SPMS Powerpoint

STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
(spms)
May 2012
Civil Service Commission – Strategic Performance Management System
As the central personnel agency,
it is the responsibility
of the CSC to establish a
culture of performance
and
accountability
in the bureaucracy.
Among its other functions, the CSC has to

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

employee performance.
Other Legal Bases
and Basic Tenet of the Policy
 Establishment of Performance Evaluation System
(Section 33, Chapter 5, Book V of Executive Order No. 292)
 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

CSC maintains its vision of a
Civil Service ...
 Governed by merit and fitness
 Respected for its efficiency, effectiveness, and integrity
 Compensated based on rational, realistic and uniform

parameters
 Recognized for its own identity, autonomy and expertise
 Motivated by service and committed to a mission marked by

transparency and accountability

Why focus on
PERFORMANCE?
•An organization succeeds/fails based on the attainment of
GOALS
•The most important determinant of success lies in the

PERFORMANCE of personnel
•When people do not perform, an organization fails:

Private sector : No profit = Bankruptcy
GOVERNMENT : NO SERVICE = NO EFFECT (?)

Performance Performance
Evaluation Management

The following framework represents the paradigm shift
under the Strategic Performance Management System (SPMS):
Area Paradigm Shift
From To
Perspective Evaluation Management
Focus Activities/Inputs Outputs and outcomes
Indicators Performance indicators (e.g., Success indicators (e.g.,

no. of appointments response time)
processed)
Performance Focus on individual Align individual to
alignment (competition) office/organization
(teamwork and
collaboration)
Role of Supervisor Evaluator Coach/mentor

What is Performance Management System?
 ...is a set of processes for establishing a shared

understanding of:
1. WHAT WILL BE ACHIEVED (goals),
2. HOW IT WILL BE ACHIEVED, and
3. 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

The PMS-OPES Implementation
(CSC Story and Bureaucracy)
The PMS-OPES was initially conceptualized in 2004 to focus
on performance because of the need for pubic accountability,
rewards and recognition based on performance and good
governance
In 2005, it was pilot-tested in CSC Central Office and

CSC Regional Offices and Field Offices
In March 2006, pilot testing in other government agencies

were conducted (officially started on April 10, 2006 and ended
on December 31, 2006)
The CSC through CSC MC No. 07, s. 2007 (CSC Resolution

No. 070733 dated April 11, 2007) rolled out PMS-OPES to
the bureaucracy

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)
• 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”

Performance-Based Incentive Scheme
Personnel and
Well Performing
Organizational
Institutions
Performance
Exemplary
Civil
Servant

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
performance
Linked with
organizational
performance
Enhancing performance
orientation of the
compensation system
CSC Vision, Strategic Objectives
Vision: Asia’s 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)”
• 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.”

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

Corporations
Scope and Coverage
Second Level-
Executive/ Managerial
Second Level-
Professional/Technical
First Level

Objectives
1
Concretize the linkage of organization performance with the
Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework
2
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
3
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
4. Rating Period
PMS Cycle
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

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

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

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 staff
• Reviews and approves individual performance
commitment and rating form
• Submits quarterly accomplishment report
• Does initial assessment of office’s performance
• Determines final assessment of individual
employees’ performance level
• Informs employees of the final rating and
identifies necessary interventions to employees
• Provides written notice to subordinates who
obtain Unsatisfactory or Poor rating

Division Chief
• Assumes joint responsibility with the Head of

Office in attaining performance targets
• Rationalizes distribution of targets/tasks
• Monitors closely the status of performance of

subordinates
• Assesses individual employees’ performance
• Recommends developmental intervention

Employees
• Acts as partners of management and

co-employees in meeting organizational
performance goals

Performance Management System
Cycle
erformance Rewarding
Performance Planning
and Commitment
d Development Planning
Performance
Performance Review Monito
and Coaching
and Evaluation
PMS Cycle
Performance Planning and Commitment
• Head of Office meeting with supervisors and staff to agree on the

outputs that should be accomplished
• Success indicators are determined.

• Targets shall take into account any combination of, or all of the
following:
• Historical data
• Benchmarking
• Client demand
• OPES Reference Table
• Top Management instruction
• Future Trend
Performance measures …
Delivery /
Agency mandate Client Satisfaction

based on
requirements
done on of law and/or
time clients
/stakeholders
•project completion deadlines;
•time management skills; and
•other time sensitive expectations
Resource Requirements
• Budget per expense account
• Responsibility centers

PMS Cycle
Performance Monitoring and Coaching
• Performance of Offices and every individual shall be regularly monitored

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

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

PMS Cycle
Performance Review and Evaluation
• Assesses both Office and individual employee’s performance level based

on performance targets and measures as approved
• Results of assessment of Office and individual performance shall be

impartial

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

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

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

Unsatisfactory or Poor ratings

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

Uses of Performance Ratings
Performance-Based Grant of Rewards Basis for Personnel

Security of Tenure and Incentives Actions

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

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

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

Appeals
a. An Office/Unit or individual employee can file an appeal with the PMT

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

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

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

the CSC Regional / Field Office concerned on the development,
implementation or refinement of their Agency SPMS.
 Transition Plan ( PMS-OPES to SPMS)
 internal training/orientation workshop
 Commitment / Work Program

 target and measures
 strategic priorities
CSC Roadmap
 Identifying success indicators
 Performance assessment
 SPMS Refinement Session
Aspects PMS-OPES SPMS
Objectives  
Cycle  
Key Players MDT PMT
Calibration Team
Basic Elements Measures the collective performance Goal aligned to agency mandate and
/Features of an office organizational priorities
Focuses on activities/ inputs Outputs/outcomes based
Uses a standard unit of measure (point Team-approach to performance
system) management
Allows comparison of performance User-friendly forms
across offices or function Information system that supports
Applies to smallest output producing monitoring and evaluation
units Communication plan
Indicators Performance indicator Success indicator
(based on target points performance measures (quality,
Depending on the number of people in a efficiency and timeliness) and
division/office) performance targets(based on agency
strategic plan, road map, MFOs in the
OPIF, etc))
Forms Performance Contract Office Performance Commitment and
(Division/Office) Review Form (OPCR) and
Individual Performance Contract Individual Performance Commitment and
Review Form (IPCR)
Cascading Philosophy: Cascading Approach
Initiation:
Strategy
Map
1 and
Enterprise
Scorecard
Cascading:
Office
Performance
2 and
Commitment
Review
(OPCR)
Cascading:
Individual
3 Performance
and
Commitment
Review
(IPCR)
(Enterprise Scorecard -> OPCR)
L
L
Owne
E
Perspective Objectives Measures A Base 2011 2012 2013 2015
r
A
G
D
10% 20% 40%
Commission
Recognized as a Center 1 Percentage of agencies accredited under the Enhanced PMAAP N/A N/A (211) (422) (844)
A for Excellence
STAKEHOLDERS
2 CSC Client Satisfaction Rating (CSC frontline services) N/A S VS VS E
3 Percentage of assisted agencies which failed in ARTA-RCS N/A 60% 80% 90% 100%
Commission
High performing,
4 Percentage of agencies with HR Plan N/A N/A 20% 30% 50%
B competent , and credible
civil servants Percentage of agencies with functional Strategic Performance Management System
.66% 25% 35% 60%
5 (SPMS) 0
(14) (527) (738) (1265)
25% of agencies with

functional SPMS by EO
2012
( OPCR -> IPCR)
25% of agencies with

functional SPMS by EO
2012
Orientation conducted
to 25% of agencies by
EO June 2012
Workshop no. 1 30
1. Refer to the following documents:
– Agency Vision/ Mission Statement
– Agency Road Map
2. Identify Performance Success

Indicators for Office

Sample
Vision,
Mission and
Strategic Plan

VISION
Huwarang Bayan na pinagpala, maipagmamalaki
kahit saan at kahit kanino man.
Bayang maunlad, mapayapa, at mayaman sa

Kalikasan na may mamamayang maka-Diyos,
maka-Tao, masigasig at may malinis puso at
kaisipan.
Sulong Alfonso
Sulong sa Kaunlaran
at sumabay sa pandaigdigang larangan
MISSION
Maglingkod ng tapat, magalang,
maayos at mabilis na may
pananagutan, pagkakaisa, may
pagpapahalaga sa pakikilahok ng
nakararami upang maitaas ang antas
ng kabuhayan, magkakaroon ng
kaayusan, matatag at maunlad na
pamayanan sa isang sistemang hayag
at maparaan na may kababaang loob,
sapat na kakahayan, sipag at tiyaga sa
1 Providing
excellent services
and facilities
2 Building
partnership and
strengthening
linkages
3 Preservation
and rehabilitation
of natural
resources
4 Strengthening
business and
economic
development
5 Ensure efficient
management
of financial
resources
6 Managing
support
mechanism
Workshop no. 1 30
3. Refer to the Office Performance
Indicators
4. Prepare Action Plan for each Office

Performance Indicator

SPMS Worksheet
Agency Vision/ Action Plan
Mission/ Performance
Objective/ Success Due Responsible
Output Activity
Strategic Indicator Date Person
Priority

MAJOR FINAL OUTPUT
CSCRO IV

Workshop no. 1
Presentation
of
Workshop Outputs

Workshop no. 2 30
1. Refer to Output of Workshop no. 1
2. Prepare Office Performance

Commitment and Review Form
(OPCR)

Workshop no. 2 30
1. Refer to Output of Workshop No. 1
(Action Plan)
2. Prepare Individual Performance

Commitment and Review Form (IPCR)

Workshop no. 2
Presentation
of
Workshop Outputs

"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

SPMS Powerpoint

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

SPMS Powerpoint

Transféré par

Droits d'auteur :

Formats disponibles

STRATEGIC PERFORMANCE

Among its other functions, the CSC has to

evaluate and reward

 administered in accordance with rules, regulations and standards

 be administered in such manner as to continually foster the

Civil Service Commission – Strategic Performance Management System

 Respected for its efficiency, effectiveness, and integrity

 Compensated based on rational, realistic and uniform

 Recognized for its own identity, autonomy and expertise

 Motivated by service and committed to a mission marked by

Civil Service Commission – Strategic Performance Management System

•The most important determinant of success lies in the

•When people do not perform, an organization fails:

GOVERNMENT : NO SERVICE = NO EFFECT (?)

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Indicators Performance indicators (e.g., Success indicators (e.g.,

Civil Service Commission – Strategic Performance Management System

 ...is a set of processes for establishing a shared

Civil Service Commission – Strategic Performance Management System

In 2005, it was pilot-tested in CSC Central Office and

In March 2006, pilot testing in other government agencies

The CSC through CSC MC No. 07, s. 2007 (CSC Resolution

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

meritorious performance based on performance

 and/or through length of service.

Civil Service Commission – Strategic Performance Management System

Objective: Develop Competent and

Civil Service Commission – Strategic Performance Management System

• Administrative Order No. 25 dated December 21, 2011

Civil Service Commission – Strategic Performance Management System

Government-Owned & Controlled State Universities and Colleges

Civil Service Commission – Strategic Performance Management System

1. Elements 2. Key Players

5. Rating Scale 6. Calendar

Civil Service Commission – Strategic Performance Management System

Agency Vision, Mission

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Champion PMT Planning Office HRM Office

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Provides each Office with the final Office

Civil Service Commission – Strategic Performance Management System

• Monitors submission of Individual Performance

• Coordinate developmental interventions that

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Assumes joint responsibility with the Head of

• Rationalizes distribution of targets/tasks

• Monitors closely the status of performance of

• Assesses individual employees’ performance

• Recommends developmental intervention

Civil Service Commission – Strategic Performance Management System