Spms CSC

WELCOME
Briefing / Writeshop on the

Strategic Performance Management
System
• UNIVERSITY OF THE PHILIPPINES
• NATIONAL COMMISSION ON INDIGENOUS PEOPLES
• HOUSING AND LAND USE REGULATORY BOARD
JULY 23 / 25 / 26, 2013

As the central personnel agency,
it is the responsibility
of the CSC to establish a
culture of performance
and
accountability
in the bureaucracy.
Among its other functions, the CSC has to

provide agencies with guidance and
support mechanisms to ...
evaluate and reward

employee performance.
CSC Maintains its Vision of a Civil Service
 Governed by merit and fitness
 Respected for its efficiency, effectiveness,
and integrity
 Compensated based on rational, realistic and
uniform parameters
CSC Maintains its Vision of a Civil Service
 Recognized for its own identity, autonomy
and expertise
 Motivated by service and committed to a
mission marked by transparency and
accountability
Why Focus on Performance?
•An organization succeeds/fails based on the

attainment of GOALS
•The most important determinant of success
lies in the PERFORMANCE of personnel
•When people do not perform, an organization fails:
 Private sector : No profit = Bankruptcy

 GOVERNMENT : NO SERVICE = NO EFFECT (?)
Personnel and
Organizational
Performance
Exemplary
Civil
Servant
Well Performing
Institutions
....linking personnel performance
with organizational performance
Ensuring
personnel
performance
Linked with
organizational
performance
Enhancing performance
orientation of the
compensation system
WHEREAS, there is a need to rationalize the
current incentive system in government which is
generally characterized by across-the-board
bonuses that are given uniformly to all civil
servants;
WHEREAS, there is a need to strengthen performance
monitoring and appraisal systems based on existing systems
like the Organizational Performance Indicator Framework
(OPIF) which is being used by the Department of Budget and
Management (DBM) to measure agency performance, the
Strategic Performance Management System (SPMS) of the
Civil Service Commission (CSC) which links individual
performance to organizational performance, and the Results-
Based Performance Monitoring System (RBPMS).
WHEREAS, service delivery by the bureaucracy
can be improved by linking personnel incentives to
the bureau or delivery unit’s performance and
recognizing and rewarding exemplary performance
in the public sector;
WHEREAS, there is a need to establish and implement a
Performance-Based Incentive (PBI) System that will
motivate higher performance and greater accountability in
the public sector and ensure the accomplishment of
commitments and targets under the five (5) Key Result
Areas (KRAs) laid down in Executive Order (EO) No. 43 (s.
2011) and the Philippine Development Plan (PDP) 2011-
2016;
WHEREAS, Administrative Order (AO) No. 25 (s. 2011) seeks
to establish a unified and integrated RBPMS across all
departments and agencies within the Executive Branch of
Government, incorporating a common set performance
scorecard, and creating an accurate, accessible, and up-to-
date government-wide, sectoral, and organizational
performance information system, which shall be used as basis
for determining entitlement to performance-based allowances,
incentives, or compensation of government personnel;
WHEREAS, one of the governing principles of the
Senate and House of Representatives Joint
Resolution (JR) No. 4 (s. 2009), otherwise known as
the “Salary Standardization Law (SSL) III,” is the
establishment of a PBI scheme which aligns
personnel efforts to organizational performance to
reward exemplary civil servants and well-performing
institutions; and
WHEREAS, Presidential Decree (PD) No. 985, PD
1597, Republic Act (RA) No. 6758, as amended by
Senate and House of Representatives JR Nos. 1
and 4, authorized the President to approve policies
and levels of allowances and benefits.
SECTION 1. Adoption of a PBI System. A PBI
system consisting of the Productivity Enhancement
Incentive (PEI) and the Performance-Based Bonus
(PBB) shall be adopted in the national government
beginning Fiscal Year (FY) 2012.
a. The PEI, in the amount of P5, 000, shall
continually be granted across-the-board, in
accordance with the guidelines to be issued by
DBM.
b. The PBB, which is a top-up bonus, shall be
given to 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
following criteria:
i. Achievements by the Departments of
performance targets under their respective
Major Final Outputs (MFOs), and Priority
Program/Project commitments as agreed with
the President under the 5 KRAs under EO 43;
and
ii. Accomplishment of good governance conditions
set by the Inter-Agency Task Force (IATF)
created under AO 25.
SECTION 2. Guidelines for the PBB. The
following guidelines and principles shall govern the
PBB scheme:
a. The PBB shall be characterized as a system of
ranking units and personnel within an
organization according to their performance as
measured by verifiable, observable, credible,
and sustainable indicators of performance based
on the following pillars:
i. Department’s Major Final Outputs;
ii. Department’s commitments to the President
which are supportive of the priorities under EO
43; and
iii. Good governance conditions to be determined
by IATF under AO 25.
b. Flexibility shall be provided to the heads of
departments and agencies to suit the PBB
system to the nature of their operations and to
drive peak performers, in terms of the
determination of the appropriate delivery units to
be rewarded and the performance indicators to
be used; and
c. There shall be appropriate communications
strategy and publication of performance targets
and accomplishments in the department and
agency websites and the website for the RBPMS
to ensure transparency and accountability in the
implementation of the PBB scheme.
SECTION 3. Performance Categories and Rates of
Incentives. The amount of the PBB shall be based on the
performance of the departments, bureaus or delivery units,
and of the individual employees. Department Secretaries or
their duly designated officials shall rank the bureaus or
delivery units, including attached agencies, according to
their performance following a normal distribution.
The PBB shall be distributed according to the
following scheme for FY 2012, without prejudice to
the revision thereof in succeeding years, as may be
approved by the President, upon recommendation
of the IATF:
Performanc Best Better Good
e Category Performer Performer Performer
Best Bureau 35,000 20,000 10,000
Better
25,000 13,500 7,000
Bureau
Good
15,000 10,000 5,000
Bureau
Bureaus and individuals who receive a Below

Satisfactory performance rating will not be qualified
for the PBB.
SECTION 5. Prohibition against the Grant of New
and Additional Increases in the Rates of Existing
incentives and Bonuses. The grant of allowances,
incentives and bonuses other than those authorized
under SSL III and any increase in the existing and
authorized rates therefor, other than what is provided
for in this EO, shall not be allowed.
Government agencies, including Government-
Owned or –Controlled Corporations (GOCCs), with
existing authorized performance-based incentive or
bonus systems shall harmonize the same with the
PBB scheme.
SECTION 7. Coverage. This EO shall cover all
departments, agencies, SUCs, and GOCCs that
remain under the jurisdiction of DBM.
SECTION 14. Effectivity. This EO shall take

effect immediately upon publication in a
newspaper of general circulation.
DEPARTMENT OF BUDGET AND MANAGEMENT
MEMORANDUM CIRCULAR NO. 2012-02
OCTOBER 16, 2012
GUIDELINES TO CLARIFY THE GOOD

GOVERNANCE CONDITIONS FOR FISCAL YEAR
2012 IN LINE WITH THE GRANT OF THE
PERFORMANCE-BASED BONUS UNDER
EXECUTIVE ORDER (EO) NO. 80
GOOD GOVERNANCE CONDITION 1
TRANSPARENCY SEAL
PhilGEPS POSTING
CASH ADVANCE (CA) LIQUIDATION
CITIZEN’S CHARTER OR ITS

EQUIVALENT
 The CSC through Resolution No. 1200481
dated March 16, 2012 promulgated the
“Guidelines in the Establishment and
Implementation of Agency Strategic
Performance Management System (SPMS)”
What is a Performance Management System
(SPMS)?
 ...is a set of processes for establishing a shared
understanding of:
1. WHAT WILL BE ACHIEVED (goals)
2. HOW IT WILL BE ACHIEVED
3. and MANAGING PEOPLE in a way that will
increase the probability that it will be achieved.
 It is a mechanism to address the demand to produce

tangible results
 The PMS is a means to professionalize the Civil Service

Concretize the linkage of organization performance with the
1 Philippine Development Plan,

Agency Strategic Plan and the
Organizational Performance Indicator Framework
Ensure organizational effectiveness and
2
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
Link performance management
3 with other Human Resource

Systems and ensure adherence to the
principle of performance-based
tenure and incentive system
Civil Service Commission – Strategic Performance Management System

Performance Performance
Evaluation Management

The following framework represents the paradigm shift under
the Strategic Performance Management System (SPMS):
Area Paradigm Shift

From To
Perspective Evaluation Management
Focus Activities/Inputs Outputs and
outcomes
Indicators Performance indicators Success indicators
(e.g., no. of appointments (e.g., response time)
processed)
Performance Focus on individual Align individual to
alignment (competition) office/organization
(teamwork and
collaboration)
Role of Evaluator Coach/mentor
Supervisor
National Government Agencies Local Government Units
Government-Owned & Controlled Corporations State Universities and Colleges

Second Level-
Executive/ Managerial
Second Level-
Professional/Technical
First Level

1. Elements 2. Key Players
3. Four-Stage
4. Rating Period
PMS Cycle
5. Rating Scale 6. Calendar

Goal Aligned To Agency
Mandate
Philippine Development Plan
Agency Vision, Mission

Strategic Priorities, OPIF
Performance Goals

Outputs/
Outcomes-based

Team approach

User-friendly
Forms

Information
System

Communication
Plan

Champion PMT Planning Office HRM Office

Head of Office Division Chief Employees

PMT Composition of
Performance Management Team
(Agency Level)
1. Executive Official designated as Chairperson
2. Highest Human Resource Management Officer
3. Highest Human Resource Development Officer
4. Highest Planning Officer
5. Highest Finance Officer
6. President of the accredited employee
association

PMT
Composition of
(Regional Level)
1. Executive Official designated by the Regional
Head as Chairperson
2. Highest officer in charge of human resource
management
3. Highest officer in charge of financial
management

PMT
Composition of
(Regional Level)
4. Highest officer in charge of organizational
planning
5. Representative of the rank and file employee

Champion
• Responsible and accountable for the
establishment and implementation of
SPMS
• Sets agency performance goals/

objectives and performance measure
• Determines agency target setting period
• Approves office performance commitment

and rating
• Assesses performance of Offices

PMT • Sets consultation meeting of all Heads of Offices
to discuss the Office performance commitment
and rating
• Ensures that Office performance targets, measure
and budget are aligned with those of the Agency
• Recommends approval of the Office performance
commitment and rating
• Acts as Appeals body and final arbiter
• Identifies potential top performers for awards
• Adopts its own internal rules, procedures and
strategies in carrying out responsibilities

• Monitors submission of Office Performance
Planning Office Commitment and Rating Form and schedule the
review/ evaluation by the PMT
• Consolidates, reviews, validates and evaluates the

initial performance assessment based on
accomplishments reported against success
indicators and budget against actual expenses
• Conducts an agency performance planning and

review conference annually
• Provides each Office with the final Office

Assessment as basis of offices in the assessment
of individual employees

HRM Office • Monitors submission of Individual Performance
Commitment and Rating Form
• Reviews the Summary List of Individual

Performance Rating
• Provides analytical data on retention, skill/

competency gaps and talent development plan
• Coordinate developmental interventions that

will form part of the HR Plan

• Assumes primary responsibility for performance
management in his/her Office
Head of Office
• Conducts strategic planning session with supervisors
and staff
• Reviews and approves individual performance commitment
and rating form
• Submits quarterly accomplishment report
• Does initial assessment of office’s performance
• Determines final assessment of individual employees’
performance level
• Informs employees of the final rating and identifies
necessary interventions to employees
• Provides written notice to subordinates who obtain
Unsatisfactory or Poor rating

Division Chief
• Assumes joint responsibility with the Head of
Office in attaining performance targets
• Rationalizes distribution of targets/tasks
• Monitors closely the status of performance of

subordinates
• Assesses individual employees’ performance
• Recommends developmental intervention

Employees
• Acts as partners of management and

co-employees in meeting organizational
performance goals

RESULT BASED PERFORMANCE
MANAGEMENT SYSTEM (RBPMS)
IMPLEMENTATION IN AGENCIES
Performance Rewarding Performance Planning
and Development Planning and Commitment
Performance Review Performance Monitoring

and Evaluation and Coaching

Performance measures …
Agency mandate Delivery /

Client Satisfaction

based on
requirements
done on of law and/or
time clients
/stakeholders
•project completion deadlines;
•time management skills; and
•other time sensitive expectations

Performance Planning and Commitment
Effectiveness The extent to which actual

/Quality performance compares with
targeted performance.
The degree to which objectives are

achieved and the extent to 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

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.

• Head of Office meeting with supervisors and staff to agree
on the outputs that should be accomplished
• Success indicators are determined.

• Targets shall take into account any combination of, or all of the
following:
• Historical data
• Benchmarking
• Client demand
• OPES Reference Table
• Top Management instruction
• Future Trend
G. PERFORMANCE PLANNING & COMMITMENT
A
MANDATE: To administer the civil service, promote merit and fitness in human
G Resource Administration
E MISSION: Gawing Lingkod-Bayani ang Bawat Kawani
N VISION: CSC shall be Asia’s leading center of excellence for stragetic human resource
C management and organizational development by 2030
Y Stragetic Priority 1 Stragetic Priority 2 Stragetic Priority 3
Developing Competent and Exemplifying Excellence and Cultivating Harmony and Morale
C Credible Civil Service Integrity in the Public Service and Wellness in the Workplace
S
C
Examination
Recruitment  Test Development
O and Placement  Examination Administration
Office
F Civil
F Service


Character/Integrity Building Program
Talent Development and Management
…
I Institute
Personnel
C Policies and  Development of Competency Based Qualification
E Standards
Standards
Office
E Examination Staff 1 Staff 3

Staff 2
M Recruitment and Test Specs
Security Printing
Examination Administration
Placement Office Test Item Review Guidelines
P
L Staff 1 Staff 2 Staff 3
Civil Service Institute Training Standards and Training Calendar Training Materials
O Guidelines Training Design Development
Y
Personnel Policies Staff 1
E and Standards Job Analysis of
Staff 3
Competency Based QS
Staff 2
Competency
Staff 4
Draft guidelines for
E Office CSC Positions for CSC positions Profiles Developed the bureaucracy
Performance Monitoring and Coaching
• Performance of Offices and every individual shall be regularly

monitored at various levels on a regular basis
• Monitoring and evaluation mechanisms such as an Information

System should be in place
• Supervisors and coaches play a critical role at this stage

Performance Monitoring and Coaching
(Illustration showing a Sample Tracking Tool for Monitoring Assignments)
Performance Monitoring Form

Action Date Date
Task ID No. Subject Output Remarks
Officer Assigned Accomplished
Subject Area of the
Document Date the Date the
Task or the
No. or Task task was output was
Signatory of the
No. if Taken assigned to approved by
Document and
from WFP the drafter the approver
Subject Area
Performance Review and Evaluation
• Assesses both Office and individual employee’s

performance level based on performance targets
and measures as approved
• Results of assessment of Office and individual

performance shall be impartial

Performance Rewarding and Development Planning
• Part of the individual employee’s evaluation is the competency

assessment vis-à-vis the competency requirements of the job
• Results of the assessment shall be discussed by the Head of

Office and supervisor with the individual employee at the end
of each rating period
• Professional development plan must be outlined for employees

with Unsatisfactory or Poor ratings

Performance Rewarding and Development
(Illustration showing a Professional Development Plan Template)
Professional Development Plan

Date:
Target date:
Review date:
Achieved
date:
Aim
Objective
Task Next Step
Comments
Professional Development Plan
Date:
Aim
Objective
Target date:
Review date:
Achieved date:
Comments
Task
Outcome
Next step
• Performance evaluation shall be done Semi-Annually
• The minimum appraisal period is at least ninety (90) calendar

days or three (3) months
• The maximum appraisal period is not longer than one (1)

calendar year

Rating
Description
Numerical Adjectival
5 Outstanding • Extraordinary level of achievement
• Exceptional job mastery in all major areas of responsibility
have demonstrated
• Marked excellence of achievement and contributions to the
organization
4 Very • Exceeded expectations
Satisfactory • All goals, objectives and targets were achieved above
standards
3 Satisfactory • Met expectations
• Most critical annual goals are met
2 Unsatisfactory • Failed to meet expectations
• One or more of the most critical goals were not met
1 Poor • Consistently below expectations
• Reasonable progress toward critical goals was not made

Sample Summary List of Individual Performance Ratings
Office A Performance Assessment: Very Satisfactory
Rating
Division A
Division A Rating 4 Very Satisfactory
Employee 1 4 Very Satisfactory
Employee 2 5 Outstanding
Employee 3 3 Satisfactory

No. of Employees
(including DC) = 5 20/5=4 Very Satisfactory
Average ratings of staff
Rating
Division B
Division B Rating 3 Satisfactory
Employee 3 2 Unsatisfactory
No. of Employees
(including DC) = 4 12/4=3 Satisfactory
Rating
Division C
Division C Rating 5 Outstanding

No. of Employees
(including DC) = 4 18/4=4.5 Outstanding
Summary: Division A 4 Very Satisfactory

Division B 3 Satisfactory
Division C 5 Outstanding
Average 12/3=4 Very Satisfactory
Aspects PMS-OPES SPMS
Objectives  
Cycle  
MDT
Key Players PMT
Calibration Team
 Measures the collective
 Goal aligned to agency mandate
performance of an office
and organizational priorities
 Focuses on activities/ inputs
 Outputs/outcomes based
 Uses a standard unit of measure
 Team-approach to performance
Basic Elements (point system)
management
/Features  Allows comparison of
 User-friendly forms
performance across offices or
 Information system that supports
function
monitoring and evaluation
 Applies to smallest output
 Communication plan
producing units
Success indicator
Performance indicator  performance measures (quality,
(based on target points efficiency and timeliness) and
Indicators
Depending on the number of  performance targets(based on
people in a division/office) agency strategic plan, road map,
MFOs in the OPIF, etc))
Office Performance Commitment
Performance Contract and Review Form (OPCR) and
Forms (Division/Office) Individual Performance
Individual Performance Contract Commitment and Review Form
(IPCR)
Performance-Based Grant of Rewards Basis for
Security of Tenure and Incentives Personnel Actions

Non-Submission of :
1) The Office Performance Commitment and Rating Form to the PMT

2) Individual Employee’s Performance Commitment and Rating Form to
the HRM Office within the specified dates will be ground for:
a. Employee’s disqualification for performance-based personnel actions
b. Administrative sanction for violation of reasonable office rules and

regulations and simple neglect of duty for supervisors or employees
responsible for delay or non-submission of the office and individual
performance commitment and rating report

a. An Office/Unit or individual employee can file an appeal with the PMT
within ten (10) days from the date of receipt of their performance
evaluation rating
b. The PMT shall decide on the appeals within one (1) month from receipt.
c. Officials or employees who are separated from the service on the basis
of Unsatisfactory or Poor performance rating can appeal their separation
to the CSC or its Regional Office within fifteen (15) days from receipt of
the order or notice of separation.

Constitute a Performance Management Team
Review existing Performance Evaluation System
Amend, Enhance or Develop Agency Strategic Performance System

and Submit to the CSC for Review / Approval
Conduct Orientation and Re-Orientation on the

New and Revised Policies on SPMS for all employees
Administer the approved Agency SPMS
Provide the CSCRO/FO with copy of

Consolidated Individual Performance Review Reports

Submission of Agency SPMS to CSC
 The Agency SPMS could be any of the following:
a. A system currently used by the agency which

conforms to the basic features of the SPMS;
b.A revised/enhanced Agency Performance

Evaluation System (PES) based on the SPMS
guidelines; or
c. A new Agency PMS crafted based on the SPMS

guidelines.

Starting June 2012, Agencies shall be required to submit SPMS
to the concerned CSC Regional Office for approval.
By January 2014, all agencies shall have a CSC-approved

SPMS.
By 2015, official and employees of agencies without approved

SPMS shall not be eligible for promotion and entitled to
Performance-based benefits.
Head of agencies may request technical assistance from

the CSC Regional / Field Office concerned on the development,
implementation or refinement of their Agency SPMS.

F. PMS PROCESS FLOWCHART
Mandate, Vision, OPCR
Mission Road Map Performance (targets)
Planning and
PMT
Commitment
Historical data,
Benchmark, IPCR
Client demand (targets)
Quarterly
Performance Accomplishment
Planning Office
Report
Performance Monitoring and
Head of Office, Supervisors, Staff
Management
Information Coaching
System Performance
Monitoring &
Coaching Journal
OPCR Performance Review

and Evaluation
OPCR
(Targets &
Ratings)
Planning Office, PMT,

Office Performance
Assessment
Commission
IPCR
Performance
IPCR
Assessments for
(Targets &
Individual Employees
Ratings)
Professional
Development
Plan
Head of Office, Personnel Office,

PMT, PRAISE Commission
Performance Competency
Rewarding and Assessment
Development Planning
Rewards /
Incentives

HANDHOLDING MAJOR OUTPUT TO BE DATE TO BE REMARKS
MILESTONES ACTIVITIES MONITORED COMPLETED
1. CONDUCT ORIENTATION AGENCY

ORIENTATION BLUEPRINT/OU
TLINE OF
ACTIVITIES
AND TIMELINES
2. CRAFTING IDENTIFICATION OFFICE/

OF SPMS OF KEY PLAYERS EXECUTIVE ORDER
AND ISSUED BY THE
RESPONSIBILITIES AGENCY HEAD
CRAFTING OF TABLE OF MFOs

MFOs AND WITH SUCCESS
SUCCESS INDICATORS
INDICATORS
PREPARATION OPCR/IPCR
/ DEVISE OF FORMS,
SPMS FORMS MONITORING
FRM,
COACHING
FORM, IDP
FORM FOR
EMPLOYEES
CRAFTING
OF SPMS
COMMUNICATI CALENDAR
ON PLAN WHERE
ORIENTATION
SCHEDULES
ARE INDICATED
CONSOLIDATI SPMS
ON/CRAFTING COVERING THE
OF THE SPMS 4 CYCLES
3. COMPLETION COMPLIANCE
COMPLIANCE OF WITH
WITH REQUIREMENTS REQUIREMENTS
REQUIREMENTS PER PER SPMS
EVALUATION GUIDEPOST
OF PSED/RO EVALUATION
4. PILOT PILOTTESTING REPORT ON

TESTING OF OF SPMS INITIAL
SPMS IMPLEMENTATI
ON
5. CONDUCT AUDITBY COMPLIANCE

OF AUDIT PSED/FO WITH
REQUIREMENTS
/
RECOMMENDA
TIONS
6. FINAL APPLICATION REVISED/ FINAL

SUBMISSION/ OF COPY OF SPMS
APPROVAL OF COMPLIANCE
SPMS WITH AUDIT
RECOMMENDA
TIONS
1. Form the performance system
management team
2. Renew the existing PMS
3. Know and understand your agency’s major

final output
4. Identify the success indicators of each

major final output
5. Identify the performance goals of your
office
6. Identify the performance goals of the

division under your office
7. Identify the performance goals of the

individuals under each division
8. Develop the rating scale

9. Identify the performance goals of individuals
under each division (monitoring and
coaching)
10. Develop the performance evaluation tool
11. Use the performance evaluation tools
12. Use the results of the performance

evaluation
PERFORMANCE PLANNING AND
COMMITMENT
 Does your SPMS calendar show that officials
and employees are required to submit their
commitments prior to the start of the rating
period?
 Does your SPMS calendar allot time for the
PMT to review and make recommendations
on the performance commitments?
 Does your SPMS calendar indicate the period
for Heads of Agency and Offices to approve
the office and individual performance
commitments?
PERFORMANCE MONITORING AND
COACHING
 Are feedback sessions to discuss
performance of offices, officials and
employees provided in your Agency
Guidelines and scheduled in your SPMS
calendar?
 Are interventions given to those who are
behind work targets? Is space provided in the
Employee Feedback Form for recommended
interventions
 Is there a form or logbook to record critical
incidents, schedule of coaching, and the
action plan?
PERFORMANCE REVIEW AND
EVALUATION
 Are office accomplishments assessed against
the success indicators and the allotted
budget against the actual expenses as
indicated in the Performance Commitment
and Rating Forms and provided in your
Agency Guidelines?
 Does your SPMS calendar schedule and
conduct the Annual Agency Performance
Review Conference?
 Is individual employee performance
assessment based on the commitments made
at the start of the rating period?
 Does your agency rating scale fall within the
range prescribed in Memorandum Circular
No. 13, s. 1999 – Revised Policies on the PES?
PERFORMANCE REWARDING AND
DEVELOPMENT PLANNING
 Is there a mechanism for the Head of Office
and supervisors to discuss assessment
results with the individual employee at the
end of the rating period?
 Is there a provision to draw up a Professional
Development Plan to improve or correct
performance of employees with
Unsatisfactory or Poor performance rating?
 Are recommendations for developmental
interventions indicated in the Performance
Commitment and Rating Form?
 Is there a provision on your Agency
Guidelines to link the SPMS with your Agency
Human Resource Development Plan?
 Is there a provision in your Agency Guidelines
to tie up the performance management
system with agency rewards and incentives
for top performing individuals, units, and
offices?
 Are the results of the performance evaluation
used as inputs to the Agency HR Plan and
rewards and incentives?
 The Agency Logical Framework /
Organizational Performance Indicator
Framework (OPIF) Book of Outputs
 For National Government Agencies (NGAs),
State Universities and Colleges (SUCs) and
Government – owned and Controlled
Corporations (GOCCs):
• Philippine Development Plan

• Agency Charter
• Agency Strategic Plan / Road Map
• Scorecard
 For Local Government Units (LGU’s):
• Philippine Development Plan

• Local Government Code
• Local Development Plan
• Road Map
• Strategic Plan
• Scorecard
 MFOs are delivered by core business
processes of operating offices/units.
However, Offices / units that do not directly
deliver goods and services to external clients
contribute to the delivery of the agency’s
MFO’s through Support to Operations (STO)
or General Administration and Support (GAS)
activities.
 STO’s refer to activities that provide technical
and substantive support to the operations
and projects of the agency. By themselves,
these activities do not produce the MFOs but
they contribute or enhance the delivery of
goods and services. Examples include
program monitoring and evaluation, public
information programs, statistical services and
information systems development.
 GAS refer to activities that deal with the
provision of overall administrative
management support to the entire agency
operation. Examples are legislative liaison
services, human resource development, and
financial services.
 What is my agency’s mandate-vision, mission
and goals?
 What are my agency’s products and services

or major final outputs?
• Citizen’s Charter
• RA 6713 (Code of Ethics and Ethical
Standards)
• OPES Reference Table
• Accomplishment Reports (for historical data)
• Benchmarking Reports
• Stakeholders’ Feedback Reports
 Specific
 Measurable
 Attainable
 Realistic
 Time-bound
 In most cases, one or several offices will be
contributing to one MFO. It is also possible
that one office will be contributing to two
MFOs.
 If your office / unit is not directly delivering
goods and services to external clients, your
office / unit is either implementing Support
to Operations (STO) activities or General
Administration and Support (GAS) activities.
As such, you should have your own SMART
performance targets or success indicators
from the office / unit level down to the
individual staff level.
 Units under an office must contribute towards
achieving a specific MFO through a set of
performance goals or success indicators. As
such, the performance goals of the different
units such as a branch, attached bureaus, or
a division must be aligned with the
performance goals of the office.
 Each division will be staffed by at least one
individual employee. The performance goals
of each individual employee must contribute
and align with the performance goals of the
division. The success indicators should be
SMART.
 Like the office level and division level success
indicators, individual level success indicators
should also be SMART- Specific, Measurable,
Attainment, Realistic Time-bound.
• Determining the dimensions on which
performance or accomplishments are to be
rated.
• Operationalizing the numerical and adjectival
ratings.
 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.
• Acceptability
• Meeting standards
• Client satisfaction with services rendered
• Accuracy
• Completeness or comprehensiveness of
reports
• Creativity or innovation
• Personal initiative
 Efficiency is the extent to which targets are
accomplished using the minimum amount of
time or resources
• Standard response time
• Number of requests / applications acted
upon over number of requests / application
received
• Optimum use of resources (e.g., money,
logistics, office supplies)
 Timeliness measures if the targeted
deliverable was done within the scheduled or
expected timeframe.
 Not all performance accomplishments need to
be rated along all three dimensions of quality,
efficiency and timeliness. Some
accomplishments may only be rated on any
combination of two or three dimensions. In
other cases, only one dimension may be
sufficient. Consider all the elements involved
each listed above in each dimension and use
them as guides to determine how
performance will be rated.
 On each dimension of quality, efficiency and
timeliness, rate performance using a
numerical scale ranging from 1 to 5 – with 1
as the lowest and 5 as the highest.
 For the rating to be objective, impartial, and
verifiable, you need to indicate the
operational definition or meaning of each
numerical rating under each relevant
dimension (i.e., quality, efficiency, or
timeless) per performance target or success
indicator.
 Supervisors and coaches play a critical role at
this stage. They can provide an enabling
environment, introduce interventions to
improve team performance, and develop
individual potentials.
 To reiterate, it is important that you establish

an information system as a vital management
tool that will support data management to
produce timely, accurate, and reliable
information for program tracking and
performance monitoring and reporting
 Office Performance Commitment and Review
(OPCR) Form is accomplished by Agency
Directors
 Division Performance Commitment and
Review (DPCR) Form is accomplished by
Division Chiefs
 Individual Performance Commitment and
Review (IPCR) Form is accomplished by
individual staff in all the units of the
organization
 Make sure that the performance targets listed
in the OPCR, DPCR, IPCR are linked and
aligned towards achieving your organization’s
Major Final Outputs.
 The focus of discussion of evaluation results must be
on strengths, competency – related performance
gaps, and the opportunities to address these gaps,
career paths, and alternatives.
 In coordination with the HRM Office, the Heads of

Office and supervisors must introduce appropriate
developmental interventions based on the results of
the performance evaluation especially for employees
with Unsatisfactory and Poor performance ratings.
1. Heads of Offices in identifying and
providing the kinds of interventions needed
based on identified professional
development needs.
2. Agency HRM Office in consolidating and
coordinating development interventions that
will form part of the HR Plan and the basis
for rewards and incentives.
3. Performance Management Team in
identifying potential PRAISE Awards nominees
for various awards categories.
4. PRAISE Committee in determining top

performers of the agency who qualify for
awards and incentives.
THANK YOU !

Spms CSC

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WELCOME

Briefing / Writeshop on the

JULY 23 / 25 / 26, 2013

Among its other functions, the CSC has to

evaluate and reward

 Governed by merit and fitness

 Respected for its efficiency, effectiveness,

 Compensated based on rational, realistic and

 Recognized for its own identity, autonomy

 Motivated by service and committed to a

mission marked by transparency and

•An organization succeeds/fails based on the

•When people do not perform, an organization fails:

 Private sector : No profit = Bankruptcy

Best Bureau 35,000 20,000 10,000

Bureaus and individuals who receive a Below

SECTION 14. Effectivity. This EO shall take

GUIDELINES TO CLARIFY THE GOOD

GOOD GOVERNANCE CONDITION 2

CASH ADVANCE (CA) LIQUIDATION

GOOD GOVERNANCE CONDITION 4

CITIZEN’S CHARTER OR ITS

 It is a mechanism to address the demand to produce

 The PMS is a means to professionalize the Civil Service

1 Philippine Development Plan,

Ensure organizational effectiveness and

Link performance management

3 with other Human Resource

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Area Paradigm Shift

Government-Owned & Controlled Corporations State Universities and Colleges

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

5. Rating Scale 6. Calendar

Civil Service Commission – Strategic Performance Management System

Agency Vision, Mission

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Sets agency performance goals/

• Approves office performance commitment

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Consolidates, reviews, validates and evaluates the

• Conducts an agency performance planning and

• Provides each Office with the final Office

Civil Service Commission – Strategic Performance Management System

• Reviews the Summary List of Individual

• Provides analytical data on retention, skill/

• Coordinate developmental interventions that

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Monitors closely the status of performance of

Civil Service Commission – Strategic Performance Management System