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198 viewsStrategic Performance Management System SPMS
Uploaded by
Frannie PastorCopyright
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/ 29
Piacember 29 2014
ENGR. REY DENNIS L. GILBAS.
General Manager C
Bulan vvater District, ‘
Bulan, Sersegon
Deer Manager Gilbas:
We are furnishing you wit 3 copy of your APPROVED Stratagic Performance
Management System (SPMS) manual This manval s found to be generally acceptabe and in
accordance with CSC NC No 6, s 2012, re Guidelines in the Establishment and
Implementation of Agency SMS
With the approval of your agency SPM, itis expected thatthe same shall be made
functional. For us to validate that this 16 already functonal, please submt the following
ocumants to ou" Cl Senice Gamimisson ~ Sorsogon Feld Office
+. Comrnuicstion materi: jeg fers, newsletior or Brochures) used in the
tlesumination of the SPMS to employees
2. Duly signed Performance Management Team's (PMT) inteinal guidelines in
‘arying out their assigned responsbilties (see attached sample)
FMT. mindes of meeting in leviewng perfomance stardarashargets anc
accomplishments
4 Ghe.or two camples cf the folowing
a Accomplished OPCR, DPCR and [PCR forms (with ratings
5 Duly accomplished ard signed Professional Development Plan/inaiidua
Development Pian,
‘Kccomplished incvidual Pertomares Monitoring ard Coaching Forns:
5 Summary of Ratings of al stat stanged ty daparments/nt
8 Updated’ Agency Human Resource Development (RO} Plan or any other offical
cocument mdieatng that the resus of he peromarce evaluation were used as
Inputs for devecopmenta planning andlor rewards and recegntion program, and
We wil appreciate recenng the ebove-mentioned documents on of before July 1
gains ota ys ee Ranh eaters you ray crc car Coe Sevcyon Pert Oca a
ferephone number (056) 427-9805 o OU POlces arcl Systems Evaluation Division (PSED) at
telephone number (062) 482-0500
[As always, we thank you for your prompt compliance and continued suppor to the
programs of tie Civé Service Commission
==
porecer Vat yf
ston .
SSSRAL SESE Sc watt
sss abel
fr Lateto ban WO oppreveaspns
Respondion Acer, Courteous and Effective Public Service
ate Va egy yin 8 ei a EC] enmptarano etn ‘iC SS Evluatlon Form Ne 2 Revised 2013
Agency SPMS Evaluation Guidepost
Byan ORTEL Opi7nae?
Performance Management Team
Planning Office
HRM Office
Head of Office
Supervsor
Individual Employees
Functions are clearly spelled out
“There is an Office Order! Execative Order
{ssved bythe Agency Heed
“Table of Major Final Outputs (FOS)
‘enumerating all products and services of the
‘organization
‘Major final outputs are aligned to/address
‘© agency strategic priorities
(© agency mandates/vsion/mission
2 OPIF Legframe
‘© Philippine Development Pian
© Organtzational/Sectoral/ Societal
Goals
‘Success indicators are identified for each
‘major final output
Success indicators are Specific, Measurable,
‘Attainable, Realistic and Time-Bound (SMART)
‘SPAS guidelines provide for cascading of
‘Organizational unit's commiments/goals to
individual stat! members such tha Individual
‘work plans or commitment and rating forms
ae linked tothe office division unft werk
plan or commitment and rating form
Guidelines provide thatthe average rating of
individual satt member shoule not go higher
than the collective performance assessment
of the office
‘One Form for the Commitments (Target
Setting) and Rating (Evaluation) for both
Organization and individuals.
Commitment and Rating Forms for both the
‘rgantzational and individual performance are
similar end easy to accomplish
'SPMS Forms that operationalize the four-stage
Performance Nanagement Cycie Forms Inclide cours for MFOS; Success
Indicators (Targets + Measures); Actual
Accomplishments; and Rating
‘Commitments are agreed upon by the
‘Management and officials /employees as
‘indicated in the OPCR and IPCR forms
‘Space is. provided for Comments and
Recommendations for individual Employee
Development
Performance Monitoring and Coaching
Form/ Journal
Performance Development Plan
‘Wanitoring and Evaluation mechanisms and
Information System are established
‘There isa database/ summary of targets and
accomplishments which shail be the basis for
verification of accomplishments
‘There is a program to orient agency officials
‘and employees on the new and revised
policies on the SPAS
‘The orientation schedules ae indicated in the
‘SPMS calencar
Se
Four-Stage PWS Cycle are described in the
Guidetines/ marual
Performance Planning and Commitment
Performance Monitoring and Coaching
Performance Review and Evaluation
Performance Rewarding and Development
Pianning
T. Performance Planning and Commitment
‘> SPRS calendar shows that Officials and
‘employees are required to submit their
‘commitments prior to the start of the
rating period,
'SPMS calendat allots time for PMT review
‘and recommendation of the Performance
‘Commitments
‘SPMS calendar Indicates period Tor Head
‘of Agency/heads of offices approval of
the Office Performance
Commitment /ndvidual Performance
Commitments
7, Performance monitoring and coaching
* Feedback session on the performance Of
the officesas well as the officials/
‘employees are provided inthe guidelines
and indicated in the SPMS Calendar
Interventions are glven to those behind
work targets; in the Employee Feedback
Form, a space is provicea for
recommended interventions “There isa form or logbook to record
critical Incidents, schedute of coaching,
‘and action plan
7. Performance Review and Evaluation
Office accomplishments are assessed
against the success indicators and the
allotted bucget against the actual
‘expense: as incicated inthe Performance
Commitment and Rating Forms and
provided In the guidelines
+ Annual Agency Performance Review
Conference is conducied as found in the
'SPMS Calendar
+ Individual empioyee performance &
assessed based on the commitments made
at the start of the rating period
Agency SPMS Rating Scale: Should Tall
within the range prescribed in MC 13, s.
1999 (Revised Policies on the PES)
% Performance Rewarding and Development
Planning
‘There fsa mechanism for dbcussion of
assessment results by the Head of Office
and supervisors with the individual
employee at the end of the rating period
There is a provision fer the drawing up of
a professional development plan to
‘improve or correct performance of
‘employees with Unsatlsfactory of Poor
performance rating,
Recommencations for developmental
interventions are indicated in the
Performance Commitment and Rating
Form
Provision inthe gudelines on the inkage
fof SPAS with the Agency Human Resource
Development Pian
Provision in the guidelines on the tie-up
‘of performance management system with
the agency rewards and incentives (for
top performing ingividuels, units and
offices)
‘The Agency SPNS guidelines spect the
periomance ating perod
3-Month Rating Perloe?
© Glonth Rating Period?
+ 1-Year Rating Period?
+ The Agency SPNS Guidelines specifies the
‘3 point numerical rating scale with
adjectival descriptions and ranges. + Agency SPAS Rating ale Tals within the
range presrited in NC, 5. 1999
(Revised Poices on the PES)
“There & an annual calendar with
activities, unt/person responsible and
timeframe for ench hase
“There ie a schedule forthe SPMS
‘orientation and SMS plat test
CSCROIESCFO Review Report
Z ryproves for implementation
= Deapprovee
= Fernevson
Reasons:
*
BQ.
| Printed Nane-and Signature of $C Evaluator
CERTIFICATION OF APPROVAL
‘The Agency SENS Is hereby approved for implementation. A report of implementation of ths SPMS
shal be submitted co the CSCRO within tvee or Sx moaths afer Mita Implementation, togeter
withthe flowing sample decunents:
Communication Materials
‘Accomplstied OFCR, OPCR and PCR or ther equivalent
‘ecomplitved Performance Monitoring and Ceaching Forms
‘Accomplitied Professional Development Form
CECILIA R-NIETO
I
rintae Name and Signature of (SC Regional fics Drwcior
Date signes: L22. 2g. 07d , PICT
< BUL ,
¥ a aie Ne ‘@ 5555-26-05
Emai: [email protected]
BAGG PERMA MAAC ST
(SPS) INTRODUCTION
This BULAN WATER DISTRICT - SPMS is focused on linking
rganizational vision,
individual performance vis-a-vis the agency's 0!
das a technology
mission and strategic goals. It Is envisionet
composed of strategies, methods and tools for ensuring fulfilment of
the functions of the offices and its personnel as well as for assessing
office accomplishments.
itis a mechanism that ensures that the employee achieves
the objectives set by the organization, on the other hand, achieves
the objectives that it has set itself in its strategic plan.
Performance management system is the heart of human
res 1
fe ee pete Decale Information produced from it is useful in
planning
processes. 'g, management and decision-making TABLE OF CONTENTS
Invocuction
Table of Contents
M
Mi
vi
Mil
vill
re
xi
xi
BULAN WATER DISTRICT Enhanced Stretaic Performance Management System
Rationale
Objectives
Scope
Definiton of Terme
Performance Management Framework
Basic Elements
ey Payers Retponction
‘SPMS Champion
Performance Management Team
‘Agency Planning Office
Human Resource Management Office- HRMO
Head of DeparmentiOffice
Individual Employees
Rating Period
Procedural Guidelines
A. Performance Planning & Commitment
8. Performance Monitoring & Coaching
C. Performance Roviow & Evaluation
D. Performance Rewarding & Development Planning
amoo@>
Uses of Performance Ratings
‘Sanctions
Effectivity
Annexes
Major Final Output Listing
‘AnnoxA Unit Work PlaniMFO)
‘Annex At Unit Work PlaniSTO)
Annex A2 Unit Work Pian(GASS)
‘Annex 8 ‘Sample Summary List of individual Performance Ratings
Annex C1 Performance Monitoring & Coaching Joumal(1)
‘Annex C2, Performance Montorng & Coaching Journal(2)
‘Annex C3 Performance Monitoring & Goaching Journal(3)
‘Annex D Office Performance Commitment & Review (OPCR)
‘Annex E Individual Performance commitment & Review(IPCR)
‘Annex F Employee Feedback Form
Annex G ‘SPMS Calendar
‘Annex Ht Performance Rewarding & Development
‘Annex H2 Professional Development Plan
‘Annex! ‘Sample Ratings of Accomplishments of BWD
Annex J ‘Sample Ratings of Accomplishments of an individual staff
Annex K'1 Logbook for Communications & Accomplishment Monitoring Sheet
Annex L Performance Feecback Appeal Form
Guidepost in Validating SPMS Implementation
‘Communication Pian
Internal Guidelines of the Performance Management Team
‘Accomplished OPCR
Accomplished IPCR
Unit Work Pi
Individual Development Pian
BWD HRD Plan
XXIl, BWD Operationalization of he Rating Scale
XXill, BWD SPMS Calendar
XXIV. Composition of BWD Performance Management Team
XXV. BWD PRAISE Committee
XXVI._BWD Personnel Selection Board
XXVIL. Training Needs Analysis Republic of the Philippines
BULAN WATER DISTRICT
De Vera St, Zone 4, Bulan, Sorsogon
No: 2014-12-01
Date: December 12, 2014
SUBJECT : BULAN WATER DISTRICT Enhanced Strategic
Performance Management System (SPMS)
Rationale
‘The BULAN WATER DISTRICT ie mandated to promote the sound, efficient and
effective management and utiization of goverment resources (\e., technological
human resource, physical and financal) as instrument in the achievernent of national
socioeconomic and political development goals.
‘The BULAN WATER DISTRICT envisions itse to be:
+ A. champion of results-criented policies and practoot that enable the
{government to steer the country towards meaningful development that empowers
the poor and the marginalized;
+ An implementer of world-class human resource management systems that
tenhance transparency, accountability and putlicparicipaton in governance;
+ Aninsttution composed of highly competent and motivated public servants who
observe the highest stardards of professionali ard integrity.
[An affective performance management system that will keep track of the progress of
programs and projects, identify bottlenecks and adopt stratagies to ensure success
's essential to achieve the above mandate and vision.
't has been noted that the current performance management system needs
enhancements to allow inkage between the strategic objectives of the organization
‘nd the individual performance, and create an enabling environment supportive of
employee development.
The Strategic Pertormance Management System (SPMS), which the Cvil Service
Gomrrission (CSG) introduced through Memorandum Circular No. 6, series of 2012,
incorporaies the postive features of the previous aysteme while addressing their
gaps. and weaknesses. It sets a mechanism for aligning organization, office and
Individual commitments. Wth defined targets and performance measures, it
provides a scientific and vertfiable basis in assessing and improving the performance
of employees and the effectiveness of the Agency's programs and projects. Further,
it puts emphasis on the establishment of systems for continuous employes
development that will enhance overat performance delivery of the organization.
The Agency recognizes the need to institutinaize an SPMS that holisticaly
‘measures and identifies areas for improvements in the Agency's organizational and
ental paren, sot aly baretinn a ian of pareance sa
accour
Objectives
The BULAN WATER DISTRICT SPMS aims to link organizational and individual
performance through: Vv.
4, The establishment of urit and individual _work plans and consequently Office
‘and Individual Performance and Commitment that are aligned to the sirategic
‘objectives of the Agency;
2. The use of @ performance rating system that reflects the capacity of the
individual and the office by taking into consideration their strengths and areas of
improvement; and
3. The application of coaching as a leadership style in monitoring and continuous
improvement of individual performance and in the development of individual
‘competencies, thereby creating a culture of performance excellence
Scope
‘The system covers all permanent, contractual and casual employees ovcupying first-
‘and second-evel positions with employer-employee relationship in thie Agency.
Definition of Terms
‘A. Coaching — a leadership style that employs on-going conversations to
help people find and act on solutions to ssues blocking their
effectiveness
1B. Agency PMT — refers to the Agency's Performance Management Tesm.
©, Agency- refers to the BULAN WATER DISTRICT
D. DepartmentOffice - refers to serices/ofices in the Agency
‘organizational structure ofthe Local Government Unit
E, Major Final Outputs (MFOs) ~ collective outputs of Local Water District
‘a3 specified in the Presidential Decree 196 and other references. These
‘are goods and services thal the Agency is mandated to deliver to its
‘extemal cients through the implementation of programs, activites and
projects. These are delivered by core business processes of operating
offices/units
F. Programs, Activity, Projects (PAP) - programs, projects and activities
undertaken by an Departmentifice or staff to achieve the intended
organizational objectives. Offices may identify and craft PAPs based on
their targets/commitments
G. Success Indicator — reflects the combined performance measures and
the corresponding targets for each identified MFOs/PAPs/STOs and GAS
activities.
1H, Support to Operations (STO)- contains the outputs of offices/units that
do not directly deliver goods and services to external clients but
contribute to the delivery of the Agency's MFOs /Core business process.
It refers to activities that provide technical and substantive support to the
‘operations and projects of the agency. Examples incude program
montoring and evaluation, pubic information programs, statistical
‘services, and information systems development
|. General Administration and Support (GAS)- contains the activities that
