1. Civil Service Commission – Strategic Performance Management System1

2. Sec 3 Article IX B- Phil Constitution
CONSTITUTIONAL AND STATUTORY BASES
Sec 3 Article IX B- Phil Constitution
establish a career service
adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service
strengthen the rewards & merit system
Integrate hrd programs for all levels & ranks
institutionalize a management climate conducive to public accountability
Civil Service Commission – Strategic Performance Management System

3. Statutory mandate
Other Legal Bases and Basic Tenets of Performance Management
Book V, Title I, Subtitle A. Chapter 1, Executive Order N o. 292
(Administrative Code of 1987)
Sec. 12 Powers and Functions. – ...
(3) Promulgate policies, standards and guidelines for the Civil Service and adopt plans and programs to promote economical, efficient and effective personnel administration in the government
The Civil Service Commission, as the central human resource agency of the Philippine Government is mandated by law to promulgate policies, standards and guidelines to effectively administer the civil service.
Section 3, Article IX-B of the Phiippine Constitution provides that:
“As the central personnel agency of the Government, the Civil Service Commission is mandated to establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system, integrate human resource development programs for all levels and ranks and institutionalize a management climate conducive to public accountability.
Through the policies and guidelines we issue, we try to promote a culture of performance and accountability in the bureaucracy. A
Civil Service Commission – Strategic Performance Management System 3

4. (Section 33, Chapter 5, Book V of Performance Evaluation
Statutory mandate
Other Legal Bases and Basic Tenets of Performance Management
(Section 33, Chapter 5, Book V of
Executive Order No. 292)
Establishment of
Performance Evaluation
System
administered in accordance with rules, regulations and standards promulgated by the Commission for all officers and employees in the career service
be administered in such manner as to continually foster the improvement of individual employee efficiency and organizational effectiveness
To continuously foster excellence, efficiency and accountability, the establishment of performance evaluation system forms part of the authorities and functions of the Civil Service Commission. The establishment of Performance Evaluation System is provided under the Administrative Code, specifically Book V on the Civil Service Commission wherein it was stated that a Performance Evaluation System shall be “ SLIDE”
Civil Service Commission – Strategic Performance Management System

5. Administrative Order No. 241 dated October 2, 2008
Statutory mandate
Other Legal Bases and Basic Tenets of Performance Management
Administrative Order No. 241 dated October 2, 2008
Mandating the speedy implementation of RA 9485 otherwise known as the “Anti-Red Tape Act of 2007 and its Implementing Rules and Regulations and Strengthening the Applications thereof
Section 5. INSTITUTION OF PERFORMANCE EVALUATION SYSTEM BASED ON OUTPUT, Agencies shall institute a Performance Evaluation System based on objectively measured outputs and performance of personnel and units, such as the Performance Management System-Office Performance Evaluation System developed by the CSC.
The Civil Service Commission, as the central human resource agency of the Philippine Government is mandated by law to promulgate policies, standards and guidelines to effectively administer the civil service.
Section 3, Article IX-B of the Phiippine Constitution provides that:
“As the central personnel agency of the Government, the Civil Service Commission is mandated to establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system, integrate human resource development programs for all levels and ranks and institutionalize a management climate conducive to public accountability.
Through the policies and guidelines we issue, we try to promote a culture of performance and accountability in the bureaucracy. A
Civil Service Commission – Strategic Performance Management System 5

6. Joint Resolution No. 4 of the Congress of the Philippines
Statutory mandate
Other Legal Bases and Basic Tenets of Performance Management
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)
The need for the bureaucracy to shift to a performance management system becomes more pressing with the passage of laws and issuance that prescribes a performance based incentive scheme. For one, item 1(d) of the Joint Resolution 4 ‘ A performance based incentive scheme (next slide)
Civil Service Commission – Strategic Performance Management System 6

7. Well Performing Institutions
Performance-based incentive scheme
Personnel and
Organizational
Performance
Exemplary
Civil Servant
reward
performance =
Well Performing Institutions
Which integrates personnel and organizational performance shall be established to reward exempalry civil servants and well performing instituions.
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”
Civil Service Commission – Strategic Performance Management System 7 7

8. Step Increments
An employee may progress from step 1 to step 8 of the salary grade allocation of his/her position in recognition of :
meritorious performance based on performance management system approved by the CSC
and/or through length of service.
Under our existing pay system embodied in item 4 of the said Joint Resolution , – an employee may progress from step 1 to step 8 of the salary (read)
1 to step 8 of the salary grade allocation of his/her position
in recognition of meritorious performance based on
performance management system approved by the
CSC and/or through length of Satisfactory service … Meaning, one may progress from one step to the higher step on the basis of Meritorious Performance which shall be based on a very objective Performance Evaluation System.
(Item 4 of Joint Resolution No.4)
Civil Service Commission – Strategic Performance Management System 8 8

9. Enhancing performance
....linking personnel performance
with organizational performance
Ensuring
personnel
performance
Linked with
organizational
performance
Finally the major shift in the way the performance evaluation system was administered was institutionalized under Item 17 (c ) of the said Joint Resolution which directed the Civil Service Commission, as follows:
“the CSC, in developing the Performance Management
System, shall ensure that
personnel performance
shall be linked with organizational performance in order to
enhance the performance orientation of the compensation
system
(Item 17 (c) of Joint Resolution No.4)
Enhancing performance
orientation of the
compensation system
Civil Service Commission – Strategic Performance Management System 9 9

10. Statutory mandate Administrative Order No. 25 dated December 21, 2011
Other Legal Bases and Basic Tenets of Performance Management
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.”
The Civil Service Commission, as the central human resource agency of the Philippine Government is mandated by law to promulgate policies, standards and guidelines to effectively administer the civil service.
Section 3, Article IX-B of the Phiippine Constitution provides that:
“As the central personnel agency of the Government, the Civil Service Commission is mandated to establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system, integrate human resource development programs for all levels and ranks and institutionalize a management climate conducive to public accountability.
Through the policies and guidelines we issue, we try to promote a culture of performance and accountability in the bureaucracy. A
Civil Service Commission – Strategic Performance Management System 10

11. CSC Vision, Strategic Objectives
Asia’s leading Center for HR and OD by 2030
Objective:
Develop Competent and Credible Civil Servants
The Civil Service Commission, has two strategic objectives aligned with its vision to be Asia’s leading center for HR and OD by One is to be a center for excellence in HR and OD and the other is to Develo;p Competent and Credible Civil Servants.
Measure:
Agencies with operational SPMS
Civil Service Commission – Strategic Performance Management System 11

12. CSC MC No. 6, s. 2012
The CSC through Resolution No dated March 16, 2012 promulgated the “Guidelines in the Establishment and Implementation of Agency Strategic Performance Management System (SPMS)”
A step forward to achieve this objective is the issuance of CSC MC 6, series of 2012
A strong support to our issuance is the Presidential Directive
Civil Service Commission – Strategic Performance Management System 12

13. STRATEGIC PERFORMANCE MANAGEMENT SYSTEM
What is a Performance Management System (PMS)?
...is a set of processes for establishing a shared understanding of:
1. WHAT WILL BE ACHIEVED (goals)
2. HOW IT WILL BE ACHIEVED (strategies)
3. 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
To understand Performance Management better, it is a SET of PROCESSES for establishing a SHARED UNDERSTANDING of
What will be achieved GOAL
How it will be achieved strategies
And Managing People
IN NA WAY THAT WILL PEOPLE
INCREASE THE PROBABILITY
THAT IT WILL BE ACHIEVED PROCESSES
OTHER RESOURCES
IT IS A MECHANISM TO ADDRESS THE DEMAND TO PRODUCE TANGIBLE RESULTS
IT IS A MEANS TO PROFESSIONALIZE THE CIVIL SERVICE
Civil Service Commission – Strategic Performance Management System 13

14. Why focus on performance?
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:
Transparency and Accountability ensures PERFORMANCE which helps as achieve our GOALS.
We therefore focus on performance because the ultimate measure of an organizations success or failure is based on the attainment of GOALS; AND
THE MOST IMPORTANT DETERMINANT OF SUCCESS LIES IN THE PERFORMANCE OF THE MOST VALUED RESOURCE, THE HUMAN RESOURCE.
WHEN PEOPLE DO NOT PERFORM, AN ORGANIZATION FAILS.
READ SLIDE.
Private sector : No profit = Bankruptcy
GOVERNMENT : NO SERVICE = NO EFFECT (?)
Civil Service Commission – Strategic Performance Management System 14

15. Paradigm Shift Performance Performance Evaluation Management
This brings to fore the need to shift from Performance Evaluation to Performance Management.
This shift includes the shift of focus from OUTPUTS TO OUTCOMES WHAT WE DO SHOULD CONTRIBUTE in THE ATTAINMENT OF ORGANIZATIONAL OUTCOMES;
SUCCESS INDICATORS SHOULD BE CLEAR AND AGREED UPON FOR OBJECTIVE RESULT MEASUREMENT;
EMPHASIS ON TEAM PERFORMANCE RATHER THAN INDIVIDUAL COMPETITION;
AND THE
SHIFT OF SUPERVISORS’ ROLE FROM MERE EVALUATOR TO A COACH AND MENTOR.
(EXAMPLE:
Civil Service Commission – Strategic Performance Management System 15

16. The following framework represents the paradigm shift
under the Strategic Performance Management System (SPMS):
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
In sum, our present Strategic Performance Management System may be described in terms of
Perspective the focus is now shifted from mere evaluation of past performance but a management process that starts from performance planning, to monitoring, evaluation and developmental intervention.
The Focus of Performance Management likewise shifted from Activities or Inputs to Outputs and Outcomes. So rather than planning and reporting on the number of resolutions prepared (activity), we target for number of cases disposed within forty days from the time it is ripe for resolution.
Performance of individual employees are aligned to the organization’s performance. Under the Strategic Performance Management System, it is no longer possible for everybody to get Outstanding or Very Satisfactory if the Organization or the Agency itself miserably failed to deliver its major final outputs.
And finally, the supervisors play a central role in the whole performance management process, from target setting to work distribution to performance coaching and monitoring to evaluation and ultimately rewarding or developmental interventions.
Civil Service Commission – Strategic Performance Management System 16

17. SPMS Agency Vision Mission Strategic Goals Individual Performance
Let me now, briefly walk you through the Civil Service Commission Strategic Performance Management System
The Strategic Performance Management System (SPMS) was initially pilot tested in the Civil Service Commission and the Department of Labor and Employment.
The SPMS serves as an instrument for better alignment of Organizational and Individual objectives.
Civil Service Commission – Strategic Performance Management System 17

18. Scope and Coverage National Government Agencies Local Government Units
It will cover the National Government Agencies. Government Owned and Controlled Corporations, State Collegesand Universities and Local Government Un its
Government-Owned & Controlled Corporations
State Universities and Colleges
Civil Service Commission – Strategic Performance Management System

19. Scope and Coverage Second Level- Executive/ Managerial Second Level-
Professional/Technical
It will be used to manage performance of the First and Second Level, but as the CSC is part of the Task Force in the harmonization of performance management systems as provided under AO 25, it is possible that the CES will likewise adopt a similar system.
First Level
Civil Service Commission – Strategic Performance Management System

20. Objectives 1
Concretize the linkage of organization performance with the
Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework 2
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
The objectives of the SPMS are as follows: 3
Link performance management
with other Human Resource
Systems and ensure adherence to the
principle of performance-based
tenure and incentive system
Civil Service Commission – Strategic Performance Management System

21. Minimum Requirements 1. Elements 2. Key Players 3. Four-Stage
PMS Cycle
4. Rating Period
It has 6 minimum requirements to be approved by the CSC and effectively implemented
5. Rating Scale
6. Calendar
Civil Service Commission – Strategic Performance Management System

22. Strategic Priorities, OPIF Philippine Development Plan1
Goal Aligned To Agency Mandate
Elements
Performance Goals
Agency Vision, Mission
Strategic Priorities, OPIF
Philippine Development Plan
What are the elements? Number one: Performance goals and measurements are aligned to the national development plans, agency mandate/vision/mission and strategic priorities and/or organizational performance indicator framework, 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 operational level. (Example)
Civil Service Commission – Strategic Performance Management System

23. 2 Outputs/ Outcomes-based Elements
The system puts premium on major final outputs that contributes to the realization of organizational mandate, mission/vision, strategic priorities, outputs and outcomes
Civil Service Commission – Strategic Performance Management System

24. 3 Team approach Elements
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 division/unit/office work plan or commitment and rating form to establish clear linkage between organizational performance and personnel performance.
Civil Service Commission – Strategic Performance Management System

25. 4 User-friendly Forms Elements
The forms used for both the organizational and individual performance are similar and easy to accomplish. The organizational and individual major final outputs 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.
Civil Service Commission – Strategic Performance Management System

26. Civil Service Commission – Strategic Performance Management System
You can see an image of our Office Performance Commitment and Rating Form next slide
Civil Service Commission – Strategic Performance Management System

27. Which is quite similar to the Individual Performance Commitment and Rating Form

28. 5 Information System Elements
Monitoring and Evaluation mechanisms and information system are vital component of the SPMS in order to facilitate the linkage between organizational and individual performance. The M & E and Information System will ensure generation of timely, accurate and reliable information for both performance monitoring/tracking, accom
plishment reporting, program improvement, and policy decision-making.
Civil Service Commission – Strategic Performance Management System

29. 6 Communication Plan Elements
A program to orient agency officials and employees on the new and revised policies on SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the agency 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.
Civil Service Commission – Strategic Performance Management System

30. Recruitment System Enabling Mechanisms Identifies competencies
Other attributes for particular
jobs or functional groups
A program to orient agency officials and employees on the new and revised policies on SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the agency 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.
Civil Service Commission – Strategic Performance Management System 30

31. Rewards and Incentives System
Enabling Mechanisms
Rewards and Incentives System
performance
reward
Exemplary
Civil Servant =
Which integrates personnel and organizational performance shall be established to reward exempalry civil servants and well performing instituions.
Civil Service Commission – Strategic Performance Management System 31 31

32. Monitoring and Coaching Program
Enabling Mechanisms
Monitoring and Coaching Program
A program to orient agency officials and employees on the new and revised policies on SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the agency 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.
Civil Service Commission – Strategic Performance Management System 32

33. Change Management Program
Enabling Mechanisms
Change Management Program
A scheme to manage the understanding of the need to change, acceptance and buy in of the change.
Civil Service Commission – Strategic Performance Management System 33

34. Policy Review and Formulation
Enabling Mechanisms
Policy Review and Formulation
A program to orient agency officials and employees on the new and revised policies on SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the agency 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.
Civil Service Commission – Strategic Performance Management System 34

35. Key Players Champion PMT Planning Office HRM Office
Very vital in the initialization and implementation of the SPMS are the key players which include the PMS Champion, the Performance Management Team, Planning Office, HRM Office (next slide)
Civil Service Commission – Strategic Performance Management System

36. Key Players Head of Office Division Chief Employees
The Head of Office, Division Chiefs and the Employees
Civil Service Commission – Strategic Performance Management System

37. Key Players & Responsibilities
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
Champion
The SPMS Champion who is preferably the agency head shall be (‘Read Slide)
Civil Service Commission – Strategic Performance Management System

38. Key Players & Responsibilities
Composition of
Performance Management Team
Executive Official designated as Chairperson
Highest Human Resource Management Officer
Highest Human Resource Development Officer
Highest Planning Officer
Highest Finance Officer
President of the accredited employee
association
PMT
The Performance Management Team which is composed of the: (Read Slide)
Civil Service Commission – Strategic Performance Management System

39. Key Players & Responsibilities
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
Among the PMT’s responsibilities are to: (Read slide)
Civil Service Commission – Strategic Performance Management System

40. Key Players & Responsibilities
Planning Office
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
The Planning Office, on the other hand is responsible for Monitoring (read slide)
Civil Service Commission – Strategic Performance Management System

41. Key Players & Responsibilities
HRM Office
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
The HRM Office shall (read slide)
Civil Service Commission – Strategic Performance Management System

42. Key Players & Responsibilities
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
The heads of offices (read slide)
Civil Service Commission – Strategic Performance Management System

43. Key Players & Responsibilities
Division Chief
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
The division chiefs play a very crucial role in the Performance Management:
Civil Service Commission – Strategic Performance Management System

44. Key Players & Responsibilities
Employees
Acts as partners of management and
co-employees in meeting organizational
performance goals
And the employees (read slide)
Civil Service Commission – Strategic Performance Management System

45. Performance Management System Cycle
Let me walk you through the PMS Process.
The SPMS shall follow the same four stage PMS cycle that underscores the importance of performance management.
Performance Planning and Commitment
PERFORMANCE MONITORING AND COACHING
PERFORMANCE REVIEW AND EVALUATION; AND
PERFORMANCE REWARDING AND DEVELOPMENT PLANNING
Civil Service Commission – Strategic Performance Management System

46. Performance Management System Cycle
1. 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 Planning and Commitment is done at the start of the Performance Period where heads of offices meet with the supervisors and staff and agree on the outputs that should be accomplished based on the goals/objectives of the organization.
During this stage, success indicators are determined and targets are set. Targets shall take into account any or a combination of the following:
Historical data- the data shall consider past performance
Benchmarking-this involves identifying and comparing the best agencies or institutions or units within the agency with similar functions or processess. 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 sets targets based on the needs of the clients. The office may consult with stakeholders and review the feedback on its servies.
OPES Reference Table- list of major final outputs with definition and corresponding opes points
Top Management Instruction- the head of agency may set targets andn give specical assignments
Future trend- targets nay be based from the resultsn of the comparative analysis of the actual performane of the office with its potential performance.
Civil Service Commission – Strategic Performance Management System

47. Cascading Philosophy: Cascading Approach
Initiation:
Strategy Map
and Enterprise Scorecard 1
Cascading: Office Performance and Commitment Review (OPCR) 2
Cascading: Individual Performance and Commitment Review (IPCR) 3

48. Cascading Philosophy: Cascading Approach (Enterprise Scorecard -> OPCR)
Perspective
Objectives
Owner
Measures L E A D G
Base
2011
2012
2013
2015
STAKEHOLDERS
Recognized as a Center for Excellence
Commission 1
Percentage of agencies accredited under the Enhanced PMAAP
N/A
10%
(211)
20%
(422)
40%
(844) 2
CSC Client Satisfaction Rating (CSC frontline services) S VS B
High performing, competent , and credible civil servants 3
Percentage of assisted agencies which failed in ARTA-RCS
60%
80%
90%
100% 4
Percentage of agencies with HR Plan
30%
50% 5
Percentage of agencies with functional Strategic Performance Management System (SPMS)
.66%
(14)
25%
(527)
35%
(738)
(1265)
25% of agencies with functional SPMS by EO 2012

49. Cascading Philosophy: Cascading Approach ( OPCR -> IPCR)
25% of agencies with functional SPMS by EO 2012
Orientation conducted to 25% of agencies by EO June 2012

50. Effectiveness /Quality
Performance measures …
Effectiveness /Quality =
Part of the Commitment Setting is the determination of Performance Measures and Targets or Success Indicators.
Success Indicators refer to the characteristics, property or attribute of achievements, accomplishments or effectiveness in the fulfillment of work plans for a given period. These consists of performance measure and targets which are based on the organization’s strategic plan and priorities. In the previous example given , our success indicator is the percentage of cases disposed within forty days from the time it is ripe for resolution.
Success indicators are combinations of performance measures and targets which should be Specific, it should clearly indicate what should be achieved; it should be Measurable or quantifiable or verifiable; It should be Achievable attainable or realistic; Results Oriented, focused on the realization of Organizational Outcomes; and Time bounded
Each employee in the Office for Legal Affairs would indicate also in their Individual Performance and Commitment Rating Form the same objective and targets.
Performance measures shall include any one,
combination of, or all of the following general categories,
whichever is applicable:
Effectiveness/Quality The extent to which actual performance compares with targeted performance. (Actual vs. Planned)
Civil Service Commission – Strategic Performance Management System 50

51. Efficiency
Efficiency. The extent to which time or effort is well used for the intended task or purpose. Ability to accomplish a job with a minimum amount or quantity of waste, expense, or unnecessary effort. (Number of Appointments Acted Upon/Appointments Received)
Civil Service Commission – Strategic Performance Management System 51

52. Timeliness done on time + based on requirements of law and/or clients
/stakeholders
done on
time +
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.
project completion deadlines;
time management skills; and
other time sensitive expectations
Civil Service Commission – Strategic Performance Management System 52

53. Resource Requirements
Budget per expense account
Responsibility centers
In setting work targets, the Office shall likewise indicate the detailed budget requirements per expense aount to help the agency head in ensuring a strategy driven budget allocation and in measuring cost efficiency. The office shall also identify specific division/unit/group/individuals as primarily accountable for producing a particular target output per progra/project/activity. These targets, performance measures, budget and responsibility centers are summarized in the OCPR
Civil Service Commission – Strategic Performance Management System

54. PMS Cycle. . . 2. 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
During the performance monitoring and coaching phase, the performance of the offices and every individual shall be regularly monitored at various levels: i.e. the Head of Agency, Planning Office, Head of Office, Division Head and individual, on a regular basis.
Monitoring and evaluation mechanisms should be in place to ensure that timely and appropriate steps can be taken to keep a program on track and to ensure that its objectives or goals are met in the most effective manner. Also, a very vital tool of management at this stage is an Information System that will support data management to produce timely, accurate, and reliable information for program tracking and performance monitoring/reporting.
Supervisors and coaches play 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.
Civil Service Commission – Strategic Performance Management System

55. PMS Cycle. . . 3. 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
This phase aims to assess both office and individual employee’s performance level based on performance targets and measures as approved in the office and individual performance commitment contracts.
The results of assessment of an office and individual performance shall be impartial owing to the scientific and verifiable basis for target setting and evaluation.
For the Office Performance Assessment, the Planning Office or any responsible unit in the agency shall consolidate, review , validate and evaluate the initial performance assessment of the Heads of Offices bases on reported office accomplishments against the success indicators and the allotted budget against the actual expenses. The result ofr the assessment shall be submitted to the PMT for calibration and recommendation to the Head of Agency. The Head of Agency shall determine the final rating of offices/unitsl
An ageny performance review conference shall be conducted annuallyn by the Planning Office for the purpose of discussing the Office assessement with concerned heads of offices. This shall include participation of the Finance Office as regards budget utilization. To ensure complete and comprehensive performance review, all offices shall submit a quarterly accomplishment report to the Planning Office bgased on then SPMS calendar.
Any issue/appeal/protest on the Office assessment shall be articulated by the concerned head of office and decided by the agency head during the conference, hene the final rating shall no longer be appealable/contestable after the conference.
The Planning Office shall provide each office with the final office assessent to serve as basis of offies in the assessment of individual stafff members.
Performance Assessment for INDIVIDUAL EMPLOYEES
The immediate supervisor shall assess individual employee performance based on the commitments made at then beginning of the rating period. The performance rating shall be based solely on records of accomplishmentsw, hence there is no need for self rating.
The SPMS puts premium on Major Final Outputs towards realization ofrr organizational mission/vision. Hence, rating for planned or intervening tasks shall always be supported by reports, documents or any ourputs as proofs of actual performance. In the absence of said bases or porrofs, a particular task shall not be rated or disregarded. The supervisor shall indicate qualitative coments, observations and recommendations in the individual employee’s performance commitment and review form to inloude competency assessment and critical incidents which shall be used for human resource development purposes such as promotion and other interventions.
Employees assessments shall be disussed by the supervisor with the oncerned ratee prior to the submission of then individual employee’s performance ommitment and review to the head of office.
The head of office shall determine the final assessent of performance level of the individual emplohyees in his/her office based on proof of performance. The final assessment shall correspond to the adjectival description of Outstanding, VS, S, US and Poor.
The head of office may adopt appropriate mechanisj to assist him/her distinguish performance level of individuals, such as but not limited gto peer ranking and client feedback. The average of all individual performance shall not go higher than thbe collective performmance assessment of the office.
The head of office shall ensure that the employee is notified of his/her final performance assessment and then Summary List of Individual Ratings withn ther attached IPCRs are submitted to the HRM Office within the prescribed period.
Civil Service Commission – Strategic Performance Management System

56. PMS Cycle. . . 4. 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
Part of the individual employee’s evaluation is the competency assessment vis a vis thbe competency requireents of the job. The result of the assessment shall be discussed by the head of office 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.
Appropriate developmental interventions shall be made available buy the head of office and supervisors in coordination with the HRM Office.
The nresults ofr the performance evaluation/assessment shall serve as inputs to the:
Heads of office in identifying and providing the kinds of interventions needed based on the developmental needs identified;
Agency HRM Office in consolidating and coordinating developmental intervetops that will form part of the H’R Plan and the basis for rewards and incentives;
PMT in identifying potential PRaiSE AWARDS NOMINEES FOR VARIOUS AWARDS CATEGORIES; AND
PRAISE COMMITTEE IN DETERMINING TOP PERFORMERS OF THE AGENCY WHO QUALIFY FOR AWARDS AND INCENTIVES.
Civil Service Commission – Strategic Performance Management System

57. Rating Period 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

58. Rating Scale Rating Description Numerical Adjectival 5 4 3 2 1
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

59. Rating Scale 5 (Outstanding) – Performance exceeded
expectations by 30% and
above of planned targets;
4 (Very Performance exceeded
Satisfactory) expectations by 15% to
29% of planned targets;
3 (Satisfactory) - Performance met 90% to
114% of the planned
targets. However, if it
Civil Service Commission – Strategic Performance Management System

60. Rating Scale
involves deadlines required by law, it should be 100% of the planned targets. 2 (Unsatisfactory) - Performance only met 51% to 89% of planned targets & failed to deliver one or more critical aspects of the target. However, if it
Civil Service Commission – Strategic Performance Management System

61. by law, the range of performance should be 51% to 99% of the planned targets. 1 (Poor) - Performance failed to deliver most of the targets by 50% and below
Civil Service Commission – Strategic Performance Management System

62. Dimensions of Performance
1. Quality – or effective performance involves
the following elements:
Acceptability
Completeness
Meeting standards
Client satisfaction
Creativity or innovation
accuracy
Civil Service Commission – Strategic Performance Management System

63. Efficiency – is the extent to which targets
are accomplished using the minimum
amount of time or resources.
Standard response time
Number of requests/applications acted upon over number of requests received
Optimum use of resources (money, logistics, office supplies)
Civil Service Commission – Strategic Performance Management System

64. Timely performance involves: Meeting deadlines as set in the work plan
3. 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
Civil Service Commission – Strategic Performance Management System

65. Uses of Performance Ratings
Performance-Based
Security of Tenure
Grant of Rewards and Incentives
Basis for Personnel Actions
Civil Service Commission – Strategic Performance Management System

66. Sanctions Non-Submission of :
The Office Performance Commitment and Rating Form to the PMT
Individual Employee’s Performance Commitment and Rating Form to
the HRM Office
within the specified dates will be ground for:
Employee’s disqualification for performance-based personnel actions
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

67. Appeals
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
The PMT shall decide on the appeals within one (1) month from receipt.
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

68. Agency Implementation
Constitute a Performance Management Team
Review existing Performance Evaluation System
Amend, Enhance or Develop Agency Strategic Performance System
and 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
Individual Performance Rating Reports
Civil Service Commission – Strategic Performance Management System

69. Submission of Agency SPMS to CSC
The Agency SPMS could be any of the following:
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
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.
Agencies shall be required to submit their Agency SPMS to the concerned Civil Service Commission Regional Office for approval starting June 2012.
All agencies should have a CSC-approved SPMS by January Accordingly, by January 2015, all performance based human resource movements and/or developments/interventions such as promotion, scholarship, training, rewards and incentives shall only be based on a CSC-approved SPMS under these guidelines.
Any enhancement and/or amendment of the CSC-approved SPMS shall be submitted to the CSCRO concerned for approval and/or information/reference in the case of Deregulated Agencies.
Civil Service Commission – Strategic Performance Management System

70. Submission of Agency SPMS
Starting June 2012, Agencies shall be required to submit SPMS
to the concerned CSC Regional Office for approval.
By January 2014, all agencies shall have a CSC-approved SPMS.
By 2015, official and employees of agencies without approved
SPMS 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.
Civil Service Commission – Strategic Performance Management System

71. "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 
Civil Service Commission – Strategic Performance Management System

72. Thank you.