FOREWORD

“Follow the Golden Rule” as the old tale time says, and YES, obeying /
following simple rules creates great impact even in small scenarios.

Indeed, the Office of Personnel Appraisal Section, Bureau of Fire

Protection National Headquarters (PApS, BFP-NHQ), wants to impart this
Guidebook for Filling in the BFP SPMS Forms.

This manual will give BFP personnel simple, yet, precise rules on how to
accomplish related forms as well as to get well versed with the BFP Strategic
Performance Management System (BFP-SPMS).

This aims to pursue the reality of the SPMS Guidebook, to enkindle in the
hearts and minds of every reader the essence of properly filling in and timely
submission of SPMS forms. An initiative that creates a milestone of
comprehensive understanding on the purpose of why do we really need to
comply on accomplishing IPCR Targets and having rated by our respective rater
by end of rating period or if ever deemed necessary.

As our agency, the Bureau of Fire Protection, adheres in the realization of

the BFP Modernization plans, we, as personnel and working forces, must compel
on every rules and other changes encompassing with its reality. By this, we are
mandated to perform all our duties and responsibilities concerning the public
safety.

Let us all be guided accordingly and may the objective of this guidebook
serve its purpose well.

Personnel Appraisal Section

Administrative Division
Directorate for Personnel
BFP National Headquarters

i
 TABLE OF CONTENTS

Foreword i.
Table of Contents ii
Introduction 1
I. Performance Planning and Commitment 2
1. Develop the Rating Matrix 4
2. The New Individual Performance Commitment and Review 5
(IPCR) Form for the BFP Personnel in the National Headquarters,
Regional and Provincial Offices
3. Guidelines in Accomplishing the New Individual Performance 9
Commitment and Review (IPCR) Form for BFP Personnel in the
STATION LEVEL
4. Quality 12
5. Efficiency 12
6. Timeliness 12
7. Sample IPCR Target with RMF 15

II. Performance Monitoring and Coaching 22

1. Monitoring and Coaching Journal 22
2. Performance Monitoring 22
3. Coaching and Feedback 22
4. Performance Monitoring and Coaching Journal Form 23
5. Four Step Process of Coaching 23
6. Performance Feedback 24
7. Performance Measures 25
8. Guidelines in Accomplishing the New Performance Monitoring 25
and Coaching Journal (PMCJ) Form
9. Sample PMCJ Form 28

III. Performance Review and Evaluation 33

1. Office Performance Assessment 33
2. Individual Performance Assessment 33
3. Guidelines for Filling in Accomplishments in the Approved IPCR 34
Targets
4. Sample IPCR with Rating 38

IV. Performance Rewarding and Development Planning 40

1. Guidelines in Accomplishing Individual Development Plan (IDP) 40
2. What is an IDP 41
3. When to Prepare an IDP 42
4. Sample IDP Form 42
5. Frequently asked questions for IDP 47
6. Tips for the First-line Supervisor or Team Leader 48
7. Guidelines in Accomplishing the Team Development Plan (TDP) 49
8. Sample TDP Form 49

Frequently Asked Questions (IPCR, RMF, PMCJ) 51

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 INTRODUCTION

Pursuant to CSC Resolution No. 1200481 and CSC Memorandum Circular No. 6, s.
2012, the BFP Strategic Performance Management System (BFP-SPMS), which is
focused on linking individual performance vis-à-vis the agency’s Strategic Objectives
– Mandate, Vision, Mission, Sector Outcome and Organizational Outcome has been
set up to conform to the standards so specified.
It is a mechanism that ensures that the employee achieves the objectives set by the
organization and the organization, on the other hand, achieves the objectives that has
set itself in its strategic plan.
Performance Management System (PMS) is the heart of the human resource system
because information produced from it is useful in human resource planning,
management and decision making process.
The Guidelines for Filling in BFP-SPMS Forms manual has been prepared for use as
a reference tool for the Bureau of Fire Protection Officers and personnel understand
the four-stage of Performance Management System cycle: Performance Planning and
Commitment, Performance Monitoring and Coaching, Performance Review and
Evaluation and Performance Rewarding and Developmental Planning. It will also
provide standard guidelines for filling in the following BFP-SPMS forms: Individual
Performance Commitment Review (IPCR) form, Performance Monitoring and
Coaching Journal (PMCJ), Individual Development Plan (IDP) and Team
Development Plan (TDP).
This will serve as a guide to all firefighters in the effective assessment of individual
performance in order for the management to work on the desired productivity expected
for a BFP personnel of satisfactory performance and above.
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I- PERFORMANCE
PLANNING AND COMMITMENT

Performance Planning and Commitment is done prior to the start of the

performance period where heads of offices meet with the supervisors and staff and
agree on the outputs that should be accomplished based on the goals and objectives
of the organization. The Performance Planning and Commitment is submitted 15
days before every rating period (January to June and July to December).

The Heads of Offices shall meet with the supervisors and staff and agree on
the outputs that should be accomplished based on the goals/ objectives of the
organization.

During this stage, success indicators are determined. Success indicators are
performance level yardstick consisting of performance measure and performance
targets. These shall serve as bases in the office and individual employee’s
preparation of their performance contract and rating form.

Performance measures are those that contribute to or support the outcomes

that the Agency aims to achieve. The performance measures must be continuously
refined and reviewed.

Performance measures shall include any one, combination of, or all of the
following general dimensions, whichever is applicable:

Dimension Definition
Means getting the right things done. It refers to the degree to which
objectives are achieved as intended and the extent to which issues
are addressed with a certain degree of excellence.
Quality or effective performance involves the following elements:
ü Acceptability
Quality (Q)
ü Meeting standards
ü Client satisfaction with services rendered
ü Accuracy
ü Completeness or Comprehensiveness of reports
ü Creativity or Innovation
ü Personal initiative

The extent to which targets are accomplished using the minimum

amount of time or resources. Efficient performance applies to
continuing tasks or frontline services (e.g., issuance of licenses,
permits, clearances, and certificates).
It involves the following elements:
Efficiency (E)
ü Standard response time
ü Number of requests/applications acted upon over number of
requests/applications received
ü Optimum use of resources (e.g., money, logistics, office
supplies)

BFP STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

GUIDELINES FOR FILLING IN BFP SPMS FORMS
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Measures whether the deliverable was done on time based on the

requirements of the law and/ or clients/ stakeholders.
Timeliness (T) Time-related performance indicators evaluate such things as
project completion deadlines, time management skill and other
time-sensitive expectations.

NOTE: Not all performance outputs need to be rated along all three dimensions of
quality, efficiency, and timeliness. Some accomplishments may only be rated on any
combination of two or three dimensions. In other cases, only one dimension (E) may
be sufficient. Consider all the elements involved listed above in each dimension and
use them as guides to determine how performance will be rated.

The Heads of Agencies shall cause the determination of the “agency target
setting period”, a period within which the office and employees’ targets are set and
discussed by the raters and the rates, reviewed and concurred by the head of office
and submitted to the PMT.

The agency mandate, road map, program thrusts and outputs shall be the
bases of the targets of the Office. Aside from the Office commitments explicitly
identified under each Strategic Priority in the Road Map, PREXC indicators 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.

The targets shall take into account any combination of, or all of the following:

ü Historical data. The data shall consider past performance.

ü Benchmarking. This involves identifying and comparing the best agencies or

institutions or units within the agency with similar functions or processes.
Benchmarking may also involve recognizing existing standards based on
provisions or requirements of the law.

ü Client demand. This involves a bottom-up approach where the Office sets
targets based on the needs of its clients. The Office may consult with
stakeholders and review the feedback on its services.

ü Top Management Instruction. The Head of Agency shall set targets and
give special assignments.

ü Future Trend. Targets may be based from the results of the comparative
analysis of the actual performance of the Office with its potential performance.

In setting work targets, the Office shall likewise indicate the detailed budget
requirement per expense account to help the Head of Agency in ensuring a strategy
driven budget allocation and in measuring cost efficiency. The Office shall also
identify specific division/ unit/ group/ individuals as primarily accountable for
producing a particular target output per program/ project/ activity. These targets,
performance measures, budget and responsibility centers are summarized in the
Office Performance Commitment and Review (OPCR) form.

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DEVELOP THE RATING MATRIX

On each dimension of quality, efficiency and timeliness, rate performance

using a numerical scale ranging from 1-5 – with 1 as the lowest and 5 as the highest.
The table below explains the meaning of each rating:

Rating
Description
Numerical Adjectival
Performance represents an extraordinary level of
achievement and commitment in terms of quality and
time, technical skills and knowledge, ingenuity,
creativity and initiative. Employees at this
performance level should have demonstrated
5 Outstanding
exceptional job mastery in all major areas of
responsibility. Employees major areas of
responsibility. Employee achievement and
contributions to the organizations are of marked
excellence.
Performance exceeded expectations. All goals,
Very
4 objectives and targets were achieved above the
Satisfactory
established standards.
Performance met expectations in terms of quality of
3 Satisfactory work, efficiency and timeliness. The most critical
annual goals were met.
Performance failed to meet expectations, and/ or
2 Unsatisfactory
one more of the most critical goals were not met.
Performance was consistently below expectations;
and/ or reasonable progress toward critical goals
1 Poor
was not made. Significant improvement is needed in
one or more important areas.

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THE NEW INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
FORM FOR BFP PERSONNEL IN THE NATIONAL HEADQUARTERS,
REGIONAL AND PROVINCIAL OFFICES

This is to provide standard guidelines in accomplishing the new Individual

Performance Commitment Review (IPCR) Form compliant with ISO 9001:2015 and
updated for Program Expenditure Classification (PREXC) to be used for CY 2020.

1. The blank on the top left corner shall be filled in with the ratee’s Rank
First Name Middle Initial Surname (UPPERCASE for COs, Title Case for NUPs
and NCOs).

2. Item 1: To be filled in with the appropriate rating period. January-June

(year) or July-December (year) ONLY. NO OTHER RATING PERIODS SHALL BE
WRITTEN. In cases of transfer of assignment, suspension, approved leave of
absence, training, and other reasons, Item 4 is provided for the explanation/ remarks
as well as inclusive dates of performance within the rating period.

ITEM  1  

ITEM  3  

ITEM  2  

ITEM  4  

3. Item 2: This provides useful information all about the ratee to include
his/her signature. “Date” shall be filled in using the date of target setting or when the
rater and ratee have discussed and agreed on their targeted outputs for the
semester. The ratee’s designation shall indicate his/her unit assignment. No data
shall be left blank in item 2.

4. Item 3: This shall be filled in with the rater’s information as well as the
rater’s signature. “Date” shall be filled in using the date of target setting or when the
rater and ratee have discussed and agreed on their targeted outputs for the
semester. The rater’s designation shall indicate his/her unit assignment. No data
shall be left blank in item 3.

5. Items 2 and 3 shall be the ONLY signatures during target setting.

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6. Item 4: Instead of MFOs in the old form, the new IPCR form now highlights
the OUTPUTs. This is in consonance with the transition from activities to outputs.

7. Check the alignment of the performance targets/ outputs of your office with
the higher office line managing you, AND/OR the cascading of your performance
targets to the offices and staff you manage. In other words, the targets of
subordinate offices and employees should be derived from the targets of the
higher offices and/or heads of offices concerned (please refer to the
OPCRs/DPCRs of the offices line managing you or your office).

8. Make sure that the entries in the first column of the IPCRs are
“OUTPUTS”, i.e. goods, products, services, projects or programs. IPCRs stating
tasks, work activities, duties or responsibilities in the said column shall be
returned until done properly.

9. Outputs under the “General Management and Supervision” refer to

general outputs made by the employee in alignment with the outputs of his/her
office; and shall be numbered 1., 2., 3., and so on. Examples of outputs falling under
General Management and Supervision are listed but not limited to the following:

a) Information Technology Programs and Systems Applications

b) Information materials
c) Press Releases, Media Outfits
d) Administrative Rules, Policies and Regulations
e) Health and Wellness Programs
f) (Specific) Trainings and Seminar to be conducted by your office
g) Budget Proposal and Reconciliation
h) Research and Development Studies
i) Consolidated Reports
j) Investigation and Prosecutions of erring BFP Personnel
k) Legal Counseling and Assistance
l) Written Decisions and Resolutions

10. Outputs under the “Administration of Personnel Benefits” (for

Directorate for Comptrollership only) refer to outputs made and/or rendered for
the monetary benefit of the BFP personnel; and shall be numbered in continuity
with the prior outputs under the General Management and Supervision.

11. Personnel who do not have administrative outputs for BFP personnel
benefits shall not include the “Administration of Personnel Benefits” in the OUTPUTs
column. (Delete if not applicable).

12. Construct the SUCCESS INDICATORS, together with the corresponding

rating matrix written in the RATING MATRIX FORM (RMF), with 1) your direct
supervisor or staff, better yet 2) as a team or as an office.

13. Write “Q-“ or “E-“ or “T-” before each of the SUCCESS INDICATORs for
the rater to know in which “Performance Measure/s” he/she will rate his/her
subordinate; and in which “Performance Measure/s” found in the RMF will be filled
in.

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As a review, Quality (Q) means getting the right things done. It refers to
the degree to which objectives are achieved as intended and the extent to which
issues are addressed with a certain degree of excellence. It involves the following
elements:
• Acceptability
• Meeting standards
• Client Satisfactory with services rendered
• Accuracy
• Completeness or Comprehensiveness of reports
• Creativity or innovation
• Personal initiative

Efficiency (E) is the extent to which targets are accomplished using the
minimum amount of time or resources. Efficient performance applies to tasks or
frontline services (i.e., issuance of licenses, permits, clearances, and certificates). It
involves the following elements:
• Standard response time
• Number of requests/applications acted upon over the
number of requests/applications received
• Optimum use of resources (e.g., money, logistics, office
supplies)

Timeliness (T) measures if the target deliverable was done within the
scheduled or expected timeframe. Timely performance involves meeting deadlines
as set in the work plan.

14. Item 5: This is for Rater’s Comments and Recommendations for

Development Purposes (to be reflected in the IDP) or Rewards/Promotion; remarks
on the status of the BFP personnel whether relieved, reassigned, suspended, on
schooling/training, etc.

ITEM  5  
ITEM  6  

ITEM  7  

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15. Item 6: This portion shall ONLY be filled-in at the end of the rating period.
During the target setting or Performance Planning and Commitment stage, this
portion shall be left blank.

16. Make sure that Items 5 and 6 are not solely printed on the last page
but with at least the last output of the IPCR.

17. Item 7: ISO 9001:2015 QMS code. This code should be embedded in
all pages in order to be considered official. Further, codes should not be
altered nor changed.

18. The RATING MATRIX FORM (RMF), formerly known as Levels of

Performance (LOP), should always accompany the IPCR. This is used to assess the
ratings in accordance to the actual accomplishments. The columns to be filled in
are only those to be used to measure the SUCCESS INDICATORS.

19. RMF is done in the same manner as LOP, where you will indicate the
scales of each outputs; 5 (outstanding performance) as the highest and 1 (poor
performance) as the lowest.

20. Make sure that both the Rater and the Ratee duly sign the RMF and
signatories are not solely printed on the last page but with at least the last
output/content of the RMF.

ITEM  7  

21. Item 7: This is also a unique code in each page of the RMF. The
presence of this code makes the document official.

Note: Submission of targets shall only have signatures on the first page of the
IPCR and last page of the RMF.

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22. Submit the signed targets to the Personnel Appraisal Section (PApS),
BFP-NHQ for monitoring. The PAps, as one of the key players of PMT, shall review
the targets, record its receipt, and then finally, give it back to the office concerned.
Targets shall be kept by office or by personnel.

Note: In the middle of the rating period, targets may be changed or calibrated,
provided that it has basis and it is properly documented in the Performance
Monitoring and Coaching Journal, and again submitted to PApS BFP-NHQ for
appropriate checking, marking as received, and recording.

GUIDELINES IN ACCOMPLISHING THE NEW INDIVIDUAL PERFORMANCE

COMMITMENT AND REVIEW (IPCR) FORM FOR BFP PERSONNEL IN THE
STATION LEVEL

This is to provide standard guidelines in accomplishing the new Individual

Performance Commitment Review (IPCR) Form compliant with ISO 9001:2015 and
updated for Program Expenditure Classification (PREXC) to be used for CY 2020.

1. Item 1: To be filled in with the appropriate rating period. January-June

202_ or July-December 202_ ONLY. NO OTHER RATING PERIODS SHALL BE
WRITTEN. In cases of transfer of assignment, suspension, and other reasons Item 4
is provided for the explanation/ remarks.

ITEM  1  

ITEM  3  

ITEM  2  

ITEM  4  

2. Item 2: This provides useful information all about the ratee to include
his/her signature. “Date” shall be filled in using the date of target setting or when the
rater and ratee have discussed and agreed on their targeted outputs for the
semester. The ratee’s designation shall indicate his/her unit assignment. No data
shall be left blank in item 2.

BFP STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

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3. Item 3: This shall be filled in with the rater’s information as well as the
rater’s signature. “Date” shall be filled in using the date of target setting or when the
rater and ratee have discussed and agreed on their targeted outputs for the
semester. The rater’s designation shall indicate his/her unit assignment. No data
shall be left blank in item 3.

4. Item 4: Instead of MFOs in the old form, the new IPCR form now highlights
the OUTPUTs. This is in consonance with the transition from activities to outputs.

5. Check the alignment of the performance targets/ outputs of your office with
the higher office line managing you, AND/OR the cascading of your performance
targets to the offices and staff you manage. In other words, the targets of
subordinate offices and employees should be derived from the targets of the
higher offices and/or heads of offices concerned (please refer to the
OPCRs/DPCRs of the offices line managing you or your office).

6. Make sure that the entries in the first column of the IPCRs are
“OUTPUTS”, i.e. goods, products, services, projects or programs. IPCRs stating
tasks, work activities, or responsibilities in the said column shall be returned
until done properly.

6. Outputs under the “General Management and Supervision” refer to

general outputs made by the employee in alignment with the outputs of his/her
office; and shall be numbered 1., 2., 3., and so on. Examples of outputs falling under
General Management and Supervision are listed but not limited to the following:

a) Information Technology Programs and Systems Applications

b) Information materials
c) Press Releases, Media Outfits
d) Administrative Rules, Policies and Regulations
e) Health and Wellness Programs
f) (Specific) Trainings and Seminar
g) Budget Proposal and Reconciliation
h) Research and Development Studies
i) Consolidated Reports
j) Investigation and Prosecutions of erring BFP Personnel
k) Legal Counseling and Assistance
l) Written Decisions and Resolutions

7. Sample outputs under the “Enforcement of Fire Safety Laws, Rules,

Regulations and other” are listed hereunder but not limited to:

a) Fire Safety Inspection in Buildings and Establishments applying for

New Building and Business Establishments; Existing Business Building
and Establishments; and Verification/Re-inspection of Establishments
b) Fire Code Revenue Collection and Deposit
c) Training and Accreditation of Fire Safety Practitioners

8. Sample outputs under the “Information, Education, and

Communication (IEC) Activities” are listed hereunder but not limited to:

a) Fire Safety Awareness Seminars in Buildings, Establishments and

Barangays
BFP STRATEGIC PERFORMANCE MANAGEMENT SYSTEM
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b) Organization and Training of Fire Brigades in Barangays, Industrial,
Private, Public and Government Entities
c) Fire Drills in Private and Public Building/Establishment, Barangays,
Schools, Hospitals, Malls, Motels, Hotels, Dormitories, Apartments,
Lodging Houses and other
d) Fire Safety Awareness Campaign
e) Motorcade for Year-Round Fire Safety Awareness Campaign
f) Quad Media for Fire Safety Information Campaign
g) Ugnayan sa Barangay
h) Emergency and Disaster Preparedness Campaign
i) Balik Eskwela Campaign
j) Fire Code Awareness Campaign

9. Sample outputs under the “Fire Operations Activities” are listed

hereunder but not limited to:

a) Pre-Fire Planning
b) Fire Calls Response
c) Fire Truck Maintenance Report
d) Equipment Maintenance Report
e) Equipment Inventory Report

10. Sample outputs under the “Fire Investigation Activities” are listed
hereunder but not limited to:

a) Fire Incident Investigation Report

b) Fire Incident Progress Report
c) Cases filed against suspected Arsonist
d) Reports in Handling Pieces of Evidence

11. Sample outputs under the “Non-Fire Response Activities” are listed
hereunder but not limited to:

a) Emergency Calls Response

b) OplanLakbayAlalay (SUMVAC Activities)
c) OplanKaluluwa
d) Disaster/Rescue Operations
e) In-house Training re: Search and Rescue (SAR); Hazardous Material
(HazMat)/Chemical Biological Radiological and Nuclear (CBRN)

12. Individuals shall not include the output categories in which he/she is
not producing that particular output. For example, there are no Fire
Investigation Activities done in sub-stations thus Fire Investigation Activities
shall be deleted from the categories of the output and shall number the Non-Fire
Response Activities as A.II.b.2.

13. All outputs under each category shall be numbered as 1., 2., 3., and so on.

14. Construct the SUCCESS INDICATORS, together with the corresponding

rating matrix written in the RATING MATRIX FORM (RMF), with 1) your direct head
or staff, better yet 2) as a team.

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15. Write “Q-“ or “E-“ or “T-” before each of the SUCCESS INDICATORs for
the rater to know in which “Performance Measure/s” will he/she rate his/her
subordinate; and in which “Performance Measure/s” found in the RMF will be filled
in.

Quality(Q)means getting the right things done. It refers to the degree to which
objectives are achieved as intended and the extent to which issues are addressed with a
certain degree of excellence. It involves the following elements:

• Acceptability
• Meeting standards
• Client Satisfactory with services rendered
• Accuracy
• Completeness or Comprehensiveness of reports
• Creativity or innovation
• Personal initiative

Efficiency (E)is the extent to which targets are accomplished using the
minimum amount of time or resources. Efficient performance applies to tasks or frontline
services (i.e., issuance of licenses, permits, clearances, and certificates). It involves the
following elements:

• Standard response time

• Number of requests/applications acted upon over the number of
requests/applications received
• Optimum use of resources (e.g., money, logistics, office supplies)

Timeliness (T) measures if the target deliverable was done within the
scheduled or expected timeframe. Timely performance involves meeting deadlines as
set in the work plan.
16. Item 5: This is for Rater’s Comments and Recommendations for
Development Purposes or Rewards/Promotion; remarks on the status of the BFP
personnel whether relieved, reassigned, suspended, and/or on schooling/training.

17. Item 6: The authorized signatories for the Final Rating: Rater, Ratee,
Office Director/ Provincial/ District Fire Marshal.

18. Make sure that Items 4 and 5 are not solely printed on the last page
but with at least the last output of the IPCR.

19. Item 7: ISO 9001:2015 QMS code. This code is embedded in all
pages(when originally downloaded from the BFP website) signifying that this
is an official form of the BFP. Further, codes shall not be altered nor changed.

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ITEM  5   ITEM  6  

ITEM  7  

20. The RATING MATRIX FORM (RMF), formerly known as Levels of

Performance (LOP), should always accompany the IPCR. This is used to assess the
ratings in accordance to the actual accomplishments. The columns to be filled in
are only those to be used to measure the SUCCESS INDICATORS.

21. RMF is done in the same manner as LOP, where you will indicate the
scales of each outputs; 5 (outstanding performance) as the highest and 1 (poor
performance) as the lowest.

ITEM  7  

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ITEM  7  

23. Make sure that both the Rater and the Ratee duly sign the RMF and
signatories are not solely printed on the last page but with at least the last
output/content of the RMF.

24. Item 7: This is also a unique code for the RMF in each page. The
presence of this code makes the document official.

Note: Submission of targets shall only have signatures on the first page of the
IPCR and last page of the RMF.

25. Submit the signed targets to the Provincial/District Office for monitoring.
The Provincial/ District Office, as one of the key players of PMT, shall review the
targets, record its receipt, and give the targets back to the office/station concerned.
Targets shall be kept by office/station or by personnel.

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TARGET w/ RMF
SAMPLE IPCR

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TARGET w/ RMF
SAMPLE IPCR

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TARGET w/ RMF
SAMPLE IPCR

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TARGET w/ RMF
SAMPLE IPCR

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TARGET w/ RMF
SAMPLE IPCR

BFP STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

GUIDELINES FOR FILLING IN BFP SPMS FORMS
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TARGET w/ RMF
SAMPLE IPCR

BFP STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

GUIDELINES FOR FILLING IN BFP SPMS FORMS
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TARGET w/ RMF
SAMPLE IPCR

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II- PERFORMANCE
MONITORING AND COACHING

The performance monitoring and coaching shall commence after the rater and
the ratee commit on the Outputs and Performance Indicators, and sign the IPCR
forms and RMF. This shall be done throughout the year.

MONITORING and COACHING JOURNAL

-­‐ All supervisors must maintain a journal using the PMCJ Form to record the
conduct of monitoring and coaching which shall contain the following:
o Date of the monitoring / coaching moment
o Brief Statement or Purpose of the monitoring / coaching
o Name of person / coachee
o Critical incidents discussed
o Agreements / actions taken / next steps
o Both the coach and the coachee shall affix their signatures in the
space provided by the form

PERFORMANCE MONITORING

Provides key inputs and objectives basis for rating. It facilitates feedback and
provide evidence of performance. Performance monitoring shall be the responsibility
of both the rater and the ratee who agree to track and record significant incidents.
Performance of divisions / offices and every individual shall be regularly monitored

Significant incidents: the actual events and behaviors in which both positive and
negative performances are observed and documented.

COACHING AND FEEDBACK

A continuous process. It is provided by the rater and / or sought by the ratee

to improve work performance and behavior.

The rater, as the coach or mentor of the ratee; playing a critical role in the
performance monitoring and coaching, shall provide an enabling environment and
intervention to improve the office performance and to manage and develop individual
potentials.

A critical function of a supervisor aimed at empowering and helping individual

employees in their work assignments.

Note: Supervisor shall maintain a journal using the Performance Monitoring and
Coaching Form to record the conduct of monitoring and coaching.

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PERFORMANCE MONITORING AND COACHING JOURNAL FORM

This form captures the significant incidents. It provides a record of

demonstrated behaviors, competencies and performance, and shall be an effective
substitute in the absence of quantifiable data. The rater and the ratee sign each
significant incident recorded in the PMCJ to ensure that agreement has been
reached.

FOUR STEP PROCESS OF COACHING

1. OBSERVATION = The rater identifies a performance gap or an opportunity to

improve.

2. DISCUSSIONN AND AGREEMENT = Coach and coachee agree on (1)

problems to be fixed; and (2) an opportunity to move job performance two
matches higher.

3. ACTIVE COACHING = Coach and coachee create and agree on the action
plan to address the gap.

4. FOLLOW UP = Setting follow-up sessions to check on the status of the

agreed upon action plan.

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PERFORMANCE FEEDBACK

It is an ongoing process between the Ratee and the Rater where information
concerning the performance expected and performance exhibited / demonstrated is
exchanged.
STAR FEEDBACK MODEL: for effective feedback-giving performance, the STAR
Model is applied.
S/T – Situation or Task
-­‐ Provides context for staff’s action(s)
-­‐ Describes specific event, job, or assignment that triggered or warranted a
response
A – Action
Situation   /  Task  
-­‐ Specific response of staff to the situation or task
-­‐ What staff said or did S T
-­‐ Can be multiple actions
-­‐ Can also be non-action c c
Action   Result  
R – Results
A R
-­‐ What happened due to the staff’s action c c
-­‐ Can be effective or ineffective
-­‐ Cam be concrete (e.g., report, written feedback from client, extended
processing time, etc.)
-­‐ Can be less tangible (e.g., low morale, misunderstanding, etc.)

WHEN IT IS EFFECTIVE

Effective feedback should be specific, it tells your employees what they did or
did not accomplish, how they completed their tasks and how effective their actions
are.
Effective feedback is also timely, in order to reinforce positive actions or
provide alternative suggestions early enough that your employee can adjust and
enhance his or her performance.
-­‐ You give it early enough to create impact (adjust or enhance performance)
-­‐ It is also important to know when to postpone the giving of feedback.
Finally, feedback should be balanced, highlighting both the employee’s
strengths and areas for improvement.

FOR MID-PERIOD REVIEW: During the review, the rater informs in writing the ratee
of the status of performance, in case of an UNSATISFACTORY or POOR
performance, Coaching, feedback and appropriate interventions shall be provided
where necessary.

END-PERIOD ASSESSMENT: During the assessment at the end of the period, the
significant incidents as reflected in the PMCJ are considered for the actual results.

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The rater and the ratee discuss and agree on the actual accomplishments and
results based on the performance commitments and measures made at the
beginning of the rating period. They evaluate each objective whether it has been
achieved or not.

PERFORMANCE MEASURES

CATEGORY DEFINITION

The extent to which actual performance with targeted performance.

Quality 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.

The extent to which time or resources is used for the intended task
Efficiency or purpose. Measures whether targets are accompanied with a
minimum amount or quantity of waste, expense, or unnecessary
effort. In management, efficiency relates to doing the things right.

Measures whether the deliverable was done on time based on the

Timeliness requirements of the rules and regulations, and / or clients /
stakeholders.
Time-related performance indicators evaluate such things as
project completion deadlines, time management skills and other
time-sensitive expectations.

GUIDELINES IN ACCOMPLISHING THE NEW PERFORMANCE MONITORING

AND COACHING JOURNAL (PMCJ) FORM

This is to provide standard guidelines in accomplishing the new Performance

Monitoring and Coaching Journal Form to be use during the covered rating period.

1. In accordance with the Stage 2 of the Performance Management Cycle of

the BFP Strategic Performance Management System (SPMS), the Performance
Monitoring and Coaching shall be done using Performance Monitoring and Coaching
Journal.

2. PMCJ is a tracking tool that will help the individual personnel and the
immediate supervisor measure their targeted outputs. This journal will be a key
instrument for the immediate supervisor to provide an objective basis in rating his/her
staff/ subordinate. PMCJ shall be attached with the Individual Performance
Commitment and Review (IPCR) forms with ratings.

3. Monitoring and coaching between the rater and the ratee shall be done at
least once a month or as the need arises starting from the target setting up to the
end of rating period and shall be documented on the PMCJ Form.

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4. Heading shall not be altered nor changed unless otherwise revised or
instructed by the NHQ-QMS.

5. Must indicate the covered rating period (January to June 20__ or July to
December 20__) regardless if the coachee or the coach had movements in between
the covered period to be rated.

6 7 8 9 10 11

13
14

6. Session No. column indicates the number of session you and your coach
had conducted, the numbers shall be in ascending numbers.

7. The Date/Time column indicates the date in day-month-year (dd-mm-yyyy)

and time (i.e. 0800H) when the session of monitoring and coaching is done.

8. OUTPUT/s column pertains to the targeted outputs reflected from IPCRs.

All outputs shall be monitored whether it has been completed or still pending for
action/ continuing. Outputs that are still continuing shall be reflected in the next
monitoring session. All outputs shall be monitored and documented in the journal.

9. The REALITY column refers to the present or actual status of a particular

output on the day the session is conducted; whether actions for particular output
have started or this may reflect the status of completion of a particular output. Such
as 90% of completion.

10. OPTIONS column refers to the steps or procedures to be done in

order for that output to be completed or done. “What will be the next steps? What
are the options to be undertaken?” These are sample questions to consider.

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11. WRAP-UP column refers to the summary of the whole coaching
session. This is where your final procedures will be written. Specific plans and
dates must be included in this column as guide for the next session of monitoring
and coaching.

12. Coaching sessions can be done as a team / group or individually. Aside

from your immediate supervisor, coaching can be done with your co-employee or
next higher supervisor while the immediate supervisor shall do monitoring.

13. Must be duly signed by the coachee and the coach. Date must be the last
day reported on the last day of accomplished output or last day of the rating period.

14. ISO code/ Document control number of the form.

15. At the end of the rating period, PMCJ shall be signed and attached to the
IPCR with RMF. IPCR ratings without supporting PMCJ shall not be accepted and
recorded as complete document for the semester.

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Republic of the Philippines

Department of the lnterior and Local Government
D!LG BUREAU OF FIRE PROTEGTION

PERFORMANCE MONITORING AND COACHING JOURNAL

PERFORMANCE PERIOD Juty to December 2020

SESSION
DATE/ TIME OUTPUT/8 REALITY oPnoNs WRAP.UP
NO.
1. As of this date, all regional offices
have submitted their soft copy of
consolidated report of IPCR ratings
for January to June 2020, aslde
from BFP regional ofiice 10.
1 .Database of Consolidated Report
1 . Continuous consolidation of all

GUIDELINES FOR FILLING IN BFP SPMS FORMS

of IPCR Ratings for January to June 2. Among all ofiices in the BFP L Due to Pandemic, the deadline of
2020 IPCR ratings for January to June
NHQ, three (3) ofiices have not yet submission of hardcopies of
2020.
submitted soft copy of their Summary Report of IPCR Ratings
7. Performance Management summary report of IPCR Ratings for for January to June 2020 will be

BFP STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

30 July 2O2Ol Policies and 2. Coordinate with regional ofiice 10
1
January to June 2020. extended until 2nd week ofAugust.
1000H GuidelineVPerformance for their submission as well as the 3
Management Team Resolutions omces from BFP NHQ.
3. On '14 July 2020, revision of 2. Coordinate with BFP NHO QMS
Employee Performance Evaluation through email and phone calls.
8. Lectures on Strategic 3. Monitor the submission of
Procedure was submitted to the
Performance Management System BFP NHQ QMS. proposed revision of Employee
(sPMS) Performance Evaluation Procedure.
4. Online lecture regarding the new
IPCR form was conducted to all
focal persons of regional and NHQ
omces on 01 July 2020 via facebook
messenger.

SAMPLE PMCJ
BFP-QSF-ADMN-011 Rev.00 (02.28.19) Page 1of5
28  
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SAMPLE PMCJ

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SAMPLE PMCJ

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SAMPLE PMCJ

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SAMPLE PMCJ

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III- PERFORMANCE
REVIEW AND EVALUATION

Performance Review and Evaluation aims to assess both the office and the
individual employee’s performance based on the performance targets and measures
as approved in the office and the individual performance commitment contracts.

The results of the assessment of the office and individual performance shall
be impartial owing to scientific and verifiable basis for the target setting and
evaluation.

Office Performance Assessment

The Directorate for Plans shall consolidate, review, validate and evaluate the
initial performance assessment of the heads of Divisions/ Directorates based on the
reported Division/Directorate accomplishments against the success indictors and the
allotted budget against the actual expenses. The result of the assessment shall be
submitted to the Performance Management Team for calibration and
recommendation to the Chief, BFP. The Chief, BFP shall determine the final rating of
the Directors and Chiefs of Services.

An agency performance review conference shall be conducted annually, or as

the case may be, by the Planning office for the purpose of discussing the office
assessment with the concerned heads of Divisions/ Directorates. This shall include
participation of the Finance/ Comptrollership office as regards to the budget
utilization. To ensure complete and comprehensive performance review, all offices
shall submit a quarterly accomplishment report to the Planning Office based on the
SPMS Calendar.

Any issue/appeal/protest on the Office assessment shall be articulated by the

concerned head of Division/Directorate and decided by the agency head during this
conference; hence final rating shall no longer be appealable/contestable within the
agency, after this conference.

The Directorate for Plans shall provide each office with the final office
assessment to serve as basis in the assessment of individual staff members.

Individual Performance Assessment

The immediate supervisor shall assess individual employee performance

based on the commitments made at the beginning of the rating period. The
performance ratings shall be based solely on records of accomplishments, hence,
there is no need for self-rating.

The SPMS puts premium on the Major Final Outputs towards realization of
the organization’s mission and vision. Hence, rating for planned and/or intervening
tasks shall always be supported by reports, documents or any proof of actual
performance. In the absence of the said bases or proofs, a particular task shall not
be rated and shall be disregarded.

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The supervisor shall indicate qualitative comments, observations, and

recommendations in the individual employee’s performance commitment and review
form to include competency assessment and critical incidents which shall be used for
human resource development purposes such as promotion and other interventions.

Employee’s assessment shall be discussed by the supervisor with the

concerned ratee prior to the submission of the IPCR form to the higher office for
consolidation.

The head of the Division/Directorate shall determine the final assessment of

performance level of individual employees in his/her office based on the proof of
performance. The final assessment shall correspond to the adjectival description of
Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory, or Poor.

The head of Division/Directorate may adopt appropriate mechanism to assist

him/her distinguish performance level of individuals, such as but not limited to peer
ranking and client feedback.

The average of all individual performance assessments shall not go higher

than the collective performance of the office.

The head of Division/ Directorate shall ensure that the employee is notified of
his/her final assessment and the Summary List of Individual ratings with the attached
IPCRs are submitted to the HRM/ Personnel Office within the prescribed period.

GUIDELINES FOR FILLING IN ACCOMPLISHMENTS IN THE

APPROVED IPCR TARGETS

1. At the end of the rating period (or end of his/her term in the designation),
the IPCR targets shall be reviewed and evaluated.

2. The ratee and the rater shall meet and discuss the accomplishment of the
ratee based on the actual results/outputs over his/her targets.

3. The rater shall make sure that accomplishments have evidence and were
properly monitored and reflected on the PMCJ.

4. The PMCJ shall be one of the references and bases for back track of
records especially with regards to deadlines of submissions. Below is an example of
an approved IPCR Target.

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Item 2

Item 1 Item 3

5. Item 1: This is the Actual Accomplishment column where actual results

of the output shall be written in handwriting. Actual Accomplishments shall be
aligned to the set success indicators. If the set Success Indicators are Q and T only,
the Actual Accomplishment shall also be according to the Q and T of the output.

6. Item 2: Rating column is the numerical value of the actual

accomplishments in reference to what is on the score sheet discussed and agreed
upon by the rater and the ratee in the RMF. Always refer to the RMF when giving
numerical scores/value to the output.

Under the Rating column are the Q, E, T, and Average. Write the score in
column Q, if the Success Indicator and RMF refers to Quality of the output; do the
same for Efficiency and Timeliness. Do not put a score on the column not being
measured by the Success Indicators of each Output.

Average column is where you compute for the average of the numerical
rating of the Q, E, and T of each output. For example, Output 1 has Q and T
Success Indicators; where Q was rated 5, while T was rated 4. The Average
numerical rating of OUTPUT 1 is 4.5. In case that an output has three (3) success
indicators, add the 3 ratings and divide the sum by 3. On the other hand, when there
is only one (1) success indicator for an output, just simply copy the rating for the
success indicator to the Average column.

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7. Item 3: Remarks column refers to the comments/ explanations for each
output. For example: “Output 7 was not done due to high volume of other outputs
and requires longer period of research and study; this output shall be done on the
next semester and shall be submitted on the first quarter of the year.” In this case,
there will be no rating for this output and outputs Final Average Rating shall be
computed with less than 1 divisor.

Remarks can also contain good or bad comments regarding the output or
how the ratee performed that certain output. For Example: “Output 1 was submitted
very late due to Covid-19 Pandemic, which caused all reports from different offices to
be delayed, thus rater extended the time of submission and ratee did not
compromise the quality of output instead, gave a highly accurate report.”

Another example: “Output 10 was always delayed even constant reminder

and monitoring.”

Item 5 Item 4

Item 7 Item 6

Item 8
8. Item 4: Total Rating refers to the summation of the average numerical
rating of all the outputs.

9. Item 5: Final Average Rating refers to the Total Rating divided by the
Total Number of Outputs (some outputs may not be included due to valid reasons).

10. Item 6: Adjectival Rating refers to the Adjectival equivalent of the

numerical rating on the Final Average Rating. Outstanding= 5; Very Satisfactory=4;
Satisfactory=3; Unsatisfactory=2; and Poor=1.

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11. Item 7: Rater’s Comments and Recommendation for Development
Purposes or Rewards/Promotion refers to the Rater’s advice, comment, guidance,
and words for the ratee’s improvement and performance enhancement. For
example: “SINSP RI has good customer relation and communications skills that
should be maintained. I highly recommend him for the next CSC SPMS seminar.
This semester, he performed more than what was expected of him to do in his office
considering the new normal set up, he was able to cascade information and
instructions through innovation on teaching via messenger app and emails.”

Another example: “SINSP RI was in AWOL since July 30 to October 30,

2020. An appropriate action was done as he returned to office last November 2,
2020. His outputs were poorly rated due to the delay of works in the office. I highly
recommend SINSP RI to not do the same behavior for the next semester.”

12. Item 8: Signatures and other data on these boxes shall be complete. Final
Ratings (last signatory box) shall be signed by the Office Director/ Service Unit
Head/ Provincial/ District Fire Marshal.

13. Submit the accomplished IPCR with ratings with attached PMCJ to the
office concerned.  

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SAMPLE

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SAMPLE

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IV- PERFORMANCE REWARDING AND
DEVELOPMENTAL PLANNING

Part of the individual employee’s evaluation is the competency assessment

vis-à-vis the competency requirements of the job. The result of the assessment shall
be discussed by the Heads of Office and supervisors with the individual employee at
the end of each rating period. The discussion shall focus on the strengths with
competency related performance gaps and the opportunities to address these gaps,
career paths and alternatives.

The result of the competency assessment shall be treated independently of

the performance rating of the employee.

Appropriate development interventions shall be made available by the Head

of Office and supervisors and coordination with the HRM Office/Personnel Office.

A professional HR Development Plan to improve or correct performance of

employees with Unsatisfactory and Poor performance rating must be outlined,
including timelines, and monitored to measure progress.

The results of the performance evaluation/assessment shall serve as inputs to

the:

a. Heads of Divisions/Districts/Province in identifying and providing the kinds of

interventions needed, based on the developmental needs identified;
b. Agency HRM Office/Personnel Office in consolidating and coordinating
developmental interventions that will form part of the HR Plan and the basis
for rewards and incentives;
c. PMT in identifying potential PRAISE Awards nominees for various awards
categories, and,
d. PRAISE committee in determining top performers of the agency who qualify
for awards and incentives.

GUIDELINES IN ACCOMPLISHING
INDIVIDUAL DEVELOPMENT PLAN (IDP)

This guide explains the responsibilities of BFP personnel and supervisor in

completing the Individual Development Plan (IDP) and outlines a step-by-step
process for preparing an IDP. The IDP is developed by the personnel and their
supervisor. As the Plan is built, the personnel and supervisor will outline
developmental objectives and career goals. The personnel and supervisor will also
select learning activities for achieving these objectives and goals.
The purpose of an IDP is threefold. First, it ensures that the personnel
maintain the current level of job proficiency through continued training and
developmental activities. Second, the personnel chart a career path by identifying

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new knowledge, skills and abilities to pursue, as well as learning activities needed to
reach the established goals of the office. Third, the IDP will support organization
mission, vision and career field needs.

What is an IDP?

IDPs are individually tailored and are described objectives and activities for
the personnel’s career development and achievement of office goals and objectives.
IDPs can be a win/win strategy because they benefit both the personnel and the
organization. Personnel benefit, because implementing an IDP helps them enhance
their knowledge, skills and experiences. Improved competencies help them achieve
personal and career goals both internal and external to the organization. The
organization benefits by developing improved personnel actions. Competent
personnel performance, plus the added bonus of improved morale, and personal job
satisfaction can make the organization more effective.

IDPs work by helping a personnel and supervisor clarify things that are
important to them and plan to achieve them. In the IDP are career objectives, and
the knowledge, skills and abilities needed to achieve these objectives, as well as,
activities that will provide personnel the opportunity to learn and apply the knowledge
and skills.

An IDP is a written plan for the benefit of both personnel and supervisor. It
describes competencies and performance gaps that the employee will apply and
enhance and how this development will occur. This includes the following:

• Areas for Improvement – IDPs describe the areas for improvement based on
his/her performance evaluation in the Individual Performance Commitment
and Review (IPCR). Areas for enhancement can be the personnel’s
competencies that need to be practiced and/or performance gaps that need to
be filled in for the development of his/her performance.

• Suggested Interventions – Each area for enhancement is accompanied by one or

more specific developmental activities, which will enable the individual to
practice that competency or fill in that performance gap identified during the
performance evaluation.

• Resources Needed – Each suggested intervention shall have an identified

resources to be used or needed to make that suggested intervention happen,
such as but not limited to offices to be coordinated, and funds to be used.

• Timeline- This includes target dates and dates completed, which refers to the
timeline of the particular suggested intervention.

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When to Prepare an IDP?

Timing is an important factor in developing the IDP, because the following

processes work together to establish the same objectives:

• the performance appraisal;

• the training needs analysis;
• career development planning; and
• the IDP.

The optimum time for preparing the IDP is during the first quarter of the
calendar year, wherein the two (2) performance periods has just ended and the
supervisor and personnel.

1. Item 1: The CY or the calendar year is the year in which the IDP is being
accomplished.

2. Item 2: Contains the personal information of the personnel/ IDP holder,

which includes his/her designation, unit assignment, number years in his/her
position, and the number of years in the BFP.

3. Item 3: Areas for Improvement can be the individual’s competencies that

need to be practiced and/or performance gaps that need to be filled in for the
development of his/her performance.
Competencies

Applying or developing job competencies usually meets achieving career

goals. Job competency is defined as an underlying characteristic of an employee,

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i.e., a motive, trait, skill, aspect of one’s self image, or a body of knowledge, which
results in effective, and/or superior job performance.

• Business Management Competencies

• Customer Relations
• Financial Management
• Marketing
• Negotiating
• Organizational Awareness
• Professional Competencies
• Coaching and Mentoring
• Communication
• Conflict Management
• Technical
• HR Competencies
• Appeals, Grievances, and Litigation
• Equal Employment Opportunity Instructional Technology
• Other Competencies
• Conceptual and Strategic thinking
• Group Management
• Judgment and Analytical Thinking
• Decision Making
• Ethics
• Facilitation
• Interpersonal Relations
• Problem Solving
• Self-Management
• Teamwork
• Technology Applications
• Responsibility
• Networking
• Organizational Commitment
• Self-Confidence
• Initiative
• Interpersonal Awareness
• Use of Influence Strategies
• Group Leadership

Employees

Each employee has the primary responsibility for working closely with his or
her supervisor to develop and monitor his or her IDP.

• Identifying short and long-range goals, developmental objectives and

activities to achieve these goals.

• Identifying additional knowledge, skills and abilities required to achieve the

stated career objectives.

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• Discussing and obtaining concurrence of goals, objectives and
developmental activities with first-line supervisors or team leaders.

• Satisfactorily completing all assigned reading, education and

developmental assignments. First-line supervisors or team leaders are
responsible for assisting each employee in the development of their IDP
and supporting development activities outlined in the IDP. This includes:

a. Performing a developmental needs assessment, in cooperation with

the employee, to assist the individual in planning and formulating actions to
successfully accomplish identified career objectives.

b. Counseling employees concerning career development and

encouraging employees to set goals to improve their performance through
systematic and continuous self-development.

c. Assuring that developmental activities support the objectives of the

IDP.
d. Evaluating the development, activities and training completed by
each employee.

Where am I now?

Conduct a self-assessment to determine current skills, interests and values. In

addition to an assessment of current job strengths and areas for improvement, ask
questions such as: What do I value? How satisfied am I in my current job? How well
does my job meet my needs? If I wanted to make a change, what would it be? How
do others see me? How do I want to be seen? What kind of person do I want to be?
What makes me happy? Where do I want to be?

Once you have reviewed your current skills, interests and values, begin to
examine the options available. Ask questions such as: Do I want to move up or over
to a new organization? Enrich my present job? Develop new skills?

If so, which ones and why?

Talk with supervisors and managers and see what options are available.
Check the comments and recommendations of your immediate supervisor in your
evaluated IPCR. Interview, collect information, and ask others about their
perceptions of you. Do a reality check – match your needs with your options. Think
about what the customer needs, how the organization is planning to meet customer
needs, and what the demands and risks are.

How will I get there?

After deciding where you want to be, identify developmental areas. Ask
questions such as: What specific skills, knowledge and abilities do I possess? What
do I strengthen now to meet where I am? What do I strengthen for future
assignments?

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Determine your barriers? What do I need to overcome the barriers? What is in

my way? Where do I need to change? Identify the sources of the barriers and
determine the need and actions to overcome them.

What is my current level of job competency?

You may want to conduct a job analysis to determine exactly what job-related
tasks are necessary for successful performance of the job. These tasks can then be
used to identify the specific knowledge, skills, and abilities needed. Once identified,
the employee and the supervisor can determine the areas within which improvement
is needed. Ask questions such as: Why does the job exist? What is its purpose?
What are the major duties and responsibilities involved? What special requirements
are necessary or helpful to know?

Identification of Personal Goals

a. Identify the assignments or job duties you would like to complete this year.
b. Define your short-range (1 year) goals.
c. List future activities that you would like to accomplish.
d. List possible career paths open to you (e.g., promotion etc.).
e. Define your long-range (1-3 years) goals.
f. Ask yourself: Are my goals realistic? How strong is my desire to achieve
these goals? Are my goals compatible with my strengths and weaknesses?
Are my goals compatible with the parts of my job that I like and dislike?

Identification of Organizational Goals

a. Identify organizational core competencies.

b. Identify career field core competencies and career ladders
c. List long-range training opportunities that provide rotational assignments or
developmental assignments outside your chosen career.

Identification of Objectives

a. Read your job description.

b. Read your most recent performance appraisal.
c. Read your office/division mission and function statement.
d. List specific job activities that you enjoyed in the past year.
e. List specific job activities that you did not enjoy in the past year.
f. Identify elements of your job where you excel.
g. List those elements of your job where you believe performance could be
improved.
h. List those activities within your office/division that are interesting to you.

Identification of Development Activities

a. List the ten most common tasks that you perform. (Tasks are single
activities that cannot be meaningfully broken down into smaller elements.)
b. Identify the knowledge, skills, and abilities that are needed to perform each
task.

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c. Identify and prioritize the knowledge, skills and abilities you do not have or
those you need to strengthen.
d. Identify short-term development activities that will help you acquire the
needed knowledge, skills and abilities.
e. List the knowledge, skills and abilities needed to improve your
performance.

4. Item 4: Suggested Interventions- after indentfying your areas for

improvement, explore of ways to solve/ develop these areas. Each area for
enhancement is accompanied by one or more specific developmental activities,
which will enable the individual to practice that competency or fill in that performance
gap identified during the performance evaluation.

IDP objectives result from negotiation and mutual agreement. Supervisors act
on behalf of the organization to ensure that development or application of the
targeted competencies is needed by the organization. Employees act on their own
behalf to ensure that developing or more fully utilizing the targeted competencies will
result in greater satisfaction with their work and enhanced potential for career
progression.

Developmental activities are undertaken by an individual to achieve a

developmental objective. Some objectives may be achieved by the familiar means of
formal training and attending events such as conferences and seminars. However,
the skills, knowledge and abilities that comprise many competencies may be better
learned and practiced by means of other activities. Activities other than formal
training classes or attending meetings that are appropriate for IDPs include the
following:

• Shadowing (following and observing a person closely)

• Reviewing and analyzing examples
• Internship, apprenticeship
• On-the-job training
• Video or computer based instruction
• Special projects/assignments
• Structured interviews with content experts
• Reading
• Research
• Correspondence courses
• Self-study
• Mentoring
• “Just doing it”
• Rotational assignments

In most cases, these activities are not as expensive as formal training. They
can often be accomplished without travel while on the job.

5. Item 5: Support/Resources- this may be in the form a money, office

supplies or more. By identifying the suggested interventions, you must explore the
resources/support you need for it to materialize.

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6. Item 6: Target Date- depending on your suggested intervention, select a
date you and your supervisor plan to accomplish that particular suggested
intervention.

7. Item 7: Date completed – This refers to the actual date that your
suggested interventions were pushed through or had transpired/ done. (Hand written
entry).

8. Signatures to be included in the IDP shall be the signatures of the IDP

holder; of his/her immediate supervisor; and of his/her next higher supervisor.

9. Data on the signature box shall be complete.

10. The date on the signature box shall be the date of preparation of the IDP
(which is any date within the first quarter).

11. The accomplished IDPs shall be forwarded to the Provincial/Division Level

for consolidation and preparation of TDP.

FREQUENTLY ASKED QUESTIONS for IDP:

I am interested in attending a one -day seminar I just found out about. It is not in my
IDP. Can I still go?

Ø The IDP attempts to identify all your developmental activities, but sometimes
other options become available after you have prepared your IDP. So, the fact
that the seminar is not identified on your IDP does not mean you cannot
attend.

I am satisfied with my current job, and I am not interested in moving into any other
position. What can an IDP do for me?

Ø Because “development” does not just mean moving up or into another job, the
IDP can be concerned with your growth in your current job – mastery of skills
or learning different facets of the job. Employees planning to stay in their
current jobs still must work at keeping skills current, remaining productive, and
being successful. Very few employees are in a job that will look the same in
two years. Requirements for your job may be constantly changing and it is
critical to be current – if not ahead of the game.

Once something is on the IDP, can I change it?

Ø Absolutely. Unexpected situations can make some planned training

impossible, and things can happen that require activities that were not
planned.

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Is this a performance appraisal? What effect does the IDP process have on
performance appraisals?

Ø This is not a performance appraisal. The IDP focuses exclusively on the

employee’s growth and development. Actual performance will certainly enter
into the discussion, but the IDP discussion is not a performance review.
Performance appraisals and IDP discussions are two separate but related
conversations. Care should be taken to keep them so, especially if the two
discussions are held at the same time. The performance appraisal reviews the
past and the IDP discussion plans for the future.

How can I learn about training opportunities?

Ø Your developmental needs should be a regular topic of discussion between

you and your supervisor. Announcements of agency programs are usually
circulated to supervisors and posted on the Human Resource Development
website. Work Force Development Directorate also maintains information on
interagency and nongovernment training programs. Periodically you should
talk with your supervisor or training officer about opportunities available to
you.

May the government pay for my licensing or certification examination?

Ø No. Your agency may pay for training that prepares you for an examination, if
the training is relevant to the agency’s mission. However, the costs of
examination and any related expenses are not payable under the current
training law.

Is it required that training be applicable only to my present job?

Ø Generally, Yes. However, in some cases, you may be given training relevant
to your projected future assignments or to accomplish special agency
initiatives.

Can my agency pay for correspondence or computer based courses?

Ø Yes. This type of training can be utilized the same as any other type of
training that your agency determines would be beneficial.

Tips for First-line Supervisor or Team Leader

Employees use IDPs to maintain and improve their employability and thus
advance their careers. However, the supervisor uses IDPs to enhance the
organization’s ability to achieve its objective, both now and in the future. Specifically,
supervisors use IDPs to encourage employees to enhance their competencies and
to make the best use of their competencies. Hence, IDPs include objectives to
improve knowledge and skills and to build experience that will be used to benefit the
organization as a whole. The responsibility also includes assigning work to
employees that allows them to make a maximum contribution to mission
accomplishment.

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However, in a more general sense, the supervisor’s responsibility is to
recognize that employees are the organization’s greatest assets, and to help develop
these assets. That development is not limited to near term organizational needs and
requirements. It takes into account the organization’s longer ranger needs, and the
need to help every employee maintain optimism and sustain motivation that leads to
doing the best possible job every day. The organization relies primarily upon
supervisors to make this happen. Fulfilling this role requires a willingness to invest in
people. It also requires an understanding of the organization’s Goals, Needs, and
Functions.

GUIDELINES IN ACCOMPLISHING THE

TEAM DEVELOPMENT PLAN (TDP)

Team Development Plan is simply the consolidation of the IDPs within the
Division/District/Provincial Level. The heads of Division/ District/ Provincial office
shall choose top five (5) priorities among the submitted Suggested Interventions of
all personnel in the Division/ District/ Provincial Level. TDP shall serve as one of the
bases for programming, planning, and budget allocation for training courses and
programs.

1. Item 1: Name of the Division/Office refers to the name of your respective

Division/District/Province. OFFICE: row refers to the name of offices (sections,
stations, etc.) under that Division/District/Provincial office.

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2. Item 2: The list of the personnel under each office.

3. Item 3: Position/ Designation shall be filled in with the position or designation

of each respective personnel within that office.

4. Item 4: Number of years in the Position/Designation refers to the total

number of years in his/her present designation.

5. Item 5: Number of years in the BFP is the total number of years the
personnel since he/she entered the fire service.
6. Item 6: All particulars in these columns will be coming from the IDP’s of the
personnel and all information from their IDPs shall be reflected in these columns. All
data written in each IDP shall all be transferred in the TDP.

7. Item 7: PRIORITY INTERVENTIONS. This is the part where TDP differs from
IDPs. This part requires decision-making of the Heads of Division/District/Provincial
office. Priority Interventions part is where they shall pick, decide and prioritize
intermediations among the suggested interventions from the IDPs. These top five (5)
chosen interventions shall serve as the Division/District/Provincial office’s suggestion
for the HR plan.
8. Item 8: Number of personnel who will be involved in the respective priority
intervention.
9. On the second (2nd) quarter of the calendar year, TDPs shall then be signed by
the respective authorities and endorsed to the PMT/RPMT Chairperson for
appropriate actions.

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FREQUENTLY ASKED QUESTIONS (IPCR, RMF, PMCJ):

Can the signed and approved IPCR targets and RMF be changed in the middle of
the rating period?

 In the middle of the rating period, targets may be changed or calibrated,

provided that it has accurate basis and it is properly documented in the
Performance Monitoring and Coaching Journal, and again submitted to the
Provincial/ District Office for appropriate checking, marking as received, and
recording. The signature dates will be changed as to the date of the modified
targets. Appropriate remarks shall be written in the comment box regarding
the modification of the targets/RMF.

Do we have to use all three dimensions of performance measures?

 Not all performance outputs need to be used along all three dimensions of
quality, efficiency, and timeliness. Some outputs may only be rated on any
combination of two or three dimensions. In other cases, only one dimension
may be sufficient (E).

What are the rater’s ideal responsibilities in the performance planning phase?

 Review the organization’s Strategic Objectives – Mandate, Vision, Mission,

Sector Outcome and Organizational Outcome.
 Read the individual’s job description. Think about the goals and objectives the
ratee needs to achieve in the upcoming appraisal period.
.
What are the ratee’s ideal responsibilities for performance planning?

 Review the organization’s Strategic Objectives – Mandate, Vision, Mission,

Sector Outcome and Organizational Outcome.
 Review your job description and determine your critical responsibilities.
 Think about your job and identify the most important goals you feel you should
accomplish in the upcoming appraisal period.

Can we modify our performance targets for a given rating period which are already
agreed by the ratee and rater?

 Yes. It can still be modified based on changes brought by additional output/

assignment. The ratee or rater shall immediately notify the Personnel
Appraisal Section (NHQ), RPMT (if from the Regional Office/ the targets of
Provincial Fire Marshal) and Provincial Office (if from City/Municipal/Provincial
office) of such modifications.

Do we have to modify our performance targets if our rater will be reassigned?

 No. Modification of performance targets will only be allowed in cases where a

ratee is given additional output/ assignment.

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I have my reassignment order dated 15 September 2020. Do I need to have my

IPCR targets to be rated by my supervisor before my transfer, even though it will be
less than 90 days of performance from 01 July 2020?

 Yes. As per BFP Memorandum Circular 2017-010 (Guidelines for Determining

Weighted Average Performance Rating of Personnel who have been
Reassigned within One (1) Performance Period), regardless of the number of
days within a performance period, a BFP personnel shall submit his/her
accomplished IPCR with ratings before being reassigned; before availment of
approved leave of absence for more than 90 days; and before undergoing
training and scholarship grant.

My immediate supervisor who signed our IPCR targets will have his compulsory
retirement next week. Do we (all his ratees) need to have our targets be rated before
the day of his retirement?

 No. The reason why we have to leave the signature boxes on the last page of
the IPCR Targets unfilled is for these cases. Whenever the rater will be
relieved (due to retirement/ reassignment/ suspension/ training, etc.), the
ratees will still have the same functions as well as the same outputs expected
for them to deliver since targets are aligned to the outputs of the office. Thus,
the new personnel/officer, who will have to assume the duties and
responsibilities of that office, shall also assume the responsibility of being the
rater to all the ratees of that office.

An additional designation (concurrent) was given to me in the middle of the

performance period, as per BO No. REA-2020-300. Am I required to have two (2)
IPCRs (one for my primary designation and another for my concurrent designation)?

 No. It is advised that there will only be one (1) IPCR per personnel. In case
that a personnel was issued an order to have concurrent designations in the
middle of the performance period, where he/she will have two (2) or more
raters, his/her IPCR targets shall be amended and will be done as the sample
given on the next page.

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 In case that the personnel was given concurrent designation NOT in the
middle of the performance period but prior to the start of the performance
period or will continue his/her performance with the same concurrent
designation, no more remarks shall be written in the comment box; however,
same remarks shall be made on the remarks column since this is the
signature box for his/her concurrent designation’s rater.

 In case that there will be concurrent designation but just within the office/ will
have the same rater or immediate supervisor, there is NO need to have the
remarks written in the remarks column since the rater for the primary and
concurrent designation will be the same.

Can my rater on my concurrent designation write his/her comments and

recommendations on the same rater’s comment box?

 Yes. Raters from Primary and Concurrent designations can write their
comment about the ratee on the same rater’s comment box.

What will I do with my RMF and PMCJ, when I have this concurrent designation
situation?

 The RMF of your primary designation’s target outputs shall be different from
the RMF of your concurrent designation’s target outputs. The same will
happen with the PMCJ. In conclusion, one (1) IPCR attached with 2 two (2)
RMF during target setting and attached with two (2) PMCJ during the end of
the performance period, will be required for a personnel with one (1)
concurrent designation.

How often do I need to write on my PMCJ?

 It is advised that entries in your PMCJ shall be at least once a month or as

often as you and your immediate supervisor meet, discuss, and monitor the
progress of your outputs.

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