SPMS Workshop Lectures PART II

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
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
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
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
Accounting
Financial reports
Certification of Fund Availability
Vouchers
Payroll
Bank Reconciliation Report
Remittance
Certificate of No Tax Liability
Human
Resource
Management
Services
Appointments
Leave Records
Records Maintained
Personnel Reports
Inventory of Government
Personnel
HR Plan
Librarian
Services
Mobile Library
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

Management System
Uses of Performance Ratings
PerformanceBased
Security of Tenure
Grant of Rewards
and Incentives
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

Management System
RATING SCALE FOR QUANTITY

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

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.
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

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
Management System
SPMS IMPLEMENTATION

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
Individual Performance
Rating
Reports
Management System
Submission of Agency SPMS to CSC

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

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
Management System
Appeals

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.
Management System
What to Submit to CSC?

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
Management System
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)
13.TABLE OF OUTPUTS
Management System
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)

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
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
Management System
Thank you !!!

SPMS Workshop Lectures PART II

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STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM (SPMS)

SPMS TABLE OF OUTPUTS

Major Final Ouputs

TABLE OF OUTPUTS (Approved SPMS)

MFO/OUTPUTS AND SUCCESS

TABLE OF OUTPUTS (Approved SPMS)

MAJOR FINAL OUTPUTS

MAJOR FINAL OUTPUTS (MFOs) for LGUs

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Lives saved due to an

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Job seekers referred and

MAJOR FINAL OUTPUTS (MFOs) for LGUs

MAJOR FINAL OUTPUTS (MFOs) for LGUs

MAJOR FINAL OUTPUTS (MFOs) for LGUs

MAJOR FINAL OUTPUTS (MFOs) for LGUs

Inventory of Supplies; APP

Success Indicators refers to the

SPMS KEY PLAYERS AND THEIR RESPONSIBILITIES

Civil Service Commission

WHO WILL ESTABLISH/IMPLEMENT THE SPMS

SPMS CHAMPION (Head of Agency or

Human Resource Management Office (HRMO)

Head of Office (Department Heads)

Uses of Performance Ratings

Civil Service Commission

Uses of Performance Ratings

SPMS RATING FORMS

Civil Service Commission

RATING SCALE FOR QUANTITY

General Rating Scale (Quantity/Efficiency)

General Rating Scale Efficiency

= Number of requests acted upon

General Rating Scale Quantity

RATING SCALE FOR TIMELINESS

Rating Scale (Quantity)

Performance exceeded expectations by 30% and above of the

Performance exceeded expectations by 15% to 29% of the

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

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

FORMULA FOR TIMELINESS

= target day/deadline no. of days

ACCOMPLISHED BEFORE THE

FORMULA FOR TIMELINESS

= actual days accomplished target

ACCOMPLISHED AFTER THE

SPMS Rating Period

Civil Service Commission

erformance evaluation shall be done

he minimum appraisal period is at least

he maximum appraisal period is not longer

Civil Service Commission

Review existing Performance Evaluation System

mend, Enhance or Develop Agency Strategic Performance Syste

Submission of Agency SPMS to CSC

Civil Service Commission

Submission of Agency SPMS to CSC

The Agency SPMS could be any of the

Civil Service Commission

e Office Performance Commitment and Rating Form to the PMT

n the specified dates will be ground for:

ployees disqualification for performance-based personnel actions

ministrative sanction for violation of reasonable office rules and