STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM (SPMS)

March 20. 2014 (8:30 12:00 PM)

OBJECTIVES OF SPMS WORKSHOP

OBJECTIVES OF SPMS ORIENTATION/WORKSHOP

To orient participants on the rationale,

scope and features of the SPMS
pursuant to CSC MC No. 6, 2012.
To
gain
appreciation
and
understanding
of
Performance
Management System (PMS) as an
essential HR tool to improve employee
performance
and
achieve
organizational goals and priorities.
To guide participants or PMT members

Insanity is doing the same thing

over and over again and
expecting different result.

ALBERT EINSTEIN

MADUGO ?

 MAS MAHIRAP ANG

SPMS KAYSA PES
MABUSISI
TOTOO NA BA IYAN ?
DI NA BA PAPALITAN
YAN ?

Why replace PES with SPMS?

Civil Service Commission

Strategic Performance
Management System

PERFORMANCE
EVALUATION
SYSTEM
CSC MC 19, 1999

PERFORMANCE
EVALUATION
SYSTEM

 Focused only on
individual
performance and
contribution.
Activity based not
output oriented

WHATS WRONG
WITH
PERFORMANCE
EVALUATION
SYSTEM (PES) ?

Uses cross-rating
system (supervisor,
subordinate, peer,
clients)
Behavioral indicators
are not accurate

PERFORMANCE
MANAGEMENT
SYSTEM

PERFORMANCE
MANAGEMENT
SYSTEM

PERFORMANCE MANAGEMENT SYSTEM

(Four Stage Cycle)

1
Performance Rewarding
Performance
Rewarding
and Development
Planning

and Development Planning

PerformancePlanning
Planning
Performance
and
Commitment
and
Commitment

2
PerformanceReview
Review
Performance
andEvaluation
Evaluation
and

Performance Review
and Evaluation

Performance Monitoring
and Coaching
Performance
Monitoring

and Coaching

 Outputs and
performance
link to
organizational goals
and priorities
Output based and not
activity centered

WHY IS SPMS
BETTER THAN
PES ?

Replaces the tedious

cross rating system
with simplified rating
scheme
Teamwork approach

SPMS Paradigm Shift

Area

Paradigm Shift
From

To

Perspective

Evaluation

Management

Focus

Activities/Inputs

Outputs and
outcomes

Indicators

Performance indicators
(e.g., no. of resolutions
prepared)

Success indicators
(e.g., no. of cases
resolved within 40
days )

Performance
alignment

Focus on individual
(competition)

Align individual to
office/organization
(teamwork and
collaboration)

Role of
Supervisor

Evaluator

Coach/mentor

LEGAL BASES
OF SPMS

LEGAL BASES OF SPMS

Joint Resolution No. 4 (Governing Principles of
the
Modified
Compensation
&
Position
Classification System and Base Pay Schedule
of the Government) of the Congress of the
Philippines
Section 33, Chapter 5, Book V of the Executive
Order 292
Section 5 of Administrative Order No. 241
CSC Memorandum Circular No. 6, s.2012
(Implementing Guidelines of SPMS)

LEGAL BASES OF SPMS

a
performance
Establish
evaluation/management
system
to
continually foster improvement of individual
employee efficiency and organizational
effectiveness
Step increments employee may progress
from Step 1 to Step 8 of salary grade
alllocation of his/her position in recognition
of meritorious performance based on
performance management system approved
by CSC and/or through length of service.
(CSC and DBM Joint Circular)

LEGAL BASES OF SPMS

CSC shall develop a Performance

Management System that will ensure
individual performance shall be linked
with organizational performance to
enhance performance orientation
Institute a Performance Evaluation
System based on objectively measured
output and performance of personnel
and units.

SPMS FOCUES ON:

Measures
of
performance
results
reviewable over period of the SPMS
implementation vis--vis the targeted
milestones (organizational priorities)
Provides verifiable basis in assessing
organizational
performance
and
collective performance of individuals in
the organization

uidelines in the Establishment an

Implementation of Agency SPMS
CSC Memorandum Circular No. 6, s.2012

CSC MEMORANDUM CIRCULAR NO. 6, s.2012

Guidelines
in
the
Establishment
and
Implementation
of
Agency
Strategic
Performance Management System (SPMS)

Background, Concept and Objectives

Basic Elements
Key Players and Responsibilities
The SPMS Process
Rating Period and Rating Scale
Submission of Agency SPMS to CSC

CSC MEMORANDUM CIRCULAR NO. 6, s.2012

Guidelines
in
the
Establishment
and
Implementation
of
Agency
Strategic
Performance Management System (SPMS)

Background, Concept and Objectives

Basic Elements
Key Players and Responsibilities
The SPMS Process
Rating Period and Rating Scale
Submission of Agency SPMS to CSC

CSC MEMORANDUM CIRCULAR NO. 6, s.2012

Guidelines in the Establishment and

Implementation of Agency Strategic
Performance
Management
System
(SPMS)

SPMS Initiation / Implementation

Uses of performance Ratings
Sanctions
Appeals
Forms (OPCR, DPCR, IPCR)

OPCR, DPCR
and IPCR Forms

SPMS RATING FORMS (OPCR, DPCR, IPCR)

MFO

SUCCESS
INDICATORS
(Targets +
Measures)

School
building

Construct
school building
in Brgy.
Mariposa
according to
Bldg Code
standards by
end of 2ns
semester

Letters

reports

ACTUAL
ACCOMPLISHME
NTS

P25 Million

RATING

4.
3

REMARKS

cswckw

OPCR

Office Performance Commitment

and Review (OPCR) Form:
MFO/Output
Success Indicator (Target +
Measure)
Allotted Budget
Division / Individual Accountable
Actual Accomplishments
Rating Columns (Q + E + T = A)
Remarks

OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)

MFO

School
building

SUCCESS
INDICATORS
(Targets +
Measures)
Construct school
building in Brgy.
Mariposa according
to Bldg Code
standards by end of
2ns semester

ALLOTTE DIVISION/
INDIVIDUAL
D
BUDGET RESPONSIBL
E/ACCOUNTA
BLE

ACTUAL
ACCOMPLI
SHMENTS

P25
Million

cswckw

Office of the
Mun. Engineer
Office of
Admtor
Office of the
Budget Officer

Financial
Reports

Prepare and submit

2 financial reports
with
accurate/correct
entries
every/on_______

Office of the
Mun.
Accountant

velfqojfpf

IPCR

Individual Performance
Commitment and Review (IPCR)
Form:
MFO/Output
Success Indicator (Target +
Measure)
Actual Accomplishments
Rating Columns (Q + E + T = A)
Remarks

INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW

(IPCR)
MFO

SUCCESS INDICATORS
(Targets + Measures)

ACTUAL
ACCOMPLISHMENTS

School building

Construct school building in Brgy.

Mariposa according to Bldg Code
standards by end of 2ns semester

cswckw

Financial
Reports

Prepare and submit 2 financial

reports with accurate/correct
entries every/on_______

velfqojfpf

CRAFTING AND
WRITING
OUTPUTS

OUTPUT VS. ACTIVITY

Civil Service Commission

Strategic Performance
Management System

SKILLS,
KNOWLEDGE,
RESOURCES
(HR/Budget)

ACTIVITIES
TO PRODUCE
THE OUTPUTS

PRODUCTS OR
SERVICES

PE

SP

S
Prepares and
drafts
Minutes of
Meeting
Plans and
designs the
proposed
building

S
Minutes of
Meeting

Building
design

ACTIVITY (PAPs)

MFOs/ OUTPUTs

Representation in What is the

court litigation
output of your
representation in
court litigation?
Prepares minutes Minutes of the
of the meeting
meeting
Facilitates
Conduct of
conduct of
conference /
conference/traini training (service)
ng

ACTIVITY (PAPs)

MFOs/ OUTPUTs

Reviews budget
proposals of
departments

Budget proposals

Encodes
employee
data/information
in the system
Sorting and filing
of Disbursement
Vouchers

Updated
employee profile

Sub-activity for
records and files
maintenance

ACTIVITY (PAPs)

MFOs/ OUTPUTs

Plans and designs Building plans

the proposed
and designs
multi-purpose
building
Logging in and
????
out of documents

ACTIVITY (PAPs)

Prepares financial
reports for
submission to
COA
Pay electric bill of
my boss due
on_________
Issues
appointments
immediately after
approval of

MFOs/ OUTPUTs

Financial Reports
(Financial
Statements
Report)
????

Appointments

ACTIVITY (PAPs)

MFOs/ OUTPUTs

Assists in the
election
campaign of
________
Issuance of
building permits

?????

Provision of
traffic signage

Traffic signage

Building Permits

ACTIVITY (PAPs)

MFOs/ OUTPUTs

Processes loans
of employees

Loan applications

Collection of
updated
information from
residents

Updated
economic profile
of residents

WRITING AND
SETTING THE
TARGETS
(Success
Indicators)

Success Indicators (TARGETS) must be

Specific
Measurable
Attainable
Realistic
Time-Bounded

OUTPUTS

Minutes of
the
meeting

Training
programs

AKS QUESTIONS

TARGETS
(Success
Indicators)
How many
Drafts and
minutes?
submits minutes
Acceptability?
of meeting with
Correctness?
100%
When to
acceptability &
Accomplish/Sub disseminated to
mit?
attendees 2-3
days after the
meeting
What training
2
programs? How Technical/behavio
may trainings? ral trainings
When to
conducted in May

OUTPUTS

AKS QUESTIONS

TARGETS
(Success
Indicators)

Building
plans and
designs

How many
plans/designs?
Standards?
When to submit?

Budget
proposals

Budget
proposals

5 Building
plans and
designs based
on standards
(Bldg Code)
submitted EO
October 2014
Budget
proposal of
agency
submitteand
approved

OUTPUTS

Update
profile of
residents

AKS QUESTIONS

How many?
Accurate/corr
ect entries?
How often?

Appointment Number?
s
Standards?
When to
comply?

TARGETS
(Success
Indicators)

Update
profiles of all
residents
every
year/EO June
Submit
appointments
with
complete
requirements
to CSC within
30 days from

OUTPUTS

AKS QUESTIONS

Financial
Reports
(Financial
Statements
Report)

Quantity?
Standards/Qua
lity? When to
submit/Deadli
ne?

Building
Permits

How many?
Standard
response
time? When?

TARGETS
(Success
Indicators)

2 Financial
reports with
accurate/corr
ect entries
submitted
every
semester
No. of bldg.
permits
issued within
7 days upon
receipt of
applications

OUTPUTS

AKS QUESTIONS

Loan
How many?
applications Standard
response
time? When
to release?

Traffic
signage

How many?
Standards?
When?

TARGETS
(Success
Indicators)

No. of Loans
w/ complete
requirements
released
within 3 days
from receipt
of
applications
30 Traffic
signages
installed by
EO 2nd

CLASSIFICATION
OF OUTPUTS

MAJOR FINAL OUTPUTS (MFOs)

1. Major Final Outputs (MFOs) are
delivered by core business processes
of operating offices/units. However,
offices/units that do not directly deliver
goods and services to external clients
contribute
to the delivery of the
agencys MFOs through :
2. Support to Operations (STO)
3. General Administration & Support
(GAS)

SUPPORT TO OPERATIONS (STO)

STO refers to outputs that

provide technical and substantive
support to the operations and
projects of the agency.
These activities do not produce
the MFOs but they contribute or
enhance the delivery of goods
and services.

SUPPORT TO OPERATIONS (STO)

1. Program monitoring and

evaluation.
2.
Public
Information
programs.
3. Statistical services.
4. information systems
development (IT).

General Administration and

Support (GAS)
GAS refer to activities that
deal with the provision of
overall
administrative
management support to the
entire agency operation.

General Administration and

Support (GAS)
1. Legislative liaison services.
2.
Human
resource
management
and development.
3. Financial services.
4. Building and grounds
maintenance

MFOs

ies
t
i
r
o
i
r
P
c
i
g
e
t
1. S t r a
(SP)
to
t
r
o
p
2 . S up s
on
i
t
a
r
e
Op
(STO)
l
a
r
e
n
3. G e
tive
a
r
t
s
i
S)
Admin
A
G
(
t
r
Suppo

MAJOR FINAL OUTPUTS (MFO)

Strategic
Priority

Road construction/widening
Increase % tax collection
Design & Implement
HR Information database
Clearances,
Certificates

Permit,

Licenses,

Support to
Operations
(STO)

Program
monitoring
&
evaluation
Information campaign
HR
Information
System
Design

General
Administrative
and Support

Budget
proposal
for
road
widening
Financial reports, Payroll
Purchase of Equipment, Supplies

OPCR
STRATEGIC
PRIORITIES
:

ENEGINEERIN
G

DPCR
WHAT UNIT/S
DEPARTMENT/S
ARE
RESPONSIBLE
FOR THESE SP?

SERVICES/DEP Construction
Plans
T:
and Designs
(Planning and
10 km.
Construction
asphalt
Unit)
roads in
Brgy.
Municipal /City
Kurap
Budget Office
Repair of
Mun /City
Tapakan

IPCR
WHO AMONG
YOUR STAFF IN
THE DEPARTMENT
ARE RESPONSIBLE
TO ACCOMPLISH
THESE SP?
Subordinate 1
Output 1
Output 2
Subordinate 2
Output 1
Output 2
Output 3

OPCR
Support to
Operations
(STO)

DPCR
WHAT
UNITS /

Program
DEPARTMENTS
monitoring & ARE
evaluation
RESPONSIBLE
Public
information
programs
(flyers,
marketing,

FOR
THESE STO?
CPDCO /
MPDCO

announcement CHRMO /
MHRMO
)
Info systems

OCA / OMA

IPCR
WHO AMONG THE
SUBORDINATES IN
THE UNIT/S OR
DEPARTMENT/S ARE
RESPONSIBLE FOR
THESE STO?

Subordinate 1
Output 1
Output 2
Subordinate 2
Output 1
Output 2
Output 3

OPCR
Gen. Admin
and Support
(GAS)

Payrolls

Financial
reports
Procurement
of
Supplies &
equipment
Transport
services
Building and
grounds

DPCR
WHAT
DIVISION/S
DEPARTMENT/S
ARE
RESPONSIBLE
FOR THESE
STO?

CHRMO/MHRMO
MESO/CESO
CAO / MAO

IPCR
WHO AMONG THE
STAFF IN THE
UNIT/S OR
DEPARTMENT/S
ARE RESPONSIBLE
FOR THESE STO?
Subordinate 1
Output 1
Output 2
Subordinate 2
Output 1
Output 2
Output 3

CIVIL SERVICE FIELD OFFICE

SUCCESS
ACTUAL
MFO/PAP
INDICATOR
ACCOMPLISHM
(Target +
Measure)

ENTS

Strategic Priority (SP) or

Core Function
Output 1: Approved SPMS

30 Approved
SPMS

15 Approved
SPMS

Output 2: HAP Nominations

7 HAP
Nominations

5 HAP
Nominations

Output 3: Appointments
Processing

Support to Operations
(STO)
Output 1: Conduct ARTA/RCS
Survey
Output 2: Administration of
Conduct

1 hour & 45
Minutes

With SP,
STO and
GAS

IPCR
MFO / PAP

SUCCESS INDICATOR
(Target + Measure)

ACTUAL
ACCOMPLISHMENT
S

Output 1
Output 2

Output 3
Output 4
Output 5

2
Outputs in
continuous
(without
categories )

T
N
E
M
IT
M
M
O
C
T
E
G
R
S & TA G
SETTIN

R
C
P
O
G
N
I
T
U
B
RI
T
S
I
D
CR
P
1.
D
O
T
S
T
E
G
TAR
G
N
I
N
G
I
S
S
A
.
2
G
N
I
T
A
TO
S
T
E
/DELEG
RG
A
T
R
DPC
IPCR

S
T
E
G
R
TA

OPCR

DPCR

Enhance the
competency
of our
workforce:

Percentage of
CSC employees
meeting their
job competency
standards:

80% of
employees
trained
(1,000
employees
trained)

No. of
employees
trained
(1,000
employees
trained)

80% of
scholars
Enrolled

No. of scholars
enrolled in

IPCR
Distribution of
Targets to
Departments
Staf

Subordinate 1:
500 employees
trained
250 scholars
enrolled
Subordinate 2:

HOW WILL WE
MEASURE
ACCOMPLISHMENTS
?


Performance
Measures
(Dimensions)
are
performance level yardsticks
computed through the units of
work
measurements
and
according to their functions.

SPMS RATING FORMS (OPCR, DPCR, IPCR)

MFO

School
building

Letters

Reports
TOTAL

SUCCESS
INDICATORS
(Targets +
Measures)

ACTUAL
ACCOMPLISHM
ENTS

Construct
school
building in
Brgy.
Mariposa
according to
Bldg Code
standards by
end of 2ns
semester

P25 Million

RATING

REMARKS
REMARKS

2.3 Not
achieved
due to

OPCR , DPCR AND IPCR

ACTUAL
ACCOMPL
ISHMENTS

RATING
(Targets + Measures)
Q

REMARKS

1.
2.
3.

Quality/
Quantit
y

Efectiven
ess

Average

Timeline
ss

THREE (3) DIMENSIONS OF PERFORMANCE

1. Quality or Effectiveness. 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.

1. QUALITY OR EFFECTIVENESS
Acceptability
Meetings standards
Client
satisfaction
services rendered
Accuracy
Completeness
comprehensiveness
of report

with

or

EXAMPLE OF QUALITY OR EFFECTIVENESS

OUTPUTS
Excellent Client
Satisfaction Rating
for CSC Frontline
Services in 2014
Building Plans and
designs

TEST OF MEASUREMENT
Client satisfaction with
services rendered

Financial Statement
reports

Prepared and submitted

with accurate and
correct entries every
10th day of the following
month
Minimal changes and

Budget proposals/

According to standards
of Building Code and
DPWH

THREE (3) DIMENSIONS OF PERFORMANCE

2. Efficiency is the extent to which

targets are accomplished using the
minimum amount of time and
resources.
Efficient performance applies to
continuing
tasks
or
frontline
services (e.g., issuance of licenses,
permits,
clearances,
and
certificates).

2. EFFICIENCY
standard response time
number of requests/applications
acted
upon over a number requests /
applications received
optimum use of resources (e.g.
money,
logistics, office supplies)

EXAMPLES OF EFFICIENCY
OUTPUTS

TEST OF MEASUREMENT

No. of clearances
issued within 3-5
hours from receipt of
requests

Standard response time

for every transaction
(based on standards of
office?)

No. of requests acted Standards set pursuant

upon within 15 days
to R.A. 6713
from date of receipt
Reduce wastage by
20% or save power
consumption by 30%

Optimum use of
resources (money,
supplies, logistics)

THREE (3) DIMENSIONS OF PERFORMANCE

3. Timeliness measures if the

targeted
deliverable was done within the
scheduled or expected
timeframe.
Meeting deadlines as set in the
work
plan

EXAMPLES OF TIMELINESS
OUTPUTS
50 traffic signage
installed in Brgy.
Kurap by end of 3rd
quarter or October
2014
6 technical trainings
conducted by EO first
semester of 2014
Remit mandatory
employee
contributions to GSIS,
Philhealth, BIR, HDMF
every 10th day of the
following month

TEST OF MEASUREMENT
Timeframe or deadline
(expected time of
compliance )

Expected period of
conduct of technical
trainings
Regular date/day of
submission of
remittance/reports

QUALITY

EFFECTIVENESS

Acceptability

Standard
response time

Accuracy
Client Satisfaction
with services
rendered

No. of
requests/applicat
ions
Acted upon no. of
requests/applicat
ions received
Optimum use of
resources
(money, logistics,
office supplies)

Meeting
Standards
Completeness/Co
mprehensiveness
of Report
Creativity or

TIMELINESS
Meeting
deadlines as set
in work plan

 Example of
CSC STANDARDS
OF MEASUREMENT

DESCRIPTION OF RATINGS FOR QUALITY

MFO
Resolutions
for
accreditation
of agencies
approved by
the
Commission
within 15 days
from receipt
of
recommendati
on from
CSCRO

MEASURES
5 Approved upon 1st presentation of
resolution to
the Commission

4- Approved upon 2nd presentation

of
resolution to the Commission
with minimal
changes
3 -Approved upon 2nd presentation
of
resolution to the Commission
with major
changes
2 -Approved upon 3rd presentation
of
resolution to the Commission
with minimal

DESCRIPTION OF RATINGS FOR EFFICIENCY

MFO
Replies to
queries sent
within 15
days upon
receipt by the
HRM Office

MEASURES
5 Replies sent within an
average of 10
days
4- Replies sent within an
average of 11 to 14
days
3 Replies sent within an
average of 15
days
2 Replies sent delayed by an
average of 1
to 7.5 days
1 replies sent delayed by an
average of 8
or more days

DESCRIPTION OF RATINGS FOR QUALITY & TIMELINESS

MFO
MOA between
the CSC and
award giving
bodies on the
integration of
CB standards to
their criteria
signed by end
of September
2013

MEASURES

5 MOA approved by the

Commission upon
1st presentation
4- MOA approved by the
Commission upon
2nd presentation with
minimal changes
3 MOA approved by the
Commission upon
2nd presentation with major
changes
2- MOA approved by the
(Quality
Commission upon
measured by
3rd presentation with
acceptability on
minimal changes
the terms &

DESCRIPTION OF RATINGS FOR QUALITY & TIMELINESS

MFO
MOA between
the CSC and
award giving
bodies on the
integration of
CB standards to
their criteria
signed by end
of September
2013
(Time frame for
this activity is 6
months or 120
WD)

MEASURES
5 MOA signed in less than 84
days
4- MOA signed within 85 to 107
days
3 MOA signed within 108 to
137 days
2- MOA signed within 138 to
180 days
1- MOA signed beyond 180
days

DESCRIPTION OF RATINGS FOR QUALITY & TIMELINESS

MFO

MEASURES

Orientation on 5 Average outstanding rating

of participants
PRIME-HRM
conducted by
EO March 2013 4- Average very satisfactory
rating of participants

(Quality of
conduct of
Orientation
activity measured
by participants
post evaluation
result)

3 Average satisfactory rating

of participants
2 Average unsatisfactory
rating of participants
1 Average poor rating of
participants

DESCRIPTION OF RATINGS FOR TIMELINESS

MFO

MEASURES

Orientation on 5 Conducted within 75 days or

less
PRIME-HRM
conducted by
4- Conducted within 76 to 80
EO March 2013
days

(Time Frame for

this activity is 3
months or 90
days)

3 Conducted by end of 1st

quarter or
within 81 to 103 days
2 Delayed by 14-15 days
1 Delayed by more than 45
days

Determine Success Standards by referring to

Citizens Charter
RA 6713 (Code of Ethics & Ethical
Standards)
OPES Reference Table
Accomplishment Reports (for
historical data)
Benchmarking Reports
Stakeholders Feedback Reports