The TESDA Performance Logic

Or, why the PMS-OPES should be a sustained initiative in TESDA

through the COROPOTI

The Mandatory Installation of the PMS-OPES has been extended

• Administrative Order No. 241, dated October 2, 2008, directs all agencies to “institute a Performance Evaluation System based on objectively measured output and performance of personnel and units, such as the PMS-OPES developed by CSC,” as part of the initiative to speed up the implementation of RA 9485 (Anti-Red Tape Act of 2007).

• CSC Memorandum Circular # 1 s. 2009, provides for the extension of deadlines on the installation of the PMS-OPES in all Government Agencies, which was first provided for under CSC MC # 7, s. 2007.

Measurement is a decision support system for management. . .

WhoManages

What is Usedto Manage

What isManaged

. . . and the PMS-OPES is all about MEASUREMENT of outputs with the PD or Chief of Division as the central authority figure.

The TESDA Performance Logic Model

GAA Bud-get

GAA Bud-get

Input

Input Activities and Outputs Intermediate Outcomes End Outcomes

Input Activities and Outputs Intermediate Outcomes End Outcomes

NTESD PlanNTESD Plan

2009 Work Plan2009 Work Plan

HRD PlanHRD Plan

Outsourced Service ContractingOutsourced Service Contracting

Citizen Charter / e-Government PlanCitizen Charter / e-Government Plan

Activity-Based Costing / Performance BudgetingActivity-Based Costing / Performance Budgeting

Improved Financial ManagementImproved Financial Management

DC/PD/RD/ED Performance Plan/ ContractDC/PD/RD/ED Performance Plan/ Contract

Accountability and Performance ReportAccountability and Performance Report

The Logic of Technical Education and Training

GoalsGoals

ObjectivesObjectives

StrategiesStrategies

InitiativesInitiatives

OutputsOutputs

OutcomesOutcomes

ActivitiesActivities

ImpactImpact

Resource Inputs

Resource Inputs

Top-Line Return: Employed TVET graduates

Bottom-Line Investment: Skilled, Certified, JOB-READY TVET graduates

Alignment

LinkageM

easu

rem

entTESD

Program Goals

Resource Portfolio

TVET Market Results

Planning Structure for

TESDA’s Core Business

NTESDP

Corporate PlanTESDA’s immediate priorities

National StrategicThemes

COROPOTI Work Plans

Budget

Project Plans

Performance Agreement

Performance Monitoring and

Reporting

Annual National Report

Annual Performance

Report

Staff Development

National Strategy(Biannual Reporting)

Work Management Plans (Biannual Report to DG)

Project Plans (Monthly Report to DG)

Strategic Planning FrameworkTESDA VisionTESDA Vision

TESDA MissionTESDA

Mission

TESDA Law

Objectives

TESDA Law

Objectives

NTESDP StrategiesNTESDP

Strategies

Office and Division

objectives

Office and Division

objectives

Office & Division

strategies

Office & Division

strategies

Budgetary outputs (KBIs)

Budgetary outputs (KBIs)

Budgetary performance measures

(DBM Form B

Budgetary performance measures

(DBM Form B

Priority action areas and

deliverables (Project Plans)

Priority action areas and

deliverables (Project Plans)

Individual performance plans (OPES

Output Ref Table)

Individual performance plans (OPES

Output Ref Table)

High-level performance

indicators (OPIF)

High-level performance

indicators (OPIF)

Corporate Governance Framework

Corporate Governance Framework

Policy context1.Employment is the metric of performance (TESDA-is-Jobs)2.Congresspersons’ Partnership Satisfaction is Key3.The TESD Area Managers’ Role is Key

National SURGE

Action Plan

COROPOTI PMS-OPES

WFPs

ALIGNMENT• Consistency of plans, processes,

information, resource decisions, actions, results and analysis to support key organization-wide goals

• Effective integration is the next step on the journey, past alignment. Achieved when the individual components of the TESDA performance management system operate as a fully interconnected unit.

No.

Component / P/P/A Actual P’000 Target P’000 Target P’000

1 TVET Delivery System1.1 # enrolled under PGS1.2 # employed under PGS

81,951 200,000

2 TVET Financing System2.1 Amount of PGS due TBP2.2 Amount of PGS due trainee

3 TVET Quality Assurance3.1 # of WTR programs 3.2 # of NTR programs

4 TVET Support System4.1 Release of SV/ funds 4.2 Fin & Adm Guidelines

5 TVET System Outcome 5.1 No. of employed TVET graduates by TR Qualification5.2 AVE.EMPLOYMENT RATE

PhysicalPhysical PhysicalPhysical FinancialFinancialFinancialFinancial FinancialFinancial PhysicalPhysical

CY 2008CY 2008 CY 2009CY 2009 CY 2010CY 2010TVET Development Loop

TVET SURGE Strategy, 2008 – 20103-YEAR INVESTMENT MATRIX

How do you locate your work group in the TVET SURGE Strategy deployment?

The job of the management team

The comptroller and the budget

If the TESDA Organizational System is

It will verylikely be

TESDA will have tomaintain

To maintain

And

And our products, services and processes meet customer

needs

Toachieve

Right things (on-time) Right way (first time) Right amount of resources

Effective

Efficient

Quality

Productive

Quality of work life and innovation

High level performance

ExcellenceSurvivalGrowth

WHY IS PMS-OPES NECESSARY FOR TESDA ROPOTI Unit?

S-M-A-R-T PM Criteria1. Specific : The performance measure has to indicate

exactly what result is expected so that the performance can be judged accurately. The specificity of the measure is aided by clear definitions and standards for data collection, standardization and reporting across program lines and among program employees involved in use of the measurement.

2. Measurable: The intended result has to be something that can be measured and reported in quantitative and/or clear qualitative terms. This characteristic is achieved when programs set numeric targets or employ an evaluative approach that can ascertain in a definitive manner whether performance expectations have been met.

3. Accountable : The performance measure has be “owned” by a specific program line or employee base to the degree that produced. Accountability is more than clarifying who is charged with achieving the result; it requires that management has devised targets based on what reasonably can be produced by the program during a given period of time. Accountability cannot be achieved if targets are unreasonable from the start.

4. Results-Oriented: The performance measure must be aligned to the Logic Model and track an important value or benefit needed to advance the strategies and achieve the end-results of the program. A performance measurement meets this test if it: 1) measures an end or intermediate outcome; or, 2) links to another measure already existing within the program that measures an intermediate or end-outcome.

5. Time-bound : The performance measure must set a specific time frame for the results to be produced as well as allow for the reporting of performance in a timely manner. In this case, the program must have measures to provide fresh enough data to be used by management for adjustments in the program and corrective action if necessary.

A good performance criteria is: Meaningful Reports tangible and significant accomplishments against objectives.

Clear Easily understood by managers, partners & stakeholders; tells a clear story.

Legitimate Accepted or legitimated by those who must use the data.

Consistent Clear definition and data collection methodology.

Reliable Captures what it purports to measure in an unbiased fashion.

Granular Able to detect performance movement.

Responsible Does not have unintended and undesirable consequences.

Actionable Indicates what is good or bad, driving desired behavior and the timing of action

Accountable Related to direct action or influence of an accountable and attributable entity.

Balanced One of set of measures providing a clear picture of the full range of performance.

Feasible Reasonable cost and accessibility of data that is not already collected.

We will conduct a workshop to developfirst the measures to be used to refine the TESDA PMS-OPES Output Reference Table

The type of questions used to generate the list of measures include:– How will we know how well we are doing?– What measures and indicators should we monitor on a periodic basis to determine

how well we are performing?– What should we measure to help us know if we are improving, or where we need to

improve? The thinking process while developing this set of measures should not be constrained

by feasibility issues. The focus should be on providing the executive team the information it needs

The output of this process will be a list of prioritized measures for all TESDA ROPOTI

Developing a Composite Index of Performance

Measures

Rating

Weighting

Performancelevel

Weightedscore

CustomerSatisfaction

1Quality

2

EmployeeSatisfaction

3Productivity

4

40

0.4

5

2.0

30

0.3

8

2.4

20

0.2

6

1.2

10

0.1

8

0.8 6.4

S

TTI ActivitiesACTIVITY PMS

CODESERVICE GUIDELINE VERIFIABLE

OUTPUTHRAC For use by staff involved in TVET

delivery and related services.

Research

Instruction

Extension

Assessment

FAST

E-FAST

NTTAQP

Displaced Worker Assistance

Pangulong Gloria

ACTIVITY PMS CODE

SERVICE GUIDELINE VERIFIABLE OUTPUT

Procurement PROC For use by OCSA staff involved in the procurement assignments

Commodities (supplies, equipment, parts, etc.)

Includes work by OCSA staff who track time and cost of assisting internal personnel with identifying or defining requirements related to the procurement of commodities or services

Contract Monitoring and Auditing

Includes work by OCSA staff who tract time and cost of conducting or participating in contract monitoring and auditing activities.

Warehousing/ Inventory Services

Includes work by OCSA staff who track time and cost of supporting activities directly related to the storage, maintenance, inventorying, and/or issuance of commodities and materials maintained to support the activities of their respective units.

ACTIVITY PMS CODE

SERVICE GUIDELINE VERIFIABLE OUTPUT

Procurement PROC For use by OCSA staff involved in the procurement assignments

Commodities (supplies, equipment, parts, etc.)

Includes work by OCSA staff who track time and cost of assisting internal personnel with identifying or defining requirements related to the procurement of commodities or services

Contract Monitoring and Auditing

Includes work by OCSA staff who tract time and cost of conducting or participating in contract monitoring and auditing activities.

Warehousing/ Inventory Services

Includes work by OCSA staff who track time and cost of supporting activities directly related to the storage, maintenance, inventorying, and/or issuance of commodities and materials maintained to support the activities of their respective units.

Writing Performance Measures

MeasurePerformance

Indicator

Calculation

Data Source

Reporting

Operational Definition:

Methods for Defining Quality Indicators

1. Start from the data available

2. Start from goals and objectives

3. Start from critical processes

Start from goals and objectives

• Translate the organization’s strategy into operational and verifiable objectives at different levels, and then identify indicators to verify the achievement of these goals.

• The advantage of this method is that it provides the organization with a clear focus.

• However, it may require a cumbersome measurement process and/or lead to the neglect of other key quality characteristics.

Start from critical processes

• Identify first the key processes that are necessary for the organization to accomplish its mission, and use for each of these outputs, process and/or input variables to construct one or more indicators.

• This approach is often the most comprehensive one, but requires most time as well. It combines features, advantages and disadvantages from the two other methods.

• This method may also help in identifying in which critical areas no valid indicators can be constructed (at a reasonable cost).

Steps

1. Identify the critical processes;

2. Determine input -, process – and output factors for each of the processes;

3. Construct indicators based on appropriate selection of factors.

ValueAdding

Activities

Suppliers CustomersOutputsInputs

Management

Demand Policy System

ORGANIZATIONAL SYSTEM DIAGRAM: TESDA IV-A

Requirements Requirements

Requirements:• Reliability• Timeliness• Affordability• Quality

Operating Unit Name: _________________________________________Organizational Mission: _________________________________________

KPM# ___ Measure since:

Goal : ______________________________________________________________________Operational Context: ____________________________________________________________Data Source: _________________________________________________________________Owner: ______________________________________________________________________1. OUR STRATEGY Summarize your unit’s strategy for this goal and performance measure

2. ABOUT THE TARGET Explain the rationale for the target

3. HOW ARE WE DOING Insert an objective, stand-alone summary of organizational progress on this measure, referring whenever possible to recent data and the trend.

4. HOW WE COMPARE If possible, include a comparative analysis that will help readers understand how well your organization is doing on this measure in relationship to something outside of itself.

5. FACTORS AFFECTING RESULTS Factors affecting results, such as barriers or facilitating factors.

6. WHAT NEEDS TO BE DONE What needs to be done in response to this data?

7. ABOUT THE DATA Specify reporting cycle (FY/CY) and briefly describe the process used to gather information. Describe any strengths and weaknesses