The TESDA Performance Logic
Or, why the PMS-OPES should be a sustained initiative in TESDA
through the COROPOTI
The Mandatory Installation of the PMS-OPES has been extended
• Administrative Order No. 241, dated October 2, 2008, directs all agencies to “institute a Performance Evaluation System based on objectively measured output and performance of personnel and units, such as the PMS-OPES developed by CSC,” as part of the initiative to speed up the implementation of RA 9485 (Anti-Red Tape Act of 2007).
• CSC Memorandum Circular # 1 s. 2009, provides for the extension of deadlines on the installation of the PMS-OPES in all Government Agencies, which was first provided for under CSC MC # 7, s. 2007.
Measurement is a decision support system for management. . .
WhoManages
What is Usedto Manage
What isManaged
. . . and the PMS-OPES is all about MEASUREMENT of outputs with the PD or Chief of Division as the central authority figure.
The TESDA Performance Logic Model
GAA Bud-get
GAA Bud-get
Input
Input Activities and Outputs Intermediate Outcomes End Outcomes
Input Activities and Outputs Intermediate Outcomes End Outcomes
NTESD PlanNTESD Plan
2009 Work Plan2009 Work Plan
HRD PlanHRD Plan
Outsourced Service ContractingOutsourced Service Contracting
Citizen Charter / e-Government PlanCitizen Charter / e-Government Plan
Activity-Based Costing / Performance BudgetingActivity-Based Costing / Performance Budgeting
Improved Financial ManagementImproved Financial Management
DC/PD/RD/ED Performance Plan/ ContractDC/PD/RD/ED Performance Plan/ Contract
Accountability and Performance ReportAccountability and Performance Report
The Logic of Technical Education and Training
GoalsGoals
ObjectivesObjectives
StrategiesStrategies
InitiativesInitiatives
OutputsOutputs
OutcomesOutcomes
ActivitiesActivities
ImpactImpact
Resource Inputs
Resource Inputs
Top-Line Return: Employed TVET graduates
Bottom-Line Investment: Skilled, Certified, JOB-READY TVET graduates
Alignment
LinkageM
easu
rem
entTESD
Program Goals
Resource Portfolio
TVET Market Results
Planning Structure for
TESDA’s Core Business
NTESDP
Corporate PlanTESDA’s immediate priorities
National StrategicThemes
COROPOTI Work Plans
Budget
Project Plans
Performance Agreement
Performance Monitoring and
Reporting
Annual National Report
Annual Performance
Report
Staff Development
National Strategy(Biannual Reporting)
Work Management Plans (Biannual Report to DG)
Project Plans (Monthly Report to DG)
Strategic Planning FrameworkTESDA VisionTESDA Vision
TESDA MissionTESDA
Mission
TESDA Law
Objectives
TESDA Law
Objectives
NTESDP StrategiesNTESDP
Strategies
Office and Division
objectives
Office and Division
objectives
Office & Division
strategies
Office & Division
strategies
Budgetary outputs (KBIs)
Budgetary outputs (KBIs)
Budgetary performance measures
(DBM Form B
Budgetary performance measures
(DBM Form B
Priority action areas and
deliverables (Project Plans)
Priority action areas and
deliverables (Project Plans)
Individual performance plans (OPES
Output Ref Table)
Individual performance plans (OPES
Output Ref Table)
High-level performance
indicators (OPIF)
High-level performance
indicators (OPIF)
Corporate Governance Framework
Corporate Governance Framework
Policy context1.Employment is the metric of performance (TESDA-is-Jobs)2.Congresspersons’ Partnership Satisfaction is Key3.The TESD Area Managers’ Role is Key
National SURGE
Action Plan
COROPOTI PMS-OPES
WFPs
ALIGNMENT• Consistency of plans, processes,
information, resource decisions, actions, results and analysis to support key organization-wide goals
• Effective integration is the next step on the journey, past alignment. Achieved when the individual components of the TESDA performance management system operate as a fully interconnected unit.
No.
Component / P/P/A Actual P’000 Target P’000 Target P’000
1 TVET Delivery System1.1 # enrolled under PGS1.2 # employed under PGS
81,951 200,000
2 TVET Financing System2.1 Amount of PGS due TBP2.2 Amount of PGS due trainee
3 TVET Quality Assurance3.1 # of WTR programs 3.2 # of NTR programs
4 TVET Support System4.1 Release of SV/ funds 4.2 Fin & Adm Guidelines
5 TVET System Outcome 5.1 No. of employed TVET graduates by TR Qualification5.2 AVE.EMPLOYMENT RATE
PhysicalPhysical PhysicalPhysical FinancialFinancialFinancialFinancial FinancialFinancial PhysicalPhysical
CY 2008CY 2008 CY 2009CY 2009 CY 2010CY 2010TVET Development Loop
TVET SURGE Strategy, 2008 – 20103-YEAR INVESTMENT MATRIX
How do you locate your work group in the TVET SURGE Strategy deployment?
The job of the management team
The comptroller and the budget
If the TESDA Organizational System is
It will verylikely be
TESDA will have tomaintain
To maintain
And
And our products, services and processes meet customer
needs
Toachieve
Right things (on-time) Right way (first time) Right amount of resources
Effective
Efficient
Quality
Productive
Quality of work life and innovation
High level performance
ExcellenceSurvivalGrowth
WHY IS PMS-OPES NECESSARY FOR TESDA ROPOTI Unit?
S-M-A-R-T PM Criteria1. Specific : The performance measure has to indicate
exactly what result is expected so that the performance can be judged accurately. The specificity of the measure is aided by clear definitions and standards for data collection, standardization and reporting across program lines and among program employees involved in use of the measurement.
2. Measurable: The intended result has to be something that can be measured and reported in quantitative and/or clear qualitative terms. This characteristic is achieved when programs set numeric targets or employ an evaluative approach that can ascertain in a definitive manner whether performance expectations have been met.
3. Accountable : The performance measure has be “owned” by a specific program line or employee base to the degree that produced. Accountability is more than clarifying who is charged with achieving the result; it requires that management has devised targets based on what reasonably can be produced by the program during a given period of time. Accountability cannot be achieved if targets are unreasonable from the start.
4. Results-Oriented: The performance measure must be aligned to the Logic Model and track an important value or benefit needed to advance the strategies and achieve the end-results of the program. A performance measurement meets this test if it: 1) measures an end or intermediate outcome; or, 2) links to another measure already existing within the program that measures an intermediate or end-outcome.
5. Time-bound : The performance measure must set a specific time frame for the results to be produced as well as allow for the reporting of performance in a timely manner. In this case, the program must have measures to provide fresh enough data to be used by management for adjustments in the program and corrective action if necessary.
A good performance criteria is: Meaningful Reports tangible and significant accomplishments against objectives.
Clear Easily understood by managers, partners & stakeholders; tells a clear story.
Legitimate Accepted or legitimated by those who must use the data.
Consistent Clear definition and data collection methodology.
Reliable Captures what it purports to measure in an unbiased fashion.
Granular Able to detect performance movement.
Responsible Does not have unintended and undesirable consequences.
Actionable Indicates what is good or bad, driving desired behavior and the timing of action
Accountable Related to direct action or influence of an accountable and attributable entity.
Balanced One of set of measures providing a clear picture of the full range of performance.
Feasible Reasonable cost and accessibility of data that is not already collected.
We will conduct a workshop to developfirst the measures to be used to refine the TESDA PMS-OPES Output Reference Table
The type of questions used to generate the list of measures include:– How will we know how well we are doing?– What measures and indicators should we monitor on a periodic basis to determine
how well we are performing?– What should we measure to help us know if we are improving, or where we need to
improve? The thinking process while developing this set of measures should not be constrained
by feasibility issues. The focus should be on providing the executive team the information it needs
The output of this process will be a list of prioritized measures for all TESDA ROPOTI
Developing a Composite Index of Performance
Measures
Rating
Weighting
Performancelevel
Weightedscore
CustomerSatisfaction
1Quality
2
EmployeeSatisfaction
3Productivity
4
40
0.4
5
2.0
30
0.3
8
2.4
20
0.2
6
1.2
10
0.1
8
0.8 6.4
S
TTI ActivitiesACTIVITY PMS
CODESERVICE GUIDELINE VERIFIABLE
OUTPUTHRAC For use by staff involved in TVET
delivery and related services.
Research
Instruction
Extension
Assessment
FAST
E-FAST
NTTAQP
Displaced Worker Assistance
Pangulong Gloria
ACTIVITY PMS CODE
SERVICE GUIDELINE VERIFIABLE OUTPUT
Procurement PROC For use by OCSA staff involved in the procurement assignments
Commodities (supplies, equipment, parts, etc.)
Includes work by OCSA staff who track time and cost of assisting internal personnel with identifying or defining requirements related to the procurement of commodities or services
Contract Monitoring and Auditing
Includes work by OCSA staff who tract time and cost of conducting or participating in contract monitoring and auditing activities.
Warehousing/ Inventory Services
Includes work by OCSA staff who track time and cost of supporting activities directly related to the storage, maintenance, inventorying, and/or issuance of commodities and materials maintained to support the activities of their respective units.
ACTIVITY PMS CODE
SERVICE GUIDELINE VERIFIABLE OUTPUT
Procurement PROC For use by OCSA staff involved in the procurement assignments
Commodities (supplies, equipment, parts, etc.)
Includes work by OCSA staff who track time and cost of assisting internal personnel with identifying or defining requirements related to the procurement of commodities or services
Contract Monitoring and Auditing
Includes work by OCSA staff who tract time and cost of conducting or participating in contract monitoring and auditing activities.
Warehousing/ Inventory Services
Includes work by OCSA staff who track time and cost of supporting activities directly related to the storage, maintenance, inventorying, and/or issuance of commodities and materials maintained to support the activities of their respective units.
Writing Performance Measures
MeasurePerformance
Indicator
Calculation
Data Source
Reporting
Operational Definition:
Methods for Defining Quality Indicators
1. Start from the data available
2. Start from goals and objectives
3. Start from critical processes
Start from goals and objectives
• Translate the organization’s strategy into operational and verifiable objectives at different levels, and then identify indicators to verify the achievement of these goals.
• The advantage of this method is that it provides the organization with a clear focus.
• However, it may require a cumbersome measurement process and/or lead to the neglect of other key quality characteristics.
Start from critical processes
• Identify first the key processes that are necessary for the organization to accomplish its mission, and use for each of these outputs, process and/or input variables to construct one or more indicators.
• This approach is often the most comprehensive one, but requires most time as well. It combines features, advantages and disadvantages from the two other methods.
• This method may also help in identifying in which critical areas no valid indicators can be constructed (at a reasonable cost).
Steps
1. Identify the critical processes;
2. Determine input -, process – and output factors for each of the processes;
3. Construct indicators based on appropriate selection of factors.
ValueAdding
Activities
Suppliers CustomersOutputsInputs
Management
Demand Policy System
ORGANIZATIONAL SYSTEM DIAGRAM: TESDA IV-A
Requirements Requirements
Requirements:• Reliability• Timeliness• Affordability• Quality
Operating Unit Name: _________________________________________Organizational Mission: _________________________________________
KPM# ___ Measure since:
Goal : ______________________________________________________________________Operational Context: ____________________________________________________________Data Source: _________________________________________________________________Owner: ______________________________________________________________________1. OUR STRATEGY Summarize your unit’s strategy for this goal and performance measure
2. ABOUT THE TARGET Explain the rationale for the target
3. HOW ARE WE DOING Insert an objective, stand-alone summary of organizational progress on this measure, referring whenever possible to recent data and the trend.
4. HOW WE COMPARE If possible, include a comparative analysis that will help readers understand how well your organization is doing on this measure in relationship to something outside of itself.
5. FACTORS AFFECTING RESULTS Factors affecting results, such as barriers or facilitating factors.
6. WHAT NEEDS TO BE DONE What needs to be done in response to this data?
7. ABOUT THE DATA Specify reporting cycle (FY/CY) and briefly describe the process used to gather information. Describe any strengths and weaknesses