DSWD STRATEGIC

PERFORMANCE
for Rank and
File Personnel
MANAGEMENT SYSTEM

ORIENTATION OBJECTIVES
Provide an overview on the DSWD Strategic
Performance Management System (DSPMS)
Explain why the shift from semester to
annual performance contracting
Orient on the PMS stages and forms being
used
Familiarize on the 1-5 Rating System

BACKGROUNDER
Joint Reso. 04-2009 or Salary Standardization Law III
prescribes PBIS to measure collective effort of staff to
organizational performance
CSC MC 06-2012 or SPMS aligns organizations goals
and operations of the units to all individuals.
Hence, DSWD separated office targets/performance from
the Official/HOBS leading the office
targets/accomplishments.
Each individual staff has his/her own share of contribution
that links to the achievement of organizational goals.

WHAT IS PMS?
Process by w/c an organization aligns its resources, systems
and employees to strategic objectives and priorities.
A set of processes for establishing a shared understanding of
1. WHAT WILL BE ACHIEVED;
2.
HOW IT WILL BE ACHIEVED; and
3.
MANAGING PEOPLE.
- Civil Service Commission
Framework

of policies/practices that holds individual

accountable for performance to enhance organizational
effectiveness.
-EPMS MC 15-2005, PES MC 9-2011

COVERAGE/TIMELINE
Why Shift from semester to Annual PMS?
(the Back-story)
For staff to focus on main workload
For IPC of staff to be in synch with the
OPC/IPC of Office/Official and
To simplify submission/processing of PMS
requirements into once a year

DSPMS CYCLE/CALENDAR
January-February
Till end of

Stage 1:
Performan
ce
Planning
Stage 4:
Performan
ce
Rewarding
and
Developm
ent
All year round Planning

Stage 2:
September
Performan
ce
Coaching
&
Monitorin
g
Stage 3:
Performan
ce Review
&
Evaluation
January
(succeeding year)

OPC VIS--VIS IPC

OPC
Planning tool to
indicate performance
targets and measures
of the whole office for
the rating period
List the collective
commitments/perform
ance of the Office

IPC
Planning tool to indicate
performance targets and
measure of the Official/staff
for the rating period
Identify value added/
leadership /contribution role
provided by the individual in
attaining Office targets

WHY CRAFT AN IPC ?

1. Ensure cascading of OPC targets to the
different division/teams particularly to
individual personnel;
2. Clarify delineation of roles among
units/sections/teams up to rank and file level;
3. Determine the contribution/role of staff which
links to achieving Office targets.

OPC/IPC APPROVING
AUTHORITY OFFICIALS
Official/Ratee

Usec.
Asec.
RD
HOBS
Director
III/ARD/ABD

Recommendi
ng

Approving/Su
perior Rater

Secretary
Cluster Head
Secretary
Secretary
Cluster Head
Secretary
HOBS (Dir. IV)

IPC APPROVING AUTHORITY

STAFF
Personnel/Ratee Recommending Approving/Supe
rior Rater
Division Chief

Supervisor/Assista Director/HOBS
nt Director, if any

Admin and
Technical staff

Immediate
supervisor
(DC/OIC)

Director/HOBS

1 ST STAGE:
PERFORMANCE PLANNING

PERFORMANCE PLANNING
is
the
target
setting
stage
where
deliverables/commitments for the rating period
are planned.

Objectives:
To have a clear/more defined accountabilities.
To serve as a basis for performance review and
evaluation.

IPC FORM
Is a planning tool used to indicate
commitments and measure of performance
of the staff for the rating period
Indicates technical component/staffs
mission critical contribution in the overall
commitment of his/her OBS

STEPS IN IPC TARGETTING

Step 1. Identify Key Result Area/ PAP/
Deliverable or mission critical output
Step 2. Set Performance Indicators
(PI)
Step 3. Agree with supervisor

STEPS IN IPC TARGETTING

Step 1. Identify Key Result Area/ PAP/
Deliverable
1. From the OPC targets including your
duties/TOR/contract, indicate/cascade your own
performance targets as your main roles.
2. Only indicate mission critical output or endresult of your functions/sub-tasks that is needed
or must be felt/received by your client/s.

STEPS IN IPC TARGETTING

Step 1. Identify Key Result Area/
Deliverable (cont.)
In making targets, consider the following:
1. Main Role mission critical output for which you are
responsible that support achievement of office targets
2. Special Assignment assigned deliverable/services not
in your regular functions
3. Other accountabilities output requirements which the

KEY PLAYERS/ CASCADING

Offices/Bureaus/Servic
es

EXECO
M

MANCO
M

Cluster

OBS
(HOBS)

Rank
and File

Cluster
Heads_____________
DirectorAsst. Director
OBS
Targets

Targets for
Direct
Accountabilit
ies (e.g., as
RPM)

Individual
Leadershi
p Roles/
Targets

Targets
Relative
to
Leaders
hip
Assistive
Function
s

Division Chief
Division
Targets

Individual
Supervisory
Targets

Rank and
File
Individual
Roles/ Targets

DSPMS SUPPORT

SAMPLE CASCADING
Employ
Role
Function
ee
[Office] [Mandat [Office Function]
e]
Director Manager Lead Office, Set
directions, Strat
Planning, Policy
decision, Program
management,
monitoring
Chief
Technical Lead Division, Set
supervisi direction, Plan,
on
Program monitor
Technic Focal of Implement program
al Staff program

Mission Critical Output

[KRA/PAP/targets/commitment
s]
Lead, Directions set, lobby
policy decisions to
MANCOM/EXECOM, Strat Plan,
Monitoring

Technical supervision/inputs:
Report, guidelines, monitor
processes/systems
Prepare Report, Papers,
Guidelines, Business process,

STEPS IN IPC TARGETTING

Step 2. Set Performance Indicators
(PI)
PI used to evaluate success of an
output, good or service; may be presented
in quantity, quality and/or time

STEPS IN IPC TARGETTING

Step 2. Set Performance Indicators
(cont.)
1. Quantity indicator target number or % of
accomplishment
2. Quality specific standard of accomplishment
[Verb + Noun + Why/purpose
(+how) ]
3. Time timeliness/turnaround time of

IPC GUIDE QUESTIONS

Key Result/
Mission Critical
Output/PAP/
Deliverable

What is the end

result? End
product?
Major output

Success/Performance Indicators

(Merged Quantity, Quality and Time)

How many? How

much?

How well will you

do/produce your
output?
In what manner?

When? How
long/soon the output
will be
accomplished?

Number
Percentage

Standard

Timeframe

Rate of
increase/
decrease

Results-oriented
indicator

Expected
completion date

Quantity

e.g. Guidelines/
Report

1 guideline/report/business process approved by supervisor by

Dec. 30 Quality

e.g. Annual
accomplishment

encountered and identified recommendations submitted by

Tim
e issues
1 report captured the status of accomplishments,

SAMPLE IPC TARGETS

KEY RESULT AREA/
MISSION CRITICAL
OUTPUTS

Guidelines/
Policy paper

PERFORMANCE INDICATOR/S
(Qn-Ql-T)

[ No. of] guidelines/policy paper capturing the contents of a particular

rule/guideline/policy promulgated by law (e.g. its rationale, objectives, legal
basis, operations and implementing procedures) approved by
supervisor/MANCOM [ within set timeline ]

Communications/letter [ No. of] memos providing information/ guidance/ reply/ addressing concerns
approved by supervisor [ within set timeline ]
/memorandum
Researches: Concept [ No. of] paper explaining concept/providing stand on
paper, Position paper, issues/proposing/analyzing result of study approved by supervisor [ within set
timeline ]
Research proposal,
Research report
Project proposal,
activity proposal

[ No. of] proposal explaining project objective, description, design of

implementation and funding approved by supervisor/cluster head/FMS [ within
set timeline ]

SAMPLE IPC TARGETS

KEY RESULT AREA/
MISSION CRITICAL OUTPUTS

PERFORMANCE INDICATOR/S
(Qn-Ql-T)

[No. of] TOR describing work and outputs from the service
provider/consultant per guidelines approved by supervisor/cluster head [within
set timeline]
[No. of] signed MOA with the Department and partner approved by supervisor
MOA
[No. of] packaged kit/materials for reference for target recipient before activity
Reference kit
[or within set timeline ]
[No. of] presentation materials capturing the key points of a topic for
Presentation
materials, powerpoint, discussion or information approved by supervisor [ within set timeline ]
audio, video material
[No. of] crafted training module to guide facilitators/trainers on learning
objectives, inputs, methodologies, processing of learnings, key points
Training module
approved by supervisor [ within set timeline ]
[No. of] organized/conducted activity that met its objectives (Training: pax
gained KAS; Orientation: pax informed/advocated on program, topic, etc.;
Activity conduct
General assembly: informed/consulted employees; Other event/activity:
promoted employee welfare, wellness, camaraderie, etc.)
Terms of reference

STEPS IN IPC TARGETTING

Step 3. IPC Concurrence
Performance targets and indicators must
be negotiated with the supervisor
Agree by signing the IPC.

IPC SUBMISSION
FO/ATTACHED AGENCIES
(AA)

FO/AA Staff file own IPC and submit a copy

to HRDU/PMS focal
HRDU/ IPC PMS Focal - submit the Certificate
of IPC Monitoring to HRDB
Email to: [email protected]

STAGE 2:
PERFORMANCE MONITORING AND
COACHING

PERFORMANCE MONITORING &

COACHING

Focuses on the monitoring the progress/status

of target key results.
Revisits the set targets and indicators (quantity,
quality and time) in the approved IPC,
adjustments are done if necessary.
Objective:
To provide an opportunity to re-strategize
targeting to ensure deliverables and its

PERFORMANCE MONITORING & COACHING

This is done by:
a) Review the progress of target key results.
b) Check if target key results are accomplished/
can still be accomplished.
c) If not, change by using the Performance
Coaching
and
Monitoring
Form
and
negotiate/justify with supervisor on the
amendments.

STAGE 3:
PERFORMANCE REVIEW AND
EVALUATION

PERFORMANCE REVIEW &

EVALUATION

Stage
where
accomplishments
of
performance are evaluated based on indicators
and
commitments
made
during
the
Performance Planning and Commitment stage.
Objectives:
Serves as a basis for HR personnel action e.g.
promotion, development intervention to
improve performance or renewal of contract.

PERFORMANCE REVIEW &

EVALUATION
For Performance-based
a) From
the
approved
IPC/APC
targets,
accomplish the IPCR specifying the Actual
accomplishments portion.
b) Rate the Key Results per Quantity, Quality and
Time using the 1-5 rating scale.

PERFORMANCE REVIEW AND EVALUATION

For Job-Behavioral Component
a) Rank and file shall be rated using the CAT or
Competency Assessment Tool. Supervisor may
write-in recommendations or commendation on
the Remarks/Coaching column of the IPCR.
b) DCs shall be rated using the LMCAT or
Leadership Managerial and Competency
Assessment Tool
a) S/He shall be rated by his superior, peer, 2 chosen
subordinates and self.

INDIVIDUAL PERFORMANCE
CONTRACT AND REVIEW (IPCR)
is a tool used to rate/assess the targets
committed by the staff during the performance
planning stage for the rating period.
indicates the actual accomplishments, rating
per set performance indicators (quantity,
quality and time)

RATING PERFORMANCE
Ground Rules
1.Basis for the performance assessment is the
approved PC or Adjusted PC (APC), if any, for
the rating period.
2.The 1 to 5 point system shall be used.
3.For key result with as the needs arise (ANA)
targets but no actions was needed for the

RATING
PERFORMANCE :
QUANTITY

RATING PERFORMANCE
Types of Quantity indicator:
Fixed
deliverable/output/target which cannot be
exceeded (e.g. quarter/ sem./ annual report)
Non-Fixed and Quota-based
deliverable/output which can be exceeded
(e.g. service to clients, action to requests)

RATING PERFORMANCE
For Quantity Fixed & ANA
RATING
INDICATORS
5
101%
and
above
accomplished
4
76-100% accomplished
3
51-75% accomplished
2
26-50% accomplished
1
25% and below

RATING PERFORMANCE
For Quantity Non-Fixed/Quota-based
RATING
5
4
3
2
1

INDICATORS
81-100% accomplished
61-80% accomplished
41-60% accomplished
21-40% accomplished
20%
and
below
accomplished

RATING PERFORMANCE
General Formula for Quantity:
% of accomplishment = Total no. of quantity delivered X
100%
Total no. of target
Sample: 4 accomplished out of 5 targeted guidelines
= 4 / 5 X 100
= 80%
=4

RATING
PERFORMANCE :
QUALITY

DSWD RATING SCALE FOR QUALITY

Rating
5
(101% and
above )

Outstanding

4
(76-100%)

Very Sat

3
(51-75%)

Satisfactory

2
(26-75%)
1
(25% and
below)

Description

Performance exceeded expectations.

Performance met expectations. Most critical
goals met.
Met standards in most areas.

Unsatisfactory Met some of the expectations output has minor

mistakes.
Poor
Failed to meet expectations and/or one or more
of the most critical goals were not met.

RATING
PERFORMANCE :
TIME

RATING PERFORMANCE
Types of Time indicator:

A. Without turnaround time

1.Less than 5 in quantity ( Table 1)

2.5 or more in quantity (Table 2)
B. With turnaround time

3.Time with established turnaround time

(Table 2)

RATING PERFORMANCE: TABLE 1

Time Rating Scale for
Days
RATIN
INDICATORS
G
5
1 & more days
advance
4
On the
deadline
3
1-30 days late

less than 5 outputs

Hours INDICATORS

1 & more hours

advance
On time
1 hour & 30
mins. late

RATING PERFORMANCE: TABLE

2

Time Rating Scale for 5 or more outputs/

Turnaround Time
RATING
INDICATORS
5
101%
and
more
accomplished
4
76-100% accomplished
3
51-75% accomplished
2
25-50% accomplished
1
24%
and
below

FORMULA FOR TIME:

For Time # A.1
For outputs delivered that are less than 5 in
quantity, compute the average timeline by :
Sample:
2 guidelines (the 1st guideline was submitted
on the deadline; the 2nd, 1 week before the
4+ 5
deadline)2
Time == 5.5

FORMULA FOR TIME

For Time #A.2

For outputs that are 5 or more in quantity:

Determine the average percentage outputs that were delivered on and
before deadline:
Ave. % of outputs (within timeline)
= Total no. of outputs submitted on & before deadline X 100%
Total no. of outputs
Sample: out of 10 target reports; 7 -on time/advance; 3 -late
= 7 / 10 X 100
= 70%
=3

FORMULA FOR TIME

For Time #B.1.

For outputs with timeline or turnaround time:

= Allotted time/turnaround time X 100%
Time taken accomplished
Sample: within 15 days, report was submitted; but
turnaround time should be 7 days
= 7 / 15 X 100
= 46%
=2

AVERAGE RATING
Average Rating per key result :
Qn + Ql + Time
3
Final Average Rating:
Get the average rating per key result target
Add all the average ratings
Divide this to the number of items/outputs/ deliverables.

SAMPLE IPCR
Key Result Area/ Program,
Activity, Project/Deliverables

Success/Performance Indicators /
Measures

Actual Accomplishment

Key Result

1. Receives and records incoming

and outgoing documents of PMS

1 database/tracking system; received,

released and accounted all documents;
easily tracked updated daily

Remarks /
Coaching

Actual Accomplishment
Qn

Ql

Ave

3.33333

Get the
average

1 database/tracking system;
received, released and
accounted documents; some
dox missing; updated daily
4

ave
e

3. Filing of documents
100% of share on filing system orderly,
systematic, easy to locate updated
every end of the month

7. Assist in units under activities as

requested by the DC. (facilitator,
documentor during TSS, Agency
Orientation, etc.)
Final Average Rating
Adjectival Rating

1 documentation for Agency Orientation

approved by supervisor on August

100% of share on filing system

Get the
orderly, systematic but some
of all
files are not easilyaverage
located;
the
average
updated every end of the month
4

ratings

1 documentation for Agency

Orientation approved by
supervisor on Sept

4.66667

3.33333
3.77777

VS

rag

good job

ADJECTIVAL RATING SCALE AND BONUSES

Adjectival

Numerical

PIB Amount

PIB Amount
(9 mos or
more, but less
than 12 mos.)

PIB Amount
(6 mos or more,
but less than 9
mos.)

PBB Amount

Outstanding

4.20-5.00

P 2,500

P 2,000

P 1,500

Very Satisfactory

3.404.19

P 2,000

P1,500

P 1,000

Satisfactory

2.603.39

P 1,500

P 1,000

P 500

Unsatisfactory

1.80-2.59

No PIB

No PIB

No PIB

Poor

1.001.79

No PIB

No PIB

No PIB

Depends on the
OBS rank and
individual rank
based on IPCR
rating; has
different rate
for Best-BetterGood

PBB top-up bonus based on individuals contribution to accomplishment of

DSWDs targets

TIMELINE FOR RENEWAL OF

CONTRACTUAL APPOINTMENTS
F:\renewal_cont_apptmnt0010.pdf

THANK YOU!

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