2. A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System

3. “Making P lan D o C heck A ct a daily habit “ “What is not measured, cannot be managed.”

4. CSC – Performance Management System Medium Term Philippine Development Plan (MTPDP) Agency Strategic Plan Organizational Performance Indicators Framework (OPIF) Agency Performance Management System (PMS) Career Executive Service Performance Evaluation System (CESPES) Office Performance Evaluation System (OPES) Performance Evaluation System (PES)

5. CSC – Performance Management System Performance Evaluation System (PES) for Individual Staff Career Executive Service – Performance Evaluation System (CESPES) Introduction of OFFICE Performance Evaluation System Office Performance Evaluation System for Units and Division Chiefs OPES

6. CSC – Performance Management System Why measure office performance?  Directly translates the agency’s strategic direction into more specific and measurable objectives  Serves as mechanism for better alignment of individual objectives to agency objectives  Enhances objectivity of individual performance evaluations

7. CSC – Performance Management System OPES Features  Measures the collective performance of an office  Focuses on outputs  Uses a standard unit of measure  Allows comparison of performance across offices or function  Applies to smallest output-producing units, i.e., divisions or sections

8. CSC – Performance Management System OPES Features  Standard unit of measure through a point system ◦ Each output is assigned a number of points ◦ Points are based on the length of time it takes one person to produce the output ◦ Points are exclusive of rank/position

9. CSC – Performance Management System OPES Reference Table list of themajor final outputs  A list of the major final outputs of an office given its functions corresponding points  Indicates corresponding points that an output would earn when completed  Defines the standards  Defines the standards that must be met for completed outputs to earn points

10. CSC – Performance Management System Sample OPES Reference Table FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS OPERATIONAL DEFINITION Project Proposal Preparation Project Overview Number of Project Overviews 8 Paper defining the need, problem or opportunity to be addressed by the project, project goals and objectives, preliminary resources, assumptions and risks. Must be approved by the Head of Office. Project Proposal Number of Project Proposals 25 Proposal includes Work Breakdown Structure, Project Network, and Critical Path. Must be approved by the Commission.

11. CSC – Performance Management System 1. Performance Planning and Commitment PMS 4. Performance Rewarding and Development Planning 3. Performance Review and Evaluation 2. Performance Monitoring and Coaching OPES as the critical link in the PMS Cycle

12. CSC – Performance Management System Determining Outputs Every office has a mix of quantifiable and non-quantifiable outputs:  QUANTIFIABLE outputs refer to measurable results  NON-QUANTIFIABLE outputs refer to everything that consumes time but output of which is not measurable e.g., meetings, office programs/ceremonies, filing, phone calls, and other support functions

13. CSC – Performance Management System Determining the Percentage of Non-quantifiable Activities  Proportion of quantifiable and non-quantifiable hours is determined by the agency  Considerations in determining this proportion: ◦ Overall proportion of support staff to technical staff ◦ Hours spent on non-quantifiable activities typical to the agency ◦ Nature of agency work  Quantifiable hours could be more than 50%, e.g., if office has fairly routine or automated processes and therefore higher productivity and volume of output is expected  Non-quantifiable hours should not be more than 50%!

14. CSC – Performance Management System Total Target Points  Each unit computes its annual target points by multiplying the annual target points by the number of personnel.  The number of personnel in an office/division determines the collective target output of that division/office for the year.  Similar outputs earn the same points, regardless of division, area of expertise and geographical location. This shall provide performance standards.

15. CSC – Performance Management System Total Target Points: CSC-CO 365 Days in a year Less 104Saturdays and Sundays Less 10Legal Holidays Less 8 Mandatory and Special Leave -------- 243working days in a year X 8hours in a day -------- 1944 working hours in a year LESS 50% estimated non-quantifiable outputs ===== 972 points x no. of staff = Total Target Points for Central Office

16. CSC – Performance Management System Total Target Points: CSC-RO 365 Days in a year Less 104Saturdays and Sundays Less 10Legal Holidays Less 8 Mandatory and Special Leave -------- 243working days in a year X 8hours in a day -------- 1944 working hours in a year 1360.8 points x no. of staff = Total Target Points for Regional Offices

17. CSC – Performance Management System Considerations  Organizational Performance Indicators Framework (OPIF) ◦ Spells out agency commitments in terms of major final outputs (MFO) ◦ Total Target Points in OPES should be consistent with committed MFOs

18. CSC – Performance Management System Work and Financial Plan Form KRAKPIOutput OPES Pts Target BudgetDeadline Staff Resp. QtyPts

19. CSC – Performance Management System Using OPES Table in Evaluation 240015016Post Training Report 1201 Annual Training Report 9720 Total Target Points 600015040Training 120010120Manual TotalRequired NumberPointsOutputs OPES-based Office Work Plan 280017516Post Training Report 1201 Annual Training Report 10880 Actual Points Delivered 700017540Training 9608120Manual TotalActual Number completed PointsOutputs Actual Office Performance Target exceeded!

20. CSC – Performance Management System Using OPES Table in Evaluation  Compare performance across offices ◦ Sample 86,794 211,284 20,478 10,453 Actual Points Delivered 93%93,31296D 109%194,400200C 132%15,55216B 108%9,72010A %Total Target Points Number of Employees Office Most productive Least productive

21. The CSC PMS- OPES model is a practical translation of a good performance management system. As such, its OPES point- scoring feature is adopted in the TESDA PEG PMS PEG KPIs (what we intend to track & monitor based on OPES- anchored WFP) MoNet -Based Scorecard (measures & displays real-time COROPOTI performance in terms of PEG KPIs) Goal/Standard (desired & defined in the PEG guideline). COROPOTI Decision-Maker (makes change needed to bring performance attuned to goal or standard set) TESDA Employee (s) (compares actual performance with goal or standard; if difference warrants action, reports to responsible decision- maker).