GUIDE TO STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

GUIDE TO STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM (SPMS)

I. What is SPMS?

II. Composition and Role of SPMS Performance Management Team (PMT)

III. MFOs, P/A/Ps and Success Indicators

IV. Guide to Developing Q/E/T Ratings

V. Required Forms and Timelines

FOR DISCUSSION

OUTLINE

• Links individual performance with agency’s organizational vision, mission and strategic goals

• Output/outcome-based how work contributes to agency’s mandate

• Team approach to performance management

WHAT IS SPMS?

FEATURES OF SPMS:

• Tool/methodology to measure agency/division/individual performance vis-à-vis office mandate

• Replaces PES starting January 2014• Aids human resource systems• Basis for incentives (PBB 2014, step increment, rewards)

CFO-SPMS Performance Management Team

1. Usec. Mary Grace Tirona – PMT Chairperson

2. Rod Garcia/Frencel Tingga – Division Head, PPRD

3. Regina Galias – Division Head, AFD

4. Marita Apattad – Division Head, PMD

5. Ivy Miravalles – Division Head, MIED

6. Romeo Rosas II – Division Head, MISD

7. Warner Dawal – Training Officer

8. Cindy San Pedro – HR Officer

9. Manolo Tibe – CFOEA President

10. Graciel Paguinto – Secretariat

11. Reina Marie Calvo – Secretariat

* Secretary Imelda Nicolas as CFO-SPMS Champion

Role of PMT:

• Consult with division heads to discuss targets in OPCR• Ensure targets are aligned with budget of agency and

work distribution is rationalized• Recommend approval of OPCR and ratings to

Chairperson• Act as appeals body and final arbiter for performance

management issues• Identify potential top performers and provide inputs to

PRAISE Committee for grant of incentives and rewards• Adopt internal policies and procedures as necessary• PPRD as PMT Secretariat

Role of PPRD in the PMT:• Monitor submission of OPCR and schedule evaluation by PMT• Assess submission of divisions • Provide each division with final office assessment as basis for

individual employee assessment

Role of AFD in the PMT:• Monitor submission of IPCR by division heads• Assess IPCR submission of divisions average

performance rating should not be higher than Office Performance Rating

• Analyze gaps in skills/competency and address gaps through appropriate intervention (i.e., training, planning)

Role of Division Heads in the PMT:• Primary responsible for performance management of his/her

division• Lead planning on agreed outputs – division/individual level• Rationalize distribution of targets• Review IPCR• Submit quarterly accomplishment report to PPRD• Regular Monitoring and Coaching of individual employee• Determine final assessment of each employee based on proof

of performance• Inform employee of final rating and recommend necessary

intervention

Sanctions:

* Non-submission of OPCR to PMT and IPCR to AFD within specified dates shall be ground for:

• Disqualification of employee/s for performance-based personnel actions such as promotion, training, scholarship grants and performance enhancement bonus – if failure of submission is fault of employee/s

• Administrative sanction for violation of reasonable office rules and regulations AND simple neglect of duty for supervisors or employees responsible for delay of report submission

• Administrative offense for Neglect of Duty if supervisor/unit head fails to notify employee of unsatisfactory of poor performance during rating period

MAJOR FINAL OUTPUT (MFO)

Overseas Filipino Welfare Services

Welfare Programs for Filipinos

Overseas

Strategic Priority No.1

Policy Formulation and Development,

Coordination and Implementation of the

Filipinos Overseas Program

Strategic Priority No.2

General Administrative and Support Services

P/A/P

MIED and PMD

PPRD, OSEC and MISD

AFD

SUCCESS INDICATORS:

• 85% of target number of OFs assisted

• 80% of OFs assisted rate services as good or better

• 85% of requests for assistance responded to within 24 hrs.

SUCCESS INDICATORS:

• 85% efficiency in provision of admin and logistical support

• 85% efficiency in collection of disbursement of funds

SUCCESS INDICATORS: • 85% of target PAPs

successfully implemented, evaluated and enhanced

• 80% of program beneficiaries rate services as good or better

• 85% of integrated PAPs reviewed annually

STRATEGIC PRIORITY #2

Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program

MISD

1. Databanking2. Response to queries3. Researches for BaLinkBayan

Identify which of your PAPs contribute directly to the assigned Strategic Priority (#2)?

CFO/ DIVISION LEVEL

STEP 1 Know which Strategic Priority your division is part of?

STEP 2 List down all the Programs/Activities/Projects (PAPs) under your Division?

STEP 3

Databanking InfoSytems Devt. ICT Projects Response to queries Data Encoding Meetings Researches for BaLinkBayan Creatives

MISD

CFO/ DIVISION LEVEL

Develop a Success Indicator for the PAPs identified.Clue: How will databanking contribute to policy development?

STEP 4

“Efficient submission of Emigrant Masterlist to Philippine Diplomatic Posts”

Develop a rating scale on how MISD will be ranked as a division.

STEP 5

QUALITY EFFICIENCY TIMELINESS

RATING ACCOMPLISHMENT10 (Outstanding) Exceeded 30% and above

8 (Very Satisfactory) 1-29% increase in expectation

6 (Satisfactory) Met expectations

4 (Unsatisfactory) Failed to meet expectations

2 (Poor) Below expectations

Policy Formulation

and Development, Coordination

and Implementation of the Filipinos

Overseas Program

MISD

Overseas Filipino Welfare Services

MFO Strategic Priority

Efficient Databanking

and Management

PAPs

Submission of Emigrant Masterlist to

Philippine Diplomatic

Posts

Success Indicator

QUALITY EFFICIENCY TIMELINESS

RATINGS

DIVISION LEVEL

10: Masterlist approved by

Chairperson sent to PECs within 1-2 days from receipt by the MISD from

OSEC 8: Masterlist approved by

Chairperson sent to PECs within 3-5 days from receipt by the MISD from

OSEC 6: Masterlist approved by

Chairperson sent to PECs within 1

week from receipt by the MISD from

OSEC 4: Masterlist approved by

Chairperson sent to PECs within 2

weeks from receipt by the MISD from

OSEC 2: Masterlist approved by

Chairperson sent to PECs after 2

weeks from receipt by the MISD from

OSEC

10: Report approved by Chairperson

upon 1st submission 8: Report

approved by Chairperson

upon 2nd submission with minor revision/s

6: Report approved by Chairperson

upon 2nd submission with major revision/s

4: Report approved by Chairperson

upon 3rd submission with minor revision/s

2: Report approved by Chairperson

upon 3rd submission with major revision/s

Policy Formulation

and Development, Coordination

and Implementation of the Filipinos

Overseas Program

MISD

Overseas Filipino Welfare Services

MFO Strategic Priority

Efficient Databanking

and Management

PAPs

Preparation of Emigrant Masterlist

for transmittal

to Philippine Diplomatic

Posts

Success Indicator

QUALITY EFFICIENCY TIMELINESS

RATINGS

INDIVIDUAL LEVEL

10: Masterlist approved by

Chairperson sent to PECs within 1-2 days from receipt by the MISD from

OSEC 8: Masterlist approved by

Chairperson sent to PECs within 3-5 days from receipt by the MISD from

OSEC 6: Masterlist approved by

Chairperson sent to PECs within 1

week from receipt by the MISD from

OSEC 4: Masterlist approved by

Chairperson sent to PECs within 2

weeks from receipt by the MISD from

OSEC 2: Masterlist approved by

Chairperson sent to PECs after 2

weeks from receipt by the MISD from

OSEC

10: Report approved by

Unit Head upon 1st submission

8: Report approved by

Unit Head upon 2nd submission

with minor revision/s

6: Report approved by

Unit Head upon 2nd submission

with major revision/s

4: Report approved by

Unit Head upon 3rd submission

with minor revision/s 2: Report

approved by Unit Head upon 3rd submission

with major revision/s

MIED

1. Policy Inputs / Research Papers2. Pre-Departure Services 3. Community Education Program 4. Roundtable Discussion 5. Inter-Agency Meetings 6. IACAT-ADVOCOM

Identify which of your PAPs contribute directly to the assigned Strategic Priority?

CFO/ DIVISION LEVEL

STEP 1 Know which Strategic Priority your division is part of?

STEP 2 List down all the Programs/Activities/Projects (PAPs) under your Division?

STEP 3

Policy input Response to QueriesResearches RTDsATN IAC meetingsPre-Departure Program Registration

STRATEGIC PRIORITY #1

Welfare Programs for Filipinos Overseas

STRATEGIC PRIORITY #2

Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program

MIED

CFO/ DIVISION LEVEL

Develop a Success Indicator for the PAPs identified.Clue: How can the pre-departure program contribute to

improving overseas Filipino welfare?STEP 4

“Efficient conduct of pre-departure services for Filipino emigrants”

Develop a rating scale on how MIED will be ranked as a division.

STEP 5

QUALITY EFFICIENCY TIMELINESS

RATING ACCOMPLISHMENT10 (Outstanding) Exceeded 30% and above

8 (Very Satisfactory) 1-29% increase in expectation

6 (Satisfactory) Met expectations

4 (Unsatisfactory) Failed to meet expectations

2 (Poor) Below expectations

MIED

Overseas Filipino Welfare Services

MFO Strategic Priority PAPs

Efficient conduct of

pre-departure

program for Filipino

emigrants

Success Indicator

QUALITY EFFICIENCY TIMELINESS

RATINGS

DIVISION LEVEL

10: 100% of Filipino emigrants processed within prescribed period

8: 86-99% of Filipino emigrants processed within

prescribed period 6: 80-85% of

Filipino emigrants processed within

prescribed period 4: 65-79% of

Filipino emigrants processed within prescribed period

2: 64% or below of Filipino emigrants processed within prescribed period

10: 100% of Filipino

emigrants assisted thru

PDOS rated the program as good/better

8: 86-99% of Filipino

emigrants assisted thru

PDOS rated the program as good/better6: 80-85% of

Filipino emigrants

assisted thru PDOS rated the

program as good/better

4: 65-79% of Filipino

emigrants assisted thru

PDOS rated the program as good/better 2: 64% or

below of Filipino emigrants

assisted thru PDOS rated the

program as good/better

Welfare Programs

for Overseas Filipinos

Pre-Departure Program

for Filipino Emigrants

MIED

Overseas Filipino Welfare Services

MFO Strategic Priority PAPs

Effective conduct of

Pre-Departure Orientation

Seminar

Success Indicator

QUALITY EFFICIENCY TIMELINESS

RATINGS

INDIVIDUAL LEVEL

10: 100% of PDOS attendees

rated the session as

good/better 8: 86-99% of

PDOS attendees rated the session as

good/better6: 80-85% of

PDOS attendees rated the session as

good/better 4: 65-79% of

PDOS attendees rated the session as

good/better 2: 64% or

below of PDOS attendees rated the session as good/better

Welfare Programs

for Overseas Filipinos

Pre-Departure Program

for Filipino Emigrants

What are the required forms:• Office / Division Level Performance Commitment and

Review Form (OPCR/DPCR)• Individual Performance Commitment and Review Form

(IPCR)• Due Monday (June 23) before 12 noon – complete with

targets (agreed upon with unit head)• Electronic copy – send to [email protected];

[email protected]; [email protected]; [email protected]