ae Rt rerumucor THe pares (Priya. > COMMISSION ON AUDIT ae oe b f ats s) Commenwealth Avenue, Quezon City, Philippines %, i toe of MEMORANDUM. No. 25-008 _ Ci a i; pate_AUG 07 2015 To : _ ALLCOA OFFICIALS AND EMPLOYEES SUBJECT: GUIDELINES ON THE IMPLEMENTATION OF THE COMMISSION ON AUDIT STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (COA-SPMs) 1. INTRODUCTION ey Pursuant to CSC Resolution No. 1200481 dated March 16, 2012, all agencies are directed to establish a new Performance Evaluation and Appraisal System that reflects how employee performance has contributed or hindered organizational effectiveness. Givil Service Commission Memorandum Circular No. 6, . 2012, provides the guidelines for the establishment and implementation of the Strategic Performance Management System in all government offices. Towards this end, COA passed Resolution No. 2015- 026 dated June 22, 2015, establishing the Commission on Audit Strategic Performance Management System (COA SPMS). ‘The COA-SPMS has the following goals: 1. To link organizational performance with the Philippine Development Plan (POP), COA Vision/Mission, Strategic Plans and Priorities, and the Organizational Performance Indicator Framework (OPIF); 2. To ensure organizational effectiveness through competent individual employee performance 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, To link performance management with other human resource management and development systems and ensure adherence to the principle of performance- based tenure and incentive system. The results of the performance evaluation/assessment shall serve as inputs to the: 1. Heads of Sectors/Clusters/Offices in identifying and providing the kinds of terventions needed, based on the developmental need identified and in Lof %ydetermining their nominees for promotion to next higher position and to the COA’s annual search for Outstanding Employees; 2. Human Resource Management Office (HRMO) and Professional Development Office (PDO) in consolidating and coordinating developmental interventions that will form part of the Career Development Plan and the basis for rewards and incentives; and 3. COA PRAISE Committee in determining top performers of the Agency who qualify for awards and incentives. DEFINITION OF TERMS For purposes of these guidelines, the following terms are defined: * Chairperson — refers to the head of the Commission on Audit ‘Delivery Unit (DU) - a lower sub-division of a department or department-level entity which is a major implementing arm of the department where it has set up a) Performance targets/commitments in the form of MFOs or reform milestones; and b) @ monitoring or reporting system to regularly track said targets/commitments within the year and have these verified by a higher level office within the department. * Division Performance Commitment and Review (DPCR) Form - includes the Performance Commitments and Targets of all individual employees in the Division/Team, as agreed with the respective Head of Office ‘* Efficiency ~ the extent to which targets are accomplished using the minimum. amount of time or resources. ‘* General Administration and Support Services (GASS) — refer to activities that deal with the provision of overall administrative management support to the entire agency operation. * Individual Development Plan (IDP) - used to enhance the skills or develop potentials of employees who perform well and to improve or correct performance of employees who fail to meet targets. * Individual Performance Commitment and Review (IPCR) Form - includes Performance Commitments and Targets of individual employees in all units of the organization, as agreed with their respective supervisors 2ofth,‘© Major Final Output (MFO) — a good or service that a department is mandated to deliver to external clients through the implementation of programs, activities and projects. ‘* MFO Performance Indicator (Pl) - a characteristic of performance (quantity, quality, timeliness or cost) that is to be measured and will illustrate the standard by which a department is expected to deliver its MFO. © Office Performance Commitment and Review (OPCR) Form - includes the Performance Commitments and Targets of all Division Chiefs/Team Leaders, as agreed with their respective Sector Heads ‘© Organizational Performance Indicator Framework (OPIF) ~ a key reform of Department of Budget and Management {DBM) that seeks to implement effective agency spending in producing concrete and measurable outcomes in line with the ‘Administration’s priority development agenda. ¢ Performance Dimension — anything an employee must demonstrate in order to be effective in a particular organization, job, and/or level of position. Typically, a Performance Dimension model includes a number of competencies (such as “technical skills" or "honesty and integrity"), along with specific behaviors that fall within each competency. ‘* Performance Management Cycle (PMC) ~ includes activities which ensure goals are being met in an effective and efficient manner. The steps in the PMC are Performance Planning and Commitment, Performance Monitoring and Coaching, Performance Review and Evaluation, and Performance Rewarding and Development Planning ‘* Performance Management Team (PMT) - spearheads the establishment of the SPMS in the organization, composed of the following: Executive Official designated as Chairperson, Highest Human Resource Management Officer, Highest. Human Resource Development Officer, Highest Planning Officer, Highest Finance Officer, and President of the accredited employee association. The Planning Office will function as the Secretariat. + Performance Monitoring and Coaching - focus on creating an enabling environment to improve team performance and develop individual potentials ‘* Performance Planning and Commitment (PP & C) - done prior to 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 and objectives of the organization. 3 of 1%«Performance Review and Evaluation - done at regular intervals to assess performance of individuals, teams/divisions, offices and sectors ‘* Performance Rewarding and Development Planning - based on the results of the performance review and evaluation, appropriate developmental interventions shall be made available to specific employees * Performance-Based Bonus (PBB) — an incentive given to the personnel of bureaus or delivery units in accordance with their contribution to the accomplishment of their Department's overall targets and commitments subject to the criteria and conditions set. «Philippine Development Plan (PDP) - medium-term plan of the government in pursuing economic growth and development and improving the quality of life of the people. The PDP serves as guide in formulating policies and implementing development programs for a specified period of time. It includes priority programs, projects and activities to accomplish the specific goals, objectives and strategies. ‘* Program on Awards and Incentives for Service Excellence (PRAISE) - the award refers to the form of recognition conferred by the Commission on Audit on its employees, either for individual or group category for their ideas, suggestions, inventions, discoveries, superior accomplishments/performance, exemplary ethical behaviour and heroic acts. * Quality or Effectiveness — means getting the right things done. It refers to the degree to which objectives are achieved as intended and the extent to which issues are addressed with a certain degree of excellence. Sector Performance Commitment and Review (SPCR) Form - includes the performance commitments and targets of all Offices under the Sector, as agreed with the Chairperson © Specific, Measurable, Attainable, Realistic and Time-bound (SMART) ~ characteristics of Success Indicators ‘* SPMS Calendar ~ an annual calendar with activities, unit/person responsible and timeframe for each phase of implementation of SPMS. The calendar includes SPMS orientation and pilot test. ©SPMS - focused on linking individual performance vis-a-vis the agency's organizational vision, mission and strategic goals. It is envisioned as a technology composed of strategies, methods and tools for ensuring fulfillment of the functions of the offices and its personnel as well as for assessing the accomplishments. 4of th,‘© Success Indicators ~ are performance level yardsticks consisting of measures and targets. These shall serve as bases in the preparation of performance contract and rating form by offices and individual employees. These indicators must be specific, measurable, attainable, realistic and time-bound. «Support to Operations (STO) - refer to activities that provide technical and substantive support to the day-to-day operations of the agency. ‘* Timeliness — measures if the targeted deliverable was done within the scheduled or expected timeframe BASIC ELEMENTS ‘The COA-SPMS shall include the following basic elements: 1 Goals aligned to the Commission's Mandate and Organizational Priorities Performance goals and measurements are aligned to the PDP, the Commission's mandate/mission/vision, strategic priorities and OPIF. 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 goals and are cascaded down to the operational level. Output/Outcome-Based Performance Management System The system puts premium on Outcomes and MFOs that contribute to the realization of organizational mandate, vision/mission and strategic priorities. The organizational MFOs and individual targets and success indicators are aligned to facilitate cascading to the employees. 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 work plan/commitment and rating forms are linked to the sector/cluster/office/division/audit team work plan/commitment to establish a clear linkage between organizational and employee performance. User-friendly forms The forms for organizational and indi to accomplish. lual performance management are easy Sof lly,5. Information System that supports Monitoring and Evaluation. Monitoring and evaluation mechanisms and information system are vital components of the SPMS in order to facilitate linkage between organizational and employee performance. These will ensure generation of timely, accurate, and reliable information for both performance _monitoring/tracking, accomplishment reporting, program improvement and decision-making, 6. Communication Plan This is a plan on the implementation of SPMS in the Commission, consisting of strategies/activities, key messages, timelines and responsible office/individual. The activities in the plan promote awareness and interest on the system; generate employees’ appreciation for the system as a management tool for performance planning, control and improvement; and help in the employees’ internalization of their role as partners of management in meeting organizational goals. IV. _ KEY PLAYERS AND RESPONSIBILITIES The Chairperson shall ensure the full implementation of the COA SPMS, set the COA Strategic performance goals/objectives and performance measures and assess and approve office performance commitments and ratings. Performance Management Teams (PMTs) are hereby created: COA Central Office (Steering Committee] Chair Assistant Commissioner, Planning, Finance and Management Sector Vice Chair Assistant Commissioner, Administration Sector Co-Vice Chair: Assistant Commissioner, Professional and Institutional Development Sector Members: _Allother Assistant Commissioners Technical Working Group Chair Director, Risk Management and Budget Office (RMBO) Vice Chair Director, Human Resource Management Office (HRMO) Co-Vice Chair: Director, Professional Development Office (PDO) Members One representative (not lower than SG-26) for each of the audit sectors One representative (not lower than SG-26) for each of the other Sectors ‘One representative, each for Office of the Chairperson and ‘Commissioners (not lower than SG-24) President of the accredited employee association Secretariat Service Chief and Staff, RMBO Gof 1%Regional Office PMT Chair 2 Regional Director Vice Chair: _ Assistant Regional Director Members: One representative for each of the regional audit sectors (not lower than SG-24) ‘One representative for each of the Re than SG-24) President of Regional Chapters of accredited employee association Secretariat Service Chief and staff, Administration, Training and Finance Services (ATFS) nal Services (not lower ities: ‘The PMT shall have the following functions and responsibil a. Review together with all Heads of Offices the contents of their respective SPCR forms (Annex A) and OPCR forms (Annex 8), to ensure that office performance targets and measures, as well as the budget, are aligned with those of the Commission. b. Do the initial assessment of the sector and office performance using the approved SPCR and OPCR forms based on performance documents submitted to RMBO. After a thorough review, recommend approval of SPCR and OPCR by the Chairperson. c. Adopt the team’s own internal rules, procedures and strategies in carrying out the responsibilities which also includes scheduling of meetings and deliberations, and assigning representatives in case of absence of members. d. Validate the performance of the Commission’s delivery units (i.e., Offices of the Assistant Commissioners, Clusters, Central and Regional Offices) to assist the Chairperson in undertaking the forced ranking of delivery units. e. Adopt and undertake a communication strategy to help the Commission accomplish its targets under the PBB scheme. f. Respond to queries and comments on the Commission’s targets and accomplishments. g Recommend to the Chairperson the rating of sectors/offices/units after thorough deliberation based on the initial assessment made by RMBO. After the approval of the Chairperson, the PMT thru the RMBO shall provide each Office with the final Office Assessment from the Chairperson.h The Provide to the Chairperson the results of initial assessment of appeals on performance rating issues arising from the implementation of SPMS in the Commission. following Officials shall perform key roles and functions in the implementation and monitoring of compliance with the guidelines set forth in this memorandum: 1. Assistant Commissioners a, Assume primary responsibility for performance management in their respective Sector/Delivery Unit. Prepare the SPCR form based on the MFOs and goals of the Commission for approval by the Chairperson through the PMT. Conduct strategic planning sessions. based on SPCR with Directors/Supervising Auditors/Division Chiefs and agree on the outputs that will be accomplished and included in the OPCR. Approve and submit the OPCR to the RMBO. Perform the initial assessment of the office performance using the approved PCR form and submit to the RMBO. 2. Directors/Officers-in-Charge/Heads of Office a Prepare the OPCR based on the approved SPCR. Perform the assessment based on the performance of Division/Audit Group/Teams using the approved DPCR form (Annex C). Review and approve the IPCR forms (Annexes D1 and D2) and IDP forms (Annex _£) for submission to the HRMO; see to it that the individual employee’s performance shall not be lower than the agency’s/COA’s standards in its approved OPCR form as enumerated in the Table of Major Final Outputs and Success Indicators at the Sector, Office, Division and Individual Levels (Annexes F1 to F6). ‘Submit Summary List of Individual Performance Ratings (Annex G) to RMBO. Review and approve the recommended developmental plan of subordinates who obtained Unsatisfactory performance during the the same with the concerned employees not later than one (1) month after the end of said period and prepare written notice/advice to subordinates that jing period; discuss Bof Iha succeeding Unsatisfactory performance shall warrant their separation from the service. f. Provide, in coordination with Division Chiefs/Supervising Auditors/Team Leaders, preliminary rating to subordinates showing Poor performance not earlier than the third (3rd) month of the rating period. A developmental plan shall be discussed with the concerned subordinate and a written notice shall be issued citing that failure to improve his/her performance shall warrant separation from the service. 3. Supervising Auditors/Service/Division Chiefs, Team Leaders or equivalent a. Assume joint responsibility with the Director in ensuring attainment of performance objectives and targets. b. Prepare DPCR based on the approved OPCR and submit to RMBO through Director/Head of Office/Assistant Commissioner. c. Rationalize distribution of tasks/targets to subordinates. d, Monitor closely the status of the performance of subordinates and provide support and assistance through coaching for the attainment of targets set in the Division/Unit-DPCR and individual employee-IPCR. e. Assess the individual performance using the approved/agreed IPCR; prepare the IDP form and discuss the results of the assessment with the employee concerned Recommend to the Regional/Cluster/Office Director the developmental intervention for employees based on the IDP form. g, Submit to the HRMO, through channels, a copy of the accomplished IPCRs, !DP forms and Summary List of individual Performance Ratings. h. Submit to the RMBO a copy of the Summary List of Individual Performance Ratings. 4. Risk Management and Budget Office (RMBO) a Monitor submission of SPCR and OPCR forms and schedule the review/evaluation of Sector and Office Commitments by the PMT before the start of a performance period. Sof tmb. Publish, in coordination with PIO and ITO through the COA website, the transparency seal on good governance conditions, performance targets as well as quarterly accomplishments of the Commission. . Assess the initial performance (quantity and timeliness) of the delivery units based on reported Offices’ accomplishments against the success indicators enumerated in the OPCR. The result of the assessment shall be submitted to the PMT to serve as basis for its recommendation to the Chairperson. d. Organize the conduct of an annual agency performance planning and review/assessment conference. e. Provide each Office with the final Office Assessment from the Chairperson. 5. Human Resource Management Office (HRMO) a. Monitor submission of IPCR Forms by Heads of delivery units. b. Review the Summary List of Individual Performance Rating to ensure that the average performance rating of employees is equivalent to the Office Performance Rating, ©. Review IDP forms submitted by offices and coordinate with the PDO the necessary training intervention for employees. d. Coordinate and recommend to the PRAISE committee the top performers who are qualified for awards and incentives. 6. Information Technology Office (ITO) a. Develop a monitoring and evaluation information system that facilitates linkage between organizational and employee performance, as well as generate timely, accurate and reliable information to track performance and report accomplishments, in coordination with RMBO and HRMO. b. Provide technical assistance in the use, training and maintenance of the COA ‘SPMS Information System. Upgrade the COA SPMS Information System, as may be necessary. 100f 1%,7. Public information Office (PIO) ‘a. Ensure COA-wide dissemination of the SPMS Guidelines, physical plan / performance targets and the quarterly accomplishments of the Commission. b. Assist in the implementation of Communication Plan (Annex H) for the COA SPM. 8. Professional Development Office (PDO) Conduct awareness orientations, briefings and workshops on COA SPMS. Conduct training programs in coordination with HRMO based on the results of IDPs submitted by Offices/Divisions/Teams. GENERAL GUIDELINES 1. All Offices and employees, including those holding coterminous appointments, shall be covered by the COA SPMS. 2. The COA SPMS shall be formulated and enhanced based on the PDP, COA Vision/Mission, Commission's Strategic Plan and Priorities and MFOs defined under pertinent appropriation laws. 3. The Sectoral, Office, Division/Team and Individual commitments and performance targets shall contribute to the attainments of the organization vision, mission, goals and objectives. 4. The COA SPMS shall follow the same four-stage Performance Management systems Cycle that underscores the importance of Performance Management as ‘enumerated in the Guidebook on SPMS of the Civil Service Commission. 5. The PMT Steering Committee/TWG shall spearhead the preparation, review and approval of the Performance Planning & Commitment (Annex |) which illustrates the Cascading of Agency Mandate, Strategic Priorities/Organizational Performance Indicator Framework to Office and individual Commitments, as well as the preparation of Table 10, MFOs, and Success Indicators by Sector/Office/Division/Individual. 6. All Sectors/Offices shall submit the necessary reports based on the timelines indicated in the SPMS Calendar (Annex J) and in accordance with the existing requirements to be submitted to the Review and Evaluation Services (RES), RMBO, PFMS, to ensure timely, complete and comprehensive performance review. of 13 ===10. 11. ve 12. 13. ‘As regards performance assessment of individual employees, the immediate supervisor shall assess based on the commitments made at the beginning of the rating period. The performance rating shall be based solely on records of accomplishments, hence, there is no need for self-rating. Office performance assessment as discussed 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. the performance review Individual employees who feel aggrieved or dissatisfied with their final performance ratings can file an appeal with the PMT within ten (10) days from the date of receipt of notice of their final performance evaluation rating from the Head of Sector/Cluster/Office/Division. The PMT’s action on appeals lodged to it shall only be recommendatory following the hierarchical jurisdiction of various PMT's in the Commission. The Commission Proper (CP) is the final arbiter, For example, the decision of the Regional PMT is appealable to the National/COA Central Office PMT, decision of which, is in turn appealable to the CP. 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. Unless justified and accepted by the PMT, non-submission of the OPCR form to the PMT through the RMBO, and the IPCR form to the HRMO within the required period shall be a ground for employees’ disqualification for performance-based personnel actions which would require the rating for the given period. Such action includes promotion, training or scholarship grants and performance enhancement bonus, if the failure of the submission of the form is the fault of the employee/s. Activities, other than those contri Outputs, but were assigned to assessment. ing to the attainment of the Major Final luals, are also to be included in the ‘SPECIFIC GUIDELINES Performance Planning and Commitment 1. The Office of the Assistant Commissioner shall prepare for approval of the Chairperson the SPCR based on the combined OPCR of offices under his/her of 17 a ——— 2 2supervision. However, during the initial implementation of the SPMS, OPCRS shall be prepared first to ensure complete coverage in the SPCR. 2. At the beginning of the last quarter of the preceding year, where the Heads of Offices meet with their supervisors, the Office shall accomplish the OPCR form by indicating the outputs, success indicators, divisions, services, or audit groups/teams responsible. The commitment portion of the OPCR shall be recommended by the Head of Office concerned and approved by the Chairperson. 3. Upon approval of the OPCR by the Chairperson, the following forms shall be accomplished: 3.1 DPCR form - to be accomplished by the Supervising Auditors/Service Chiefs/Heads of Divisions and approved by the Cluster/Office/Regional Directors; to be accomplished also by the Audit Team Leaders and to be approved by the Supervising Auditors. 3.2 IPCR form - to be accomplished by the individual employees, recommended for approval by the Division Chiefs/Service Chiefs/Supervising Auditors and approved by the Head of Office. Monitoring and Cascading 4, The performance of the Sectors, Offices and every individual shall be regularly ‘monitored at various levels by the Heads of Sectors, Clusters and Offices and Service Chiefs/Audit Group Supervisors and Audit Team Leaders/Section Chiefs. 5. Based on the assessments during the monitoring period, appropriate interventions, such as coaching, mentoring and training shall be determined and applied. For task-related performance gaps where coaching is required, a coaching session shall be held with the concerned employee. The Performance Monitoring Form (Annex K) and Coaching Report Form (Annex L) shall be accomplished for the purpose. 6. At the end of each quarter or as often as necessary, the supervisors shall monitor the performance of the individual employees based on the targets and commitments indicated in the OPCR, DPCR and IPCR. Performance Review and Evaluation 7. Atthe end of semester, the Heads of the Sector/Office/Division Chiefs/Service Chiefs/Supervising Auditors shall accomplish the SPCR/OPCR/DPCR/IPCR by filling in the columns for accomplishments, rating and remarks, if any to be ned by concerned officials. The supervisor shall, as much as possible, 1B of 17,indicate qualitative comments, observations and recommendations in the “Remarks” column of the IPCR form, to include competency assessment and critical incidents which shall be used for human resource development purposes such as promotion, training and other interventions. 8. The head of the Sector shall determine the final assessment of performance level of the individual employees in the Office of the Assistant Commissioner. For all other individual employees, the Head of Office/Cluster shall determine the final assessment of performance level. The final assessment shall be indicated in both numerical rating and adjectival description of Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory or Poor. 9. The result of the assessment of individual performance shall be discussed by the Heads of Office and supervisors with the 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 outcome of the competency assessment shall be for personnel development planning purposes and shall be reflected in the IDP. 10.The accomplished OPCR and IPCR shall be forwarded to the Cluster/Office/Regional Director for final rating. A copy of the IPCR shall be forwarded to the HRMO not later than third week after the end of semester. 11. The accomplished SPCR and OPCR shall be submitted to the RMBO/PMT Secretariat for initial review and shall be forwarded to the PMT for final review and signature by the PMT Chairperson, who shall recommend approval by the Chairperson. 12. Employee's assessment shall be discussed by the supervisor with the concerned ratee prior to the submission of the IPCR form to the Head of Cluster/Office Performance Rewarding 13. The IDP shall be the basis for documenting the professional development needs of both performing and non-performing employees. The Head of Cluster/Office and supervisors shall recommend appropriate developmental interventions for the employees. 14, A Summary List of Individual Performance Ratings shall be prepared by each Office to be submitted to RMBO, while IPCR and Summary List to HRMO not later than third week after the end of semester. 15. Based on the List, the Central/Regional Offices shall nominate outstanding performers for Outstanding Officials/Employees/Audit Teams/Individual. of ip16. The COA PRAISE Committee determines the top performers who are qualified for awards and incentives. VIL. COA SPMS RATING SCALE 1. The rating scale involves two sub-steps: ‘a. Determining the Dimensions on which performance or accomplishments are to be rated b. Operationalizing the Numerical and Adjectival Ratings 2. The three dimensions of performance or accomplishments are Quality, Efficiency and Timeliness, as described below: | Category : Definition Effectiveness/Quality The extent to which actual performance compares with targeted performance. ‘*The degree to which objectives are achieved and the extent to which targeted problems are solved. ‘ein management, effectiveness | relates to getting the righ things done. | Elements of Quality or Effective Performance are: Acceptability Meeting Standards Clients Satisfaction with Services Rendered ‘Accuracy Completeness or Comprehensiveness of | Reports » Creativity or Innovation _ > _Personal Initiative Efficiency/Quantity eThe extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished vvy vv 15 of 1%‘amount or quantity of waste, expense, or unnecessary effort. ‘sit may involve the following elements, such as standard | response time, number of request and/or applications received, or action on assigned tasks or optimum use of resources Elements of Efficiency are: > Standard Response Time > Number of Requests/Applications ‘Acted Upon over Number of | Requests/Applications Received > Optimum Use of Resources (eg. money, logistics, office supplies) Timeliness ‘Measures whether —the deliverable was done on time based on the requirements of the law and/or clients/stakeholders. eTime-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectati 3. The Success Indicators as contained in the Table of MFOs/Success Indicators shall be used in determining the dimensions of Quality, Quantity and Timeliness. Such Success Indicators shall be aligned with the MFOs and Performance Targets indicated in the General Appropriations Act. 4, In rating Quality, Quantity and Timeliness, the Commission shall use the five- point rating scale (1 to 5), with 5 as the highest and 1, the lowest. These shall apply to the rating of delivery units/offices/services/teams and individuals. 16 of 17COA SPMS RATING SCALE Rating Numerical | Percentage = = 4505.0 [95% to| Outstanding | Performance represents an | 100% extraordinary level of achievement | | and commitment in terms of quality | and time, technical skills. and knowledge, ingenuity, creativity and initiative. Employees at _ this, performance level should have demonstrated exceptional job mastery in all major areas of responsibilit | Employee achievement contributions to the organizations are _ of marked excellenc 3.0t04.4 [90% to | Very Performance exceeded expectations. 94% Satisfactory _| All goals, objectives and targets were achieved above the established L _ standards. 2.010 2.9 | 80% Performance met expectations in 39% terms of quality of work, efficiency and timeliness. The most cri nual goals were met. erformance failed to meet Description 1.0to1.9 [70% to | Unsatisfactory 79% expectations, and/or one or more of the most critical goals were not met. Below 1.0 | Below 70% | Poor Performance was consistently below | expectations, and/or reasonable | progress toward critical goals was not made. Significant improvement is needed in one or more important areas. 5. In assessing the performance of Sectors, Offices, Divisions/Teams, and Individuals, the Performance Dimensions and Parameters (Annex M) shall be used. VIII REPEALING PROVISIONS All previous issuances inconsistent herewith are duly repealed or amended accordingly. IX. EFFECTIVITY ‘This Memorandum shall take effect immediately. Wy 170f17 ® MIPAAEL G. AGUINALDO i Chairperson Note: Annexes A to M can be downloaded from the COA Website.