Presentation - Strategic Performance Management System - Jennifer Timbol

STRATEGIC
PERFORMANCE
MANAGEMENT
SYSTEM
(SPMS)
Crown Plaza Manila Galleria
July 13, 2012
As the central personnel
agency, it is the
responsibility of the
Civil Service Commission
to establish a culture of
performance and
accountability
in the bureaucracy.

The CSC is mandated to
promulgate rules, regulations and
standards for the establishment of a
performance evaluation system and
employee suggestions and incentive
award system for all officers and
employees in the civil service.

Performance Rating System
Revised Administrative Code of 1917
Civil Service Act of 1959

Performance Evaluation System
P.D. No. 807
Administrative Code of 1987

Performance
Evaluation
System
Performance
Management
System
Joint Resolution No. 4 of the
Congress of the Philippines
(Governing Principles of the Modified Compensation
and Position Classification System and Base Pay
Schedule of the Government) dated June 17, 2009
Item 17 (c)
the CSC, in developing the Performance
Management System, shall ensure that performance
shall be linked with organizational performance in
order to enhance the performance orientation of the
compensation system
Joint Resolution No. 4 of the
Congress of the Philippines
(Governing Principles of the Modified Compensation and
Position Classification System and Base Pay Schedule of the
Government)
Item 1 (d)
a performance-based incentive scheme which
integrates personnel and organizational performance
shall be established to reward exemplary civil
servants and well performing institutions

CSC MC No. 6, s. 2012
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)

Administrative Order No. 25 dated December 21, 2011
establish a unified and integrated Results-Based Performance
Management System (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.
Strategic Performance Management System
Scope and Coverage
National Government Agencies
Local Government Units
Government-Owned & Controlled
Corporations
State Universities and Colleges
Scope and Coverage
First Level
Second Level-
Executive/ Managerial
Second Level-
Professional/Technical
Civil Service Commission Strategic
Performance Management System
Link performance management
with other Human Resource
Systems and ensure adherence to the
principle of performance-based
tenure and incentive system
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
Objectives
2
Concretize the linkage of organization performance with the
Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework
1
3
Minimum
Requirements
1. Elements 2. Key Players
5. Rating Scale 6. Calendar
4. Rating Period
3. Four-Stage
PMS Cycle
Elements
Goal Aligned To
Agency Mandate
Performance Goals
Agency Vision, Mission
Strategic Priorities, OPIF
Philippine Development Plan
Elements
Outputs/
Outcomes-based
Elements
Team approach
Elements
User-friendly
Forms
Elements
Information
System
Elements
Communication
Plan
Key Players
PMT Planning Office HRM Office Champion
Key Players
Head of Office Division Chief Employees
PMS Cycle
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
Performance measures shall include at
least one of the following but shall not
limit the office to the hereunder general
categories:
Cat Definition

Effectiveness/Quality - Gives a sense of whether the
Office is doing the right things
right based on its mandates
and expectations/requirements
of the clients/stakeholders.

Efficiency - Provides a sense of whether the
Office is doing the things right

Timeliness - Measures whether the deliverable
was done on time based on the
requirements of the law and/or
clients/stakeholders.
PMS Cycle
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

PMS Cycle
Performance Review and Evaluation
Assesses both Office and individual employees performance
level based on performance targets and measures as
approved

Results of assessment of Office and individual performance
shall be impartial

PMS Cycle
Performance Rewarding and Development Planning
Part of the individual employees evaluation is the competency
assessment vis--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

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

Rating Period
Rating Scale
Rating Description
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
Activity Submit to
Schedule
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. Performance Planning and Commitment
OPCR for review
PMT 5
th
PMT review report
Commission 5
th
Commission approval of OPCR
5
th
IPCR
Head of Office 5
th
5
th
OPMD 10
th
10
th
1. Performance Monitoring and Coaching
Monitoring by
Commission
Once a year
OPMIS
Per semester
Director IV/III
Regular basis
Division Chief/Director II
Regular basis
Individual staff
Regular basis
Form
OPMIS After EO Quarter
1. Performance Review and Feedback
OPCR OPMIS 15
th
15
th
OPMIS to review, evaluate and validate
OPCR against targets and return validated
OPCR to COs and ROs

22
th
22
th
Visayas
30
th
30
th

30
th
30
th
Central Offices
8
th
8th
OPMIS to submit Office performance
assessment and facilitate performance
review by the Commission Commission
25
th
25
th
Annual Performance Review
Commission
15
th

IPCR
Head of Office
25
th
25
th
Heads of Office submit IPCR
OPMD EO mo EO mo
1. Performance Rewarding and Development Planning
PMT to submit Top performers list
Commission 15
th
OPMDs Office Performance Assessment
OFAM 15
th
D. Sample SPMS Calendar
Note: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.
Uses of Performance Ratings
Performance-Based
Security of Tenure
Grant of Rewards
and Incentives
Basis for Personnel
Actions
Sanctions
Non-Submission of :

1) The Office Performance Commitment and Rating Form to the PMT
2) Individual Employees Performance Commitment and Rating Form to
the HRM Office

within the specified dates will be ground for:

a. Employees 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

Appeals
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.

Area Paradigm Shift
From 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

"You are not here merely to make a living.

You are here in order to enable the world to live
more amply, with greater vision, with a finer
spirit of hope and achievement.

You are here to enrich the world, and you
impoverish yourself if you forget the errand."
Woodrow Wilson

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