& #25 Kalraya Street, 1113 Quezon City Republic ofthe Philippines GVLSERVICE COMMISSION ct se NATIONALCAPITAL REGION pus yi'2% MAY 03 2019 pf Teta By: Time: a SECRETARY ROY A. CIMATU Department of Environment and Natural Resources Visayas Ave., Diliman, Quezon City May 2, 2019 Dear Secretary Cimatu: This refers to the proposed Strategic Performance Management System (SPMS) of the Department of Environment and Natural Resources (DENR), which was resubmitted to this Office, for appropriate action. Evaluation of the proposed DENR SPMS shows its compliance with CSC Memorandum Circular No. 6, s. 2012’. Thus, the same is hereby APPROVED. We look forward to the successful implementation of the DENR SPMS. Very truly yours, JUDITH A. ALLO-CHICANO Director I Cc Director Fa P. Lacaba (CSC Fila Offce-DENR csonerpsedtsmp (Guidelines in the Establishment and implementation of Agency Strategic Peformance Management System (SPMS) Bawat Kawani, Lingkod Bayani ‘740-8412 +740-8459-740-8452 Fax: 781-4097 we roncra@escgovph wwrw.cscgouphHuman Resource nt Ser DENR STRATEGIC PERFORMANCE MANAGEMENT SYSTEM [SPMS] | 201‘(Ns Department of Environment and Natural Resources STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) GUIDELINES Part 1: The SPMS BACKGROUND Executive Order (EO) No. 192 dated June 10, 1987, provides for the reorganization of the Department of Environment, Energy and Natural Resources and renaming, it as the Department of Environment and Natural Resources, and for other purposes. The Department shall be the primary government agency responsible for the conservation, management, development, and proper use of the country’s ally forest and grazing lands, mineral environment and natural resources, specifi resources, including those in reservation and watershed areas, and lands of the ources as may be provided for by law in order to ensure equitable sharing of the benefits derived therefrom for the welfare of the present and future generations of Filipinos. Public domain, as well as, the licensing and regulation of all natural r The Department envisions a nation enjoying and sustaining its natural resources and clean and healthy environment. It shall be the driving force in the pursuit of ainable development, enabling stakeholders’ participation in the protection, conservation, and management of the environment and natural resources for the present and future generations. The Department is composed of four (4) Staff Bureaus (Land Management Bureau, Ecosystems Research and Development Bureau, Forest Management Bureau, and Protected Areas and Wildlife Bureau now known as Biodiversity Management Bureau), two (2) Line Bureaus (Environmental Management Bureau), and Mines and eosciences Bureau and their respective Regional Offices ), sixteen (16) Regional Offices, and three (3) Attached Agencies (National Mapping and Resource Information Authority, National Water Resources Board and Palawan Council for Sustainable Development Staf). Page 1 of 44IL Pursuant to Section 33, Chapter 5 Book V of EO 292 and Civil Service Commission (CSC) Memorandum Circular (MC) No. 12 Series of 1993 granting autonomy on the establishment of the agency performance rating, the Department has adopted the Performance Evaluation System (PES). This system, however, focuses only on individual appraisals which were prerequisites for promotion and other personnel actions, including separation and performance-based incentives. The absence of the link between appraisals and personnel actions and incentives resulted in a system that is more subjective rather than objective. Consequently, organizational effectiveness and employee's performance are not directly correlated. The DENR SPMS gives emphasis to the strategic alignment of the DENR’s thrusts with the day-to-day operations of the Department's units, ‘The DENR SPMS will focus on measures of performance results that can be reviewed over the period of the implementation of the DENR road map vis-a-vis targeted milestones. It also provides a scientific and verifiable basis in assessing organizational performance and the collective performance of individuals within the organization, The CSC MC No. 6, series of 2012, re: Guidelines in the Establishment and Implementation of Agency Strategic Performance Management System serves as guide in the formulation and implementation of the Department SPMS. THE SPMS CONCEPT The SPMS is 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 fulfilment of the functions of the offices and its personnel as well as for assessing the accomplishments. Itis a mechanism that ensures that the employee achieves the objectives set by the organization. The organization, on the other hand, achieves the objectives that it has set for itself in its strategic plan. Performance Management System (PMS) is the heart of the human resource system and development because information produced from it is useful in human resource planning, management and decision making processes. The SPMS follows the four-stage process (Annex A): performance planning and commitment (Annex B), performance monitoring and coaching, performance review and evaluation, performance rewarding and development planning. Page 2 of 44To complement and support the SPMS, the following enabling mechanisms must be present, operational and maintained: * A Recruitment System that identifies competencies and other attributes required for particular jobs or functional groups; * Anadequate Rewards and Incentives System; * A Mentoring and Coaching Program; * An Information Communication Technology (ICT) that supports project documentation, knowledge management, monitoring and evaluation; * A Change Management Program; and * A Program for Policy Review and Formulation. Ill. GENERAL OBJECTIVES Consistent with CSC MC No. 6, s. 2012, the DENR SPMS is established to: a. concretize the linkage of organizational performance with the Philippine Development Plan, the DENR Mandate and Program Thrusts, and the Organizational Performance Indicator Framework; b. 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 c. 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 DENR SPM \cludes the following basic elements: a. Goal Aligned to Agency Mandate and Organizational Priorities. Performance goals and measurement 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 Page 3 of 44performance indicators as organizational objectives are cascaded down to operation level. Outputs/Outcomes-based. The system puts premium on major final outputs that contributes to the realization of organizational mandate, mission/ vision, strategic priorities, outputs and outcomes. 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 division/unit/office work plan or commitment and rating form to establish clear linkage between organizational performance and personnel performance. |. User-friendly. 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. Information System that supports Monitoring and Evaluation. Monitoring and Evaluation (M&E) mechanisms and Information System (IS) are vital components of the Department 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. Communication Plan. A program to orient agency officials and employees on the new and revised policies on Department SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the Department 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 Page 4 of 44V. KEY PLAYERS AND REPONSIBILITIES ‘The DENR SPMS covers the DENR Central Office, Regional Offices and their sub- units, Bureaus, and Attached Agencies. The Key Players in the establishment and implementation of the Department SPMS are composed of the following: A. SPMS Champion - DENR Secretary Functions and Responsibilities: 1. Direct/oversee the formulation, establishment, implementation and monitoring of the SPMS; 2. Set agency performance goals/targets and _ performance indicators; 3. Determine agency target setting period; 4. Assess performance of office; and 5. Approve office performance commitment and rating B. Performance Management Team (PMT) Chairperson Undersecretary supervising the Policy and Planning Service Vice- Assistant Secretary supervising the Financial Chairpersons and Management Service Assistant Secretary supervising the Human Resource Development Service Director, Policy and Planning Service Director, Administrative Service Director, Human Resource Development Service Director, Financial and Management Service Representative, Employees Union The Performance Management Team (PMT) shall perform the following functions and responsibilities: 1. Set consultation meeting of all Heads of Offices for the purpose of formulating the guidelines on the establishment and implementation of the SPMS 2. Ensure that office performance targets and measures (indicators), as well as the budget, are aligned with those of the agency and that work distribution of offices/units is rationalized Page 5 of 44» Recommend approval of the office performance commitment and rating to the Secretary 4. Act as appeals body and final arbiter for performance management issues of the agency 5. Identify potential top performers and provide inputs to the DENR PRAISE Committee for grant of awards and incentives 6. Adopt internal rules and procedures including calibration of performance rating, schedule of meetings and deliberations and delegation of authority to representatives in case of absence of its members 7. Ensure that there shall be no discrimination in the evaluation of performance on account of age, sex, sexual orientation and gender identity, civil status, disability, religion, ethnicity, or political affiliation. C, Sub-Performance Management Team for the following offic c.1. Bureaus Chairperson _ Bureau Director Vice- Assistant Director Chairperson Members Head, Planning and Policy Head Administrative, Financial, Management Division or its equivalent Representative, Employees Union ©.2. Regional Offices Chairperson _Regional Director Vice- Assistant Regional Director for Chairperson Management Services Members Chief, Administrative Division Chief, Finance Division Chief, Planning Division PENRO concerned Representative, Employees Union 3. Attached Agencies Chairperson Administrator/Executive Director Vice- Deputy Administrator/Deputy Director Chairperson Page 6 of 44Members Chief, Administrative Division Chief, Finance Division Chief, Planning Division Representative, Employees Union A sub-PMT shall be created in the PENR Offices by virtue of a Special Order to be issued by the Regional Director. 4. Provincial Environment and Natural Resources Offices (PENROs) Chairperson R Officer Vice-Chairperson CENR Officer concerned Members Chief, Management Services Division Chief, Technical Services Division Planning Officer Budget Officer/ Accountant Representative, Employees Union In the case of Implementing PENROs, the Chief, Management Services Division shall serve as Vice-Chairperson. The Sub-Performance Management Team (Sub-PMT) shall perform the following functions and responsibilities 1. Set consultation meeting of all Heads of Offices for the purpose of cascading agency targets, establishing performance measures, and reviewing accomplishments; 2. Ensure that office performance targets and measures (indicators), as well as the budget, are aligned with those of the agency and that work distribution of offices/units is rationalized; 3. Recommend approval of the office performance commitment and rating to the Performance Management Team; 4. Initiate and follow through actions on performance management issues within the offices under its jurisdiction; 5. Identify potential top performers and provide inputs to the Performance Management Team for grant of awards and incentives; 6. Adopt internal rules and procedures including, calibration of performance rating, schedule of meetings and deliberations and delegation of authority to representatives in case of absence of its members. Page 7 of 44D. Secretariat The Planning and Programming Division (PPD), Program Monitoring and Evaluation Division (PMED) and Personnel Division shall constitute the PMT Secretariat. The Sub-PMT Secretariat of the Bureaus, Regional Offices (including PENROs) and Attached Agencies shall be similarly constituted. Functions and Responsibilities of the Secretaria a. Planning Office/Division/Section 1. Facilitate and monitors submission of Office Performance Commitment and Review (OPCR) Forms (Annex C and C.1); 2. Schedule and organize the review/evaluation of Office Commitments by the PMT before the start of a performance period; Review, validate and evaluate the initial performance assessment of offices based on reported office accomplishments against the success indicators, and the allotted budget against the actual expenses. The result of the assessment shall be the basis of PMT’s recommendation to the Secretary; 4, Consolidate accomplishment of the office performance and results of assessment for submission of the Secretary to the DBM; 5. Conduct performance planning and review conference semi- annually for the purpose of discussing the office assessment for the preceding performance period and plans for the succeeding rating period with concerned Heads of Offices. This shall include participation of Finance Office/Division/Unit as regards fund utilization; and 6. Provide each office with the final Office Assessment/Rating to serve as basis in the incentives of individual performers, b. Personnel Division/Section/Unit 1. Facilitate and monitor submission of Individual Performance Commitment and Review (IPCR) Form (Annex D); 2. Schedule and organize the review/evaluation of Individual Commitments before the start of a performance period; 3. Provide analytical data on retention, skill/competency gaps, and talent development plans that align with strategic plans; Page 8 of 444, Review 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 Head of Office; and 5. Coordinate development interventions that will form part of the HR Plan. E, Head of Office (Director IV or equivalent) 1. Assume primary responsibility for performance management in his/her Office; 2. Conduct strategic planning session with the supervisors and staff and agree on the outputs that should be accomplished based on the goals/objectives of the organization and submits the OPCR Form to the Planning Office/Division/Unit; Review and approve IPCR for submission to the Personnel Division/Section/ Unit before the start of the performance period; 4, Submit quarterly accomplishment report to the Planning Division/Section/ Unit based on the SPMS Calendar (Annex E); 5. Conduct initial assessment of office's performance using the approved OPCR. 6. Determine final assessment of performance level of the individual employees in his/her office based on proof of performance; and 7. Inform employees for the final rating and identifies and discusses the necessary interventions to employees based on the assessment of developmental needs. » F. PENRO/CENRO/Division Chief or equivalent 1. Assume joint responsibility with the Head of Office in ensuring attainment of performance objectives and targets; 2. Rationalize distribution of targets/ tasks; Monitor closely the status of the performance of their subordinates and provide support and assistance through the conduct of coaching and/or mentoring for the attainment of targets set by the Division/Unit and individual employee; and 4, Recommend developmental intervention whenever necessary. 2 Page 9 of 44G. Individual Employees 1. Act as partners of management and thei co-employees in meeting organizational performance goals. V. REVISIONS The Chairperson of the PMT is authorized to revise the SPMS indicators and Provisions of this Order consistent with the existing rules and regulations. PART 2: The SPMS Process I, The SPMS Cycle The SPMS shall follow the same four-stage performance management system cycle that underscores the importance of performance management. Stage 1: Performance Planning and Commitment This 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, performance indicators are determined. Performance indicators are performance level yardsticks consisting of measures and targets. This shall serve as bases in the office and individual employee's preparation of their performance contracts and rating forms. Only those that contribute to or support the outcomes that the Department aims to achieve shall be included in the office performance contract, i.e., measures that are relevant to Department's core functions and strategic priorities, The performance measures must be continuously refined and reviewed, Performance measures shall include a combination of two, or all of the following general categories, whichever is applicable. Definition Effectiveness/ | The extent to which actual performance compares with targeted | Quality performance. ‘The degree to which objectives are achieved and the extent to Page 10 of 44which targeted problems are solved, In management, effectiveness relates to getting the right things done. Efficiency The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste expense or unnecessary effort. s 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. Heads of offices shall cause the determination of their “office target setting period”, a period within which the office and employees’ targets are set and discussed by the raters and the rates, reviewed and concurred by the heads of offices and submitted to the PMT. The Department Road Map, Strategic Plan, Annual Investment Plan/Work and Financial Plan, etc. shall be the basis of the targets of offices. Aside from the office commitments explicitly identified under each Strategic Priority in the Road Map, major final outputs that contribute to the attainment of organizational mission/vision which form part of the core functions of the office shall be indicated as performance targets. The targets shall take into account any combination of, or alll of the following: ‘* Historical data. The data shall consider past performance. * Benchmarking. This involves identifying and comparing the best office or unit within the department with similar functions or processes. 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 its clients. The office may consult with stakeholders and review the feedback on its services. * OPES Reference Table. List of major final outputs with definition and corresponding OPES points. * Top Management instruction. ‘The Secretary may set targets and give special assignments. + Future trend. Targets may be based from the results of the comparative analysis of the actual performance of the office with its potential performance. Page 11 of 44* Agency's international, national and sectoral commitments. Targets may be based on 2017-2022 Philippine Development Plan and Regional Development Plan; Sustainable Development Goals; and Intended Nationally Determined Contributions. In setting work targets, the office shall likewise indicate the detailed budget requirements based on the approved Work and Financial Plan to help the heads of office 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 program/project/activity. These targets, performance measures, budget and responsibility centers are summarized in the Division Performance Commitment and Review Form (DPCR) (Annex F). The annual targets, performance measures and corresponding success indicators shall be determined by offices, subject to approval of the PMT. A Memorandum Order shall be issued for this purpose. The PMT Chair is authorized to revise the indicators. These targets, performance measures, budget and responsibility centers are summarized in the Office Performance Commitment and Review (OPCR) Form. ‘The approved OPCR Form shall serve as basis for performance targets and measures to be prepared in the Division Performance Commitment Review (DPCR) Form. Likewise, the DPCR Form shall be the basis for the Individual Performance Commitment Review (IPCR) Form. The PMT has identified fixed or non-exceedable targets for outputs common to all offices. These are listed in Annex G. Unless the work output of a particular duty has been assigned pre-set standards by management, its standards shall be agreed upon by the supervisors and the ratees. Individual employees’ performance standards shall not be lower than the office standards in its approved OPCR Form. Stage 2: Monitoring and Coaching During the performance monitoring and coaching phase, the performance of the offices and every individual shall be regularly monitored at various Page 12 of 44levels: i.e. the Heads of Offices/Bureaus, Regional Directors, PENROs, CENROs, Division Chiefs and individuals, on a quarterly basis. The offices shall develop and adopt their own monitoring and evaluation mechanism such as, but not limited to, regular submission of weekly/monthly accomplishment reports or tracking forms to ensure timely completion and quality of execution of deliverables and which will also be used as basis for individual employee performance monitoring and evaluation. Monitoring can also be done through meetings, one on one discussion, memoranda, review of pertinent documents such as reports and communications, among others. This shall also be documented using Performance Monitoring and Coaching Journal (Annex H, I, J)- ‘The Regional Offices, Bureaus and Attached Agencies may develop and maintain an automated information system that will support data management to produce timely, accurate and reliable information for program tracking and performance monitoring/reporting. All offices shall submit monthly accomplishment reports based on the approved work and financial plan to PMED. The OPCR accomplishment report shall be submitted semi-annually. 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. Stage 3: Performance Review and Evaluation 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. * Office Performance Assessment The Policy and Planning Service (PPS) through the PMED shall consolidate, review, validate and evaluate the initial performance assessment of the Heads of offices based on reported office accomplishments against the performance indicators and the allotted budget against the actual expenses. The average rating of individual staff member should not go higher than the collective performance assessment of the office. The result of the assessment shall be Page 13 of 44submitted to the PMT for calibration and recommendation to the Secretary. The Secretary shall determine the final rating of offices/ units. A performance review conference shall be conducted semi-annually by the PPS for the purpose of discussing the office assessment with concerned Head of Office. Submitted office accomplishment reports will be used as basis to ensure complete and comprehensive performance review. Any issue/appeal/ protest on the Office assessment shall be articulated by the concerned head of office and decided by the agency head during this conference, hence, the final rating shall no longer be appealable/contestable after the conference, The Central Office PPS shall provide each Office with the final Office Assessment to serve as the basis of offices in the assessment of individual staff members. * Performance Assessment for Individual Employees The immediate supervisor or division head shall assess individual employee performance based on the commitments made at the beginning of the rating period. The performance rating shall be based solely on records of accomplishments. Hence, rating for planned and/or intervening task shall always be supported by reports, documents or any outputs as proof of actual performance. In the absence of said bases of proof, a particular task shall not be rated and shall be disregarded. It is also expected that the immediate supervisor keeps documents and evidence on the kind of outputs of individual employees which will be used as bases for employee assessment and for determining employee's contributions to major final output. The supervisor shall indicate qualitative comments, observations and recommendations in the space provided in the IPCR to include areas for improvement, type of intervention and target date of implementation, and areas for recognition. The comments shall serve as guide in improving or recognizing employee performance, for personnel actions or human resource development interventions. Employee's assessment shall be discussed by the supervisor with the concerned employee prior to the submission of the IPCR to the Head of Office Page 14 of 44The Head of Office may adopt appropriate mechanism to assist him/her distinguish performance level of individuals, such as, but not limited to peer ranking and client feedback. Approved IPCR shall be submitted to the Personnel Division/Section/Unit within the prescribed period for review and validation to ensure that the average performance rating of all employees is equivalent to or not higher than the Office Performance Rating and recommends necessary modification or corrective actions, if necessary. Should they find it acceptable, the head of the Personnel Division/Section/Unit shall stamp its confirmation on the IPCR. The Personnel Division/Section/Unit shall provide copy of the Summary List of Individual Performance Ratings (SLIPR) (Annex K) to the Heads of Office within the prescribed schedule. The Head of Office shall ensure that the employee is notified of his/her final performance rating. Stage 4: Performance Rewarding and Development Planning Part of the individual employee's evaluation is the competency assessment vis-a-vis the competency requirements of the job. The result of the assessment shall be discussed by the heads of divisions 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 by the head of division/office and supervisors in coordination with the Human Resources Development Service/Section/ Unit. A Professional Development Plan (Annex L) shall be prepared to improve the performance of employees with Unsatisfactory and Poor Performance Ratings to include timelines and performance indicators and shall be monitored to measure the progress. Page 15 of 44The results of the performance evaluation/ assessment shall serve as inputs to the: a.Heads of Divisions in identifying and providing the kinds of interventions needed, based on the developmental needs identified; b.Personnel Division/Section/Unit in consolidating and coordinating developmental interventions that will form part of the HR Plan and the basis for rewards and incentives; ¢. PMT in identifying potential Program on Awards and Incentives for Service Excellence (PRAISE) nominees for various awards categories; d.Human Resource Management Selection and Promotion Board (HRMPSB) in the comparative assessment of applicants for promotion; and, e. Committee on PRAISE in determining top performers of the office who qualify for awards and incentives. Il. Rating Period The rating period shall be done semi-annually covering January to June and July to December. However, if there is a need for a shorter or longer period, the minimum appraisal period is at least ninety (90) calendar days or three (3) months. The submission of commitments and accomplishments shall follow the schedule indicated below: ; Accomplishment Document | Commitment 7 Sem ‘Qnd Sem [OPCR March 31 July 31 January 31 DPCR April 15 August 15 February 15 IPCR April 30 August 31 February 28 A five-point rating scale (1 to 5) shall be used, with 5 being the highest and 1, the lowest. Rating Deseripe Numerical | Adjectival scription = 5.0 | Outstanding [Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity _and Page 16 of 44initiative. Employees at this performance level should have demonstrated exceptional job mastery in all major areas of | responsibility. Employee achievements and contributions to the organization are of marked excellence, 4.04.99 Very Satisfactory Performance exceeded expectations. All goals, objectives and targets were achieved above the established standards. 3.0 -3.99 Satisfactory Performance met expectations in terms of | quality of work, efficiency and timeliness. The most critical annual goals were met. 2.0- 2.99 Unsatisfactory Performance failed to meet expectations, and/or one or more of the most critical goals were not met. [10-199 A. Timeliness Poor GENERAL STANDARDS 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. Points os Description = 5.00 | Outstanding | Task completed within the first 30% or more of @ the time before the deadline or scheduled time of completion; ‘Task completed ahead of the planned time by 30% for non-routine duty; 4.00 - 4.99 Very Task completed in 15-29% of the time before Satisfactory | the deadline or scheduled time of completion; vs) Task completed ahead of the planned time by 15% to 29% for non-routine duty; 3.00-3.99 | Satisfactory | Task completed on the deadline or up to 14% © of the time before the deadline or scheduled time of completion Task completed on deadline planed time or earlier but not more than 14% of the planned time for non-routine duty; 3 reminders issued by rater for repetitive/routine duty. Page 17 of 442.00 - 2.99 | Unsatisfactory | Task completed 51-99% of the time after the (us) deadline or scheduled date of completion; Task completed after the deadline or planned time by 51% to 99%; 4 or 5 reminders issued by rater for repetitive/routine duty. 1.00 - 1.99 Poor Task not accomplished at all or completed 50% (P) or more of the time after the deadline or scheduled date of completion; Task not completed after the deadline or planned time by 50% or more for non-routine duty; 6 or more reminders by rater for repetitive/routine duty. Effectiveness/Quality of Written Work Point Adjectival earl Rating Numerical Description 5.0 | Outstanding | No mistakes or deficiency; every aspect of work | oy assignment well covered; clearly presented; well organized: No lapse in grammar or error in content. 4.0 Very ‘One or two minor errors deficiencies; work in Satisfactory | accordance with instructions; clearly presented; (vs) well organized; 1 or 2errors in grammar or errors in content 3.0 Satisfactory [1 or 2 minor errors of deficiencies; partial minor ) revision needed; 3 lapses in errors or grammar in content. 2.0 | Unsatisfactory |1 or 2 major errors to or deficiencies major (US) revision needed; 4 to 5 lapses in grammar or errors in content. 10 Poor | Work not acceptable; needs total revision; @) 6 or more lapses in grammar or errors in content. Page 18 of 44Quality of Non-Written Work Point Score ‘Adjectival Rating Numerical Description 5.0 Outstanding () Performance exceeding targets by 130% and above; ‘Those who met targets for accomplishments requiring 100% of the targets such those pertaining to money and accuracy. Excellent results; all aspects of work assignment thoroughly covered; No mistake in performing the duty. 40 Very Satisfactory (vs) Performance exceeding by 115% to 129%; 1 or two 2 errors in the execution of work assignment; results still very good. 1 or 2 mistakes in performing the duty Satisfactory ©) | acceptable Performance of 100% to 114% of the planned targets; More than 2 minor errors or deficiencies in the execution of work assignment; results are 3 mistakes in performing the duty. _ Unsatisfactory (us) Performance of 51% to 99% of the planned targets; 1 major error or deficiency that can be overcome with help from supervisor. 4 or 5 mistakes in performing the duty. Those who fell short of the targets for accomplishments requiring 100% of the targets such as those pertaining to money and accuracy. Page 19 of 441.0 Poor Performance meets the planned targets by 50% | © or below; | Haphazard or careless execution of work assignment; unacceptable results. L | 6or more mistakes in performing the duty __| D. Quantity of Work Point Adjectival wae Score Rating peseenucn | 5.00 | Outstanding | Target or quota exceeded by 30% or more; ©) Planned quantity in 6 months exceeded by 30% or more 4004.99 Very Target or quota exceeded by 15% to 29%; “ys Planned quantity exceeded by 15% to 29%; 3.00 -3.99 |” Satisfactory | Target or quota accomplished as expected or up © to 14% in excess of the target or quota; Planned quantity just met or exceeded but by not more than 14%; 2.00 - 2.99 | Unsatisfactory | Only 51% to 99% of target or quota (us) accomplished; Only 51% - 99% of planned quantity accomplished; |7.00-1.99 Poor Less than 50% of quota or target accomplished; ®) Only 50% or less of planned quantity accomplished; Page 20 of 44PERFORMANCE RATING TABLE Performance () Outstanding | gaunechory | _ Satisfactory | Unsatisfactory tie [5| 29] 499) aia] 99] 99] 399 128 4.919 113 3.919 98 | 2.969 127 4849) 112 3.849 97 | 2.949 26 | azva| an | 3778 [96 | 29a8 25 | 4707 110| 3707 | 95 | 2008 wa | 4636) 109 3.636 94 | 2.887 12 | 4560 10s] 3566 [98 200 122 4.495 107 3.495 92 46 rai] aia] 106 | 3424 a0] a5) 105 | 3354 9 4.283 104 3.283 | nie | 4212) 103] 3212 1i7[ 4141) 102 3441 ne] 4071[ 101] 071 15 4 100 3 72 a 70 <) 8 7 6 eS [6 6 2 13] 1.242 6 a 122 60 ail 1202 Page 21 of 44PERFORMANCE RATING TABLE Performance (%) Outstanding | 6. factory | _ Satisfactory | Unsatisfactory Poor ~ 59] 2105 | to] 1.182 [se] 2144 o[ 1162 [—s7[ 21 |e] 11a [56] 2103 7 1121 55/208 | 6 1401 [5a] 2.062 5] 10st 53) 200 | 4) 10s 52] 2.021 3 “1.04 | si) 2 2 1.02 7 1 1 _o| 0 IL. Review and Approval of OPCR/DPCR/IPCR Commitments The OPCR Commitment submitted by the different offices shall be reviewed and approved by the following authorities: Operations OFFICE REVIEW APPROVAL Office of the Secretary (Central Office) Secretary's Office _ HEA or Chief of Staff [Secretar Undersecretary’s Office - Secretary Assistant Secretary's Office : Supervising | Undersecretary Office of the Director Supervising Assistant | Supervising Secretary Undersecretary Office of the Director- Supervising Assistant | Supervising Staff Bureaus (BMB, Secretary Undersecretary ERDB, FMB, LMB) Office of the Director of a = ‘Supervising Coordinating Offices Undersecretary (MBCO, CCO, PPPO, RBCO, CARP) _ _ Attached Agencies (NAMRIA, NWRB, PCSD) ‘Administrator Supervising Secretary Undersecretary _ Office of the Branch Supervising Deputy ‘Administrator (NAMRIA) Administrator _ __ Office of the Executive Supervising Secretary Director (PCSD & NWRB)_| Undersecretary _ DENK Regional Offices Regional Director Undersecretary for Field | Secretary Page 22 of 44OFFICI REVIEW, APPROVAL | Assistant Regional Director | (Management and Regional Director Technical) PENR Office Assistant Regional Regional Director Director for Management Services and Technical _ Services _ CENR Office PENR Officer [Regional Director EMB and MGB Central Office = a Bureau Director Supervising Secretary Undersecretary EMB and MGB Regional Offices Regional Director T Assistant Bureau Director 6.2 The DPCR Commitment submitted by the different offices shall be reviewed and approved by the following authorities: Bureau Director OFFICE REVIEW APPROVAL Office of the Secretary (Central Office) _ __ Divisions Supervising Director Supervising Undersecretary / Assistant Secretary | Staff Bureaus (BMB, ERDB, FMB, [MB) Divisions Assistant Director [Bureau Director RDB an Divisions id Research Centers Assistant Director ‘Attached Agencies (NAMRIA, NWRB, PCSD) Director PCSD/NWRB Divisions Respective PMTs Executive Director NAMRIA Divisions Assistant Director Branch Director Division: DENR Regional Offices PENRO Divi * Management Services * Technical Services ns ‘ARD concerned PENR Officer PENR Officer Regional Director Assistant Regional Director for Management Services Assistant Regional Director for Technical Services Line Bureaus (EMB and MGB Central Office) ons] IGB Regional Respective PMTs. Director Bure: Divisions Respective PMTs Regional Director Page 23 of 446.3 The IPCR Commitment submitted by the different individuals. shall be reviewed and approved by the following authorities concerned as follows: OFFICE REVIEW APPROVAL Office of the Secretary (Central Office) - Secretary's Office Head Executive Assistant/ Secretary Office of the Chief of Staff Chief of Staff/Secretary Office of the ‘Supervising Undersecretary Undersecretary Office Assistant Secretary Supervising Assistant L Secretary Director - + _ Staff of the Director | Director ‘© Staff of the Chief of Division Supervising Director Divisions | Staff Bureaus (BMB, FMB, LMB) Staff of the Office of the | Assistant Bureau Bureau Director Director Director Staff of the Divisions Chief of Division Bureau Director ‘Coordinating Offices Office Head ‘Supervising Director (MBCO, CCO, PPPO, | RBCO, CARP) | ERDB and Research Centers | Staff of the Director | Assistant Director | Director ‘© Staff of the Chief of Division Director Divisions 7 * Staff of the Research Center Head | Director Research Centers _| ‘Attached Agencies (NAMRIA, NWRB, PCSD)_ Office of the Administrator Administrator (NAMRIA) a Staff of the Branch Head Branch Head | (NAMRIA) 7 Staff of the Executive Executive Director Director (PCSD, NWRB) a Staff of the Assistant/ Executive Director Deputy Director (PCSD, NWRB) - _ - Staff of the Divisions Chief of Division | Executive Director DENR Regional Offices Staff of the Regional | Regional Director Director _ Staff of the Assistant Assistant Regional | Regional Director - Director _ Staff of the Divisions Assistant Division Chief/ | Division Chief Section Chief = Staff_of the PENR Office Z PENR Officer Page 24 of 44OFFICE REVIEW ‘APPROVAL Staff of the PENRO. Assistant Division Chief/ | Division Chief Division Chief Section Chief _ Office of the CENR Office [Section Chief CENR Officer [EMB and MGB Central Office Staff of the Bureau Director Regional Director Staff of the Assistant Assistant Director Director 7 _ Divisions Assistant Division Chief/ | Division Chief L __| Section Chief EMB and MGB Regional Offices Staff of the Regional Regional Director Director Staff of the Divisions | Section Chief concerned _| Division Chief EMB Provincial Regional Director Environmental Management Unit (PEMU) _ IV. Review and Approval of OPCR/DPCR/IPCR Accomplishments The OPCR Accomplishments submitted by the different offices shall be reviewed and approved by the following authorities concerned as follows: OFFICE REVIEW PPROVAL | Office of the Secretary (Central Office) Office of the HEA, Chief of [ DENR PMT | Secretary Staff Office of the DENR PMT Secretary Undersecretary Office Assistant Secretary | DENR PMT ‘Supervising L : Undersecretary _ Office of the Director DENR PMT Supervising Undersecretary Staff Bureaus (BMB, ERDB, FMB, LMB) Office of the Director DENR PMT Supervising LE E Undersecretary. Office of the Director of | DENR PMT Supervising Coordinating Offices Undersecretary (MBCO, CCO, PPPO, RBCO, CARP) ___ _ Attached Agencies (NAMRIA, NWRB, PCSD) : Administrator (NAMRIA)_[ DENR PMT [ Secretary Executive Director (PCSD, | DENR PMT ‘Secretary | NWRB) | DENR Regional Offices _ Regional Director DENR PMT "| Undersecretary for Field I _ ___| Operations Page 25 of 44OFFICE REVIEW, __APPROVAL __ Assistant Regional Director | Regional Sub-PMT (to be Regional Director (Management and chaired by the ARD of Technical) the Service that is not subject of the review) a _ Regional Sub-PM1 Regional Director PENRO Regional Director Line Bureaus (EMB and MGB Central Office) Bureau Director DENR PMT Secretary _| EMB and MGB Regional Offices Regional Director EMB/MGB Central Bureau Director Office Sub-PMT The DPCR Accomplishments submitted by the different offices shall be reviewed and approved by the following authorities concerned as follows: Division Chiefs of: REVIEW APPROVAL | Office of the Secretary (Central Office) Divisions Supervising Director Supervising Undersecretary/ Assistant Secretary Staff Bureaus (BMB, FMB, LMB, ERDB) Divisions Staff Bureaus Sub-PMT Bureau Director ERDB Research Cen i Research Centers ERDBSub-PMT Bureau Director Attached Agencies (NAMRIA, NWRB, PCSD) Divisions NAMRIA, NWRB & © Executive Director PCSD Sub-PMT (PCSD, NWRB) * Branch Director _(NAMRIA) DENR Regional Offices _ Divisions Supervising Assistant | Regional Director Regional Director PENRO Supervising Assistant | Regional Director Regional Director EMB and MGB Regional Offices -aus (EMB and MGB Central Office Divisions Respective Sub-PMTs | Bureau Director Divisions Regional Office Sub-PMT | Regional Director The IPCR Accomplishments submitted by the different offices shall be reviewed and approved by the following authorities concerned as follows: Page 26 of 44OFFICE [ REVIEW APPROVAL _ Office of the Secretary (Central Office) Executive Assistant Secretary's Office HEA/Personnel Head Executive Assistant/ Secretary Office of the Head Head Executive Assistant/ Secretary Office of the Chief of Staif Chief of Staff/Secretary Office of the Supervising | Undersecretary Undersecretary Office of the Assistant Supervising Assistant Secretary 7 Secretary Office of the Director Director ‘+ _ Staff of the Director Supervising Director © Staff of the Chief of Divisions Division/ Personnel Supervising Director Staff Bureaus (BMB, FMB, LMB) © Staff of the Office of Bureau Director the Director _ * Staff of the Chief of Bureau Director Divisions Division/ Personnel _ Office of the Director of | Office Head/ Personnel _| Supervising Director Coordinating Offices (MBCO, CCO, PPPO, | RBCO, CARP) L _ ERDB and Research Centers © Staff of the Office of | Bureau Director L the Director | : * Staff of the Chief of Division Bureau Director Divisions [Personnel © Staff of the Research Center Head/ | Bureau Director Research Centers __| Personnel ‘Attached Agencies (NAMRIA, NWRB, PCSD) Staff of the Office of the Administrator (NAMRIA) ‘Administrator © Staff of the Office of the Administrator ‘Administrator © Staff of the Office of the Deputy Administrator ‘Administrator Staff of the Office of the Branch Head | Branch Head Staff of the Executive Director for PCSD & NWRB Executive Director Staff of the Assistant/ Deputy Director (PCSD, NWRB) Executive Director Page 27 of 44OFFICE REVIEW APPROVAL Staff of the Divisions Chief of Division Executive Director DENK Regional Offices Staff of the Office of the | Regional Director Regional Director - Staff of the Office of the Assistant Regional Assistant Regional Director Director (Management and Technical) _ _ Staff of the Divisions Assistant Division Chief/ | Chief of Division Section Chief Staff of the Office of the PENR Officer PENR Office Staff of the PENRO Chief of Division PENR Officer Divisions __ a Staff of the CENR Office | Section Chief CENR Officer _ Line Bureaus (EMB and MGB Central Office) _ Staff of the Office of the Bureau Director Bureau Director _ _ Staff of the Office of the ” Assistant Bureau Director Assistant Bureau Director _ Staff of the Divisions Assistant Division Chief/ | Chief of Division Section Chief EMB and MGB Regional Offices _ Staff of the Office of the Bureau Director Regional Director es Staff of the Divisions “Assistant Division Chief/ | Chief of Division _ Section Chief EMB Provincial Regional Director Environmental Management Unit (PEMU) V. SPMS Implementation ‘The SPMS shall be implemented through the following activities: 1. Conduct of DENR-wide orientation/workshop on the establishment and implementation of SPMS participated by Administrative/Personnel/ Planning Officers and Head of the PMT. 2. Conduct of orientation and re-orientation workshops on the new and revised policies on SPMS for all employees. This is to promote awareness and interest on the system, generate employees’ appreciation for the DENR SPMS as a management tool for performance planning, control and improvement, and guarantee employees’ internalization of their co- employees in meeting organizational performance goal Page 28 of 443. Periodic review, enhancement of the DENR SPMS and submit the same to CSC for review/ approval PART 3: Miscellaneous Provisions I. Technical Assistance The DENR shall request technical assistance from the CSC Central/Regional/Field Offices concerned on the implementation or refinement of the DENR SPMS. Il, Sanctions Unless justified and accepted by the PMT, non-submission of the OPCR Form to the Program Monitoring and Evaluation Division and Planning and Programming Division, and the IPCR forms to the Personnel Division/Section/Unit within the specified dates shall be a ground for: a. Employee's disqualification from 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. b, 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. Failure on the part of the Division Chief/Head of Office 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 (Section 50 under CSC Resolution No. 1701077) Il. Appeals a. 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. Page 29 of 44b, Individual employees who feel aggrieved or dissatisfied with their final performance ratings can file an appeal with the sub-PMT within ten (10) days from the date of receipt of notice of their final performance evaluation rating from the Head of Office. An office/unit or individual employee, however, shall not be allowed to protest the performance ratings of other office/unit or co-employees. Ratings obtained by other office/unit or employees can only be used as basis or reference for comparison in appealing one's office or individual performance rating The sub-PMT shall submit its recommendation to the PMT within ten (10) days from the date of receipt of the appeal, ¢. The PMT shalll decide on the appeals within one (1) month from receipt. Appeals lodged at any PMT shall follow the hierarchical jurisdiction of various PMTs in the Department. For example, the decision of the Sub- PMT is appealable to the PMT. The decision of the PMT may be appealed to the Secretary. d. 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. Part 5: Repealing Clause The DENR SPMS Guidelines modifies all other orders and issuances inconsistent herewith and may be revised/amended/improved when the necessity calls for its revision. Part 6: Effectivity These guidelines shall take effect upon the approval of the Civil Service Commission. Page 30 of 44SPMS Process Flowchart Mandate, Vision, Mission, Program “Thrusts Historical data, Benchmark, ‘hent Demand Performance | | > Management Information Sistem fice Performance Assessment Head of Agency, Head of Division, Supervisors, Staff ‘rer advo, Pen oe, MT Past Page 31 of 44Annex B Performance Planning and Commitment MANDATE: To be the primary government agency responsible for the conservation management, development and proper use of the country’s environment and natural resources, specifically forest and grazing lands, ‘mineral resources, including those in reservation and watershed areas, and lands of the public domain, as well as the licensing and regulation of all natural resources as maybe provided for by law in order to ensure equitable sharing of the benefits derived therefrom for the welfare of the present and future generations of Filipinos. MISSION: ‘The DENR shall be the driving force in the pursuit of sustainable development, enabling stakeholders participation in the protection. conservation, and management of the environment and natural resources for the present and future generations. ‘vision: We envision “a nation enjoying and sustaining its natural resources and cl environment.” n and healthy Thrusts/Priority Programs National 1. Enhanced National Greening (eNGP) 2. Intensified Forest Protection 3. Responsible Mining 4. Intensified Environmental Protection 5. Enhanced Biodiversity Conservation 6. Coastal and Marine Ecosystem Management 7. Improved Land Administration and Management 18 Responsive ENR Research and Development 9. Climate Change Resiliency, Adaptation and Mitigation ‘a. Pilot Convergence Areas 10. Environmental Education and Advocacy 11. Good Governance and Anti-Corruption KOZmap Individual Performance Targets E M BI Li oO * E E Page 32 of 44Annex C Office Performance Commitment and Review Form OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) Head ofthe , committe deliver and gree tobe rated on the attainment ai the following targets in accordance wth the indicated measures fr the period to 20. Directory bate Date Name of Agency Head> - ‘Head of Agency 7 302399 © Shiner” Terlormanee ing Dison Teds Aloted tua (MFO/PAP_ (Targets + Budget individuals) accomplishments. era — Geers Accurate mor FOr wiros average Rating 7 —_ Category MFO - Rating [mo oo a [TT MFO2 _ - a - | [of MFO3 - FA — [Ty | Total Overall ating [| ee Final Average Rating Ty Adjectival Rating I Assessed by Final Rating by: Date Date Toate Ting OF ar Tendo agony Legend: 1—Qualty —«2-Efficienty —2-Timeliness 4 Average Page 33 of 44Annex C.1 Office Performance Commitment and Review Form (STO & GASS) OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) Head of the commit to deliver and agree to be rated on the attainment of the following Targets in the accordance with the indicated measures for the period a) = Head of Office Date Approved By: Secretary — Date ~ PMT review report PMT. 5 6 DENR Approval of Secretary TOT - OPCR performance/ 3] | 15 = - | | 18 Personnel Div/ Unit/Sec/ Admin | 20 | 20 | Unit | Review ofIPCR | Head of Office | 31_| a | DUs Ranking [PMr-co I 28 [31 | ‘Annual Planning, | - aa a 7 - | wk Activity ‘Submit to i[r[mfalm[y[jlals fo[n |p IV. Performance Rewarding and Development Planning DUs submit Individual Personnel Div 30 T an Ranking co = PRAISE Committee Performance Assessment | Note: Planning to do clustering on the submission of OPCR ie. Luzon, Visayas, Mindanao (internal) Note: In the event that the deadline falls on a non-working holiday, submission will be on the next working day. Page 36 of 44Annex F DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR) L 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 to 20 Division Chief Date: __ Name of Agency Head = Head of Agency" a = PERFORMANCE Division/ | - INDICATORS. | Atte | vin | A) PE any par | qrarcrts+ | Budget | Account | A2™PM | gy | pe) T | AYO MEASURES) ‘ aa - ele|sa| Average Rating Category MFO. Rating Total Overall Rating Final Average Rating Adjectival Rating Assessed by: Final Rating by: | Date | Date Date Planning Office | [SD Head of Agency Legend: 1-Quality Efficiency 3~ Timeliness 4 Average Page 37 of 44Annex G FIXED OR NON-EXCEEDABLE TARGETS. 1. Work and Financial Plan of the succeeding year submitted on the prescribed date 2. Annual Procurement Plan (APP) of the succeeding year submitted to Procurement Service-DBM on November30, copy furnished the BAC Chairperson of DENR Central Office, for consolidation 2 Project Procurement Management Plan (PPMP) based on Revised Implementing Rules and Regulations of RA 9184 (Government Procurement Reform Act) submitted on January 31 4, Monthly Accomplishment Reports submitted every 5! day of the succeeding month 5. Regional/Bureau/ Attached Agencies Quarterly Budget and Financial Accountability Reports (BFARs) submitted on the 15" day of the succeeding, month after the end of the quarter 6. Consolidated financial statement per Section 41 of PD No. 1445 submitted to COA on April 30 7. Monthly Financial Monitoring Reports (FMR) submitted every 5'' day of the succeeding month, except FMR No. 3 (Ageing, of Due and Demandable Obligations) 8. FMR No. 3 (Ageing of Due and Demandable Obligations) submitted on prescribed period 9. Actions on Documents (including referrals, replies, acknowledgements, etc.) 10. Liquidation of Cash Advances submitted 11. OPCR/DPCR/IPCR submitted 12, SALN submitted 13. Annual L&D Plan based on LNA submitted 14. Citizen's Charter processes updated. 15, Network infrastructure/ maintained 16, Databases maintained 17, Meetings attended 18. Gender and Development indicator Page 38 of 44Performance Monitoring and Coaching Journal Annex H we ]e2 - ila 2nd | a _ r 3a | t {fe ae |r Name of Division _ Division Chief - Number of Personnel in the Division Mechanism/s a Meeting Others Acti Re ee ee Oneons Grou Memo (Pls. a One ne _ Specify) Monitoring Coaching | | | - _L _ L aed Please indicate the date in the appropriate box when the monitoring was conducted. Conducted by: | Date: Noted by: Date: Immediate Supervisor Head of Office Page 39 of 44Annex I Performance Rewarding and Development (Tracking Tool for Monitoring Targets Template) Major “Assigned Task Status Final | Tasks Tone’ | Duration | Week | Week | Week [Week | Remarks Output _ { i iz i s Page 40 of 44Performance Rewarding and Development g Tool for Monitoring Assignments Template) (Trac Annex J Performance Monitoring Form — Task ID ‘Subject “Action | Output ‘Date Date ‘Remarks No. Ofticer Assigned | Accomplished Subject Area of Document | the Task or the oo No. or Task | Signatory ofthe tothedgfer | Owl was No.if | Document and approved by the | Taken from | Subject Area approver | wep Page 41 of 44Annex K Summary List of Individual Performance Ratings Agency: _ Performance Assessment: Rating Numerical Adjectival OFFICE [1. Name of Employee No. of Employees: Average ratings of staff: OFFICE Numerical ‘Adjectival 1._Name of Employee No. of Employees: Average ratings of staff: Rating OFFICE — 2 ‘Numerical Adjectival 1. Name of Employee No. of Employees Average ratings of staff: Rating OFFICE __ Numerical ‘Adjectival 1. Name of Employee No. of Employees: Average ratings of staff: Page 42 of 44Annex L Performance Rewarding and Development Professional Development Plan Date: Target Date - Review Date | ‘Achieved Date | Aim Objective Task Next Step | Comments Page 43 of 44BAC DBM CENRO csc DPCR HR IPCR IPE Is M&E MFO OPCR OPES OPIE PDP PENRO PMED PPD PMG PMS PPO PRAISE RD ARD SLIPR SPMS ACRONYMS Bids and Awards Committee Department of Budget and Management Community Environment and Natural Resources Officer Civil Service Commission Division Performance Commitment and Review Human Resource Individual Performance Commitment and Review Individual Performance Evaluation Information System Monitoring and Evaluation Major Final Output Office Performance Commitment and Review Office Performance Evaluation System Organizational Performance Indicator Framework Philippine Development Plan Provincial Environment and Natural Resources Officer Program Monitoring and Evaluation Division Planning and Programming Division Performance Management Group Performance Management System Performance Management Team Policy and Planning Office Policy and Planning Service Program on Awards and Incentives for Service Excellence Regional Director Assistant Regional Director Summary List of Individual Performance Ratings Strategic Performance Management System Page 44 of 44