STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

Objectives:

By the end of the session, each participants should be able to: Understand and appreciate the concept

behind the SPMS; Craft their respective Office Performance

Commitment and Review (OPCR); and Craft their Individual Performance

Commitment and Review (IPCR).

The SPMS Concept

Individual Performance VS Organizational Goals & Priorities

CGM

Mission/Vision

Mandates

Strategic Priorities

Ensuring fulfillment of functions of offices as well as its personnel:

OFFICE/DEPARTMENT

Individual Employee

Mandates based on the law, i.e. Local Government Code, City Ordinances, Executive Orders, etc.

Mandates of the position prescribed in the Position Description Form (PDF) or Job Description as well as actual duties

SPMS: The Heart of HR Management

HR Planning

Management

Decision Making Processes

General Objectives of the SPMS:

Linkages:

AGENCY STRATEGIC PLAN

CGM ORGANIZATIONAL PERFORMANCE

PHILIPPINE DEVELOPMENT PLAN

Cascading Institutional Accountabilities:

IPCR

OPCR

Anchored on rational and factual basis for TARGETS AND MEASURESLCE/Mayor

Department Head

Individual Employee

s

Individual Employee

s

Department Head

Individual Employee

s

Performance Management and HR Systems

Performance Management

HR Systems

Performance Based Security of Tenure

Personnel ActionsFrom Hiring

To Retiremen

t

HR DevelopmentHRD Interventions Incentives/Rewards

Basic Elements of SPMS

Goal aligned to Agency Mandate and Organizational Priorities.

Outputs/Outcomes-based Team-Approach to Performance

Management User Friendly Information System that supports

Monitoring and Evaluation Communication Plan

Key Players of the SPMS

SPMS Champion – Local Chief Executive

Performance Management Team (PMT)

City Planning and Development Office

Human Resource Management Office Department Heads Division Chiefs or equivalent Individual Employees

THE SPMS PROCESS

Stage 1: Performance Planning and Commitment

Mandate, Vision, Mission, Road Map

Historical Data, Client Demand, Benchmark, Future Trend, Top Management Instruction

OPCR(Targets)

IPCR(Targets)

PERFORMANCE PLANNING AND COMMITMENT PMT

Performance Planning and Commitment During this stage, Success Indicators

are determined:

PERFORMANCEMEASURES

PERFORMANCETARGETS

Performance MeasuresCategory Definition

Effectiveness/Quality

The extent to which actual performance compares with targeted performance;The degree to which objectives are achieved and the extent to which targeted problems are solved;In management, effectiveness relates to getting the right things done

Performance MeasuresCategory

Definition

Efficiency

The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort

Timeliness

Measures whether the deliverable was done on time based on the requirement 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.

Performance Measures

The Agency Road Map, Strategic Plan, Annual Investment Plan, etc. shall be the basis of the targets of Offices

Major Final Outputs (MFO) 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

MFO and Core Functions

Major Final Output (MFO) – are goods and services that a department/agency is mandated to deliver to external clients through the implementation of programs, activities, and projects.

Core Functions – are those performed by the Office which are inherent in its mandates.

Work Targets

Offices shall indicate the detailed budget requirements per expense account to help the agency head in ensuring a strategy driven budget allocation and in measuring cost efficiency. (See OPCR)

The approved OPCR shall serve as basis for individual performance targets and measures to be prepared in the IPCR.

Stage 2: Performance Monitoring and Coaching

Performance Management Information System

Performance Monitoring and Coaching

Quarterly Accomplishment Report

Performance Monitoring and Coaching Journal

CPDO

Stage 3: Performance Review and Evaluation

Performance Management Information System

OPCR

IPCR

OFFICE PERFORMANCE ASSESSMENT

INDIVIDUAL PERFORMANCE ASSESSMENT

OPCR(Targets and Ratings)

IPCR(Targets and Ratings

CPDO

, PM

T, C

SC

Performance Review and Evaluation

Office Performance Assessment The CPDO shall consolidate, review,

validate and evaluate the OPCRs

The PMT shall calibrate and recommend to the Local Chief Executive for final rating.

Local Chief Executive shall determine the final rating of offices/units.

Performance Review Conference An Agency Performance review conference

shall be conducted annually by the City Planning Office for the purpose of discussing the Office Assessment with concerned Department Heads.

This shall include participation of the City Budget Office as regards to budget utilization.

A quarterly accomplishment report shall be submitted to the CPDO based on the SPMS Calendar.

Performance Assessment for Individual Employees Immediate Supervisors 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 accomplishment; hence, there is no need for self rating.

Rating for planned and/or intervening tasks shall always be supported by reports, documents or any outputs as proofs of actual performance. In the absence of such, a particular task shall not be rated and shall be disregarded.

The Supervisor shall indicate qualitative comments, observations and recommendations in the IPCR to include competency assessment and critical incidents.

Competency Assessment – Competencies are observable, measurable and vital behavioral skills, knowledge and personal attributes that are translations or organizational capabilities deemed essential for success. Competencies shall be identified for a particular position or job family.

Critical Incidents – Record of events, happenings or actual information affecting the overall accomplishments of the employee during the particular rating period.

Employee’s Assessment Employee’s assessment shall be discussed

by the supervisor with the concerned ratee prior to the submission of the individual employee’s IPCR to the Department Head.

Department Heads shall determine the final assessment of performance.

Department Heads may adopt appropriate mechanisms to assist him such as, but not limited to peer ranking and client feedback.

Stage 4: Performance Rewarding and Development Planning

PERFORMANCE REWARDING AND DEVELOPMENT PLANNING

Professional Development Plan

Competency Assessment

Rewards and Incentives De

pt. H

ead,

HRM

O,

PMT,

PRA

ISE

Com

mitt

ee

Rating Period:

Performance Evaluation shall be done semi-annually.

Minimum period is at least ninety (90) calendar days or three (3) months.

Maximum period is not longer than one (1) Calendar year.

Five-point rating scale shall be used (1 to 5), 5 being the highest and 1, the lowest.

SPMS RATING SCALENumerical Rating

Adjectival Rating

Description

5 Outstanding

Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity and initiative. Employee at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are marked excellence.

SPMS RATING SCALENumerical Rating

Adjectival Rating

Description

4 Very Satisfactory

Performance exceeded expectations. All goals, objectives and targets were achieved above the established standards.

3 Satisfactory

Performance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met.

SPMS RATING SCALENumerical Rating

Adjectival Rating

Description

2 Unsatisfactory

Performance failed to meet the expectations, and/or one or more of the most critical goals were not met.

1 Poor 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.

Uses of Performance Ratings

Security of tenure of those holding permanent appointments is not absolute but is based on performance.

PMT shall validate Outstanding performance ratings and may recommend employees for performance-based awards.

Performance ratings shall be used as basis for promotion, training and scholarship grants and other personnel actions. Employees with Outstanding and Very Satisfactory ratings shall be considered.

Employees who shall be on Official Travel, approved Leave of Absence or Training or Scholarship Programs and who have already met the required minimum of 90 days shall submit the performance commitment and rating report before they leave the office.

Employees who are detailed or secondment to another office shall be rated in their present or actual office, copy furnished their mother office.

MISCELLANEOUS PROVISIONS

Technical Assistance to Agencies Heads of agencies may request

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

Sanctions:

Non submission of OPCR and IPCR shall be ground for: Employee’s disqualification for

performance-based personnel actions such as promotion, training or scholarship grants and PIB, if the failure of the submission is the fault of the employees

Sanctions: 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 OPCR and IPCR.

Failure of the Department Heads to comply with required notices to their subordinates for Unsatisfactory or Poor performance shall be grounds for administrative offense of neglect of duty.

Sanctions:

Non-submission of agency SPMS to the Civil Service Commission for review/approval shall be a ground for disapproval of promotional appointments issued by concerned agency heads.

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 rating can file an appeal with the PMT within ten (10) days from the date of receipt of their final performance evaluation rating from the Department Head.

An office/unit or individual employee shall not be allowed to protest the performance of other office/unit or individual.

The PMT shall decide on the appeals within one month from receipt.

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.

SAMPLE OPCR OF THE HRMO

HRMO Service Mission

To ensure that the customers are served with high degree of satisfaction through observance of the Norms of Conduct and Ethical Standards of Public Officials and Employees.

HRMO Service Vision

We envision the Human Resource Management Oficce of the City Government of Malaybalay as a God-fearing, service-oriented, well equipped with job-related knowledge, skills, abilities and habits; healthy, workable and commited public servants, united by a system of governance that is just, responsive, efficient and participatory.

Strategic Priorities and KRAs Tourism Development Customer Satisfaction Human Resource

Development Revenue Generation Information

Technology Finance and Resource

Management Social Equity Public

Order/Safety/Security

Investment Development

Gender Equality Infrastructure

Development Transparency and

Accountability Environment

Management Food Security

Strategic Priorities: Out of the 14 Key Result Areas of the

City Government, the HRMO identified 6 KRAs as their Strategic Priority, namely: Customer Satisfaction Human Resource Development Information Technology Social Equity Transparency and Accountability Finance and Resource Management

SP #1: Customer SatisfactionMFO SUCCESS

INDICATORALLOTED BUDGET

KEY PERSONNEL

Strategic Priority #1: Customer SatisfactionCertification of Employment and Compensation, Service Records, Oneness, Leave Balance, and No Pending Administrative Case Issued

All certifications acted upon and issued to the concerned employee within 15 minutes per certification from receipt of request with 3% minor error.

Php 1,500.00

M. CastilC. TulangA. EsparteroAnd Personnel Transactions Section

QUALITY

TIMELINESS

EFFICIENCY

SP #2: Human Resource DevelopmentMFO SUCCESS

INDICATORALLOTTED BUDGET

KEY PERSONNEL

Strategic Priority #2: Human Resource DevelopmentTraining and Development Plan

Training and Development Plan submitted and approved by Department Head by August 2012 with 3% minor errors

Dirk Howard G. Guillermo

QUALITY

TIMELINESS

EFFICIENCY

Workshop:

Identify Major Final Outputs (MFOs) of the office and identify the KRAs where they belong.

Identify the Success Indicators of each MFO.

Report your work to the whole group for deliberation.

Thank you for your time and attention!Dirk Howard G. GuillermoHRMO III – Training and Development