strategic performance management system new
TRANSCRIPT
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STRATEGIC PERFORMANCE MANAGEMENT SYSTEM
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Objectives:
By the end of the session, each participants should be able to: Understand and appreciate the concept
behind the SPMS; Craft their respective Office Performance
Commitment and Review (OPCR); and Craft their Individual Performance
Commitment and Review (IPCR).
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The SPMS Concept
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Individual Performance VS Organizational Goals & Priorities
CGM
Mission/Vision
Mandates
Strategic Priorities
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Ensuring fulfillment of functions of offices as well as its personnel:
OFFICE/DEPARTMENT
Individual Employee
Mandates based on the law, i.e. Local Government Code, City Ordinances, Executive Orders, etc.
Mandates of the position prescribed in the Position Description Form (PDF) or Job Description as well as actual duties
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SPMS: The Heart of HR Management
HR Planning
Management
Decision Making Processes
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General Objectives of the SPMS:
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Linkages:
AGENCY STRATEGIC PLAN
CGM ORGANIZATIONAL PERFORMANCE
PHILIPPINE DEVELOPMENT PLAN
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Cascading Institutional Accountabilities:
IPCR
OPCR
Anchored on rational and factual basis for TARGETS AND MEASURESLCE/Mayor
Department Head
Individual Employee
s
Individual Employee
s
Department Head
Individual Employee
s
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Performance Management and HR Systems
Performance Management
HR Systems
Performance Based Security of Tenure
Personnel ActionsFrom Hiring
To Retiremen
t
HR DevelopmentHRD Interventions Incentives/Rewards
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Basic Elements of SPMS
Goal aligned to Agency Mandate and Organizational Priorities.
Outputs/Outcomes-based Team-Approach to Performance
Management User Friendly Information System that supports
Monitoring and Evaluation Communication Plan
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Key Players of the SPMS
SPMS Champion – Local Chief Executive
Performance Management Team (PMT)
City Planning and Development Office
Human Resource Management Office Department Heads Division Chiefs or equivalent Individual Employees
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THE SPMS PROCESS
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Stage 1: Performance Planning and Commitment
Mandate, Vision, Mission, Road Map
Historical Data, Client Demand, Benchmark, Future Trend, Top Management Instruction
OPCR(Targets)
IPCR(Targets)
PERFORMANCE PLANNING AND COMMITMENT PMT
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Performance Planning and Commitment During this stage, Success Indicators
are determined:
PERFORMANCEMEASURES
PERFORMANCETARGETS
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Performance MeasuresCategory Definition
Effectiveness/Quality
The extent to which actual performance compares with targeted performance;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
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Performance MeasuresCategory
Definition
Efficiency
The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort
Timeliness
Measures whether the deliverable was done on time based on the requirement of the law and/or clients/stakeholders.Time-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectations.
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Performance Measures
The Agency Road Map, Strategic Plan, Annual Investment Plan, etc. shall be the basis of the targets of Offices
Major Final Outputs (MFO) 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
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MFO and Core Functions
Major Final Output (MFO) – are goods and services that a department/agency is mandated to deliver to external clients through the implementation of programs, activities, and projects.
Core Functions – are those performed by the Office which are inherent in its mandates.
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Work Targets
Offices shall indicate the detailed budget requirements per expense account to help the agency head in ensuring a strategy driven budget allocation and in measuring cost efficiency. (See OPCR)
The approved OPCR shall serve as basis for individual performance targets and measures to be prepared in the IPCR.
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Stage 2: Performance Monitoring and Coaching
Performance Management Information System
Performance Monitoring and Coaching
Quarterly Accomplishment Report
Performance Monitoring and Coaching Journal
CPDO
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Stage 3: Performance Review and Evaluation
Performance Management Information System
OPCR
IPCR
OFFICE PERFORMANCE ASSESSMENT
INDIVIDUAL PERFORMANCE ASSESSMENT
OPCR(Targets and Ratings)
IPCR(Targets and Ratings
CPDO
, PM
T, C
SC
Performance Review and Evaluation
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Office Performance Assessment The CPDO shall consolidate, review,
validate and evaluate the OPCRs
The PMT shall calibrate and recommend to the Local Chief Executive for final rating.
Local Chief Executive shall determine the final rating of offices/units.
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Performance Review Conference An Agency Performance review conference
shall be conducted annually by the City Planning Office for the purpose of discussing the Office Assessment with concerned Department Heads.
This shall include participation of the City Budget Office as regards to budget utilization.
A quarterly accomplishment report shall be submitted to the CPDO based on the SPMS Calendar.
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Performance Assessment for Individual Employees Immediate Supervisors shall assess
individual employee performance based on the commitments made at the beginning of the rating period.
The performance rating shall be based solely on records of accomplishment; hence, there is no need for self rating.
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Rating for planned and/or intervening tasks shall always be supported by reports, documents or any outputs as proofs of actual performance. In the absence of such, a particular task shall not be rated and shall be disregarded.
The Supervisor shall indicate qualitative comments, observations and recommendations in the IPCR to include competency assessment and critical incidents.
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Competency Assessment – Competencies are observable, measurable and vital behavioral skills, knowledge and personal attributes that are translations or organizational capabilities deemed essential for success. Competencies shall be identified for a particular position or job family.
Critical Incidents – Record of events, happenings or actual information affecting the overall accomplishments of the employee during the particular rating period.
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Employee’s Assessment Employee’s assessment shall be discussed
by the supervisor with the concerned ratee prior to the submission of the individual employee’s IPCR to the Department Head.
Department Heads shall determine the final assessment of performance.
Department Heads may adopt appropriate mechanisms to assist him such as, but not limited to peer ranking and client feedback.
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Stage 4: Performance Rewarding and Development Planning
PERFORMANCE REWARDING AND DEVELOPMENT PLANNING
Professional Development Plan
Competency Assessment
Rewards and Incentives De
pt. H
ead,
HRM
O,
PMT,
PRA
ISE
Com
mitt
ee
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Rating Period:
Performance Evaluation shall be done semi-annually.
Minimum period is at least ninety (90) calendar days or three (3) months.
Maximum period is not longer than one (1) Calendar year.
Five-point rating scale shall be used (1 to 5), 5 being the highest and 1, the lowest.
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SPMS RATING SCALENumerical Rating
Adjectival Rating
Description
5 Outstanding
Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity and initiative. Employee at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are marked excellence.
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SPMS RATING SCALENumerical Rating
Adjectival Rating
Description
4 Very Satisfactory
Performance exceeded expectations. All goals, objectives and targets were achieved above the established standards.
3 Satisfactory
Performance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met.
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SPMS RATING SCALENumerical Rating
Adjectival Rating
Description
2 Unsatisfactory
Performance failed to meet the expectations, and/or one or more of the most critical goals were not met.
1 Poor Performance was consistently below expectations, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in one or more important areas.
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Uses of Performance Ratings
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Security of tenure of those holding permanent appointments is not absolute but is based on performance.
PMT shall validate Outstanding performance ratings and may recommend employees for performance-based awards.
Performance ratings shall be used as basis for promotion, training and scholarship grants and other personnel actions. Employees with Outstanding and Very Satisfactory ratings shall be considered.
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Employees who shall be on Official Travel, approved Leave of Absence or Training or Scholarship Programs and who have already met the required minimum of 90 days shall submit the performance commitment and rating report before they leave the office.
Employees who are detailed or secondment to another office shall be rated in their present or actual office, copy furnished their mother office.
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MISCELLANEOUS PROVISIONS
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Technical Assistance to Agencies Heads of agencies may request
technical assistance from the CSC Regional/Field Office concerned on the development, implementation, or refinement of their Agency SPMS
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Sanctions:
Non submission of OPCR and IPCR shall be ground for: Employee’s disqualification for
performance-based personnel actions such as promotion, training or scholarship grants and PIB, if the failure of the submission is the fault of the employees
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Sanctions: Administrative Sanction for violation of
reasonable office rules and regulations and simple neglect of duty for the supervisors or employees responsible for the delay or non-submission of the OPCR and IPCR.
Failure of the Department Heads to comply with required notices to their subordinates for Unsatisfactory or Poor performance shall be grounds for administrative offense of neglect of duty.
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Sanctions:
Non-submission of agency SPMS to the Civil Service Commission for review/approval shall be a ground for disapproval of promotional appointments issued by concerned agency heads.
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Appeals
Office performance assessment as discussed in the performance review conference shall be final and not appealable. Any issue/appeal on the initial performance assessment of an office shall be discussed and decided during the performance review conference.
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Individual employees who feel aggrieved or dissatisfied with their final rating can file an appeal with the PMT within ten (10) days from the date of receipt of their final performance evaluation rating from the Department Head.
An office/unit or individual employee shall not be allowed to protest the performance of other office/unit or individual.
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The PMT shall decide on the appeals within one month from receipt.
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.
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SAMPLE OPCR OF THE HRMO
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HRMO Service Mission
To ensure that the customers are served with high degree of satisfaction through observance of the Norms of Conduct and Ethical Standards of Public Officials and Employees.
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HRMO Service Vision
We envision the Human Resource Management Oficce of the City Government of Malaybalay as a God-fearing, service-oriented, well equipped with job-related knowledge, skills, abilities and habits; healthy, workable and commited public servants, united by a system of governance that is just, responsive, efficient and participatory.
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Strategic Priorities and KRAs Tourism Development Customer Satisfaction Human Resource
Development Revenue Generation Information
Technology Finance and Resource
Management Social Equity Public
Order/Safety/Security
Investment Development
Gender Equality Infrastructure
Development Transparency and
Accountability Environment
Management Food Security
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Strategic Priorities: Out of the 14 Key Result Areas of the
City Government, the HRMO identified 6 KRAs as their Strategic Priority, namely: Customer Satisfaction Human Resource Development Information Technology Social Equity Transparency and Accountability Finance and Resource Management
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SP #1: Customer SatisfactionMFO SUCCESS
INDICATORALLOTED BUDGET
KEY PERSONNEL
Strategic Priority #1: Customer SatisfactionCertification of Employment and Compensation, Service Records, Oneness, Leave Balance, and No Pending Administrative Case Issued
All certifications acted upon and issued to the concerned employee within 15 minutes per certification from receipt of request with 3% minor error.
Php 1,500.00
M. CastilC. TulangA. EsparteroAnd Personnel Transactions Section
QUALITY
TIMELINESS
EFFICIENCY
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SP #2: Human Resource DevelopmentMFO SUCCESS
INDICATORALLOTTED BUDGET
KEY PERSONNEL
Strategic Priority #2: Human Resource DevelopmentTraining and Development Plan
Training and Development Plan submitted and approved by Department Head by August 2012 with 3% minor errors
Dirk Howard G. Guillermo
QUALITY
TIMELINESS
EFFICIENCY
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Workshop:
Identify Major Final Outputs (MFOs) of the office and identify the KRAs where they belong.
Identify the Success Indicators of each MFO.
Report your work to the whole group for deliberation.
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Thank you for your time and attention!Dirk Howard G. GuillermoHRMO III – Training and Development