Department of Environment and Natural Resources

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

GUIDELINES
Part 1: The SPMS
I. 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 countrys
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
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.
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
sustainable 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, pursuant to E. O. No. 366), two (2) Line Bureaus
(Environmental Management Bureau pursuant to Republic Act (RA) No. 8749,
and Mines and Geo-Sciences Bureau pursuant to RA 7942 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).
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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 are 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 employees performance are not directly
correlated. The DENR SPMS gives emphasis to the strategic alignment of the
DENRs thrusts with the day-to-day operations of the Departments 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--vis targeted
milestones. It also provides a scientific and verifiable basis in assessing
organizational performance and the collective performance of individuals within
the organization.
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.
II.

THE SPMS CONCEPT

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 is focused on linking individual performance vis--vis the agencys
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.
It is a mechanism that ensures that the employee achieves the objectives set by
the organization and the organization, on the other hand, achieves the objectives
that it has set for itself in its strategic plan.
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.
To complement and support the SPMS, the following enabling mechanisms must
be present, operational and maintained:

III.

A Recruitment System that identifies competencies and other attributes

required for particular jobs or functional groups;
An adequate 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.

GENERAL OBJECTIVES
Consistent with CSC MC No. 6, s. 2012, the Department SPMS shall be
prepared and administered to:
a. Concretize the linkage of organizational performance with the Philippine
Development Plan, the Agency 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 Department SPMS shall include 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
performance indicators as organizational objectives are cascaded down
to operation level.
b. 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.
c. 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.
Individuals work plan or commitment and rating form is linked to the
3

division/unit/office work plan or commitment and rating form to establish

clear linkage between organizational performance and personnel
performance.
d. 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.
e. 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.
f. 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.
V. KEY PLAYERS AND REPONSIBILITIES
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:

Directs/oversees
the
formulation,
establishment
and
implementation of the SPMS
Sets agency performance goals/targets and performance
indicators
Determines agency target setting period
Assesses performance of office
Approves office performance commitment and rating

B. Performance Management Team (PMT)

4

Chairperson

Undersecretary
Planning
and
Programs

for
Policy
and
Foreign Assisted

Vice-Chairperson

Assistant Secretary for Administration

and Finance

Members

Director, Policy and Planning Service

Director, Administrative Service
Director, Human Resources
Development Service
Director, Financial and Management
Service
Representative, Employees Union

C. Performance Management Team for the following:

c.1. Bureaus
Chairperson-Bureau Director
Vice-Chairperson

Assistant Director

Members

Head, Planning and PolicyHead Administrative,

Financial, Management Division or its
equivalent
Representative, Employees Union

c.2. Regional Offices

Chairperson

Regional Director

Vice-Chairperson

Assistant Regional Director-

Members

Chief, Administrative Division

Chief, Finance Division
Chief, Planning Division
PENRO Concerned
Representative, Employees Union

c.3. Attached Agencies

Chairperson

Administrator/Executive Director

Vice-Chairperson

Deputy Administrator/Deputy Director-

Members

Chief, Administrative Division

Chief, Finance Division
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Chief, Planning Division

Representative, Employees Union
A Special Order creating the PMT per DENR Special Order No. 2013-109 (Annex C)
The Regional Office can create a sub-PMT in every PENR office to facilitate and
to assist the Regional PMT in setting office performance targets and evaluation
of employee performance ratings.
Functions and Responsibilities of PMT:

D.

Sets consultation meetings of all Heads of Offices for the purpose of

formulating the guidelines on the establishment and implementation
of the SPMS
Ensures 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
Recommends approval of the office performance commitment and
rating to the Secretary
Acts as appeal body and final arbiter for performance management
issues of the agency
Identifies potential top performers and provides inputs to the DENR
PRAISE Committee for grant of awards and incentives
Adopts 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
Secretariat
The Planning and Programming Division (PPD), Program Monitoring
and Evaluation Division (PMED) and Personnel Division shall
constitute the Central Office Secretariat.
All Bureaus, Regional Offices (including PENROs) and Attached
Agencies shall constitute their own Secretariat to be composed of the
Planning Division/Unit and Personnel Section/Unit.
Functions and Responsibilities of the Secretariat:

a. Planning Office/Division/Section

Monitors submission of Office Performance Commitment and Review

(OPCR) Form (Annex D) and schedule the review/evaluation of
Office Commitments by the PMT before the start of a performance
period.
Reviews, validates and evaluates the initial performance assessment
of offices based on reported office accomplishments against the
success indicators, and the allotted budget against the actual
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expenses. The result of the assessment shall be the basis of PMTs

recommendation to the Secretary.
Consolidates accomplishment of the office performance and results
of assessment for submission of the Secretary to the DBM.
Conducts performance planning and review conference semiannually 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 Financial Office/Division/Unit as regards fund
utilization.
Provides each office with the final Office Assessment/Rating to serve
as basis in the incentives of individual performers.

b. Personnel Division/Section

Monitors submission of Individual Performance Commitment and

Review (IPCR) Form (Annex E) by heads of offices/divisions.
Provides analytical data on retention, skill/competency gaps, and
talent development plans that align with strategic plans;
Reviews 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.
Coordinates development interventions that will form part of the HR
Plan.

E. Head of Office (Director IV or equivalent)

Assumes primary responsibility for performance management in

his/her Office.
Conducts 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.
Reviews and approves IPCR for submission to the Personnel
Division/Section/Unit before the start of the performance period.
Submits quarterly accomplishment report to the Planning
Division/Section/Unit based on the PMS Calendar (Annex F).
Does initial assessment of offices performance using the approved
OPCR.
Determines final assessment of performance level of the individual
employees in his/her office based on proof of performance.
Informs 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

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Assumes joint responsibility with the Head of Office in ensuring

attainment of performance objectives and targets.
Rationalizes distribution of targets/tasks.
Monitors 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 and
individual employee.
Recommends developmental intervention whenever necessary.

G. Individual Employees

Act as partners of management and their co-employees in meeting

organizational performance goals.
PART 2: The SPMS Process

I. The PMS Cycle

The SPMS shall follow the same four-stage PMS 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 (Annex G).
Performance indicators are performance level yardsticks consisting of measures
and targets. These shall serve as bases in the preparation of the office and
individual performance contracts and rating forms.
Performance measures should focus on those that contribute to or support the
outcomes that the Department aims to achieve and shall be included in the office
performance contract, i.e., measures that are relevant to Departments core
functions and strategic priorities.
The performance measures must be
continuously refined and reviewed.
Performance measures shall include any one, combination of, or all of the
following general categories, whichever is applicable.

Category
Effectiveness/Quality

Definition
The extent to which actual performance compares
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with targeted performance.

The degree to which objectives are achieved and
the extent to which targeted problems are solved.
Efficiency

Timeliness

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.
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 ratees, 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 all of the following:

Historical date. 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.

In setting work targets, the office shall likewise indicate the detailed budget
requirements per expense account to help the heads of office in ensuring a
strategy driven budget allocation and in measuring cost efficiency. The office
9

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 H).
The approved OPCR Form shall serve as basis for performance targets and
measures to be prepared in the DPCR. Likewise, the DPCR Form shall be the
basis for IPCR.
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 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 I,
J, K).
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 quarterly
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

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This phase aims to assess both office and individual 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) thru 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 result of the
assessment shall be 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
employees 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.
11

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 L) 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 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 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.
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;
c. PMT in identifying potential Program on Awards and Incentives for
Service Excellence (PRAISE) nominees for various awards categories;
and,
12

d. PRAISE Committee in determining top performers of the office who

qualify for awards and incentives.
II.

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 following rating scales shall be used as sets of measures. There shall be fivepoint rating scale (1 to 5), 5 being the highest and 1, the lowest.

Numerical
5.0

Rating
Adjectival
Outstanding

4.0 4.99

Very Satisfactory

3.0 3.99

Satisfactory

2.0 2.99

Unsatisfactory

1.0 1.99

Poor

Description
Performance represents an extraordinary
level of achievement and commitment in
terms of quality and time, technical skills
and knowledge, ingenuity, creativity and
initiative. Employees at this performance
level should have demonstrated exceptional
job mastery in all major areas of
responsibility. Employee achievements and
contributions to the organization are of
marked excellence.
Performance exceeded expectations. All
goals, objectives and targets were achieved
above the established standards.
Performance met expectations in terms of
quality of work, efficiency and timeliness.
The most critical annual goals were met.
Performance failed to meet expectations,
and/or one or more of the most critical goals
were not met.
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.

GENERAL STANDARDS
A. Timeliness
Points
Adjectival

Description
13

Rating
5

Outstanding
(0)

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;

4.0 4.99

Very
Satisfactory
(VS)

Task completed in 15-29% of the time before the

deadline or scheduled time of completion;
Task completed ahead of the planned time by 15% to
29% for non-routine duty;

3.0 3.99

Satisfactory
(S)

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.

2.0 2.99

Unsatisfactory
(US)

Task completed 51-99% of the time after the 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.

1.0 1.99

Poor
(P)

Task not accomplished at all or completed 50% 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.

B. Quality of Written Work

Point Score
5.0

Adjectival Rating
Outstanding
(O)
14

Numerical Description
No mistakes or deficiency; every
aspect of work assignment well
covered; clearly presented; well

organized:

4.0 4.99

3.0 3.99

2.0 2.99

1.0- 1.99

Very Satisfactory
(VS)

No lapse in grammar or error in

content.
One or two minor errors
deficiencies; work in accordance
with instructions; clearly presented;
well organized;

Satisfactory
(S)

1 or 2 errors in grammar or errors in

content
1 or 2 minor errors of deficiencies;
partial minor revision needed;

Unsatisfactory
(US)

3 lapses in errors or grammar in

content.
1 or 2 major errors to or deficiencies
major revision needed;

Poor
(P)

4 to 5 lapses in grammar or errors in

content.
Work not acceptable; needs total
revision;
6 or more lapses in grammar or
errors in content.

C. Quality of Non-Written Work

Point Score
5.0

Adjectival Rating
Outstanding
(O)

Numerical Description
Performance exceeding targets by 130% and
above;
Those who met targets for accomplishments
15

requiring 100% of the targets such those

pertaining to money and accuracy.
Excellent results; all aspects
assignment thoroughly covered;
4.0 4.99

Very Satisfactory
(VS)

of

work

No mistake in performing the duty.

Performance exceeding by 115% to 129%;
1 or two 2 errors in the execution of work
assignment; results still very good.

3.0 3.99

Satisfactory
(S)

1 or 2 mistakes in performing the duty.

Performance of 100% to 114% of the planned
targets;
More than 2 minor errors or deficiencies in the
execution of work assignment; results are
acceptable.

2.0 2.99

Unsatisfactory
(US)

3 mistakes in performing the duty.

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.

1.0 - 1.99

Poor
(P)

Those who fell short of the targets for

accomplishments requiring 100% of the
targets such as those pertaining to money and
accuracy.
Performance meets the planned targets by
50% or below;
Haphazard or careless execution of work
assignment; unacceptable results.
6 or more mistakes in performing the duty

D. Quantity of Work
Point Score

Adjectival Rating

Description

Outstanding
(O)

Target or quota exceeded by 30% or more;

Planned quantity in 6 months exceeded by
30% or more.
16

4.0 4.99

3.0 3.99

Very Satisfactory
(VS)

Target or quota exceeded by 15% to 29%;

Satisfactory
(S)

Target or quota accomplished as expected

or up to 14% in excess of the target or
quota;

Planned quantity exceeded by 15% to 29%;

Planned quantity just met or exceeded but

by not more than 14%;
2.0 2.99

Unsatisfactory
(US)

Only 51% to 94% of target or quota

accomplished;
Only 51% - 94% of planned quantity
accomplished;

1.0 1.99

Poor
(P)

Less than 50% of quota or target

accomplished;
Only 50% or less of planned quantity
accomplished;

PERFORMANCE RATING TABLE

Performance (%)
Outstanding
130%
5

Very
Satisfactory
129
4.99
128
4.919
127
4.849
126
4.778
125
4.707
124
4.636
123
4.566
122
4.495

Satisfactory
114
3.99
113
3.919
112
3.849
111
3.778
110
3.707
109
3.636
108
3.566
107
3.495

17

Unsatisfactory
99
2.99
98 2.969
97 2.949
96 2.928
95 2.908
94 2.887
93 2.866
92 2.846

Poor
50
49
48
47
46
45
44
43

1.99
1.97
1.95
1.929
1.909
1.889
1.869
1.849

121
120
119
118
117
116
115

III.

4.424
4.354
4.283
4.212
4.141
4.071
4

106
105
104
103
102
101
100

3.424
3.354
3.283
3.212
3.141
3.071
3

91
90
89
88
87
86
85
84
83
82
81
80
79
78
77
76
75
74
73
72
71
70
69
68
67
66
65
64
63
62
61
60
59
58
57
56
55
54
53
52
51

2.825
2.804
2.784
2.763
2.743
2.722
2.701
2.681
2.66
2.639
2.619
2.598
2.578
2.557
2.536
2.516
2.495
2.474
2.454
2.433
2.413
2.392
2.371
2.351
2.33
2.309
2.289
2.268
2.248
2.227
2.206
2.186
2.165
2.144
2.124
2.103
2.083
2.062
2.041
2.021
2

Submission of DENR SPMS to CSC

The DENR SPMS will be submitted to CSC for approval prior to its
implementation in all units under the DENR.
IV.

SPMS Initiation and Implementation

The SPMS shall be implemented through the following activities:

1. Creation of a Performance Management Team (PMT).

18

42
41
40
39
38
37
36
35
34
33
32
31
30
29
28
27
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0

1.828
1.808
1.788
1.768
1.748
1.727
1.707
1.687
1.667
1.647
1.626
1.606
1.586
1.566
1.546
1.525
1.505
1.485
1.465
1.444
1.424
1.404
1.384
1.364
1.343
1.323
1.303
1.283
1.263
1.242
1.222
1.202
1.182
1.162
1.142
1.121
1.101
1.081
1.061
1.04
1.02
1
0

2. Conduct of DENR-wide orientation/workshop on the establishment and

implementation of SPMS participated by Administrative/Personnel/Planning
Officers and Head of the PMT.
3. 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 coemployees in meeting organizational performance goal.
4. Amend, enhance or develop DENR SPMS and submit the same to CSC
for review/approval.
5.

Administer the approved

guidelines/standards.

DENR

SPMS

in

accordance

with

6. Provide the CSC Field Office concerned with a copy of the Consolidated
Individual Performance Review Reports for 2014 based on the approved
DENR SPMS, indicating alignment of the collective individual performance
rating with the Organizational/Office Performance Rating.
PART 3: Miscellaneous Provisions
I. Technical Assistance
The DENR may request technical assistance from the CSC
Central/Regional/Field Offices
concerned on the development,
implementation, or refinement of the DENR SPMS.
Likewise, technical
assistance to Bureaus, Regional offices and Attached Agencies shall also be
extended by the CSC Central Office.

II. Sanctions
Unless justified and accepted by the PMT, non-submission of the OPCR
Form to the PMT, and the IPCR forms to the Personnel Division/Section/Unit
within the specified dates shall be a ground for:
a.

Employees 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.
19

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.
c. Failure on the part of the Division Chiefs/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 (CSC MC 6, s. 2012 Part
3, II, c).
d. Non-submission of DENR SPMS to the CSC for review/approval
shall be a ground for disapproval of promotional appointments issued
by the Department.
III. Appeals
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.
Individual employees who feel aggrieved or dissatisfied with their final
performance ratings can file an appeal with the PMT within ten (10) days
from the date of receipt of notice of their final performance evaluation rating
from the Head of Office. An office/unit or individual employee, however, shall
not be allowed to protest the performance ratings of other office/unit or coemployees. Ratings obtained by other office/unit or employees can only be
used as basis or reference for comparison in appealing ones office or
individual performance rating.
The PMT shall decide on the appeals within one 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 Regional
PMT is appealable to the Central Office PMT.
The decision of the DENR Central Office PMT may be appealed to the
Secretary.
Officials or employees who are separated from the service on the basis of
Unsatisfactory or Poor performance rating can appeal their separation to the
CSC or its regional office within 15 days from receipt of the order or notice of
separation.
Part 5:

Repealing Clause

The DENR SPMS Guidelines modifies all previous orders and issuances
inconsistent herewith and may be revised/amended/improved upon the
20

implementation of the DENR Rationalization Plan and/or when the necessity

calls for such action.
Part 6: Effectivity
These guidelines shall take effect upon the approval of the Civil Service
Commission.

Head of Agency, Head of Division, Supervisors, Staf

RAMON J.P. PAJE

Secretary

Annex A

SPMS Process Flowchart

Historical
data,
Benchmark,
Client Demand
Performan
ce
Managem
ent
Informatio
n System

OPCR
(targets)
PMT

Performance
Planning and
Commitment

IPCR

Performance
Monitoring &
Coaching

21

Quarterly
Accomplishm
ent Report

Planning Ofce

Mandate, Vision,
Mission,
Program Thrusts

Performance
Monitoring &
Coaching

IPCR

Performance
Assessment for
Individual
Employees

OPCR
(Targets &
Ratings)

IPCR
(Targets &
Ratings)

Planning Ofce, PMT,

OPCR

Performance
Review and
Evaluation
Ofce
Performance
Assessment

Performance
Rewarding and
Development
Planning

Competency
Assessment

Rewards/
Incentives

Director, Head of Division,

Personnel Ofce, PMT, PRAISE
Committee

Professional
Development
Plan

Annex B
Performance Planning and Commitment
MANDATE:
To be the primary government agency responsible for the conservation management, development and
proper use of the countrys 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.

A
G
E
N

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 clean and healthy

environment.

22

C
Y
Thrusts/Priority Programs National
1.
2.
3.
4.
5.
6.

Greening
Cadastral Survey and Land Management and Disposition
Forest Protection and Anti-illegal Logging
Protected Areas and Biodiversity Conservation
Clean Air, Clean Water and Solid Waste Management
Geo-hazard Assessment and Mapping, and Ecosystems Research and
Development
7. Good Governance and Anti-Corruption

D
I
V
I
S
I
O
N

E
M
P
L
O
Y
E
E

1.

Management Audit

11. Information Systems

21. Internal Afairs

2. Operations Audit
12. Statistics and Data Source
22.
Records Management
3. Strategic Alliance & Environmental Partnership
13. Network Infrastructure
23.
General Services
4. Public Information
14. Policy Studies
24. Property &
Supply Mgt.
5. Development Communications
15. Planning and Programming
25. Management
6. Stakeholders Management & Conflict Resolution 16. Program Monitoring & Evaluation
26.
Budget
7. Project Preparation
17. Legal Research & Opinion
27. Accounting

Individual Performance Targets

Annex C

23

24

25

Annex D
26

Office Performance Commitment and Review Form

OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)
I, _______________________________________, 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 __________________ to __________________________________.__.
___________________
Head of Office
Date: ____________________
Approved By:
Secretary
<Name of Agency Head>
Head of Agency

Date

5.0
- Outstanding
4.0 4.99 - Very Satisfactory
3.0 3.99 - Satisfactory
2.0 2.99 Unsatisfactory
1.0 1.99 - Poor

OUTPUT

PERFORMANCE
INDICATORS
( TARGETS +
MEASURES )

Allotted
Budget

Division/
Individuals
Accountable

Actual
Accomplishments

Rating

Q1

E2

T3

Remarks

A4

Average Rating
Category

Output

Total Overall Rating

Final Average Rating
Adjectival Rating

Rating

`
Very Satisfactory

Assessed by:

Final Rating:
Date

Planning Office
Legend:

1-Quantity

Date
PMT

2-Efficiency

3-Timeliness

Head of Agency
4- Average

Annex E
27

Date

Individual Performance Commitment and Review Form

INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
I,
, of the
, Division of
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
.
Ratee
Date: ______________________
Reviewed by

Date

Approved by

Immediate Supervisor
Output

Date

Head of Office

Performance
Indicator
(Target + Measure)

Actual
Accomplishments

Rating
Q
1

E
2

T
3

Remarks
A
4

MFO 1
Output 1
MFO 2
Output 2
Final Average
Rating
Comments and Recommendations for Development Purposes

Discussed with

Date

Assessed by

Dat
e

Final Ranking by

I certify that I
discussed
my
assessment of the
performance with
the employee.
Employee
Legend:

1- Quantity

Head of Division
2- Efciency

3 - Timeliness

28

Head of Agency
4 - Average

Date

Annex F
SPMS Calendar (Delivery Units) Full Implementation starting 2015
Activity

Submit to

I. Performance Planning and Commitment

OPCR (Commitment for
PPSO
review)
Review report
PMT
Secretariat
DENR Approval of OPCR
Secretary
(DENR Secretary/)
Approved OPCR
PPSO/DUs
IPCR

15
15
15
18

Personnel/
Div./Unit/SectAdmin Unit
Head of Office

10*

II. Performance Monitoring and Coaching

Monitoring by

Head of
office/RED/Bureau
Director/RD/PENRO/CEN
RO/Division Head
Planning Office/
Personnel Division
Division Chief

Planning
Div./Delivery
Units

Individual Employee
III. Performance Review and Feedback
Semi-Annual submission
PPO
of OPCR
(accomplishments)
Luzon
Visayas
Mindanao
PMT review report
DENR Approval of OPCR
performance/ review by
DENR
Approved OPCR
IPCR
Review of IPCR
DUs Ranking

5*

15
22
29

PMT

15
22
29
15

15

Secretary
15
PPSO
Personnel/
Div./Unit/Sec\
Admin.Unit
Head of Office
PMT CO

15
18

20

20

31

31
28

31
3rd

Annual Planning

wee

29

Activity

Submit to

IV. Performance Rewarding and Development Planning

DUs submit Individual
Personnel Div.
30
Ranking
CO
PRAISE Committee
Performance Assessment

30

Note: Planning to do clustering on the submission of OPCR i.e. 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.

Annex G
Performance Indicators for CY 2014
30

Major Final
Output

Performance
Measures

Performance
Targets

Success
Indicators

Organization
Accountable

Remarks

Number of
80 Annual
annual work
Work and
and financial
Financial
plans
Plans
compliant to
DBM
requirements
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
Number of PA
13 PAs
with boundaries covering
delineated
927.92 kms.
(covering
number of kms)
based on DAO
2008-24
(Guidelines for
the Assessment
and Delineation
of Boundaries
Between
Forestlands,
National Parks
and Agricultural
Lands) by end
of December
Number of
18 Integrated
integrated
watershed
watershed
management
management
plans
plans prepared
and approved
based on DAO
2008-05
(Guidelines in
the Preparation
of Integrated
Watershed
Management
Plans) by end
of December
MFO 2- Ecosystem
Management Services

80 Annual Work
and financial
plans
compliant to
DBM
requirements
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time

DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices

USEC/ASEC-11
Service Directors15 (including
MBCO, RBCO,
CARP, CCO)
Staff Bureaus-4
Divisions-34
Regional Offices16

13 PAs with
boundaries
delineated
(covering
927.92 kms)
based on DAO
2008-24
(Guidelines for
the Assessment
and Delineation
of Boundaries
Between
Forestlands,
National Parks
and Agricultural
Lands) by end
of December
18 integrated
watershed
management
plans prepared
and approved
based on DAO
2008-05
(Guidelines in
the Preparation
of Integrated
Watershed
Management
Plans) by end
of December

Regional
Offices

Forest
Development,

300,000
hectares

Regional
Offices

OFFICE OF THE SECRETARY

MFO 1 - Ecosystem Policy Services
Formulation and
Monitoring of
ENR Sector
Policies, Plans,
Programs and
Projects

Number of
hectares

300,000 ha
31

Regional
Offices

Number of
integrated
watershed
management
plans prepared
and approved
based on DAO
2008-05
(Guidelines in the
Preparation of
Integrated
Watershed
Management
Plans) by end of
December 2014

Rehabilitation
and Protection

planted

Number of
211,733 sq.m.
square meters
of vegetative
(sq.m.) of
measures
vegetative
measures
established
based on
approved
watershed
management
plan by end of
December
Number of
2,469 cu.m. of
cubic meters
structural
(cu.m.) of
measures
structural
measures
established
based on
approved
watershed
management
plan by end of
December
Land Survey,
Number of
100,000
Disposition and
patents issued
patents
Records
for agricultural
Management
lands
transmitted to
Register of
Deeds (ROD)
within 5 to 7
working days
after signing by
approving
authority
Number of
146 cities/
cities/
municipalities
municipalities
with approved
cadastral
survey by end
of December
Protected Areas
Number of
6 ecotourismDevelopment
ecotourismrelated
and
related
enterprises
Management
enterprises
implemented by
LGUs, POs and
private sector
by end of
December
MFO 3- ECOSYSTEM REGULATION SERVICES
32

planted
211,733 sq.m.
of vegetative
measures
established
based on
approved
watershed
management
plan by end of
December

Regional
Offices

2,469 cu. m. of
structural
measures
established
based on
approved
watershed
management
plan by end of
December

Regional
Offices

100,000 patents
issued for
agricultural
lands
transmitted to
Register of
Deeds (ROD)
within 5 to 7
working days
after signing by
approving
authority
146 cities/
municipalities
with approved
cadastral
survey by end
of December

Regional
Offices

6 ecotourismrelated
enterprises
implemented by
LGUs, POs and
private sector
by end of
December

Regional
Offices

Regional
Offices

Land Survey,
Disposition and
Records
Management

Permit Issuance
and Monitoring
of Forest and
Forest Resource
Use

Number of
hectares of
forestland areas
protected by
end of
December
Number of
illegal logging
cases reported
and acted upon
by end of
December
Permit Issuance
Number of
and Monitoring
foreshore
of Land and
leases/permits
Land Resource
appraised/reUse
appraised with
recommended
valuation by
end of
December
SUPPORT TO OPERATIONS
Data
Number of
Management,
databases
including
100% functional
Systems
Development
and Maintenance

15.8 M ha

15.8 M hectares
of forestland
areas protected
by end of
December

Regional
Offices

131 illegal
logging cases

131 illegal
logging cases
reported and
acted upon by
end of
December
1,398 foreshore
leases/permits
appraised/reappraised with
recommended
valuation by
end of
December

Regional
Offices

Regional
Offices

Region 4B- 311

46 databases
100%
functional

DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices

Sectoral
databases:
Forestry 7
Lands 32
PAWCZM 2
Research-4
MBCO 1

1,398
foreshore
leases/
permits

46 databases

GENERAL ADMINISTRATION AND SUPPORT SERVICES

Attendance to
Percentage of
100%
100% of
Meetings/
meetings/
reports
meetings/
Workshops/
workshops/
submitted
workshops/
Conferences
conferences
conferences
with reports
with reports
submitted to
submitted to
OSEC (USEC
OSEC (USEC
for Field
for Field
Operations)
Operations)
-local (inter-local (interagency) within
agency) within
7 days
7 days
-foreign
-foreign
meetings/
meetings/
workshops/
workshops/
conferences
conferences
within 30 days
within 30 days
after
attendance

33

DENR-Central
Office (Office
of the USECs/
ASECs/
Directors),
Staff Bureau
Directors,
REDs

Learning and
Growth

Number of HR
intervention per
employee per
year

1 HR
intervention

1 HR
intervention per
employee per
year

DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices

Actions on
Documents/
Requests

Percentage of
documents
acted upon
within 2 days
upon receipt

100%
documents
acted

100% of
documents
acted upon
within 2 days
upon receipt

Implementation
of Good
Governance
Conditions

Percentage
compliance to
PhilGEPS
conditions

100%
compliance

100%
compliance to
PhilGEPS
conditions

Percentage
submission of
SALN within the
prescribed time

100% SALN
submission

100%
submission of
SALN within the
prescribed time

Percentage
liquidation of
cash advances
within the
prescribed time

100%
liquidation of
cash advance

100%
liquidation of
cash advances
within the
prescribed time

Number of
Annual
Procurement
Plans endorsed
to OSEC
(Budget
Division) within
prescribed time
Number of
OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
Number of
Updated

60 Annual
Procurement
Plan

60 Annual
Procurement
Plan endorsed
to OSEC
(Budget
Division) within
prescribed time

DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices

44 OPCR

44 OPCR
based on
Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
21 Updated
Citizens

21 Updated
Citizens
34

DENR-Central
Office (Office
of the USECs/
ASECs/
Directors) ,
FMB, LMB,
PAWB, ERDB,
Regional
Offices
DENR-Central
Office, FMB,

HR intervention
includes traditional
(training, etc.) and
non-traditional
(coaching,
mentoring, etc.)
means of
intervention.

Citizens
Charter posted
on time

Charter

Charter posted
on time

Percentage of
Transparency
Seal
requirements
updated and
posted on time
Percentage of
budget
utilization

100%
updated
transparency
seal
90% budget
utilization

100% of
Transparency
Seal
requirements
updated and
posted on time
90% budget
utilization

Submission of
Financial
Statements to
COA

Percentage of
financial
statements
submitted to
COA

100%
financial
statements
submitted to
COA

100% of
financial
statements
submitted to
COA

Clean Up of
Work Place

Percentage of
workplace
cleaned up
every last
Friday of the
month

100%
implementation of 3Rs
(Reduce,
Re-use,
Recycle/
ESW)

100% of
workplace
cleaned up
every last
Friday of the
month

Budget utilization

ENVIRONMENTAL MANAGEMENT BUREAU

MFO 1 ENVIRONMENTAL REGULATION SERVICES
Planning, Policy
Number of
1 Annual
1 Annual Work
Formulation and annual work
Work and
and financial
Management
and financial
Financial Plan plan compliant
Information
plans
to DBM
System
compliant to
requirements
DBM
submitted to
requirements
OSEC (USEC
submitted to
for Policy and
OSEC (USEC
Planning) within
for Policy and
prescribed time
Planning) within
prescribed time
Number of
5 databases
5 databases
databases
100% functional
100% functional
Legal Services
and Provision of
Secretariat
Services to the
Pollution
Adjudication

Number of
cases acted
upon/with
resolutions
issued within
the 38-day

154 cases

35

154 cases
acted upon/with
resolutions
issued within
the 38-day
processing time

LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices
DENR-Central
Office, FMB,
LMB, PAWB,
ERDB,
Regional
Offices

EMB-Central
Office and
Regional
Offices

EMB-Central
Office and
Regional
Offices
EMB-Central
Office and
Regional
Offices

Board

processing time
in accordance
in accordance
with current
with current
technical/
technical/
scientific
scientific
approaches
approaches
based on PAB
based on PAB
Resolution 1Resolution 12010
2010
Implementation
Number of
360 esteros/
360 esteros/
of Clean Water
esteros/
waterbodies
waterbodies
Regulations
waterbodies
with adopters with adopters
with adopters
effecting
effecting
significant
significant
decrease in
decrease in
floating garbage
floating garbage
within 1 year of
within 1 year of
adoption
adoption
(Baseline :
2013 - 296)
Implementation
Percentage of
80% of 8,746 80% of 8,746
of Clean Air
firms monitored firms
firms monitored
Regulations
complying with
complying with
emission
emission
standards
standards
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to
Percentage of
100% reports 100% of
Meetings/
meetings/
submitted on
meetings/
Workshops/
workshops/
conferences/
workshops/
Conferences
conferences
workshops
conferences
with reports
attended
with reports
submitted to
submitted to
OSEC (USEC
OSEC (USEC
for Field
for Field
Operations)
Operations)
-local (inter-local (interagency) within
agency) within
7 days
7 days
-foreign
-foreign
meetings/
meetings/
workshops/
workshops/
conferences
conferences
within 30 days
within 30 days
after
attendance
Learning and
Number of HR
1 HR
1 HR
Growth
intervention per intervention
intervention per
employee per
employee per
year
year

Actions on

Percentage of

100%

100% of
36

EMB-Central
Office and
Regional
Offices

EMB-Central
Office and
Regional
Offices
EMB-Central
Office and
Regional
Offices

EMB-Central
Office and
Regional
Offices

EMB-Central

HR intervention
includes traditional
(training, etc.) and
non-traditional
(coaching,
mentoring, etc.)
means of
intervention.

Documents/
Requests
Implementation
of Good
Governance
Condition

Budget utilization

Submission of
Financial
Statements to
COA

documents
acted upon
within 2 days
upon receipt
Percentage
compliance to
PhilGEPS
conditions

documents
acted

documents
acted upon
within 2 days
upon receipt
100%
compliance to
PhilGEPS
conditions

Office and
Regional
Offices

Percentage
submission of
SALN within the
prescribed time
Percentage
liquidation of
cash advances
within the
prescribed time
Number of
OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
Number of
Annual
Procurement
Plans endorsed
to DBM within
prescribed time
Number of
Updated
Citizens
Charter posted
on time
Percentage of
Transparency
Seal
requirements
updated and
posted on time
Percentage of
budget
utilization

100% SALN
submission

100%
submission of
SALN within the
prescribed time
100%
liquidation of
cash advances
within the
prescribed time
1 OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time

EMB-Central
Office and
Regional
Offices
EMB-Central
Office and
Regional
Offices

1 Annual
Procurement
Plan

1 Annual
Procurement
Plan endorsed
to DBM within
prescribed time

EMB-Central
Office and
Regional
Offices

1 Updated
Citizens
Charter

1 Updated
Citizens
Charter posted
on time

EMB-Central
Office and
Regional
Offices

100%
updated
transparency
seal

EMB-Central
Office and
Regional
Offices

90% budget
utilization

Percentage of
Transparency
Seal
requirements
updated and
posted on time
90% budget
utilization

Percentage of
financial
statements
submitted to
COA

100%
financial
statements
submitted to
COA

100% of
financial
statements
submitted to
COA

100%
compliance

100% cash
advances
liquidation
1 OPCR

37

EMB-Central
Office and
Regional
Offices

EMB-Central
Office and
Regional
Offices

EMB-Central
Office and
Regional
Offices
EMB-Central
Office and
Regional
Offices

Based on GAA
2013, Section 93

Clean Up of
Workplace

Percentage of
workplace
cleaned up
every last
Friday of the
month

100%
implementation of 3Rs
(Reduce,
Re-use,
Recycle/
ESW)

100% of
workplace
cleaned up
every last
Friday of the
month

MINES AND GEOSCIENCES BUREAU

MFO 1 GEOSCIENCES DEVELOPMENT SERVICE
Groundwater
Number of
40 LGUs
40 LGUs
Resources and
LGUs
(provinces/
Vulnerability
(provinces/
municipalities/
Assessment
municipalities/
cities) assessed
cities) assessed
for groundwater
for groundwater
resources by
resources by
end of
end of
December
December
Geohazard
Number of
716 relocation 716 relocation/
Assessment and relocation/
sites
evacuation sites
Mapping
evacuation sites
assessed
assessed
based on
based on
Geohazard
Geohazard
Manual
Manual
SUPPORT TO OPERATIONS
Planning and
Number of
1 Annual
1 Annual Work
Policy
annual work
Work and
and financial
Formulation
and financial
Financial Plan plan compliant
plans
to DBM
compliant to
requirements
DBM
submitted to
requirements
OSEC (USEC
submitted to
for Policy and
OSEC (USEC
Planning) within
for Policy and
prescribed time
Planning) within
prescribed time
Number of
1 database
1 database
databases
-Mining
100% functional
100% functional Rights
Management
System
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to
Percentage of
100% %
100% of
Meetings/
meetings/
reports
meetings/
Workshops/
workshops/
submitted on
workshops/
Conferences
conferences
conferences/
conferences
with reports
workshops
with reports
submitted to
attended
submitted to
OSEC (USEC
OSEC (USEC
for Field
for Field
38

EMB-Central
Office and
Regional
Offices

MGB-Central
Office and
Regional
Offices

MGB-Central
Office and
Regional
Offices

MGB-Central
Office and
Regional
Offices

MGB-Central
Office and
Regional
Offices
MGB-Central
Office and
Regional
Offices

Operations)
-local (interagency) within
7 days
-foreign
meetings/
workshops/
conferences
within 30 days
Learning and
Growth
Actions on
Documents/
Requests
Implementation
of Good
Governance
Condition

Number of HR
intervention per
employee per
year
Percentage of
documents
acted upon
within 2 days
upon receipt
Percentage
compliance to
PhilGEPS
conditions

1 HR
intervention

Percentage
liquidation of
cash advances
within the
prescribed time
Number of
OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
Number of
Annual
Procurement
Plans endorsed
to OSEC
(Budget
Division) within
prescribed time
Number of
Updated
Citizens
Charter posted
on time

100%
liquidation of
cash advance

100%
documents
acted
100%
compliance

Operations)
-local (interagency) within
7 days
-foreign
meetings/
workshops/
conferences
within 30 days
after
attendance
1 HR
intervention per
employee per
year
100% of
documents
acted upon
within 2 days
upon receipt
100%
compliance to
PhilGEPS
conditions

MGB-Central
Office and
Regional
Offices
MGB-Central
Office and
Regional
Offices
MGB-Central
Office and
Regional
Offices

100%
liquidation of
cash advances
within the
prescribed time
1 OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time

MGB-Central
Office and
Regional
Offices

1 Annual
Procurement
Plan

1 Annual
Procurement
Plan endorsed
to OSEC
(Budget
Division) within
prescribed time

MGB-Central
Office and
Regional
Offices

1 Updated
Citizens
Charter

1 Updated
Citizens
Charter posted
on time

MGB-Central
Office and
Regional
Offices

1 OPCR

39

MGB-Central
Office and
Regional
Offices

Budget utilization

Submission of
Financial
Statements to
COA
Clean Up of
Workplace

Percentage of
Transparency
Seal
requirements
updated and
posted on time
Percentage of
budget
utilization

100%
updated
transparency
seal

Percentage of
financial
statements
submitted to
COA
Percentage of
workplace
cleaned up
every last
Friday of the
month

100%
financial
statements
submitted to
COA
100%
implementation of 3Rs
(Reduce,
Re-use,
Recycle/
ESW)

90%
Budget
utilization

Percentage of
Transparency
Seal
requirements
updated and
posted on time
90% budget
utilization
100% of
financial
statements
submitted to
COA
100% of
workplace
cleaned up
every last
Friday of the
month

NATIONAL MAPPING AND RESOURCE INFORMATION AUTHORITY

MFO 1 PROVISION OF MAPPING SERVICES
Topographic
Number of
43 large-scale 43 topographic
Base Mapping
topographic
maps
maps produced
and Geodetic
maps produced (1:10,000
in accordance
Surveys
in accordance
scale)
with ISO 9001with ISO 90012008
2008
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Preparation of
Number of
1 Annual
1 Annual Work
Annual Work and annual work
Work and
and financial
Financial Plans
and financial
Financial Plan plan compliant
plans
to DBM
compliant to
requirements
DBM
submitted to
requirements
OSEC (USEC
submitted to
for Policy and
OSEC (USEC
Planning) within
for Policy and
prescribed time
Planning) within
prescribed time
Attendance to
Percentage of
100% %
100% of
Meetings/
meetings/
reports
meetings/
Workshops/
workshops/
submitted on
workshops/
Conferences
conferences
conferences/
conferences
with reports
workshops
with reports
submitted to
attended
submitted to
OSEC (USEC
OSEC (USEC
for Field
for Field
Operations)
Operations)
-local (inter-local (inter40

MGB-Central
Office and
Regional
Offices
MGB-Central
Office and
Regional
Offices
MGB-Central
Office and
Regional
Offices
MGB-Central
Office and
Regional
Offices

Office of the
Administrator
Divisions
concerned

Office of the
Administrator
All Divisions

Office of the
Administrator
All Divisions

agency) within
7 days
-foreign
meetings/
workshops/
conferences
within 30 days
Learning and
Growth
Actions on
Documents/
Requests
Implementation
of Good
Governance
Condition

Number of HR
intervention per
employee per
year
Percentage of
documents
acted upon
within 2 days
upon receipt
Percentage
compliance to
PhilGEPS
conditions

1 HR
intervention

Percentage
submission of
SALN within the
prescribed time
Percentage
liquidation of
cash advances
within the
prescribed time
Number of
OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
Number of
Annual
Procurement
Plans endorsed
to OSEC
(Budget
Division) within
prescribed time
Number of
Updated
Citizens
Charter posted

100% SALN
submission

100%
documents
acted
100%
compliance

agency) within
7 days
-foreign
meetings/
workshops/
conferences
within 30 days
after
attendance
1 HR
intervention per
employee per
year
100% of
documents
acted upon
within 2 days
upon receipt
100%
compliance to
PhilGEPS
conditions

Office of the
Administrator
All Divisions
Office of the
Administrator
All Divisions
Office of the
Administrator
All Divisions

100%
submission of
SALN within the
prescribed time
100%
liquidation of
cash advances
within the
prescribed time
1 OPCR based
on Approved
SPMS
Guidelines
submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time

Office of the
Administrator
All Divisions

1 Annual
Procurement
Plan

1 Annual
Procurement
Plan endorsed
to OSEC
(Budget
Division) within
prescribed time

Office of the
Administrator
All Divisions

1 Updated
Citizens
Charter

1 Updated
Citizens
Charter posted
on time

Office of the
Administrator
Divisions
concerned

100% cash
advances
liquidation
1 OPCR

41

Office of the
Administrator
All Divisions
Office of the
Administrator
All Divisions

Budget utilization

Submission of
Financial
Statements to
COA
Data
Management
Clean Up of
Workplace

on time
Percentage of
Transparency
Seal
requirements
updated and
posted on time
Percentage of
budget
utilization

100%
updated
transparency
seal
90% budget
utilization

100% of
Transparency
Seal
requirements
updated and
posted on time
90% budget
utilization

Percentage of
financial
statements
submitted to
COA
Number of
databases
100% functional

100%
financial
statements
submitted to
COA
2 databases

100% of
financial
statements
submitted to
COA
2 databases
100% functional

Percentage of
workplace
cleaned up
every last
Friday of the
month

100%
implementation of 3Rs
(Reduce,
Re-use,
Recycle/
ESW)

100% of
workplace
cleaned up
every last
Friday of the
month

NATIONAL WATER RESOURCES BOARD

MFO 1 WATER SECTOR MANAGEMENT POLICY SERVICES
Evaluation,
Number of
1 Annual
1 Annual Work
Integration and
annual work
Work and
and financial
Coordination of
and financial
Financial Plan plan compliant
Water Resources plans
to DBM
Plans and
compliant to
requirements
Programs
DBM
submitted to
requirements
OSEC (USEC
submitted to
for Policy and
OSEC (USEC
Planning) within
for Policy and
prescribed time
Planning) within
prescribed time
MFO 2 WATER REGULATION SERVICES
Processing,
Number of
600 water
600 water
Adjudicating and water permit
permit
permit
Granting of
applications
applications
applications
Water Rights and acted upon
acted upon
Waterworks
based on the
based on the
Franchises
IRR of the
IRR of the
Water Code of
Water Code of
the Philippines
the Philippines
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to
Percentage of
100% %
100% of
Meetings/
meetings/
reports
meetings/
42

Office of the
Administrator
Divisions
concerned
Office of the
Administrator
Divisions
concerned
Office of the
Administrator
Divisions
concerned
Office of the
Administrator
Divisions
concerned
Office of the
Administrator
Divisions
concerned

Office of the
Executive
Director/
Deputy
Executive
Director
All divisions

Office of the
Executive
Director/
Deputy
Executive
Director
Concerned
division/s
Office of the
Executive

Workshops/
Conferences

workshops/
conferences
with reports
submitted to
OSEC (USEC
for Field
Operations)
-local (interagency) within
7 days
-foreign
meetings/
workshops/
conferences
within 30 days

submitted on
conferences/
workshops
attended

Learning and
Growth

Number of HR
intervention per
employee per
year

1 HR
intervention

Actions on
Documents/
Requests

Percentage of
documents
acted upon
within 2 days
upon receipt

100%
documents
acted

100% of
documents
acted upon
within 2 days
upon receipt

Implementation
of Good
Governance
Condition

Percentage
compliance to
PhilGEPS
conditions

100%
compliance

100%
compliance to
PhilGEPS
conditions

Percentage
submission of
SALN within the
prescribed time

100% SALN
submission

100%
submission of
SALN within the
prescribed time

Percentage
liquidation of
cash advances
within the
prescribed time

100%
liquidation of
cash advance

100%
liquidation of
cash advances
within the
prescribed time

Number of
OPCR based
on Approved
SPMS
Guidelines

1 OPCR

1 OPCR based
on Approved
SPMS
Guidelines
submitted to

43

workshops/
conferences
with reports
submitted to
OSEC (USEC
for Field
Operations)
-local (interagency) within
7 days
-foreign
meetings/
workshops/
conferences
within 30 days
after
attendance
1 HR
intervention per
employee per
year

Director/
Deputy
Executive
Director

Office of the
Executive
Director/
Deputy
Executive
Director
Office of the
Executive
Director/
Deputy
Executive
Director
Office of the
Executive
Director/
Deputy
Executive
Director
All divisions
Office of the
Executive
Director/
Deputy
Executive
Director
All divisions
Office of the
Executive
Director/
Deputy
Executive
Director
All divisions
Office of the
Executive
Director/
Deputy
Executive

submitted to
OSEC (USEC
for Policy and
Planning) within
prescribed time
Number of
Annual
Procurement
Plans endorsed
to OSEC
(Budget
Division) within
prescribed time
Number of
Updated
Citizens
Charter posted
on time

OSEC (USEC
for Policy and
Planning) within
prescribed time

Director
All divisions

1 Annual
Procurement
Plan

1 Annual
Procurement
Plan endorsed
to OSEC
(Budget
Division) within
prescribed time

Office of the
Executive
Director/
Deputy
Executive
Director
All divisions

1 Updated
Citizens
Charter

1 Updated
Citizens
Charter posted
on time

Percentage of
Transparency
Seal
requirements
updated and
posted on time

100%
updated
transparency
seal

100% of
Transparency
Seal
requirements
updated and
posted on time

Budget utilization

Percentage of
budget
utilization

90% budget
utilization

90% budget
utilization

Submission of
Financial
Statements to
COA

Percentage of
financial
statements
submitted to
COA

100%
financial
statements
submitted to
COA

100% of
financial
statements
submitted to
COA

Clean Up of
Workplace

Percentage of
workplace
cleaned up
every last
Friday of the
month

100%
implementation of 3Rs
(Reduce,
Re-use,
Recycle/
ESW)

100% of
workplace
cleaned up
every last
Friday of the
month

Office of the
Executive
Director/
Deputy
Executive
Director
Concerned
division/s
Office of the
Executive
Director/
Deputy
Executive
Director
Concerned
divisions
Office of the
Executive
Director/
Deputy
Executive
Director
All divisions
Office of the
Executive
Director/
Deputy
Executive
Director
Concerned
divisions
Office of the
Executive
Director/
Deputy
Executive
Director
Concerned
divisions

PALAWAN COUNCIL FOR SUSTAINABLE DEVELOPMENT

44

MFO 1 PALAWAN SUSTAINABLE DEVELOPMENT POLICY SERVICES

Formulation and Number of
1 Annual
1 Annual Work
Office of the
Coordination of
annual work
Work and
and financial
Executive
Plans, Policies
and financial
Financial Plan plan compliant Director
and Programs on plans
to DBM
Concerned
the
compliant to
requirements
division/s
Environmental
DBM
submitted to
Protection,
requirements
OSEC (USEC
Conservation
submitted to
for Policy and
and
OSEC (USEC
Planning) within
Development of
for Policy and
prescribed time
Palawan
Planning) within
prescribed time
Learning and
Number of HR
1 HR
1 HR
Office of the
Growth
intervention per intervention
intervention per Executive
employee per
employee per
Director
year
year
Concerned
division/s
Actions on
Percentage of
100%
100% of
Office of the
Documents/
documents
documents
documents
Executive
Requests
acted upon
acted
acted upon
Director
within 2 days
within 2 days
Concerned
upon receipt
upon receipt
division/s
Implementation
Percentage
100%
100%
Office of the
of Good
compliance to
compliance
compliance to
Executive
Governance
PhilGEPS
PhilGEPS
Director
Condition
conditions
conditions
Concerned
division/s
Percentage
100% SALN
100%
Office of the
submission of
submission
submission of
Executive
SALN within the
SALN within the Director
prescribed time
prescribed time Concerned
division/s
Percentage
100%
100%
Office of the
liquidation of
liquidation of
liquidation of
Executive
cash advances
cash advance cash advances
Director
within the
within the
Concerned
prescribed time
prescribed time division/s
Number of
1 OPCR
1 OPCR based Office of the
OPCR based
on Approved
Executive
on Approved
SPMS
Director
SPMS
Guidelines
Concerned
Guidelines
submitted to
division/s
submitted to
OSEC (USEC
OSEC (USEC
for Policy and
for Policy and
Planning) within
Planning) within
prescribed time
prescribed time
Number of
1 Annual
1 Annual
Office of the
Annual
Procurement
Procurement
Executive
Procurement
Plan
Plan endorsed Director
Plans endorsed
to OSEC
Concerned
to OSEC
(Budget
division/s
(Budget
Division) within
45

Division) within
prescribed time
Number of
Updated
Citizens
Charter posted
on time

Budget utilization

Submission of
Financial
Statements to
COA
Clean Up of
Workplace

prescribed time
1 Updated
Citizens
Charter

1 Updated
Citizens
Charter posted
on time

Office of the
Executive
Director
Concerned
division/s

Percentage of
Transparency
Seal
requirements
updated and
posted on time
Percentage of
budget
utilization

100%
updated
transparency
seal

100% of
Transparency
Seal
requirements
updated and
posted on time
90% budget
utilization

Office of the
Executive
Director
Concerned
division/s

Percentage of
financial
statements
submitted to
COA
Percentage of
workplace
cleaned up
every last
Friday of the
month

100%
financial
statements
submitted to
COA
100%
implementation of 3Rs
(Reduce,
Re-use,
Recycle/
ESW)

90% budget
utilization

100% of
financial
statements
submitted to
COA
100% of
workplace
cleaned up
every last
Friday of the
month

Office of the
Executive
Director
Concerned
division/s
Office of the
Executive
Director
Concerned
division/s
Office of the
Executive
Director/
Concerned
divisions

Annex H
Office Performance Commitment and Review Form
DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR)
I, _______________________________________, 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 __________________ to __________________________________.__.
___________________
Head of Office
Date: ____________________
Approved By:
Secretary

Date

46

<Name of Agency Head>

Head of Agency
5.0
- Outstanding
4.0 4.99 - Very Satisfactory
3.0 3.99 - Satisfactory
2.0 2.99 Unsatisfactory
1.0 1.99 - Poor

OUTPUT

PERFORMANCE
INDICATORS
( TARGETS +
MEASURES )

Allotted
Budget

Division/
Individuals
Accountable

Actual
Accomplishments

Rating

Q1

E2

T3

Remarks

A4

Average Rating
Category

Output

Total Overall Rating

Final Average Rating
Adjectival Rating

Rating

`
Very Satisfactory

Assessed by:

Final Rating:
Date

Planning Office
Legend:

1-Quantity

PMT
2-Efficiency

Date

Date

3-Timeliness

Head of Agency
4- Average

Annex I
Performance Monitoring and Coaching Journal
1st
2nd
3rd
4th

Name of Division ______________________________________

Division Chief _________________________________________
47

Q
u
a
r
t
e
r

Number of Personnel in the Division _______________________

Mechanism/s
Meeting
One-onGroup
One

Activity

Memo

Others
(Pls.
Specify)

Remarks

Monitoring

Coaching

Please indicate the date in the appropriate box when the monitoring was
conducted.
Conducted by:

Date:

Noted by:

Immediate Supervisor

Date:

Head of Office

Annex J
Performance Rewarding and Development
(Tracking Tool for Monitoring Targets Template)
Major
Final
Outp
ut

Task Status
Tasks

Assigned
to

Duration

48

Week
1

Week
2

Week 3

Week
4

Remarks

Annex K
Performance Rewarding and Development
(Tracking Tool for Monitoring Assignments Template)
Performance Monitoring Form
Task ID
No.

Subject

Docum
ent No.
or Task
No. if
Taken
from

Subject Area of
the Task or the
Signatory of the
Document and
Subject Area

Action
Officer

Output

49

Date
Assigned

Date
Accomplished

Date the
task was
assigned
to the
drafter

Date the Output

was approved
by the approver

Remarks

WFP

Annex L
Summary List of Individual Performance Ratings
Agency: _____________________
Performance
Assessment:____________________________
Rating
Numerical

50

Adjectival

No. of Employees:
Average ratings of
staff:
Rating
Numerical

Adjectival

No. of Employees:
Average ratings of
staff:
Rating
Numerical

Adjectival

No. of Employees:
Average ratings of
staff:
Finance and
Administrative Division
(FAD)

Rating
Numerical

Adjectival

No. of Employees:
Average ratings of
staff:
Annex M
Performance Rewarding and Development
Professional Development Plan
Date:
Target Date
Review Date
Achieved Date
51

Aim
Objective

Task

Next Step

Comments

ACRONYMS OF TERMS

52

CENRO
DENR
DPCR
ERDB
FMB
HR
IPCR
IPE
IS
LMB
M&E
MFO
NAMRIA
NWRB
OPCR
OPES
OPIF
PCSD
PDP
PENRO
PMED
PMG
PMS
PMT
PPD
PPO
PPS
PRAISE
RED
RD
RTD
SLIPR
SPMS

Community Environment and Natural Resources Officer

Department of Environment and Natural Resources
Division Performance Commitment and Review
Ecosystems Research and Development Bureau
Forest Management Bureau
Human Resource
Individual Performance Commitment and Review
Individual Performance Evaluation
Information System
Land Management Bureau
Monitoring and Evaluation
Major Final Output
National Mapping and Resource Information Authority
National Water Resources Board
Office Performance Commitment and Review
Office Performance Evaluation System
Organizational Performance Indicator Framework
Palawan Council for Sustainable Development
Philippine Development Plan
Provincial Environment and Natural Resources Officer
Program Monitoring and Evaluation Division
Performance Management Group
Performance Management System
Performance Management Team
Planning and Programming Division
Planning and Policy Office
Planning and Policy Service
Program on Awards and Incentives for Service Excellence
Regional Executive Director
Regional Director
Regional Technical Director
Summary List of Individual Performance Ratings
Strategic Performance Management System

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