1. STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

2. Joint Resolution No. 4 (17 June 2009)
The following principles shall govern the Modified Compensation & Position Classification System & Base Pay Schedule of the Government.
A performance-based incentive scheme which integrates personnel & organizational performance shall be established to reward exemplary civil servants & well-performing institutions. (Item 1 [d])
The CSC, in developing the Performance Management System, shall ensure that personnel performance shall be linked with organizational performance (Item 17 [c])

3. CSC Resolution No. 11-00224 dated 9 Feb 2011
CSC Resolution Nos dated 8 Nov 2011
CSC Resolution No dated 16 March 2012

4. Scope & Coverage Agencies: 1. National Government Agencies
2. Local Government Units
3. Government-Owned-and-Controlled
Corporations
4. State Universities and Colleges
Employees:
1. 2nd Level Executive/Managerial
2. 2nd Level Professional/Technical
3. 1st Level

5. CSC-DBM Joint Circular No. 1, s. 2012

6. Memorandum Circular No
Memorandum Circular No dated 2 August 2013 (Guidelines on the Grant of PBB)
8.1
b. Employees belonging to the First and Second levels should receive a rating of at least "Satisfactory" under the CSC approved Strategic Performance Management System (SPMS) or its equivalent.
8.2 Departments/Agencies with CSC-approved SPMS may already use the same in evaluating individual performance in FY Once alignment is undertaken, the use of CSC-SPMS will be mandated in FY 2014.

7. The SPMS Concept
Individual performance linked with vision, mission & strategic goals.
Objectives are achieved by the employee/s and the agency.

8. Why Focus on Performance?
The most important determinant of success lies in the PERFORMANCE of the office and personnel
When employees do not perform, an organization fails.
GOVERNMENT: No Service = No Effect

9. The SPMS Framework (Paradigm Shift)

10. The SPMS Objectives The SPMS shall be prepared and administered to:
Concretize the linkage of agency performance with the PDP, Mandate & Strategic Plan, and the OPIF.
Ensure organizational effectiveness and improvement of individual employee efficiency.
establishment of rational and factual basis for performance targets and measures.

11. 6-Basic Elements 2. Outputs & Outcomes-based.
1. Goal aligned to agency mandate & organizational priorities.
2. Outputs & Outcomes-based.
3. Team-approach to Performance Management.

12. 5. Information system supporting monitoring & evaluation
6-Basic Elements . . .
4. User-friendly Forms
5. Information system supporting monitoring & evaluation
6. Communication Plan

15. Key Players CHAMPION or AGENCY HEAD
Together with PMT, is responsible and accountable for the establishment and implementation of the SPMS;
Sets goals/objectives and performance measures;
Approves office/division performance commitment and rating; and
Assesses performance of office/division.

16. Performance Management Team (PMT)
Key Players . . .
Performance Management Team (PMT)
Consults all Heads of Division for the purpose of discussing the targets.
Ensures that division performance targets and measures, as well as the budget are aligned with those of the Agency and that work distribution of division is rationalized.
Recommends approval of the division performance commitment and rating to the Agency Head.
Appeals body and arbiter for performance management.
Identifies potential top performers.

17. Performance Management Team (PMT)
Key Players . . .
Performance Management Team (PMT)
Executive official designated as Chairperson
Highest Human Resource Management Officer
Highest Human Resource Development Officer
Highest Planning Officer
Highest Finance Officer
President of accredited employee association

18. Key Players . . .
Planning Division
Monitors submission of DPCR Form and schedule the review/evaluation of division commitments by the PMT. ]
Consolidates, reviews, validates and evaluates the initial performance assessment based on accomplishments reported against the success indicators, and budget against actual expenses.
Conducts an agency performance planning and review conference annually.
Provides each division with the final Division Assessment to serve as basis in the assessment of individual employees.
- Functions as PMT Secretariat -

19. Personnel/HR Division
Key Players . . .
Personnel/HR Division
Monitors submission of Individual Performance Commitment and Review (IPCR) Form.
Reviews the Summary List of Individual Performance Rating.
Coordinate developmental interventions that will form part of the HR Plan.

20. Key Players . . .
Division Chief
Assumes joint responsibility with the Agency Head in attaining performance targets.
Rationalizes distribution of targets/tasks.
Monitors closely the status of performance of subordinates.
Assesses individual employees’ performance.
Recommends developmental needs/intervention.

21. Key Players . . .
Individual Employees
Act as partners of management and co-employees in meeting organizational performance goals.

23. SPMS CYCLE I. Performance Planning and Commitment
Head of Office meeting with the supervisors/staff and agree on the outputs that should be accomplished.
Success indicators are determined which consists of performance measures and performance targets.

24. Success Indicators should be SMART:
Specific – Do the indicators clearly indicate that which should be achieved. Are they easily understood? Measurable – Are the indicators quantifiable or verifiable to determine whether the division/individual is meeting the objectives or not? Achievable – Are the indicators attainable and realistic given the Office’s resources? Results-oriented – Do the indicators focus on outputs geared toward the realization of organizational outcomes? Time-bound – Is there a time frame to achieve or complete the deliverables? Does it advance efficiency in delivering services?

25. Performance Measures (shall include any one, combination of, or all of the following general categories, whichever is applicable)
Category
Definition
Effectiveness/Quality
In management, effectiveness relates to getting the right things done.
Involves the following elements:
Acceptability Completeness or comprehensiveness of reports
Meeting Standards Creativity or innovation
Client Satisfaction
Accuracy
Efficiency
The extent to which targets are accomplished using the minimum amount of time or resources.
Standard response time
Number of requests/applications acted upon over number of
requests/applications received
Optimum use of resources (money, supplies, logistics)
Timeliness
Measures whether the deliverable was done on time based on the following:
Requirements of the law
Deadlines set in the work plan

26. Performance Targets
Targets shall take into account any or all of the following:
Historical data
Client demand
OPES Reference Table
Management instruction/s
Benchmarking
Future trend

27. Success Indicators:
MFO - goods or services that an Agency is mandated to deliver to external clients through PAPs. Core Functions – Performed by the office which are inherent in its mandate

28. MFOs PAPs Nutrition Policy & Program Development Services
Nutrition Capability Building Services for LGUs & Other Stakeholders
MFOs
Planning and policy formulation - multi-level program formulation
Medium-term Philippine
plan of action for nutrition
Accelerated hunger-mitigation
program
Legislative agenda on nutrition
Maintenance of nutrition management information systems
Development, production, and distribution of
printed and audio-visual materials and other
technical materials
Conduct of and participation in training and
Conferences
Nutrition program management
Training on the Barangay Nutrition
Scholar Program
Organization and conduct of special events
toward intensified nutrition advocacy
Provision of logistics support to local nutrition programs
Barangay Nutrition Scholar Program
Provision of cash awards to LGUs with
outstanding nutrition improvement and
hunger mitigation programs
Coordination of nutrition program at regional
and local levels
PAPs

29. Success Indicators . . .
STO – Support to Operations refers to activities that provide
technical & substantive support to the operations & projects of
a Department/Agency (e.g. Planning Office, IAS).
GASS - General Administration and Support Service (GASS) refers to
activities dealing with the provision of overall administrative
management support to the entire operation of a Department.
It includes activities such as legislative liaison services,
human resource development, and financial and
administrative services.

30. MFO
SUCCESS INDICATOR/S
Policy Formulation
Policy submitted within the deadline set by the agency head
Number of Policies formulated within the year
Legal Services
Percentage of cases resolved within 40 days from the time they are ripe for resolution
Percentage of appealed cases resolved within 40 days with complete documents
Regulatory Services: License Application
 100% of applications approved within 8 hours from receipt
90% of clients rated services as very satisfactory
Conduct of Trainings
Number of trainings conducted according to approved Training Calendar
80% of participants rated training very satisfactory
Development, production, and distribution of
printed and audio-visual materials and other
technical materials
Number of nutrition information materials in various titles developed, aired, printed, installed and distributed
General Administration & Support Services
CF 1: Communication Management
100% of incoming documents encoded and referred to the appropriate office within 4 hours
CF 2: Payroll Preparation
Payroll (with complete documents) processed within 2 days
No complaints on computations from employees

31. II. Performance Monitoring and Coaching
SPMS Cycle . . .
II. Performance Monitoring and Coaching
Monitoring:
Performance of divisions/offices and every individual shall be regularly monitored
Coaching:
A critical function of a supervisor aimed at empowering & helping individual employees in their work assignments.
Supervisor shall maintain a journal using the Performance Monitoring and Coaching Form to record the conduct of monitoring & coaching

32. III. Performance Review & Evaluation
SPMS Cycle . . .
III. Performance Review & Evaluation
Assess both division/office and individual employee’s performance level based on performance targets and measures as approved.
The Planning Office
PMT
Head of Office

33. IV. Performance Rewarding & Development Planning
SPMS Cycle . . .
IV. Performance Rewarding & Development Planning
Supervisors shall discuss with the individual employee to assess the strengths, competency-related gaps & opportunities to address these gaps, career paths & alternatives.
The results of performance evaluation/assessment shall serve as inputs to the:
Division Chiefs in identifying & providing the kinds of interventions needed
Identifying potential PRAISE Awards nominees for various categories
Identifying top performers who will qualify for rewards & incentives

34. Rating Period Performance evaluation shall be done Semi-Annually.
The minimum appraisal period is at least ninety (90) calendar days or three (3) months.
The maximum appraisal period is not longer than one (1) calendar year.

35. Rating Scale 5 Outstanding Extraordinary level of achievement
Description
Numerical
Adjectival 5
Outstanding
Extraordinary level of achievement
Exceptional job mastery in all major areas of responsibility
Marked excellence of achievement and contribution to the organization 4
Very Satisfactory
Exceeded expectations
All goals, objectives and targets were achieved above the established standards 3
Satisfactory
Met expectations
Most critical annual goals were met 2
Unsatisfactory
Failed to meet expectations
One or more of the most critical goals were not met. 1
Poor
Consistently below expectations
Reasonable progress toward critical goals was not made

36. Sanctions Non-Submission of :
The Division Performance Commitment and Rating Form to the PMT
Individual Employee’s Performance Commitment and Rating Form to the Personnel/HR Division
within the specified dates will be ground for:
Employee’s disqualification for performance-based personnel actions
Administrative sanction for violation of reasonable office rules and regulations and simple neglect of duty for supervisors or employees responsible for delay or non-submission of the office and individual performance commitment and rating report

37. Appeals
Individual employees who feel aggrieved or dissatisfied with their final performance ratings can file an appeal with the PMT within ten (10) days from the date of receipt of notice of their final performance evaluation rating. An office/unit or individual employee, however, shall not be allowed to protest the performance ratings of other office/unit or co-employees. Ratings obtained by other office/unit or employees can only be used as basis or reference for comparison in appealing one’s office or individual performance rating.
The PMT shall decide on the appeals within one month from receipt.
The decision of the PMT in the central office or departments may be appealed to the head of office.
Officials or employees who are separated from the service on the basis of Unsatisfactory or Poor performance rating can appeal their separation to the CSC or its regional office within 15 days from receipt of the order or notice of separation.

38. THANK YOU