Civil Service Commission - Strategic Performance Management System

Civil Service Commission Strategic Performance Management System
STITUTIONAL AND STATUTORY BA

Sec 3 Article IX B- Phil
Constitution
establish a career service
adopt measures to promote morale, efficiency,
integrity, responsiveness, progressiveness, and
courtesy in the civil service
strengthen the rewards & merit system
Integrate hrd programs for all levels & ranks
institutionalize a management climate
conducive to public accountability
Statutory mandate
Other Legal Bases and Basic Tenets of

Performance Management
Book V, Title I, Subtitle

A. Chapter 1, Executive
Order N o. 292
(Administrative Code of 1987)
Sec. 12 Powers and Functions. ...

(3) Promulgate policies, standards and guidelines
for the Civil Service and adopt plans and
programs to promote economical, efficient and
effective personnel administration in the
government
Statutory mandate

(Section 33, Chapter 5, Book V of

Executive Order No. 292)
Establishment of
Performance Evaluation
System
administered in accordance with rules, regulations
and standards promulgated by the Commission for
all officers and employees in the career service
be administered in such manner as to continually
foster the improvement of individual employee
efficiency and organizational effectiveness
Statutory mandate

Administrative Order No. 241 dated October 2, 2008
Mandating the speedy implementation of

RA 9485 otherwise known as the AntiRed Tape Act of 2007 and its
Implementing Rules and Regulations and
Strengthening the Applications thereof
Section 5. INSTITUTION OF PERFORMANCE EVALUATION
SYSTEM BASED ON OUTPUT, Agencies shall institute a
Performance Evaluation System based on objectively measured
outputs and performance of personnel and units, such as the
Performance Management System-Office Performance Evaluation
System developed by the CSC.
Statutory mandate

Joint Resolution No. 4 of the

Congress of the Philippines
(Governing Principles of the Modified Compensation
and Position Classification System and Base Pay
Schedule of the Government)
rmance-based incentive sch

Personnel and
Organizational
Performance
performance
Exemplary
Civil
Servant
reward
Item 1 (d)
a performance-based incentive
scheme which integrates personnel
and organizational performance shall
be established to reward exemplary
civil servants and well performing
institutions
Well Performing
Institutions
Step Increments
An employee may progress from step 1 to step 8 of
the salary grade allocation of his/her position in
recognition of :
meritorious performance based on
performance management system
approved by the CSC
and/or through length of service.
....linking personnel performance

with organizational performance
Ensuring
personnel
performan
ce
Linked with
organizational
performance
Enhancing performance
orientation of the
compensation system
Statutory mandate

Administrative Order No. 25 dated

December 21, 2011
establish a unified and integrated Results-Based
Performance Management System (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.
CSC Vision, Strategic Objectives
Vision:
Asias leading Center for HR and
OD by 2030
Objective:
Develop Competent and Credible Civil
Servants
Measure:
Agencies with operational SPMS
CSC MC No. 6, s. 2012
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)
EGIC PERFORMANCE MANAGEMENT

What is a Performance Management System (PMS)?
...is a set of processes for establishing a shared

understanding of:
1. WHAT WILL BE ACHIEVED (goals)
2. HOW IT WILL BE ACHIEVED (strategies)
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

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 (?)

Paradigm
Shift
Performanc
e
Evaluation
Performance
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
processed)
time)
Performance
alignment
Focus on individual
(competition)
Align individual to
office/organization
(teamwork and
collaboration)
Role of
Supervisor
Evaluator
Coach/mentor
Agency
Vision
SPMS
Individual
Mission
Performance
Strategic Goals
Scope and Coverage

National Government
Agencies
Local Government
Units
Government-Owned & Controlled State Universities and

Corporations
Colleges
Scope and Coverage

Second LevelExecutive/ Managerial
Second LevelProfessional/Technical
First Level
Objectives
1
2
3
Concretize the linkage of organization performance with the

Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
Link performance management
with other Human Resource
Systems and ensure adherence to the
principle of performance-based
tenure and incentive system
Minimum Requirements
1. Elements
2. Key Players
3. Four-Stage
PMS Cycle
4. Rating Period
5. Rating Scale
6. Calendar
Elements
Goal Aligned To
Agency Mandate
Philippine Development Plan
Agency Vision, Mission

Strategic Priorities, OPIF
Performance Goals
Elements
Outputs/
Outcomes-based
Elements
Team approach
Elements
User-friendly
Forms
Elements
Information
System
Elements
Communication
Plan
Enabling Mechanisms
Recruitment System
Identifies competencies
Other attributes for particular
jobs or functional groups
Enabling Mechanisms
Rewards and Incentives

System
performance
reward
Exemplary
Civil
Servant
Enabling Mechanisms
Monitoring and
Coaching Program
Enabling Mechanisms
Change Management
Program
Enabling Mechanisms
Policy Review and

Formulation
Key Players
Champion
PMT
Planning Office
HRM Office
Key Players
Head of Office
Division Chief
Employees
Key Players & Responsibilities

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
Composition of
Performance Management Team
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

Sets consultation meeting of all Heads of Offices
PMT
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

Planning Office
Monitors submission of Office Performance
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

Head of Office
Assumes primary responsibility for performance
management in his/her Office
Conducts strategic planning session with
supervisors and staf
Reviews and approves individual performance
commitment and rating form
Submits quarterly accomplishment report
Does initial assessment of offices 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
Performance Management System

Cycle
Performance Rewarding
and Development Planning
Performance Review
and Evaluation
Performance Planning
and Commitment
Performance Monitoring
and Coaching
System Cycle
1. Performance Planning and Commitment
Head of Office meeting with supervisors and staf to agree on th

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
Cascading Philosophy: Cascading

Approach
1
Initiation:
Strategy
Map
and
Enterprise
Scorecard
Cascading:
Office
Performance
and
Commitment
Review
(OPCR)
Cascading:
Individual
Performance
and
Commitment
Review
(IPCR)

Approach
Perspec
tive
S
T
A
K
E
H
O
L
D
E
R
S
Objectives
Recognized as
a Center for
A
Excellence
High
performing,
B competent ,
and credible
civil servants
O
w
n
e
r
C
o
m
m
i
s
s
i
o
n
C
o
m
m
i
s
s
i
o
n
(Enterprise Scorecard -> OPCR)

Measures
Percentage of agencies accredited under the

Enhanced PMAAP
CSC Client Satisfaction Rating (CSC frontline

services)
Percentage of assisted agencies which failed in

ARTA-RCS
Percentage of agencies with HR Plan
Percentage of agencies with functional Strategic

Performance Management System (SPMS)
25% of agencies with

functional SPMS by EO
2012
L
E
A
D
L
A
G
Base
2011
2012
N/A
N/A
10%
(211)
2
(4
N/A
VS
N/A
60%
80%
N/A
N/A
20%
.66%
(14)
25%
(527)
3
(7

Approach
( OPCR -> IPCR)
25% of agencies with

functional SPMS by EO
2012
Orientation conducted
to 25% of agencies by
EO June 2012
Performance measures
Effectiveness /Quality
=
Efficiency
Timeliness
done on
time
based on
requirements
of law and/or
clients
/stakeholders
project completion deadlines;

time management skills; and
other time sensitive expectations
Resource Requirements
Budget per expense account

Responsibility centers
PMS Cycle. . .
2. Performance Monitoring and Coaching
Performance of Offices and every individual shall be regularly monit

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

should be in place
Supervisors and coaches play a critical role at this stage
PMS Cycle. . .
3. Performance Review and Evaluation
Assesses both Office and individual employees performance level b

on performance targets and measures as approved
Results of assessment of Office and individual performance shall be
impartial
PMS Cycle. . .
4. Performance Rewarding and Development Planning
art of the individual employees evaluation is the competency

assessment vis--vis the competency requirements of the job
esults of the assessment shall be discussed by the Head of Office and

supervisor with the individual employee at the end of each rating period
rofessional development plan must be outlined for employees with

Unsatisfactory or Poor ratings
Rating Period
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 Scale
Rating
Description
Numerical
Adjectival
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
Very Satisfactory Exceeded expectations

All goals, objectives and targets were achieved above standards
Satisfactory
Unsatisfactory
Poor
Met expectations
Most critical annual goals are met
Failed to meet expectations
One or more of the most critical goals were not met
Consistently below expectations
Rating Scale
5 (Outstanding) Performance exceeded
expectations by 30% and
above of planned targets;
4 (Very
- Performance exceeded
Satisfactory) expectations by 15% to
29% of planned targets;
3 (Satisfactory) - Performance met 90%
to
114% of the planned
targets. However, if it
Rating Scale
involves deadlines required
by law, it should be 100%
of the planned targets.
2 (Unsatisfactory) - Performance only met 51%
to 89% of planned targets
& failed to deliver one or
more critical aspects of the
target. However, if it
involves deadlines required
by law, the range of

performance should be
51% to 99% of the
planned targets.
1 (Poor) - Performance failed to
deliver most of the
targets by 50% and
below
Dimensions of Performance
1. Quality or effective performance involves
the following elements:
Acceptability
Completeness
Meeting standards
Client satisfaction
Creativity or innovation
accuracy
2. 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 received
.Optimum use of resources (money,
logistics, office supplies)
3. Timeliness measures if the

targeted deliverable was done within
the scheduled or expected timeframe.
Timely performance involves:
Meeting deadlines as set in the work
plan
Uses of Performance Ratings
Performance-Based
Security of Tenure
Grant of Rewards
and Incentives
Basis for Personnel

Actions
Sanctions
Non-Submission of :
1) The Office Performance Commitment and Rating Form to the PMT
2) Individual Employees Performance Commitment and Rating Form to
the HRM Office
within the specified dates will be ground for:
a. Employees 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
Appeals
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
The PMT shall decide on the appeals within one (1) month from receipt.
Officials or employees who are separated from the service on the basis
of Unsatisfactory or Poor performance rating can appeal their separati
to the CSC or its Regional Office within fifteen (15) days from receipt o
the order or notice of separation.
Agency Implementation
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
Individual Performance Rating 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.
Submission of Agency SPMS
Starting June 2012, Agencies shall be required to submit SPM

to the concerned CSC Regional Office for approval.
By January 2014, all agencies shall have a CSCapproved SPMS.
By 2015, official and employees of agencies without approv

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 developmen
implementation or refinement of their Agency SPMS.
"You are not here merely to make a living.

You are here in order to enable the world to live
more amply, with greater vision, with a finer
spirit of hope and achievement.
You are here to enrich the world, and you
impoverish yourself if you forget the errand."
Woodrow Wilson
Thank you.

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Civil Service Commission Strategic Performance Management System

STITUTIONAL AND STATUTORY BA