SC Major Final Outputs and Performance Indicators for the Results-Based Performance Management System (RBPMS) and Performance-Based Incentive System (PBIS) ‘A. Background The Civil Service Commission (CSC) promotes morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the Civil Service. It adopts measures to strengthen the merit and rewards system, integrates all human resources development programs for all level and ranks, and institutionalizes a management climate conducive to public accountability. The Philippine Constitution of 1935 firmly established the merit system as the basis for employment in government. In 1975, the Civil Service Decree of the Philippines (PD 807) redefined the role of the Commission as the central personnel agency of the government. Under Executive Order No. 292 in 1987, the right of government employees to self-organization and collective negotiations under the framework of the 1987 Constitution came into being. Recently, under Republic Act 9485, all offices and agencies providing frontline services shall be subjected to a Report Card Survey to be initiated by the Civil Service Commission to obtain feedback on how provisions in the Citizen's Charter are being followed and how agencies are performing B. CSC Strategic and Operational Alignment with the Philippine Development Plan (PDP) ‘The Commission's MFOs ate also aligned with the Philippine Development Plan’s Key Result Areas, particularly on “Transparent, Accountable, and Participatory Governance” under the Good Governance and Anti-Corruption Cluster and “Just and Lasting Peace and the Rule of Law “ under the Security, Justice and Peace Cluster. The MFOs are likewise in alignment with the POP sector/sub-sector goals on improving public service delivery and increased responsiveness of NGAs, GOCCs, and LGUs through the Anti-Red ‘Tape interventions, namely the Report Card Survey (RCS) under Republic Act 9485, the Service Delivery Excellence Program (SDEP), and the ARTA Watch. : C._ CSC Major Final Outputs (MFOs) and Performance Indicators (PIs) for the RBPMS-PBB ‘The CSC's Major Final Outputs (MFO) are the goods or services it is mandated to primarily deliver to the bureaucracy and the general public external clients through the implementation of programs, activities and projects (OPIF Guide, 2012). The following performance indicators (Pls) are a characteristic of performance (quantity, quality, timeliness, or cost) which will be measured to illustrate the standard of performance by which the CSC has delivered its MFOs. The Pls for each MFO capture the essential characteristics of the MFOs delivered to clients and end-beneficiaries. To realize this, the MFOs should be stable in their specification from one period to the next, with Pls that will generate a time series of data that is robust, reliable, and can be used as the foundation for performance measurement and attribution analysis in respect of correlating MFO delivery to impact on sector/societal outcomes. Page tof 4D. Operations The OPIF Guide states that “any activity, process, or function which contributes to or supports the achievement of the department’s/agency’s mandate is classified as Operations.” CSC’s Operations are activities directed at fulfilling the CSC’s mandates. ‘These include the regulatory, quasi-judicial, and other developmental goods and services delivered for the benefit of the bureaucracy and the general public. MFO No. 1 or the CSC's Legal Services is an MFO that mainly consists of its exercise of quasi-judicial powers as a constitutional body. It includes adjudicating administrative disciplinary and non-disciplinary cases, the formulation of opinions and rulings, and the rendering of legal counseling. Investigation, litigation, legal research, as well as training form part of the services provided for by primarily by the Commission through the Office for Legal Affairs and all its Regional Offices. IMFO: Legal Services [Pa Fercentage of (sian cases decided win AO days From a Ue he cae ipa Void for resolion P12: Percentage of opanons and rings ren-ed within 30 day om ree tof request. P13: Percentage of nvect contempt cates led apart hand of agencies no implement CX GeO MFO No. 2 on Examinations and Appointments Services pertains to the critical mandate of the CSC in developing, enhancing, controlling, supervising and coordinating pertinent schemes in the granting of civil service eligibility such as, but not limited to, administration of civil service examinations and conferment of civil service eligibilities, through other modes/special laws. It also takes charge of processing and/or reviewing, appointments for agencies. This MFO is largely delivered by the Examination and Recruitment Office and ali Regional Offices. [MFO 2: Examination and Appointments Seri PLI:No of CCPPT Acwal amines L2:No_ of spbtes grant unde epecalans PL3:No. of ppoitment ted upon win the prezibed ne MFO No. 3 on Personnel Policies and Standards Services aligns with the Philippine Development Plan’s intention to rebuild the people's trust in government and to strengthen democratic institutions. Relative to these, CSC is mandated to administer the government-wide Honor Awards Program and Public Assistance/Client Relations Program. As mandated by EO 180, the CSC also ensures the development of responsible public sector unionism and responsive management by developing policies, standards, regulations, and programs on employee-management relations in the public sector. CSC also formulates and periodically reviews career systems and standards within the context of the merit and rewards policies of the various closed and open career systems. * «number of actual examinees" is a quantitative output KPI (lead). Another lead, quantitative KPI for ‘examinations would be “Number of examination applications processed. An alternative qualitative output KPI {or examinees would be Passing Rate (lag). Alternative KPis are being evaluated and shal be enrolled if ‘deemed appropriate in the future. Page 2 of 4‘The Program to Institutionalize Meritocracy and Excellence in Human resource Management (PRIME HRM) instills the values, standards, and mechanisms to manage the bureaucracy’s human resources better through rewards, recognition, empowerment and continuous development. MFO No. 3 is delivered by the Commission's Personnel Polices and Standards Office, the Civil Service Institute, the Public Assistance and Information Office, Personnel Relations Office, and the Regional Offices. [MFO 3: Personnel Policies and Standards Services {i Number of agencies accredited under PRIME HRA 2: Number of employees recognized and nominated" 13: Number of union's CNAS rejstered MFO No. 4 on Human Resource Development Services ~ This reflects the direction of the CSC to achieve high quality public service by contributing to the development of competent and credible civil servants. It also includes efforts to help enhance workforce productivity by helping increase harmony, morale and wellness in the workplace. As such, the Commission, through the Civil Service Institute and the Regional Offices, develops and conducts training programs, formulates, evaluates, and administers human resources development programs and service-wide scholarships. This MFO is mainly delivered by the Civil Service institute and all the Regional Offices. {WFO a: Horan Resource Developvent Serie i Nanber of grils wih ve (3) HR Pan component raaniatonal FmIe, Syste Chae, bd Haskh SelinessAssssmem) P12: Number of aning programs nplanenied P13: Nuriber of personnel Wained MFO No. 5 on Personnel Discipline and Accountability Enhancement Services - Through RA 9485, the CSC implements the RCS in coordination with other public sector organizations and is a priority intervention since the POP Results Matrices have targeted an increase in the number of agencies with Very Satisfactory (VS) Ratings in the ARTA RCS. CSC’s oversight functions enable it to work out and enforce policies, standards, rules and regulations on discipline and accountability, as well as evaluate personnel programs, and inspect and audit personnel activities. The CSC takes off on the Strategic Performance Management System (SPM) as a crucial element in reviewing, enhancing, ‘monitoring and concretely linking and aligning organizational, unit, and individual performance standards and systems. MFO No. § is an output contributed by the Civil Service Institute, Regional Offices, and the Office for Strategy Management. MFO 5: Personnel Discipline and Accountability Enhancement Services LA: No.of agencies assisted which falld in ARTARCS 2: No.of igh densiy/most complained agencies surveyed under ARTA Percentage of agencies with functional suategic Performance Management System (SPM) —— 2 «number of employees recognized and nominated" Isa lead quantitative KP forthe previous “Number of Awardees”. CSC deems that it is more accountable to the delivery ofthe nominations and recognition than the actual number of awardees. For HRD Services, a possible ag indicatar would be “Training Evaluation Ratings”. This could be a future KPI that links with the other lead indicators, “number of personnel trained” and “number of training programs implemented” Page 3of 4Support to Operations are activities that provide technical and substantive support to the operations and projects of the department/agency. These are activities which contribute to or enhance the delivery of services but which by themselves do not produce the MFOs. Funds provided under the STO classification are also overhead expenses, and therefore indirect costs of delivering the department's/agency's MFOs (OPIF Guide, 2012). The units of the CSC responsible for supporting operations would be the Office for Strategy Management, the Public Assistance and Information Office and the Internal Audit Services. In compliance with the ARTA and to gauge the performance of its frontline services, the CSC also goes through the RCS on an annual basis via third party providers and in partnership with Civil Society Organizations (CSOs). This PI focuses on the Commission’s implementation of Public Assistance and Client Relations Program such as the Mamamayan Muna Program Action Centers, the TEXTCSC Program, and all the other frontline services. The enactment and implementation of Executive Order No. 605 or the adoption of Quality Management Systems in all agencies of government has. pushed the CSC to undertake a major organizational process improvement by enhancing, and certifying its core business processes, namely Examination, Legal, and Appointments, under ISO 9001:2000 standards. 'A__ Support to Operations (STO) General Administration and Support Services (GASS) General Administration and Support Services are activities that deal with the provision of overall administrative management support to the entire agency operation. It includes activities such as general management and supervision, legislative liaison services, human resource development, and financial and administrative services. Funds provided for GASS are management overhead expenses and are therefore indirect.costs incurred in delivering the department/agency MFOs (OPIF Guide, 2012). The GAA Services are generally shared by the Commission Proper, the Offices of the Assistant Commissioners, Commission Secretariat and Liaison Office, Office for Personnel Management and Development, Office for Financial and Assets Management, Office for Strategy Management, and the internal services of the Integrated Records Management Office, Project management teams/offices for improving internal operations are included in this category. 3, General Administration and Support Services (GASS) PL: Percentage efficiency in budget allocation utilization (MOOE & General Fund) P12: Percentage of CSC employees meeting their job competency standards Page 4 of &