved by the Board of Directors.
The office shall take into account any combination of, or all of the following in establishing
performance targets:
Historical data. Data particularly those that are quantitative shall be taken from the average
of the past three years.
Benchmarking. This involves the identification of the best agencies or institutions with similar
functions or where similar processes exist, and comparison of their results and processes to
the Office’s own results and processes to learn how well the former performs and more
importantly, how they do it. Aside from the survey of measures and practices, benchmarking
may also involve recognizing existing standards based on provisions or requirements of the
law.
Client demand. This involves a bottom-up approach where the Office forecasts its services
based on th-e needs of its primary clients. The Office may undertake consultation with
stakeholders, review the feedback on services and consider historical data.
Top Management instruction. Top Management may set targets and give special
assignments.
Future trend. As part of the Office Strategic Planning, targets may be based on the results of
the comparative analysis of the actual performance of the Office with its potential
performance.
a. Corporate Performance Planning and Commitment i. The Corporate PMT shall determine the Strategic Objectives and success
indicators (Annex C) which shall serve as basis in the preparation of the OPCR
(Annex D).
ii. The Corporate PMT shall review and recommend for approval of the GM the
OMG/Department Strategic Objectives and success indicators. The NHA’s strategic
objectives and its strategic measures and core functions and success indicators shall
be considered in identifying the different offices' strategic priorities that need to be
done for the year, whether program or activity or project (PAP) for horizontal and
vertical alignment.
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b. OMG/Department Performance Planning and Commitment i. In setting office performance commitment, the OMG/Department shall come up with
its Implementation Plan Template (Annex E) to determine the priority PAP of the
office and the corresponding timeline for its implementation, person responsible,
resource requirements and expected deliverables.
ii. In setting work targets in the OPCR, the office shall compute the budget per
program/project including supplies, materials, equipment and other budgetary
requirements which would be parallel to the Annual Procurement Plan (APP) and
Maintenance and Other Operating Expenses (MOOE). The Project/ Division Manager
shall identify the individuals primarily accountable/ responsible for producing each
target output
iii. The Project/ Division Manager shall submit to the Local PMT the accomplished
Division/Project Performance Commitment and Review (DPCR) form (Annex F)
iv. Local PMT shall review DPCR and ensures alignment with the OMG/Department
OPCR and submits OPCR to the Corporate PMT through the CPO.
v. The CPO shall undertake initial review and consolidate OPCRs and endorse the
same to the Corporate PMT
vi. Corporate PMT shall review OPCRs and ensure alignment with NHA Performance
Scorecard and Corporate Work Program and Operating Budget and endorse the
same for approval of the General Manager
vii. The OMGs/Department Managers and Heads of Units shall cascade the approved
OPCR to their staff, which shall serve as basis in setting their Individual Performance
Commitment and Review (IPCR) form
c. Individual Officer/Employee Targets
i. Each officer/employee shall prepare/accomplish the IPCR (Annex G) based on the
approved OPCR of the office/unit where the officer/employee belongs.
The individual officer/employee performance targets pertain to the list of specific outputs and services to be achieved/ rendered within a rating period. It consists of the statement of the results/outputs together with the standard to measure them. The officer/employee and the supervisor must agree on the targets set.
ii. The individual officer/employee shall document his/her targets by accomplishing the
IPCR and submitting the same to the Manager for review and approval.
iii. The Manager shall review the submitted IPCR and determine whether adjustments
have to be made.
iv. Amendments to the OPCR and IPCR may be allowed at any time to accommodate
intervening tasks that come up from time to time subject to the approval of the PMT.
Any revision/modification in the OPCR and IPCR may be manifested by adding new
work or replacing another works as well as by changing any of the dimensions of
success indicators. During performance assessment and evaluation, the
OMG/Department/Project/Division and individual shall submit documents or
information supporting changes in the OPCR, DPCR and IPCR as the case may be to
the PMT.
v. The System puts premium on Strategic Objectives towards the realization of organizational mission/vision. Hence, rating for planned and/or intervening tasks shall always be supported by reports, documents or any outputs as proofs of actual performance. In the absence of said bases or proofs, a particular task shall not be rated and shall be disregarded.
vi. The accomplished IPCR shall be submitted to HRMD based on prescribed dates in
the SPMS Calendar (Annex H).
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2.2 Performance Monitoring and Coaching
This is the phase where the performance of the OMG/Department/Division/Project and every individual shall be regularly monitored at various levels. The Manager and Supervisor (as Coach and Mentor) monitor the work activities by periodically checking on the progress and quality of work output of the office or individual officer/employee. The supervisor or coach is expected to address factors that either help or hinder effective work performance and design tracking tools or monitoring strategies as may be needed. Please refer to Annexes I, J, K for forms to be used. Supervisors/coaches have a critical role at this stage. Their focus is on the critical function of managers and supervisors as coaches and mentors in order to provide an enabling environment/intervention to improve team performance; and manage and develop individual potentials.
a. Monitoring and evaluation mechanisms should be in place to ensure that timely and
appropriate steps will be taken to keep a program on track and to ensure that its objectives or goals are met in the most effective manner.
b. Information system is a very vital tool of management at this stage that will support data
management to produce timely, accurate and reliable information for program tracking and performance monitoring/reporting.
2.3 Performance Review and Evaluation:
This phase aims to measure both Office and Individual Officer's/Employee’s performance level based on performance targets and measures as approved in the OPCR, DPCR and IPCR. The results of assessment of Office and individual performance shall be impartial owing to scientific and verifiable basis for target setting and evaluation. The steps in assessing office and individual officer/employee performance are as follows: a. OMG/Department Performance Assessment
i. A performance review conference shall be conducted annually by the CPO for the
purpose of discussing the Office assessment with concerned Group and Department Managers. This shall include the participation of the FMD as regards budget utilization. To ensure complete and comprehensive performance review, all Group and Department Managers shall submit a quarterly accomplishment report to the CPO based on the SPMS calendar.
ii. The CPO shall submit the results of the assessment to the PMT for calibration and
recommendation to the General Manager. iii. The Corporate PMT shall review, validate and evaluate the reported office
accomplishment against targets and the allotted budget against actual expenses. iv. The PMT shall endorse the Office assessment/rating to the General Manager. v. Upon approval, the CPO shall provide each Group/Department with the final Office
Assessment to serve as basis of offices in the assessment of individual staff members.
b. Performance Assessment for Individual Officers/Employees
i. The approved/ confirmed performance targets/standards of individual officers/
employees shall be returned to each employee for the rating purposes.
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ii. At the end of the rating period, the immediate supervisor shall assess individual officer/employee performance based on the commitments made at the beginning of the rating period. The performance rating shall be based solely on records of accomplishment, hence, there is no need for self rating. The supervisor shall likewise indicate qualitative comments, observations and recommendations in the individual employee’s performance commitment and review form to include competency assessment and critical incidents which shall be used for human resource development purposes such as promotion and other interventions.
iii. The Supervisor shall discuss the performance assessment of the individual officer/
employee prior to the submission of the individual employee’s performance commitment and review form to the Manager on dates prescribed in the SPMS Calendar.
iv. The Managers shall submit the rating of their staff to HRMD on dates prescribed in
the SPMS Calendar. v. The Manager shall determine the final assessment of performance level of the
individual employees in his/her Office based on proof of performance. The final assessment shall correspond to the adjectival description of Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory or Poor. The average of all individual performance assessments shall not go higher than the collective performance assessment of the Office
vi. The Manager shall ensure that the employee is notified of his/her final performance
assessment and the Summary List of Individual Ratings (Annex L) with the attached IPCRs before they are submitted to HRMD.
vii. HRMD shall consolidate all the individual officer/employee ratings and prepare a
report to the PMT within 60 days after the end of its rating period. The report must contain the statistics on submission, distribution of ratings and list of protested or appealed ratings, if any, including all documents relative thereto.
2.4 Performance Rewarding and Development Planning (Annex M)
a. Part of the individual employee’s evaluation is the competency assessment vis-à-vis the
competency requirements of the job. The result of the assessment shall be discussed by the Managers and supervisors with the individual employee at the end of each rating period. The discussion shall focus on the strengths, competency-related performance gaps and the opportunities to address these gaps, career paths and alternatives. The result of the competency assessment shall be treated independently of the performance rating of the employee and shall serve as inputs to the: i. Managers in identifying and providing appropriate interventions needed, based on the
developmental needs identified. The Manager shall discuss the appropriate developmental interventions, based on the results of competency assessment of individual officer/employee, with HRMD.
ii. HRMD in consolidating and coordinating developmental interventions that will form
part of the Human Resource Plan. HRMD shall formulate and implement a Professional Development Plan with corresponding timelines and monitoring tool to improve or correct performance of officers/employees with Unsatisfactory and Poor performance ratings and measure his/her progress.
b. The results of the performance evaluation/assessment shall serve as inputs to the: i. PRAISE Committee in identifying potential nominees for the various awards
categories; ii. PMT in identifying the top performers group or individual performers who will qualify
for performance-based incentives, which shall be done through forced ranking.
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III. RATING PERIOD
The Performance evaluation of OMGs and Departments shall be done quarterly. For Individual officers and employees performance evaluation is done every six (6) months ending on June 30 and December 31 of every year. The minimum appraisal period per rating period is at least ninety (90) calendar days or three (3) months.
IV. MECHANICS OF RATING
The performance of the OMG/Department and individual officers/employees shall be evaluated on the basis of their actual achievement against the planned level of performance in terms of all or a combination of the following performance measures: quantity/efficiency, quality and timeliness of work based on pre-set standards as agreed upon by both the supervisor and the ratee and duly confirmed by the PMT.
4.1 Levels of Performance. The System shall utilize a five-point rating scale to measure the performance of each employee as follows:
NUMERICAL ADJECTIVAL DESCRIPTION
5 Outstanding Achieved 100% and above of the planned target* Performance represents an excellent level of achievement and commitment in terms of quantity/efficiency, quality, time, technical skills and knowledge, ingenuity, creativity, and initiative. Employees at this performance level have demonstrated exceptional job mastery in all major areas of responsibility. .
4 Very Satisfactory Achieved 90 – 99.9% of the planned target* Performance within expectations. Most critical goals, objectives and targets were achieved within the established standards.
3 Satisfactory Achieved 75 – 89.9% of the planned target* Performance generally meets expectations in terms of quantity/efficiency, quality of work, and timeliness. The most critical annual goals were met.
2 Unsatisfactory Achieved 61 – 74.9% of the planned target* Performance failed to meet expectations, and/or one or more of the most critical goals were not met.
1 Poor Achieved 60% and below of the planned target* Performance consistently below expectations, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in one or more important areas.
* Adopted from the GCG Performance Evaluation System Guidebook, 06 August 2014,
subject to the approval of the Civil Service Commission (CSC).
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4.2 Standards for Performance Measures
a. Quantity/Efficiency
5 - 100% or more of target completed; output delivered within the prescribed resources
4 - 90-99.9% of target completed; output delivered within the prescribed resources
3 - 75-89.9% of target completed; output delivered within prescribed resources 2 - 61-74.9% of target completed; output delivered 10% above the prescribed
resources 1 - 60% and below of target completed; output delivered 20% above the
prescribed resources
b. Quality/Effectiveness of Work
5 - Clearly presented and well organized output with innovations; all aspects of output delivered fully compliant with laws, rules and regulations and established guidelines and procedures. All aspects of work assignment thoroughly covered.
4 - Output delivered in accordance with prescribed guidelines, clearly presented and well-organized; one (1) or two (2) minor errors in the execution of work assignment; results still very good
3 - Output delivered within prescribed guidelines, more than two (2) minor errors or deficiencies; partial/minor revision needed
2 - Output delivered in accordance with prescribed guidelines, one (1) or two (2) major errors or deficiencies; requires major revision
1 - Output not acceptable; haphazard or careless execution of work; needs total revision
c. Timeliness
5 - Output delivered 20% ahead of prescribed time of completion. 4 - Output delivered 10% ahead of prescribed time of completion 3 - Output delivered on prescribed time of completion 2 - Output delivered 10%after the prescribed time of completion 1 - Output delivered 20% after the prescribed time of completion
4.3 Percentage of Weight. Strategic priorities, core functions and support functions of the AMO/ Department and Individual Officer/Employee shall be assigned the following weights:
Classification Weight
a. Strategic Priorities - 60%
b. Core Functions - 30%
c. Support Functions - _10%
Total 100%
4.4 In determining the final equivalent adjectival rating of the employee, the range of overall point
scores is converted as follows: 4.50 – 5.00 Outstanding (O) 4.00 – 4.49 Very Satisfactory (VS) 3.00 – 3.99 Satisfactory(S) 2.00 – 2.99 Unsatisfactory (U) Below 2.00 Poor (P)
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4.5 Illustration of Computation of the Rating on Performance
Performance accomplishment shall be measured along three dimensions of Quantity/ Efficiency, Quality, and Timeliness. Not all performance accomplishment need to be rated along all three dimensions. In cases where accomplishment is not quantifiable, the other two dimensions shall be measured.
Add all the point scores under Quantity (QN)/ Efficiency (Eff), Quality (QL), and Timeliness (T) for each work/activity done and divide by the number of entries to get the respective Average Point Scores (APS) as shown below:
WEIGHT QN/Eff QL
T
APS
Strategic Priorities
3
2
2
7/3 = 2.33
The average of all the APS under strategic priorities, core functions and support functions shall be multiplied by the assigned percentage weight to derive the Weighted Average Score (WAS). Then add all the WAS to get the Final Numerical Performance Rating. Then convert the Final Numerical Performance Rating to the Adjectival Rating using the conversion table (item 4.4 above).
WEIGHT QN/Eff
(1) QL (2)
T (3)
APS WAS
Strategic Priorities (60%)
3 2 2 7/3 = 2.33 2.33 x 0.60 =1.40
Core Functions (30%)
3 3 2 7/3 = 2.33 2.33 x 0.30 = 0.69
Support functions (10%)
4 4 4 12/3 = 4 4 x 0.10 = 0.40
Final Overall Performance Rating
(Numerical & Adjectival)
2.49 (U)
V. USES OF PERFORMANCE RATINGS 5.1 Security of tenure of those holding permanent appointments in not absolute but is based on
performance.
Employees who obtained Unsatisfactory rating for one rating period or exhibited poor performance shall be provided appropriate developmental intervention by the Head of Department or Operating Unit and supervisor approved by the General Manager, in coordination with the HRMD, to address competency-related performance gaps.
If after advice and provision of developmental intervention, the employee still obtains Unsatisfactory ratings in the immediately succeeding rating period or Poor rating for the immediately succeeding rating period, he/she may be dropped from the rolls. A written notice/advice from the Head of Department or Operating Unit signed by the General Manager at least 3 months before the end of the rating period is, however, required.
5.2 The PMT shall validate the Outstanding performance ratings and may recommend concerned
employees for performance-based awards. Grant of performance-based incentives shall be based on the final ratings of employees as approved by the concerned Manager.
5.3 Performance ratings shall be used as basis for promotion, training and scholarship grants and
other personnel actions.
Officers and Employees with "O" and "VS" performance ratings shall be considered for the above mentioned personnel actions and other related matters.
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5.4 Officers and employees who shall be on official travel, approved leave of absence or training or scholarship programs and who have already met the required minimum rating period of 90 days shall submit the performance commitment and rating report before they leave the office.
For purposes of performance-based benefits, employees who are on official travel, scholarship or training within a rating period shall use their performance ratings obtained in the immediately preceding rating period.
5.5. NHA officers and employees who are on detail or secondment to another office shall be rated
thereof, copy furnished NHA thru HRMD. The ratings of those who were detailed or seconded to another office during the rating period shall be consolidated by HRMD.
PART 3: MISCELLANEOUS PROVISIONS
I. SANCTIONS
Unless justified and accepted by the PMT, non-submission of the accomplished OPCR form to PMT, and the accomplished IPCR form to the HRMD within prescribed period in the SPMS Calendar shall be ground for:
1.1 Employees’ disqualification for performance-based personnel actions which would require the rating for the given period such as promotion, training or scholarship grants and performance enhancement bonus, if the failure of the submission of the report form is the fault of the employees.
1.2 An administrative sanction for violation of reasonable office rules and regulations and simple
neglect of duty for the supervisors or employees responsible for the delay or non-submission of the office and individual performance commitment and review report.
1.3 Failure on the part of the Group/Department Managers to comply with the required notices to
their subordinates for their unsatisfactory or poor performance during a rating period shall be a ground for an administrative offense for neglect of duty.
II. APPEALS 2.1 Office performance assessment as discussed in the performance review conference shall be
final and not appealable. Any issue/appeal on the initial performance assessment of an Office shall be discussed and decided during the performance review conference.
2.2 Individual officers/employees who feel aggrieved or dissatisfied with their final performance
ratings can file an appeal (Annex N) with the PMT within ten (10) working days from the date of receipt of notice of their final performance evaluation rating from the Head of Departments or Operating Units. A department/operating unit or individual employee, however, shall not be allowed to protest the performance ratings of other division/unit or co-employees. Ratings obtained by other division/unit or employees can only be used as basis or reference for comparison in appealing one’s office or individual performance rating.
2.3 The PMT shall decide on the appeals within one month from receipt of Appeals. Appeals
lodged at any PMT shall follow the hierarchical jurisdiction of various PMT in NHA. For example, the decision of the Project/Division Local PMT is appealable to the Operations Group/ Staff Department PMT which decision is in turn appealable to the Corporate PMT.
The decision of the Corporate PMT may be appealed to the General Manager.
2.4 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 15 days from receipt of the order or notice of separation.
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III. FUNDING
The NHA shall set aside in its annual budget the necessary appropriations to cover whatever
expenses may be incurred in granting both monetary and non-monetary incentives in
accordance with the provisions of this NHA-SPMS.
IV. EFFECTIVITY
The NHA-SPMS shall take effect upon approval by the Civil Service Commission.
ATTY. CHITO M. CRUZ General Manager Date: ________________
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Annex A: Four Stage SPMS Cycle
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ANNEX B: NHA ORGANIZATIONAL PERFORMANCE INDICATOR FRAMEWORK (OPIF) LOGFRAME FOR 2014 *
SOCIETAL GOAL
SECTORAL GOAL
ORGANIZATIONAL
OUTCOMES
MAJOR FINAL
OUTPUTS
STRATEGIC OBJECTIVE
(corporate)
For 2015 onwards, the Performance Scorecard for the year in consideration as approved by the GCG shall be the basis of determining the Strategic Objectives (SOs) & the success indicators.
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ANNEX C. SUCCESS INDICATORS*
MAJOR FINAL OUTPUTS (MFO) PERFORMANCE MEASURES
PERFORMANCE TARGETS
SUCCESS INDICATORS
(Based on GCG Approved OPIF) (Based on GCG Approved OPIF) (2014 Original
WPB) Measures + Targets
MFO1: Comprehensive Housing & Community Development Plan (HCDP)
Qty 1: Projects submitted to Management for approval with community consultations
203 Project proposals submitted to management based on policies and standards on agreed schedule based on approved Work Program & Budget (WPB)
100% of Communities subject of relocation consulted compliant with RA 7279 requirements based on approved WPB
Qty 2: Establishment and activation of Local Inter-Agency Committees (LIACS)/ Project Inter-Agency Committees (PIACs) in all projects
203 Functional LIACs established in all LGUs with NHA projects based on agreed schedule per approved WPB
Timeliness: Period to prepare and submit the HCDP to Management
6 months Already captured in Success Indicator #1
MFO2: Provision of Housing and Basic Services, Community Facilities, and Other Housing Assistance
Quantity 1: Number of housing units started
158,835 No. Of Housing Units Started based on agreed schedule per approved WPB
a.ISFs Housing Program 28,305
-Housing Program for ISFs Living along Danger Areas in MM
22,132
-Resettlement for ISFs Affected by Infra Proj in MM and those Living along Danger Areas in Nearby Provinces
6,173
b. AFP/PNP Housing Program
25,863
Success Indicators for the 2015 OPCR/DPCR/IPCR shall be aligned with GCG approved 2015 Performance Scorecard .
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MFO2: Provision of Housing and Basic Services, Community Facilities, and Other Housing Assistance
c. Other Hsg. Program 104,667
- Reg'l Resettlement 10,850
- Hsg Assistance Prog for Calamity Victims
91,636
- Settlement Upgrading 2,181
- Other Hsg Assistance
Quantity 2
a. No. of hsg units awarded 63,180 No. Of Housing Units Awarded based on agreed schedule per approved WPB
b. No. of hsg units turned- over to AFP/PNP Hsg. Board
20,917 No. Of Housing Units Turned over to AFP/PNP Housing Board based on agreed schedule per approved WPB
Quality 1: No. of resettled beneficiaries provided access to livelihood trainings and other interventions
22,430 Families below monthly poverty threshold provided access to livelihood trainings & other interventions within the year
Quality 2: No. of Homeowners’ Association (HOAs) organized
40 No. of Functional HOAs organized based on agreed schedule
Timeliness 1a: Completion of Bid Out Projects in the year within the agreed schedule
20% No. of bid-out projects/ units completed within agreed schedule based on approved WPB
Timeliness 1b: Completion of Off-city Projects in the year within the agreed schedule
25% No. of projects/ units documented through Community Initiative Approach (CIA) completed within agreed schedule based on approved WPB
Financial 1: Budget utilization rate (% of obligated funds to budget)
100% Approved budget obligated per approved WPB
Financial 2: Collection efficiency (Residential accounts)
28% Collection efficiency increased by 2%
ANNEX C. SUCCESS INDICATORS*
ANNEX C. SUCCESS INDICATORS*
Success Indicators for the 2015 OPCR/DPCR/IPCR shall be aligned with GCG approved 2015 Performance Scorecard .
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MFO3: General Administrative Services (GAS)
Quantity 1: No. of processes put into manual
6 manuals Manuals submitted per agreed schedule in the WPB following the format and standards prescribed by the ISO Steering Committee.
Success Indicators for the 2015 OPCR/DPCR/IPCR shall be aligned with GCG approved 2015 Performance Scorecard .
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Annex D : Office Performance Commitment and Review Form
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) I, ____________ _, Head of the ________________, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period January to June, 2014. __________________ Manager
Date: ____________________
Approved by
Date
<Name of Agency> Head of Agency
MFO/PAP
SUCCESS INDICATORS (TARGET +
MEASURES)
Allotted Budget (MOOE)
Division/ Individuals
Accountable
Actual Accomplishments
Rating
Remarks 1 Qn/Ef
2 Ql
3 T
4 A
STRATEGIC PRIORITY
CORE FUNCTIONS
SUPPORT FUNCTIONS
Average Rating
Category MFO
Strategic Priority
Core Functions
Support Functions
Total Overall Rating
Final Average Rating
Adjectival Rating
Assessed by: Final Rating by: Date
Date
Date
Planning Office PMT Head of Agency
Legend:
Qn /Ef – Quantity/Efficiency Ql - Quality T - Timeliness A- Average
5 – Outstanding 4 – Very Satisfactory 3 – Satisfactory 2 – Unsatisfactory 1 - Poor
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Annex E: Strategic Implementation Template
NAME OF GROUP/DEPARTMENT:
Area:
Objectives:
ACTION PLAN
RESPONSIBLE
PERSON
TIMEFRAME
RESOURCE
DELIVERABLES/
OUTPUTS/ IMPACT
Start End
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DIVISION/PROJECT OFFICE PERFORMANCE COMMITMENT AND REVIEW FORM (DPCR) I, __________________, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period _________ to _________, 20 ___. _____________________________ Group/Department Manager Date: _________
Approved by
Date
<Name of Group/Department>
MFO/PAP
SUCCESS INDICATORS (TARGET +
MEASURES)
Allotted Budget
Division/ Individuals
Accountable Actual
Accomplishments
Rating
Remarks 1
Qn/Ef 2
Ql 3
T 4 A
STRATEGIC PRIORITY
CORE FUNCTIONS
SUPPORT FUNCTIONS
Average Rating
Category MFO Rating
Strategic Priority
Core Functions
Support Functions
Total Overall Rating
Final Average Rating
Adjectival Rating
Assessed by: Final Rating by: Date
Date
Date
Planning Office PMT Head of Agency
Legend: 1 – Qn/Ef: Qantity/Efficiency 2 – Ql: Quality 3 – T: Timeliness 4 – A: Average
Annex F: Division/Project Office Performance Commitment and Review Form (DPCR)
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Annex G: Individual Performance Commitment and Review Form
Annex C: NHA-SPMS Calendar
INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR) I, ______________, of the ______________, Division of _________ commit to deliver and agree to be rated on the attainment of the followingtargets in accordance with the indicated measures for the period to __________, 20 ___.
_______________________ Ratee Date: __________
Reviewed by Date Approved by Date
Immediate Supervisor Head Office
Output Success Indicator
(Target + Measures) Actual
Accomplishments
Rating
Remarks 1 Qn/Ef
2Ql
3 T
4 A
Strategic Priority:
Output 1
Output 2
Core Function:
Output 1
Output 2
Support Function:
Output 1
Output 2
Final Average Rating
Comments and Recommendations for Development Purposes
Discussed with Date Assessed by Date Final Ranking by Date
I certify that I discussed my assessment of the performance with the
employee
Employee Supervisor Head of Office
Legend: 1 – Qn/Ef: Quantity/Efficiency 2 – Ql: Quality 3 – T: Timeliness 4 – A: Average
ANNEX H: SPMS CALENDAR
Activity
Responsible Unit
Submit to Schedule
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
I. PRE-IMPLEMENTATION ACTIVITIES
Formation of Orientation Teams and Training Module/Template PMT
Orientation/workshop for Manstaff Facilitated by PMT April to June 2014
Orientation/Workshop for Employees Manstaff/assigned
Pilot Testing of the approved SPMS NHA wide - July to December 2014
Full Implementation NHA wide - Starting CY 2015 onwards
II. The Four Stage Cycle 1. Performance Planning and Commitment for the Ensuing Year
Corporate Performance Assessment of the current year and Strategic Planning Conference for the ensuing year
OGM/ CPO/ PMT
CPO
Wk2
Issuance of Final Planning Guidelines
CPO OMGs & Staff Depts
Wk2
Submission of Work Program & Budget (WPB) of all Units
OMGs & Staff Depts
CPO Wk3 & 4
Presentation of OMGs & Staff Dept of WPB
OMGs & Staff Depts
PMT Wk1 & 2
Review of submitted WPB and recommend for approval
PMT OGM Wk3
Presentation to the Board Wk 4
Consultation with Key Staff on the preparation of the OPCR/DPCR/IPCR
Local PMT Wk1
Submission of OPCR Local PMT CPO Wk1 to 2
OPCR Review & Submission of Report to GM
Local PMT Wk3 & 4
OPCR Approval GM Wk1 Cascading of Approved OPCR by Local PMT
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2
Activity
Responsible Unit
Submit to Schedule
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
IPCR - Preparation
- Submission
Individual Employee
Group/ Proj/ Dept Mgr/Div
Wk2
Heads of Offices
HRMD
Wk2
2. Performance Monitoring and Coaching
Monitoring by
General Manager Quarterly
CPO Quarterly
Group/Dept. Manager
Quarterly
Division Manager Regular/Need Basis
Individual Staff Regular/Need Basis
Submission of Performance Monitoring Report
Group/Dept Mgrs.
CPO After EO quarter
3. Performance Review and Feedback
Corp Performance Review Quarterly
GM CPO
Week 1 after end of every quarter
Undertake Initial Performance Review and Submit to PMT
CPO PMT Week 1 after end of every quarter
Review, evaluate and calibrate accomplishment against target and submit recommendation for approval
PMT GM Week 2 after end of every quarter
Upon approval of the graded OPCR, provide copy to Local PMT
CPO All Units Upon Approval
Grading of IPCR Semi-Annual
Heads of Offices
Week 1 after end of semester
Submission of IPCR Heads of Offices
HRMD Week 2 after end of semester
4. Performance Rewarding and Development Planning
PMT to submit Top Performer List
PMT PRAISE Comm
Week 4 January
Performance Assessment for Various Awards
PRAISE Comm
GM Week 3 September
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Annex I: Performance Monitoring and Coaching Journal Template
1st Q u a r t e r
2nd
3rd
4th
Name of Office (Group/Department/Division/Project) _____________________
Office Head _______________________
Number of Personnel in the Office ______
Activity Mechanism/s Remarks
Meeting
One-in-
One
Group Memo Others
(Pls.
Specify
Monitoring
Coaching
Please indicate the date in the appropriate box when the monitoring was
conducted
Conducted by:
_________________________
Immediate Supervisor
Date: Noted by:
________________________
Office Head
Date:
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2
Annex J: Performance Monitoring and Coaching
(Illustration showing a Sample Tracking Tool for Monitoring Targets)
Major
Final
Outputs
Tasks Assigned
To
Duration Task Status Remarks
Week
1
Week
2
Week
3
Week
4
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3
Annex K: Performance Monitoring and Coaching (Illustration showing a Sample Tracking Tool for Monitoring Assignments)
Performance Monitoring Form Task ID No.
Subject
Action
Officer Output Data
Data
Remarks
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4
Annex L: Summary List of Individual Performance Ratings-Template
Performance Assessment: ______________
Group/Department:
Division 1/ Project 1
Rating
Numerical Adjectival
Number of staff= Average ratings of staff
Division 2/ Project 2
Rating
Numerical Adjectival
Number of staff: Average ratings of staff
Summary: Division 1/ Project 1 =
Division 2/ Project 2 = Total =
______Overall Rating is ___________
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5
Annex M: Performance Rewarding and Development (Professional Development Plan)
___________
Date
Name of Employee:____________________ Group/Department: ___________ Position/Designation:___________________
Target Date
Review Date
Achieved Date
Aim
Objective
Task Next Step
Comments
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6
Professional Development Plan Template
Date
Aim
Objective
Target
Date
Review
Date
Achieved
Date
Comments
Task
Outcome
Next Step
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7
ANNEX N: Appeal Form
FORM 1 An employee may appeal the performance feedback appraisal where it is believed that the overall rating or individual performance factor ratings do not represent a true evaluation of the employee’s work performance during the appraisal period. Within 10 days of receipt of a signed copy of the appraisal, the employee should meet the evaluating immediate Supervisor/ Department Manager or Group Manager in an attempt to resolve the disagreement before filing a formal appeal. Though not required at this step, appealing employee is encouraged to complete and utilize this Performance Feedback Appeal Form as the basis of the initial discussion with the immediate Supervisor/Division Manager. If not resolved in this informal discussion, the employee may formally appeal the evaluation by completing and submitting this Performance Feedback Appeal Form to the evaluating Immediate Supervisor/Division Manager within 10 days after receiving the signed copy of the performance feedback rating. If the appeal is not resolved by the Immediate Supervisor/Division Manager, it is the appellant’s responsibility to move the appeal through the subsequent steps in a timely manner (see Performance Feedback Appeal Procedure).
EMPLOYEE NAME: DATE:
EMPLOYEE POSITION TITLE: NAME OF DIVISION MANAGER:
NAME OF DIVISION: NAME OF IMMEDIATE SUPERVISOR:
APPRAISAL PERIOD: DATE COPY RECEIVED:
NOTE: A copy of the Performance Evaluation Rating Form which is the subject of the appeal (signed by the evaluating Department Manager or Operating Unit Manager) must be submitted with this appeal. (Note: NHA will develop a tool that will include assessment of other characteristics indicating performance, but which are not included in the existing PES. However, pending the development of that tool, the existing PES will be used for this purpose.
1. IDENTIFY THE SPECIFIC PERFORMANCE FACTOR RATING(S) YOU ARE CONTESTING, e.g., quality of work, multi-tasking, productivity, etc.:
Performance Factor
Reasons for Appealing
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8
2. IDENTIFY:
a.) THE IMMEDIATE SUPERVISOR’S RATING FOR EACH FACTOR YOU ARE
APPEALING; and b.) THE RATINGS YOU PROPOSE FOR EACH FACTOR YOU ARE APPEALING.
Performance Factor
Immediate Supervisor’s Rating Employee’s Proposed Rating
3. DESCRIBE THE SPECIFIC FACTS TO SUPPORT YOUR APPEAL OF EACH PERFORMANCE FACTOR RATING. Attach additional sheets if necessary. (Attach applicable evidence)
___________________________ _______________________________ Signature of Appellant Date Submitted to
Immediate Supervisor Department Manager or Operating Unit Manager ____________________________ _____________________________________ Signature of Immediate Supervisor Date of receipt of this completed appeal form (reflects receipt only) See Form 2 for Immediate Supervisor decision box and signature boxes for Division Chief and Director.
Performance Factor
Description and Evidence
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9
FORM 2 EMPLOYEE NAME: ____________________________ IMMEDIATE SUPERVISOR
The following solution was reached and the revised performance feedback appraisal form is attached:
Performance
Factor Solution/s
We have not resolved this appeal; the employee may forward appeal to the Division Manager.
Appellant Signature ______________________________ Date: ____________________ Immediate Supervisor Signature: ____________________ Date: ____________________
Department Manager or Operating Unit Manager Date appeal was received: _______________
The following solution was reached and the revised performance feedback appraisal form is attached:
Performance Factor
Solution/s
We have not resolved this appeal; the employee may forward appeal to the Department/ Group Manager. Appellant Signature __________________________________ Date: ________________ Division Manager Signature: ___________________________ Date: ________________
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10
DEPARTMENT/GROUP MANAGER Date appeal was received: _________________
The following solution was reached and the revised performance feedback appraisal form is attached:
Performance Factor
Solution/s
We have not resolved this appeal; the employee may forward appeal to the Civil Service Commission.
Appellant Signature ________________________________________ Date: ________ Department/Group Manager Signature: __________________________ Date: ________ ATTACH ADDITIONAL SHEETS IF NECESSARY.
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