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STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM (SPMS)


March 20. 2014 (1:30 5:00PM)

SPMS TABLE OF OUTPUTS


(Stage 1 Planning & Setting of Targets)

TABLE OF OUTPUTS

Major Final Ouputs


(MFOs)
Outputs
Performance Measures
Performance Targets
Success Indicators
Outcome

PERFORMANCE TARGET
AND RATING FORMS

APPROVED SPMS
of Plaridel WD

TABLE OF
OUTPUTS

OPCR
(Office Performance Commitment
and Review)

DPCR
(Department Performance
Commitment
and Review)

IPCR
(Individual Performance
Commitment & Review)

TABLE OF OUTPUTS (Approved SPMS)


MAJOR
FINAL
OUTPUT
S

1.

OUTPU
TS

PERFORMA
NCE
MEASURES

PERFORMA
NCE
TARGETS

SUCCESS
INDICATORS
(Targets +
Measures)

MFO

2.
OPCR / IPCR
Forms

SUCCESS
INDICAT
ORS
2

OUTCOM
E

TABLE OF OUTPUTS

MFO/OUTPUTS AND SUCCESS


INDICATORS

TABLE OF OUTPUTS (Approved SPMS)


MAJOR
FINAL
OUTPUT
S

1.

OUTPU
TS

PERFORMA
NCE
MEASURES

MFO/PAP

2.

OPCR /DPCR/
IPCR Forms

PERFORMA
NCE
TARGETS

2
SUCCESS
INDICATORS
(Measure +
Target)

SUCCESS
INDICAT
ORS

OUTCOM
E

MAJOR FINAL OUTPUTS


and OUTPUTS

MAJOR FINAL
OUTPUTS
Health Services

OUTPUTS
Maternal & Child Health
Services
(No. of Safe Deliveries Assisted)
Infant & Young Child Feeding
(No. of Feeding Programs
Administered)
Tuberculosis Prevention
(No. of Patients with TB treated)
Dental Services
(No. of Dental Services
Administered)
Pharmacy Services
(Essential Drugs and Medicines
made Available to 5 poor
barangays)

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Agriculture
Services

Seedling Production
Pest Control (area coverage
treated)
Seed Dispersal (No. of
beneficiaries)
Technical Assistance to Farmers
(No. of farmers assisted)

Engineering
Services

Adequate Infrastructure
Facilities
(Road construction, School
Buildings)
public toilets constructed
(No. of public toilets
provided/constructed)
Construction of Sewerage

Sanitation
Services
Sewerage

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Disaster Risk
Management
Public Service
Delivery
Solid Waste
Management
Social Services

Lives saved due to an


operational Disaster Plan and
Hazard Map
Fast and appropriate delivery
of services
Management of solid wastes
Case Studies conducted
Certificate of Indigency
issued
Disaster Relief assistance
provided
Assistance in crisis situations
provided

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Employment
Services

Job seekers referred and


placed

Tourism Services

No. of Tourists/Visitors

Assessment
Services

Tax declarations
Certifications
Physical survey reports
Inventory of real property

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Treasury
Services

Official Receipts
Collection Reports
Disbursement Reports
Inspection Reports
Inventory Report on Delinquent
Taxpayers
Real Property Tax Clearance
Certificate of No Tax Liability

Legislative
Services

Resolutions
Ordinances

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Accounting

Financial reports
Certification of Fund Availability
Vouchers
Payroll
Bank Reconciliation Report
Remittance
Certificate of No Tax Liability

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Human
Resource
Management
Services

Appointments
Leave Records
Records Maintained
Personnel Reports
Inventory of Government
Personnel
HR Plan

Librarian
Services

Mobile Library

MAJOR FINAL OUTPUTS (MFOs) for LGUs

General
Services

Inventory of Supplies; APP


Inventory & Inspection Report
for Disposable Property
Stockpiling, storage and
safekeeping of supplies
Maintenance of buildings and
grounds
Maintenance and repair of
equipment
Motorpool transport services

SUCCESS INDICATORS
(Targets + Measures)

SUCCESS INDICATORS

Success Indicators refers to the


characteristics, property or attribute of
achievements, accomplishments or
effectiveness in the fulfillment of work
plans for the year.
These shall consist of performance
targets + performance measures.

SPMS KEY PLAYERS AND THEIR RESPONSIBILITIES

Civil Service Commission


Strategic Performance
Management System

WHO WILL ESTABLISH/IMPLEMENT THE SPMS


IN YOUR AGENCY?
The Performance Management Team (PMT will
spearhead the establishment of the SPMS in
the agency. The PMT shall be composed of the
following:
1. Executive Official designated as Chairperson
2. Highest HRM Officer
3. Highest HRD Officer
4. Highest Planning Officer
5. Highest Finance Officer
6. President of the accredited employee
association

SPMS CHAMPION (Head of Agency or


Mayor)
1. Together with PMT, the SPMS Chairperson is
responsible and accountable for the
establishment and implementation of the
SPMS.
2. Sets and determines agency performance
targets/goals/objectives and performance
measures.
4. Approves Office Performance Commitment
and Review (OPCR).
5. Assesses performance of offices
(Performance of each Departments).

PMT
1. Sets consultation meetings with all Heads of
Offices (Departments) to discuss the OPCR
system and tools.
2. Ensures that office performance
management targets, measures, and budget
are aligned with goals of the agency.
3. Recommends approval of office performance
rating system and tools.
4. Acts as appeals body and final arbiter.
5. Identifies potential top performers for
awards.
6. Adopts its own internal rules, procedures,
and strategies to carry out nits
responsibilities.

Planning Office
1. Function as the PMT Secretariat.
2. Monitors submission of Office Performance
Commitment and Rating form (OPCR) and
schedule the review and evaluation by the
PMT.
3. Consolidates, reviews, validates, and
evaluates the initial performance
assessment based on accomplishment
reported against success indicators and
budget against actual expenses.
4. Conducts an agency performance planning
and review conference annually.
5. Provides each office (Departments) with the
final office assessment or rating as basis in
the assessment of individual employees.

Human Resource Management Office (HRMO)


1. Monitors submission of Individual
Performance Commitment and Review (IPCR)
form.
2. Reviews the summary list of individual
performance rating.
3. Provides analytical data on retention,
skills/competency gaps, and talent
development plan.
4. Coordinates developmental interventions
that will form part of the HR Plan.

1.
2.
3.
4.
5.
6.
7.

8.

Head of Office (Department Heads)


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 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
1. Assumes joint responsibility for performance
management in his/her office.
2. Rationalizes distribution of targets and tasks
to his/her subordinates.
3. Monitors closely the status of performance of
subordinates.
4. Assesses individual employees performance.
5. Recommends developmental interventions.

Individual Employee

1 Acts as partners of
. management and coemployees in meeting
organizational performance
goals.

Uses of Performance Ratings

Civil Service Commission


Strategic Performance
Management System

Uses of Performance Ratings

PerformanceBased
Security of Tenure

Grant of Rewards
and Incentives
Civil Service Commission
Strategic Performance
Management System

Basis for
Personnel
Actions

TEAM
APPROACH
IN SPMS

Individual
Performance

Organizational
Performance

Division /
Department
1 Construction and
Maintenance

8.3

2 Customer
Accounts

8.9

4 Admin / Finance

8.7

TOTAL AVERAGE
RATING:
Organization
:

Rating

8.63
8.6

Division /
Department
1 Construction and
Maintenance

8.3

2 Customer
Accounts

8.9

4 Admin / Finance

8.7

TOTAL AVERAGE
RATING:
Organization
:

Rating

8.63
8.6

Individual Rating
(Construction &
Maintenance)
1 Sunshine Cruz

7.9

2 Juan Tiyaga

8.9

4 Sam Milby

8.5

TOTAL AVERAGE
RATING:
Division/Unit
:

Rating

8.4
8.63
3

Individual Rating

Rating

(Construction &
Maintenance)

1 Sunshine Cruz

8.9

2 Juan Tiyaga

8.5

4 Sam Milby

8.9

TOTAL AVERAGE
RATING:
Division/Unit
:

8.63
8.7

SPMS RATING FORMS


OPCR and IPCR

Civil Service Commission


Strategic Performance
Management System

RATING SCALE FOR QUANTITY


(Targets + Measures)

General Rating Scale (Quantity/Efficiency)

Rating
Numeri Adjectival
cal
5
4
3
2

Description

Outstandi
130% and above
ng
meeting the
success indicators
Very
100.01% to 129.99% of
Satisfacto the success
ry
indicators
Satisfacto
90% to 100% of the
ry
success
indicators
Unsatisfac
70% to 89.99% of the
tory
success

General Rating Scale Efficiency


ER

= Number of requests acted upon


x 100%
Number of requests
received/targeted

General Rating Scale Quantity

EXCEEDED TARGET
ER = 65 x 100% = 1.3 x 100% =
130 =
5
50
MISSED THE
outstanding
TARGET
ER = 43 x 100% = 0.86 x 100% =
86 =
2
50
MET THE
TARGET
unsatisfactory
ER = 50 x 100% = 0.86 x 100% =
100 =
3
50

RATING SCALE FOR TIMELINESS


(Targets + Measures)

Rating Scale (Quantity)


Rating

Description

Numerical

Adjectival

Outstanding

Performance exceeded expectations by 30% and above of the

planned targets
4

Very
Satisfactory

Performance exceeded expectations by 15% to 29% of the


planned targets.

Satisfactory

Performance met 90% to 114% of the planned targets. However, if


it involves deadlines required by law, it should be 100% of the planned
targets

Unsatisfactory Performance only met 51% to 89% of the planned targets and
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.
Poor

Performance failed to deliver most of the targets by 50% and


below.
Civil Service Commission
Strategic Performance
Management System

FORMULA FOR TIMELINESS


TR

= target day/deadline no. of days


accomplished x 100%
target/deadline

ACCOMPLISHED BEFORE THE


DEADLINE

TR
= 80 days 60 days before deadline
100% = 25% = 4
80 days
VS

FORMULA FOR TIMELINESS


TR

= actual days accomplished target


day/deadline
x 100%
target/deadline

ACCOMPLISHED AFTER THE


DEADLINE

TR
= 85 days accomplished 80 days
100% = 62% =
2
80 days
US

SPMS Rating Period

Civil Service Commission


Strategic Performance
Management System

Rating Period

erformance evaluation shall be done


Semi-Annually

he minimum appraisal period is at least


ninety (90) calendar days or three (3) months

he maximum appraisal period is not longer


han one (1) calendar year
Civil Service Commission
Strategic Performance
Management System

SPMS IMPLEMENTATION

Civil Service Commission


Strategic Performance
Management System

Agency Implementation
Constitute a Performance Management Team

Review existing Performance Evaluation System

mend, Enhance or Develop Agency Strategic Performance Syste


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
Civil Service Commission

Individual Performance
Rating
Reports
Strategic Performance
Management System

Submission of Agency SPMS to CSC

Civil Service Commission


Strategic Performance
Management System

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

Sanctions

Civil Service Commission


Strategic Performance
Management System

Sanctions

ubmission of :

e Office Performance Commitment and Rating Form to the PMT


ividual Employees Performance Commitment and Rating Form to
e HRM Office

n the specified dates will be ground for:

ployees disqualification for performance-based personnel actions

ministrative sanction for violation of reasonable office rules and


gulations and simple neglect of duty for supervisors or employees
sponsible for delay or non-submission of the office and individual
erformance commitment and rating report
Civil Service Commission
Strategic Performance
Management System

Appeals

Civil Service Commission


Strategic Performance
Management System

Appeals

n Office/Unit or individual employee can file an appeal


with the PMT within ten (10) days from the date of receipt
f their performance evaluation rating

he PMT shall decide on the appeals within one (1) month


rom receipt.

fficials or employees who are separated from the service


n the basis of Unsatisfactory or Poor performance rating
an appeal their separation to the CSC or its Regional Office
within fifteen (15) days from receipt of the order or
otice of separation.
Civil Service Commission
Strategic Performance
Management System

What to Submit to CSC?

Civil Service Commission


Strategic Performance
Management System

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

1. OBJECTIVE
2. BASIC ELEMENTS:
The following are the basic elements of the NAME
OF AGENCY SPMS:
4.
KEY PLAYERS (PMT Composition and their
Names/Designations/Duties & Responsibilities)
5. PERFORMANCE MANAGEMENT CYCLE
6. SPMS RATING PERIOD
7. SPMS RATING SCALE
8. SPMS Initiation/Implementation (SPMS Calendar)
9. USES OF PERFORMANCE RATINGS
10.SANCTIONS
11.APPEALS
12.FORMS (Attached)
13.TABLE OF OUTPUTS
Civil Service Commission
Strategic Performance
Management System

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

1. OBJECTIVE
2. BASIC ELEMENTS:
The following are the basic elements of the NAME
OF AGENCY SPMS:
4.
KEY PLAYERS (PMT Composition and their
Names/Designations/Duties & Responsibilities)
5. PERFORMANCE MANAGEMENT CYCLE
6. SPMS RATING PERIOD (CSC MC 13, s.1999 & MC
06, s.2012)
7. SPMS RATING SCALE (CSC MC 13, s.1999 & MC 06,
s.2012)
8. SPMS Initiation/Implementation (SPMS Calendar)
9. USES OF PERFORMANCE RATINGS
10.SANCTIONS
11.APPEALS
12.FORMS (Attached)
Civil Service Commission
13.TABLE OF OUTPUTS
Strategic Performance
Management System

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

5. SPMS RATING PERIOD (CSC MC 13, s.1999 &


MC 06, s.2012)
Performance shall be done semi-annually.
However, minimum Appraisal period at least 90
Calendar Days or 3 Months while the maximum
period is not longer than 1 calendar year
6.

SPMS RATING SCALE (CSC MC 13, s.1999 &


MC 06, s.2012)

Civil Service Commission


Strategic Performance
Management System

SPMS CALENDAR
(Initiation and Implementation)

SPMS CALENDAR (Initiation and Implementation)


Activi
ty

Schedule

Submit
to

Ja
n

Feb Ma
r

Apr

Ma
y

Ju
n

Jul

Aug

Se
p

Oct

1. Performance Planning & Commitment


OPCR
Revie
w

PMT

IPCR

Head
of
Agenc
y

5th

5t
h

2. Peformance Monitoring and Coaching


Gov

Per semester

Dept
Head

Per Quarter

Secti
on
Head

Per Month

Indvl
Staff

Per Month
Civil Service Commission
Strategic Performance
Management System

No
v

Dec

SPMS CALENDAR (Initiation and Implementation)


Activi
ty

Submit
to

Schedule
Ja
n

Feb Ma
r

Apr

Ma
y

Ju
n

Jul

Aug

Se
p

Oct

No
v

Dec

3. Performance Review and Feedback


Annu
al
Perf
Revie
w

PPDP

IPCR

Dept
Head

Head
s of
Ofc
Subm
its
IPCR

PPDO/
PMT

15t
h

25th

25th
EO
Mo

EO
Mo

4. Performance Rewarding and Development Planning


PMT
to
Subm
it Top
perfo
rmer
s

Gov/
Mayor/
GM

15t
h
Civil Service Commission
Strategic Performance
Management System

Thank you !!!