pms guidelines 2007

7/23/2019 PMS Guidelines 2007

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PERFORMANCE MANAGEMENT SYSTEM- OFFICE

PERFORMANCE EVALUATION SYSTEM (PMS - OPES)


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CIVIL SERVICE COMMISSION Office for Planning and Management Information System


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TABLE OF CONTENTS

Page Section 1 Guidelines on the Performance Management System 1 I. Introduction 3 Background 3 The PMS

Concept 4 The PMS Objectives 5 Components of the PMS 5 II. Scope 7 III. Procedures 7 Performance Planning and

Commitment 7 Performance Monitoring and Coaching 10 Performance Review and Feedback 12 Performance

Evaluation and Development Planning 14 Effectivity 15 IV. Forms 17 Performance Contract (PMS Form No. 1 DC)

19 Performance Commitment (PMS Form No. 1 HO) 20 Performance Monitoring Form (PMS Form No. 2) 21Accomplishment Report (PMS Form No. 3) 22 Overtime Accomplishment Report (PMS Form No. 3a) 23 PMS

Performance Continuum (PMS Form No. 4) 24 Performance Review Report (PMS Form No. 5) 25 Rating Scale for

Managerial Competency 26 Supplemental Performance Contract (PMS Form No. 6) 27 Increase/Decrease in Staff

Work Time Capture Form 28

(PMS Form No. 7) V. Performance Management System Calendar 29 VI. Flow Charts 31

Section 2 PMS Output Table 37 I. Common Outputs 39 II. CSC Reports 56 III. Output Table for

Central Offices

Office of the Chairman 77

Commission Secretariat and Liaison Office 80

Examination, Recruitment and Placement Office 82

Human Resource Development Office 85

Internal Audit System 86

Integrated Records Management Office 87

Office for Financial and Assets Management 90

Office for Legal Affairs 94

Office for Personnel and Management and Development 96

Office for Planning and Management Information System 100

Public Assistance and Information Office 104

Personnel Policy and Standard Office 111

Personnel Relations Office 112 IV. Output Table for Regional Offices 113 V. Output Table

for Field Offices 118


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Performance Management System Guidelines

SECTION I1


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GUIDELINES ON THE PERFORMANCE MANAGEMENT

SYSTEM

INTRODUCTION

Human resources are an agencys most valuable asset. They define the

efficiency, effectiveness and over-all quality of service in any industry. The

government sector is no exception. The need to establish an effective system that

accurately evaluates the performance of its workers for the purpose of determining

tenure, transfers or promotions, and appropriate incentives is of absolute urgency.

While policies and systems for employee performance evaluation have long

been in place in government, there has been an increasing demand to review the

existing system, i.e. demand for public servants to produce tangible results by

making a difference instead of just keeping busy, demand for increasedaccountability by performing the mandate of the organization, the need to correct

the notion that a permanent appointment guarantees security of tenure. Hence, the

call for the Civil Service Commission (CSC), as the central personnel agency of the

government, to revisit and, as necessary, re-invent the performance management

system of the bureaucracy.

Background

The development of the Performance Management System (PMS) was

initiated in 2003 by a re-assessment of the existing Performance Evaluation System

(PES) and the development of a new tool/instrument that will establish a culture of

performance and accountability in the bureaucracy. The PMS meaningfully and

objectively links employee performance vis--vis its Organizational Vision, Mission,

and Strategic Goals.

The PMS employs the concept of performance contracting. In the private

sector, performance contracting, also known as pay-for-performance, is the practice

of linking pay to performance indicators mutually agreed upon by the contractor

and the contractee. In business, CEOs are paid on the basis of their performance

they get a bonus if profits increase; a decrease for ailing financial results. The user

of performance contracts, at least insofar as the business sector is concerned, has

demonstrated repeatedly and frequently how accountability and consequently,

results are assured when pay is tied to performance.

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In a similar manner, CSC contemplates the institutionalization of

performance-based security of tenure in government. It endeavors to purposely link

performance with ones security of tenure in the service as a means of

professionalizing the Civil Service and in so doing, redeem the perverted notion of

security of tenure as the shield and protector of incompetence in the bureaucracy.

The new tool developed was first tested to assess the performance of theDivision Chiefs (DCs). The DCs, as middle managers, were chosen as a focal point

because it was recognized that they are the fulcrum in agency operations and are

pivotal in the organizations success. Being the fulcrum, the DCs provide both

support and balance; on one hand, the management or their director-superiors

demands them to execute strategy and deliver results; and on the other,

subordinates expect them to develop, lead, motivate and inspire them to perform

exceptionally. The DCs are situated at the intersection of almost all horizontal and

vertical transactions in the government.

At the time that the PMS was undergoing development, the CSC was also

developing the Office Performance Evaluation System (OPES), which uses theconcept of a points system to measure the collective performance of people under

an office. In the 2005 Directorates Conference of the CSC, the Chairperson

presented the OPES to all Central Office and Regional Office Directors for validation.

By the second semester of 2005, the common standards for common outputs

across divisions, offices and regions were incorporated in the OPES Output Table.

After noticing that the OPES points system is easier to understand and

implement, the original PMS for Division Chiefs was revised to incorporate the

points system with the performance contracting concept to measure the

performance of the DCs. Thus, the OPES is the missing link in the development of an

objective and user-friendly Performance Management System. The system was thenused as the standard in CSC offices to rate 2005 performance.

The PMS Concept

The CSCs PMS is a system which would meaningfully and objectively link

employees performance vis--vis the agencys Organizational Vision, Mission and

Strategic Goals. It is a technology composed of strategies, methods, and tools for

ensuring fulfillment of the functions of the offices and its personnel as well as for

assessing the quality, quantity and timeliness of the accomplishments.

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The system is also seen as a significant link in the entire process of attaining

the Commissions goals because it aims to produce information useful in planning,

management and decision-making processes and to help address crucial

management issues and constraints.

The PMS hopes to successfully implement a contribution-based and

accountability-based security of tenure and meet the ever increasing clients'

demands and expectations for excellent service from the highly initiated corps of

public servants.

Currently, the Commission uses the term PMS to denote the integrated

evaluation system which composes a set of different sub-systems that measure the

performance of the offices (collective performance of the individuals), the Directors,

the Division Chiefs, and other office staff.

The PMS Objectives

The following are the objective of the PMS:

To align individual performance goals with the organizations strategic goals/vision;

To ensure organizational effectiveness by cascading institutional accountabilities to

the various levels of the organizations hierarchy;

To have performance management linked to other HR systems; and

To link agency overall performance to the Organizational Performance Indicator

Framework, to the Agency Strategic Plan, and to the Medium- Term Philippine

Development Plan.

Components of the PMS

Initially, CSC used the term Performance Management System for the system it

developed for managing the performance of the DCs. However, as the development

of the OPES, the term PMS is now used by CSC as the integrated system for

managing performance composed of the following sub- systems:

1. Career Executive Service Performance Evaluation System (CESPES)

This is an evaluation system for measuring the performance of the Directors or the

third level officials of the Commission.

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2. Performance Evaluation System (PES)

This is an evaluation system for measuring the performance of the first and second

level employees of the government. There are two different tools currently being

employed for this purpose. One is for measuring the performance of the Division

Chiefs (DC-PES) and the other is for measuring the performance of the staff below

the DC level position (PES).

3. Office Performance Evaluation System (OPES)

This is a system for measuring the collective performance of the individuals in an

Office or Division. It uses a point system to simplify the measurement process.

A major activity in the development of the OPES is the creation of the PMS Output

Table which is a listing of the different outputs of the offices together with the

corresponding points per output, performance indicators, and operational

definitions. The PMS Output Table is a major tool for measuring the performance of

the offices. The points per output is determined by using the conversion one hour of

work equals one point (1 work hour = 1 point). In other words we give one point forevery hour it takes to complete an output. It is based on the average time it takes

to complete an output if performed continuously by an average competent worker.

Based on the PMS Output Table, the accomplishments of an office will be measured

by counting the number of outputs it produced for a given period and calculating

the corresponding points and then benchmarking it to the set target at the

beginning of the rating period.

The total working hours of an employee in a year is 1944 hours, which is equivalent

to 1944 points. The target points for each office is set by computing a certain

percentage of the total working hours available for each office personnel and then

multiplying it by the total number of personnel in that office. Recognizing the factthat not all working time is being spent on producing outputs listed in the PMS

Output Table, the Commission provided a discount of 972 points (50% of the target)

for Central Offices to account for the time each spent on non-quantifiable

activities.1 On the other hand, the Commission provided a lower discount of 583.2

points (30% of the target) for the Regional Offices given that there are less non-

quantifiable activities performed in the regions and the type of work is usually more

routine than in the Central Office. Hence, for Central Offices the target is 50% of the

1944 multiplied by the number of office personnel while for Regional Offices the

target is 70% of the 1944 multiplied by the number of office personnel.

1

Non-quantifiable activities are activities that are done routinely, regularly or occasionally in the workplace and support

functions that do not produce a tangible output such as attendance to office meetings, phone-calls, un-programmed

non- working holidays, travel time, office ceremonial programs, entertaining walk-in visitors, photocopying, faxing, etc.

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SCOPE

This set of guidelines is only for managing and measuring the performance of

Division Chiefs (DC-PES) and Offices/Divisions (OPES) which both use the pointsystem. The CESPES and the PES have separate guidelines.

PROCEDURES

The CSC implements the system following the PMS Cycle Framework described in the diagram

below:

A. PERFORMANCE PLANNING AND COMMITMENT

This is done at the start of the performance period where all division heads will

meet with their staff and agree on the employees Performance Contract for the

period based on the Office Work Plan finalized and approved during the

Performance Planning which is conducted on the last quarter of the previous year.For the DC-PES, it must clearly define expectations in terms of performance

objectives or technical outputs (80%) and managerial competencies (20%).

1. The Office/Division shall set its targets for the year, through the

following steps:

1.1 Consider the strategic plan of the Commission and the function of the

Office/Division, identify what needs to be done for the year, whether routine or

project.

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1.2 Determine the total Office target points based on the actual number of

personnel in the Office x 1944 points x Target Factor.2 Employees on detail and

those under casual or contractual employment status should be excluded in the

counting of actual number of Office personnel.

1.3 In setting the Divisions corresponding target, the Division shall determine its

target points based on the actual number of the Division personnel3 plus a certain

number of points to account for the personnel assigned in the Office of the Director.

For example, a CO Office has 34 personnel. It has three Divisions. There are four staff assigned in the Office of the

Director (Director IV, Director III, Secretary, Clerk) and the other 30 personnel are equally distributed to the three

Division.

A Division will compute its target points in this manner: 10 x 1944 points x 0.5 (using CO Target Factor) = 9720

points. However, the personnel under the Office of the Director should also be accounted for and thus their weight

should be distributed in each Division. Thus, a total of 3888 points (4 x 1944 x 0.5) should be distributed to eachDivision or additional 1296 points per Division.

Therefore, the correct target for each Division should be 9720 points + 1296 points = 11016 points.

1.4 Using the PMS Output Table, determine the type and number of output it

intends to produce to achieve the target points calculated in 1.2 and giving priority

to producing the work identified in 1.1. In cases where the work outputs identified in

1.1 do not have corresponding output and points in the PMS Output Table, the

Office/Division shall recommend estimated points. This will be subject to the

evaluation of the Office for Planning and Management Information System (OPMIS).

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Target Factor: 50% for Central Offices and 70% for Regional Offices.

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Excluding the detailed, casual or contractual personnel for they will have to set a separate commitment. An individual

who is

assigned concurrently to two or more offices/divisions shall be counted only in his or her primary office/division for the

purpose of the target setting. Time spent on the other offices/divisions will be later deducted from the primary

office/division during the reporting of accomplishments.


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2. In setting work targets, the Office/Division shall also compute the budget per

program/project, supplies, materials, equipment and other budgetary requirements

which should be parallel to the Annual Procurement Plan (APP) and Maintenance

and Other Operating Expenses (MOOE).

3. The Office/Division shall also identify the person primarily responsible for

producing each target output for accountability. In no case shall two (2) or more

persons be identified as primary responsible for a particular output.

4. The Division/Field Office shall document its targets by accomplishing the Division

and Work and Financial Plan Form (PMS Form No. 1-DC) and submit the same to the

Director IV (please see PMS Schedule).

5. The Director IV shall review each Divisions/Field Offices targets

and determine whether adjustments have to be made.

6. The Division/Field Office Work and Financial Plan shall serve as the Performance

Contract of the Division Chief and Director II. The overall assessment of the Division

or the Field Office will be based on the total target points of that Division/Field

Office as identified in 1.3. 7. The Central and Regional Offices shall consolidate the

Division/Field Office Work and Financial Plans (Performance Contracts) and

accomplish the Performance Commitment Form (PMS Form No. 1- HO) to form the

Office Work and Financial Plan which shall be submitted to the OPMIS [please see

PMS Schedule]. Amendments on the Office WFP may be allowed by accomplishing

the Supplemental Performance Contract (PMS Form No. 6). Amendments on the

WFP may be allowed once every quarter to accommodate intervening tasks that

come up from time to time.

8. Employees on detail and those under casual or contractual employment status

shall be required to set targets separate from the Division Targets using also the

Work and Financial Plan Form (PMS Form No. 1-DC). The targets shall be submitted

with the Performance Commitment of the Director IV and the Director III and the

Performance Contracts of the Director IIs/Division Chiefs.

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B. PERFORMANCE MONITORING AND COACHING

This is the phase where the rater monitors the work activities by periodically

checking on the progress and quality of work output of the employee. The rater is

expected to address factors that either help or hinder effective work performance

and design tracking tools or monitoring strategies as may be needed.

1. The performance of the Offices and every individual will be regularly monitored at

various levels: i.e. the Commission, OPMIS, Director IV and Director III, Division

Chief/Director II and individual:

1.1 The Commission shall review the performance of the

CSC Offices once a year.

1.2 The OPMIS shall summarize and analyze the performance of the

Offices/Divisions every six months or at the end of each performance period.

1.3 The Director IV or Director III shall monitor on a quarterly basis the performance

of the Divisions or Field Offices and the Division Chiefs or Field Officers under them.1.4 The Division Chief/Director II shall monitor the

performance of his/her staff on a monthly basis.

1.5 Each individual shall monitor and assess his/her

performance every week.

2. The Director IV or Director III shall sit down together with the Division

Chief/Director II every quarter and discuss the performance of the Division/Field

Office and the progress of work. Coaching may also be conducted, if necessary. The

Director shall fill out the Performance Monitoring Form (PMS Form No. 2) submit it to

OPMIS after each quarter (please see PMS Schedule).

3. The Supplemental Contract (PMS Form No. 6) may be used when there are major

changes in the Work and Financial Plan during the performance period.

4. The Supplemental Contract will be needed when, during the rating period, new

work has to be done whether it is being added to the Work and Financial Plan or it is

replacing another work which will create a major change in the Work and Financial

Plan.

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5. The Division/Field Office target points may be increased or decreased during the

performance period. Offices shall fill-out the Increase/Decrease in Staff Work Time

Capture Form (PMS Form No. 7) for this purpose.

5.1 Increase in points Division/Field Office target points are increased whenever

there are personnel actions, e.g. new appointments, detail, transfer, reassignment,

etc. that result in an increase in person hours/number of personnel lasting for at

least ten (10) successive working days. Increase in target points shall be based on

the following formula:

For Central Offices (50%):

Targets to be added on the office targets = number of working days x 4

For Regional Offices (70%):

Targets to be added on the office targets = number of working days x 5.6

5.2 Decrease in points Division/Field Office target points are decreased wheneverthere is a decrease in person hours/number of personnel which is equivalent to at

least ten (10) successive working days. The decrease in personnel may be due to:

a. Personnel action e.g. resignation, retirement,

disciplinary action, etc.

b. Absence from work for a continuous period of ten working days due to various

types of rights, leave privileges, scholarships, training, etc.

Decrease in target points shall be based on the following formula:

For Central Offices (50%):

Targets to be deducted from the office targets = number of working days x 4

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For Regional Offices (70%):

Targets to be deducted from the office targets = number of working days x 5.6

c. Field Officers/Division Chiefs who handle two or more Field Offices/Divisions shall

subtract the amount of working time spent in his/her other FO/Division from his/her

primary FO/Division and shall add the corresponding increase in another. The

constraint of minimum of ten working days absence will not apply in this case.

C. PERFORMANCE REVIEW AND FEEDBACK

This phase aims to measure employees commitments in the performance contract.

The rater objectively determines the gaps between the actual and desired

performance using tracking tools. This is also composed of the Performance Rating

Scale and the Managerial Competency Rating Scale through the ePMS, a computer-

based questionnaire that measures the managerial competence of Division Chiefs.

The ePMS measures the managerial competence of DCs in four areas: (1) technical

competence, (2) management of work (planning and programming, monitoring,

problem solving/strategizing), (3) management of people, and (4) management offunds and resources.

1. At the end of the semester the CSC Central and Regional Offices shall submit the

Accomplishment Reports (PMS Form No. 3) of the Office and the Divisions/Field

Offices to the OPMIS, with the following attachments:

Overtime Accomplishment Report (PMS Form No. 3a)

Increase/Decrease in Staff Work Time Capture Form (PMS Form No. 7)

Accomplishment Report of Contractual/Job Order Employees, Details and On-the-

Job-Trainees

Merit/Demerit Reports (For CSC Central Offices)

2. The OPMIS shall review, validate and evaluate the reported Offices and

Divisions/Field Offices accomplishments against targets, and the allotted budget

against the estimated expenses.

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Accomplishments reported which are found to be untrue or incorrect will cause

offices to incur demerit points twice the total of the incorrect outputs reported.

Demerit points shall be given also to reports not complying with the prescribed

formats (see attached forms) and not consolidated and/or without breakdown per

Division/Field Office (refer to OM 30, s. 2007). The demerit points shall be deducted

from the validated output points of the offices. Head of Office shall be held

accountable for the inaccurate/incomplete report.

For example, an Office reported an accomplishment of 1100 points. However, it was validated that the Office

accomplished only 1000 points since the extra 100 was a result of double counting. Thus, the Office shall be

deducted twice the magnitude of the erroneously reported output, which in this case is 200 points (2 x 100).

Therefore, the overall accomplishment is: 1000 (validated points) 200 (demerit points) = 800 points.

3. The OPMIS shall then send back to the Offices the validated accomplishments,

with the summary report of the points earned by the Office and each Division/Field

Office (please see PMS Schedule). An Office is given three (3) working days tocomment on the validated accomplishments otherwise OPMIS will consider it as

final.

4. The performance of the Division Chief shall be evaluated at the end of each

performance period and his/her rating will be based on three components:

a) 80% - earned PMS points versus target points as validated

by OPMIS; b) 20% - rating on managerial competence by the Director IV

or III; c) Subordinates performance feedback through the Electronic

Performance Management System (ePMS) which will serve as inputs to the Director

IV or Director III in rating the Division Chief on the 20%.5. The Performance Review Report (PMS Form No. 5) will be used

for this purpose.

6. The rating of the Division Chief in the 80% technical output shall come from the

OPMIS validated summary report and computed using the Performance Continuum

(PMS Form No. 4). The target of accomplishment will be benchmarked on the target

points computed during the target setting (see A.1.3).

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7. The rating of the Division Chief in the 20% managerial competence shall come

from the Directors evaluation, using ePMS results and his/her own assessment of

the Division Chiefs managerial competence. The Director shall use the Rating Scale

for Managerial Competency to indicate the managerial competence rating of the

Division Chiefs.

8. The Director IV or Director III shall discuss with the Division Chief/Director IIhis/her performance in all aspects below to assist in his/her development.

a) Technical Outputs as per the accomplished PMS points b) Managerial

Competency as rated by the Directors IV or III c) Subordinates feedback on the

Division Chiefs performance

(ePMS)

D. PERFORMANCE EVALUATION & DEVELOPMENT

PLANNING

In this process, employees are ranked within clusters and categorized based oncomplexity of work and accountability. This also forms part of the discussion

between the rater and the ratee where they assess competency-related

performance gaps and the opportunities to address these gaps, career paths and

alternatives.

1. After the evaluation of the Central and Regional Offices performance by the

OPMIS, there will be a ranking and feedback mechanism on performance based on

earned points and in terms of how the Offices completed the PMS processes e.g.

Performance Planning, Performance Monitoring and Performance Review.

2. There will be a comparative ranking on the performance of the Divisions, Field

Offices, Regional Offices and Central Offices across each area. The result will besubmitted to the Commission.

3. The results of the performance evaluation and ranking will serve as inputs to the

Office for Personnel Management and Development (OPMD) in identifying the

developmental needs of the Division Chiefs and towards the development of their

Career Development Plan.

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4. Demerits shall be imposed on outputs characterized by delays of submission

(such as in the case of reports), not following prescribed formats, critical incidents,

etc. depending on other policies prescribed by the Commission. Offices should

inform OPMIS on the demerits imposed to other offices.

Example: OPMIS Memo No. 221, s. 2006 provides the guidelines for reporting merit/demerit points on submission of

reports. In said Memorandum, Central Offices are directed to report to OPMIS any merit/demerit points that shall be

imposed for a particular Office for early or delayed submission of a periodic report.

5. The OPMIS will regularly review the PMS Output Table. If necessary, it may add

and delete the Offices outputs from the PMS Output Table as well as adjust the

points in relation to the new thrusts of the Commission.

EFFECTIVITY

The updated 2007 version of the PMS Guidelines will be implemented on

evaluating the performance of the Offices starting 2nd semester this year (July toDecember 2007) unless otherwise repealed or updated.

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FORMS17


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PERFORMANCE CONTRACT PMS Form No. 1 DC

I, ____________________, Head of the __________________ Division, agree to be

rated based on the attainment of targets and commitments as specified in our Division Work

and Financial Plan for the period ___________ to __________, 20__.

I, ____________________, as the immediate superior, will provide the necessarysupport, guidance and mentoring in the performance of his/her functions.

IN WITNESS WHEREOF, the parties herein signed this Performance Contract this

_____ day of _______, 20__ in _______, Philippines.

Division Chief Immediate Superior

DIVISION WORK AND FINANCIAL PLAN

KRA # KEY TARGET TOTAL ALLOTTED PERSON DEADLINE (Per CSC PERFORMANCE OUTPUT POINTS

QUANTITY POINTS BUDGET RESPONSIBLE (Date) Strat Plan) INDICATOR (a) (b) (c) (d) = (b x c) (e) (f) (g)

TOTAL

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PERFORMANCE COMMITMENT PMS Form No. 1 HO

We commit to provide the necessary support, guidance and mentoring to

the Division/Unit Heads in ______(Office)______ in order to attain the targets

and commitments specified in the attached Office Work and Financial Plan for

the period _______ to ______, 20__.

Director III / Director IV Director IV / Assistant Commissioner

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PERFORMANCE MONITORING FORM PMS Form No. 2

Name of Division/Field Office ___________________________________ Division Chief /

Director II ______________________________________ Number of Personnel in the

Division/FO __________________________

Activity1st 2nd 3rd

4th

Mechanism/s Meeting One-in-One Group

Memo

Others (Pls. Specify) Remarks Monitoring

Coaching

Please indicate the date in the appropriate box when the monitoring was conducted.

Conducted by:

Immediate Superior

Date: Noted by:

Head of Office

Date:

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ACCOMPLISHMENT REPORT

PMS Form No. 3

OFFICE/DIVISION: ____________________________ 1st Semester NUMBER OF

PERSONNEL: ____________________ 2nd

OUTPUT PERFORMANCE INDICATOR POINTS

ACCOMPLISHMENT BUDGET

Quantity Points Allotted

Estimated Expenses

Balance

REMARKS

T O T A L

Prepared by: Approved by:

Division Chief Head of Office

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OVERTIME ACCOMPLISHMENT REPORT

PMS Form No. 3a

OFFICE/DIVISION: ____________________________ 1st 2nd

Semester

DATE OF OVERTIME

NUMBER OF HOURS RENDERED

ACCOMPLISHMENT NAME OF

EMPLOYEE OUTPUT POINTS

Quantity Points

REMARKS

T O T A L



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PMS PERFORMANCE CONTINUUM

PMS Form No. 4

RATING SCALE

PERCENTAGE OF ACCOMPLISHMENT

NUMERICAL RATING ADJECTIVAL RATING

Exceeds Expectations

161% and more 8.94 - 10.00 Exceptional

146% - 160% 8.11- 8.93 Commendable

131% - 145% 7.28 - 8.10 Above Average

Meets Expectations 90% - 130% 5.00 - 7.27 Good Solid Performance

Below Expectations

75% - 89% 4.17 - 4.99 Below Average

0% - 74% 0 - 4.16 Unacceptable

FORMULA to get the exact numerical rating:

Numerical Rating = (Accomplishment Points/ Target Points) x 5.5556

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PERFORMANCE REVIEW REPORT Rating Period: ___________________ PMS Form No. 5

Ratee Position Rater Position

I. MANAGERIAL COMPETENCY (20%) Rating

1. Management of Work Establish course of action for self and others to accomplish specific goals; plan and

execute proper work distribution; Set appropriate work standards and establish systems/procedures to

monitor delegated assignments/ projects; Troubleshoot; make prompt and sound decisions. 2. Managementof People Promote employee development Observe fairness and impartiality, and maintain discipline Lead,

guide and motivate individual or group towards task completion 3. Management of Resources Allocate

resources appropriately; utilize funds efficiently

TOTAL POINT SCORE (1 + 2 + 3) AVERAGE POINT SCORE (TPS/3) 20% EQUIVALENT RATING (APS X .20)

II. TECHNICAL OUTPUTS (80%)

TOTAL POINTS EARNED FOR THE YEAR EQUIVALENT RATING (Please refer to Rating Scale: PMS Form No. 4)

80% EQUIVALENT RATING (ER X .80)

F I N A L R A T I N G

Comments/Recommendations/Justifications

(may include appropriate recognition/rewards, developmental

needs, promotional potential, strengths and weaknesses, and changes in target schedules, etc.)

Ratee Rater Approved by:

__________________________ ___________________________ ________________________

Division Chief Immediate Superior Head of Office

Please see Rating Scale for Managerial Competency at the back of this form and convert the ePMS Rating first into the

equivalent 10 point numerical rating using the conversion formula.

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RATING SCALE for Managerial Competency

NUMERICAL RATING ADJECTIVAL RATING

Exceeds Expectations

10 Exceptional

9 Commendable

8 Above Average

Meets Expectations 6 Good Solid Performance

Below Expectations

4 2 Below Average Unacceptable

ePMS Conversion Formula

Use the formula below to guide you where the ePMS Rating falls in the above Rating

Scale for Managerial Competency.

Formula: Y = X 1

0.3

where X is the ePMS Rating and Y is the equivalent Managerial Competency Rating.

Example: ePMS Rating = 2.86

Y = (2.86 1) / 0.3

= 6.2

Conclusion: Referring to the PMS Performance Continuum (PMS Form No. 4) the rating 6.2 falls under

the Good Solid Performance. Thus, in the above Rating Scale for Managerial Competency we can state

that the division staff assessed the Managerial Competency of the Division Chief as Good Solid

Performance.

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SUPPLEMENTAL PERFORMANCE CONTRACT

PMS Form No. 6

The undersigned agree to add the following output(s) contained in Table 1 to the performance contract of

_____[Division Chief]______ for the rating period ________;

Table 1. ADDITIONAL OUTPUT(S)

ADDITIONAL MAJOR FINAL OUTPUT(S) Points

Output #1:

Output #2:

The said additional task is being accommodated in lieu of the output(s) found in Table 2;

(Note: Table 2 will only be filled-up in case accomplishment of a previously targeted output will be replaced

or deferred.)

Table 2. REPLACED OUTPUT(S)

Points EXPECTED MAJOR FINAL OUTPUT/S

Output #1:

Output #2:

Action on the replaced output(s)

deferred/postponed indefinitely to be incorporated in the next rating cycle withdrawn/dropped transferred to

Division ________

The expected output and performance standard agreed upon in the original contract shall be adjusted as follows:

Table 3. ADJUSTED PERFORMANCE CONTRACT

Points EXPECTED MAJOR FINAL OUTPUT/S

Output #1

Output #2

Output #3

Output #4

IN WITNESS WHEREOF, the parties herein sign this Supplemental Performance Contract this ____ day of

_______________, 200___, Quezon City, Philippines.

Division Chief Immediate Superior Head of Office

27


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INCREASE/DECREASE IN STAFF WORK TIME CAPTURE FORM

PMS Form No. 7

OFFICE/DIVISION: ____________________________ 1st 2nd

Semester

NAME OF EMPLOYEE

PERIOD OF ATTENDANCE/ABSENCE

TOTAL NUMBER OF WORKING DAYS

REASON/REMARKS

From To (+ / - )

T O T A L



28


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PERFORMANCE MANAGEMENT SYSTEM CALENDAR

REPORTS TO SUBMIT/ACTIVITIES FORM SUBMIT TO

JAN SCHEDULE

FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

A. Performance Planning and Commitment

1. DC's/DIIs Performance Contract (Work PMS Form No. 1-DC DIV/III 10th

and Financial Plan)

2. DIV/III Performance Commitment with the PMS Form No. 1-HO OPMIS 15th

attached Divisions/Field Offices Performance Contracts

B. Performance Monitoring and Coaching

1. Director's Performance Monitoring Form PMS Form No. 2 OPMIS 5th 5th 5th 5th

2. Supplemental Performance Contract PMS Form No. 6 OPMIS 10th 10th 10th 10th

C. Performance Review and Feedback

1. Subordinates rate their DCs in the ePMS 15th 15th

2. COs and ROs submit the ePMS Data OPMIS 20th 20th

by email to [email protected]

3. OPMIS process the ePMS Data and prepare OCH & 25th 26th

a summary per office CO Offices

4. ROs process their respective ePMS Data DIV/III 25th 26th

for the use of the Head of Office

29


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SCHEDULE JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

5. Heads of Office discuss the ePMS results 30th 29th

with the DCs

6. Office/Division/Field Office Accomplishment PMS Form Nos. 3, 3a, OPMIS 5th 5th

Report and 7

7. OPMIS review, validate and evaluate COs &

the office/division/field office accomplish- ROs ments against targets and send back the validated Accomplishment

Report to COs and ROs

> Luzon 12th 12th > Mindanao and Visayas 20th 20th > Central Offices 28th 28th

8. Heads of Office submit the Performance PMS Form No. 5 OPMD 30th 30th

Review Report

D. Performance Evaluation and

Development and Planning

1. Evaluation of COs and ROs Performance COMMISSION 15th 15th

and Preparation of Comparative Ranking of COs and ROs Performance by the OPMIS

Note: In the event that the date falls on a non-working holiday, submission will be on the next working day.

30

REPORTS TO SUBMIT/ACTIVITIES FORM SUBMIT TO


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__________________________________________________________________


FLOW CHARTS31


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32

________________________________________________________________



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PERFORMANCE Process:

PLANNING AND COMMITMENT

Purpose/Scope:

To establish objectives (and identify resources and work activities that will have to take place to accomplish

them) for the year.

Division / Field Office Office OPMIS Commission

Determine total target points

Determine the quantity of outputs to be produced to Office Directors and DirectorsII/Division Chiefs

discusses

Evaluate Performance Contracts and Commitments as to the conformance with the CSC Strategic Plan

and PMS Guidelines

ok? k?

Yes

Identify the person primarily responsible for producing

NoFile

Determine the resources required to accomplish the

Feedback Memo

Performance Contract

Performance Contract

Performance (PMS Form No. 1 - DC)

Commitment

Reply Memo

Receive reply^^ ^^


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Process:

Purpose/Scope:

Supplemental Contract (PMS Form No. 6)

Are there any increase/decrea se in staff work

Update (PMS Form No. 7)

File

Division / Field Office Office OPMIS Commission

No

Supplemental Contract (PMS Form No. 6)

No

Performance Monitoring

Form

(PMS Form No. 2)

Yes

^+

Yes

PERFORMANCE MONITORING AND COACHING

To check on the progress and quality of work outputs and to address factors that help or hinders effective

work performance.

Office Directors and DirectorsII/Division Chiefs discuss

Are there any

Receiv

e Report changes in the WFP?

Report on the Performance Monitoring

Consolidate and Evaluate Monitoring Reports

^+


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PERFORMANCE Process:

REVIEW, FEEDBACK, EVALUATION AND DEVELOPMENT PLANNING

Purpose/Scope:

To evaluate performances of employees/offices these gaps, career paths, and alternatives.

and to identify competency related performance gaps and the opportunities to addressDivision / Field Office Office OPMIS OPMD

Commission Office Directors and DirectorsII/Division Chiefs

Review, validate, and evaluate reported accomplishments

Accomplishment Report

Evaluation Report

(PMS Form No. 3)

Accomplishment Report (PMS Form No. 3)

Overtime Accomplishment Report

RANKINGReceive Report

Are there Increase/Decrease in Staff

any Work Time Capture Form

comments?

No

Yes

Revised Evaluation Report/Decision

Comments

Evaluate commentsPerformance Review Report

(PMS Form No. 5)

Receive Report

35 35


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.

^6


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SECTION II


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38


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PMS OUTPUT TABLE COMMON OUTPUTS

FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS OPERATIONAL DEFINITION Policy

Formulation (Guidelines) Policy (Guidelines) Number of Policies 16 Policy pertains to general principles

by which a body or

entity is guided in the management of standards in the most general way to provide for the conduct,control and management of the work of a particular organization. It is issued through a Resolution,

Memorandum Circular, or Office Memorandum.

Administrative Issuances Memorandum Circular (MC) Number of MCs

a. Original 8

A Memorandum Circular is an issuance for CSC's clientele on policy resolutions of the CSC. It prescribes

b. Based on a Resolution 1 rules, requirements, procedures or relays information. Resolution Number of

Resolutions A Resolution is a decision promulgated by the

Commission en banc on

Civil Service matters. a. policy resolution a. policy resolution 16 Policy Resolutions are the decisions or

motions

adopted by the Commission to implement certain rules or guidelines. b. case resolution b. case resolution

* Case Resolutions are the decision on the cases

brought to the Commission. *Refer to OLA Table for points per resolution.

Opinion Number of Opinions 3 An Opinion is an issuance in response to queries or

requests for clarification of certain policies of the CSC. The signatory of Opinion may vary depending on

the nature of the query. If it is a new query--without precedent--the signing authority is the Chairperson.

However, if the query is simple and has precedent, the Head of Office which drafted the Opinion shall

sign. External Announcement Number of Announcements 1 A CSC Announcement is an issuance of the

CSC

informing the public of upcoming events, examinations, workshops and seminars, conventions, meetings,

national celebrations and other similar events. An External Announcement is an issuance signed by the

Chairperson addressed to all heads of constitutional bodies, departments, agencies of the national

government, local government units, government owned and/or controlled corporations with original

charters, and state colleges and universities about attendance in conventions, meetings or national

celebrations and examination calendar.

39


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FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS OPERATIONAL

DEFINITION

Office Memorandum (OM) Number of OMs 6 An Office Memorandum (OM) is an issuance

addressed to officials and employees of the CSC from a member of the Commission. This issuance

prescribes rules of conduct, office procedures, or guidelines on specific policies/programs of thegovernment and of the CSC.

Office Order (OO) Number of OOs 0.08 An Office Order (OO) is an issuance of the CSC to a

specific person or group of persons to provide authority to perform a certain task or assignment within a

specified time.

Memorandum Number of Memoranda 2 A Memorandum is a communication from an official or employee

addressed to another official or employee or group of employees of the CSC.

Letter Number of Letters 2 A Letter is a written or printed communication

addressed to an individual or organization. It is usually used to respond to queries from clients and to

provide information. It may also contain a detailed discussion on a particular subject but not to clarify orinterpret a policy as Opinion does. It is also used to convey good and bad news, to express goodwill, to

inform, to reply, to report, to request for something, to remind, to inquire, etc.

Cover/Transmittal Letter or Memorandum

Number of Letters/Memoranda 0.08 A Cover/Transmittal Letter/Memorandum is a

letter/memorandum that accompanies another letter/memorandum, a package, or the like, to explain

more fully or provide more information, comment, etc.

Pro-forma Letter/Memorandum Number of Letters/Memoranda 0.08 A Pro-forma Letter/Memorandum is a

written

communication patterned from previously written letter/memo but is slightly different because of the few

changes made on the data contained therein. Example: PAIO promotion/publicity letters.

Common Output Table 40


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DEFINITION

Acknowledgement Letter Number of Acknowledgement Letters 0.08 An Acknowledgement Letter is a

written response to

clients, Central and Regional Offices acknowledging receipt of a letter or submission of a report or arequirement.

Internal Announcement Number of Announcements 1 Internal Announcement is an issuance addressed

to CSC officials and employees on the various training, programs, or different activities of the CSC.

Research and Study A systematic inquiry aimed at providing information to

solve problems. ~ Study Study Paper Number of Study Papers 40 A written document describing the

analysis and findings

on a particular issue. Problems/Issues tackled for studies are well defined, of limited scope, and employ

methodologies which are simple and straight-forward unlike that in the formal research. The Paper

contains the following: problem statement, objectives, background, methodology, summary and

conclusions, and recommendations.

~ Formal Research Concept Paper Number of Concept Papers 24 A written document describing the

general

ideas/concepts of the proposed research/study to be conducted. It provides a discussion on the problem

and possible solutions but would still require additional data gathering for more accurate decision. The

concept paper should contain enough information for management to make a decision if the study should

be pursued.

Research Proposal Number of Proposals 60 A document detailing the plan for the study to be

conducted. It provides management with information on what will be done, why it will be done, how it will

be done, where it will be done, to whom it will be done, and what is the benefit of doing it. Contents:Executive Summary, Problem Statement, Research Objectives, Literature Review, Importance/Benefits of

Study, Research Design, Nature and Form of Results, Budget, Schedule, Facilities and Special

Resources, Project Management, Bibliography, Appendixes and Glossary of Terms, and Measurement

Instruments.



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DEFINITION

Research Report Number of Research Reports 120 A document containing the findings, analysis of these

findings, interpretations, conclusions and recommendations with regard to a study conducted. Contents:

Letter of Transmittal, Title Page, Authorization Statement, Executive Summary, Table of Contents,Problem Statement, Research Objectives, Background, Sampling Design, Research Design, Data

Collection, Data Analysis, Limitations, Findings, Summary and Conclusions, Recommendations,

Appendixes, and Bibliography.

Project Development A project is a goal-oriented undertaking with defined

begin and end date and involves complex and series of interrelated activities and with limited resource

and budget; an end product or service must result. ~ Project Proposal Preparation

Project Overview Number of Project Overviews 8 A document providing a general information on a

project

to be undertaken by an office. It defines the need, problem, or opportunity to be addressed by the project,

project goals and objectives, preliminary resources, assumptions, and risks. It is a reference document for

the initial "go"/"no-go" decision by the Commission.

Project Proposal Number of Project Proposals 25 A detailed presentation of how the project will be done,

how resources will be managed, and who are the personnel involved. It contains a Work Breakdown

Structure and a Project Network Diagram showing the critical path.

~ Project Implementation Work Package Description

Report

Number of WPD Reports 8 A list of activities or tasks and their descriptions including

timelines and the person responsible to complete each task. Project Status Report Number of StatusReports 8 Information given to the management on the status of

the project implementation.

Project Documentation Number of Project Documentation 8 Compilation of project related documents

such as project

plan, status reports, contracts, receipts, final report, etc. It also serves as historical document about the

project.



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DEFINITION

Final Project Report Number of Final Project Reports 40 The terminal report on the project containing

evaluation

on the project implementation as to whether objectives and goals are achieved and other relatedinformation.

Project Deliverable Number of Project Deliverables * The output of the project conducted. Points depend

on

each deliverables. If the project deliverable is already defined in this PMS Output Table, then the

particular output points should be applied. If not, the concerned Office must submit to OPMIS its

recommendation as to the points to be awarded. OPMIS will then evaluate and recommend it to the

Commission for approval.

Program Enhancement Program Evaluation Report Number of Evaluation Reports 40 An evaluation on

the effectiveness of an existing

program of the CSC and to find out what improvements can be done.

Program Enhancement Proposal

Number of Enhancement Proposals 24 A document detailing improvement ideas on the existing

process of the CSC and its test implementation plan. It should contain information on the budget required

and schedule of activities.

Program Enhancement Report Number of Enhancement Reports 40 Report on the enhancement done

containing analysis of

the enhancement process conducted and the recommendation.

Evaluation of Reports Evaluation Report Number of Evaluation Reports 40 Consolidation and analysis ofCSC reports from the

Central and/or Regional Offices by the requesting Central Office; submitted to the Commission.

Monitoring of Compliance on CSC Guidelines (Programs and Systems)

Monitoring Report Number of Monitoring Report 24 A consolidated report on the compliance of

offices/individual (or group of individuals) with the prescribed guidelines or instituted systems/processes

of the CSC.

On-the-spot Investigation On-the-spot Investigation

Report

Number of on-the-spot Investigations Reports

4 Written Report on an on-the-spot investigation

conducted in connection with confirmatory, verification, and audit functions such as to confirm walk-in

anomalies in authentication in exam related cases and to audit financial transactions.



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DEFINITION Training, Orientation, and Workshop (TOW)

A Training is a program designed to develop the skills/knowledge/work attitudes of employees. An

Orientation is a program designed to inform new programs, thrusts and policies to employees or clients of

the CSC. A Workshop is a seminar, group discussion, or the like, that emphasizes exchange of

ideas/information and the demonstration and application of techniques, and skills, i.e. problem solving,

etc. ~ TOW Proposal Preparation Training/Orientation/Workshop

Proposal

Number of Proposals 24 A suggestion or recommendation to conduct a training or

an orientation requiring approval/acceptance. It can also be a proposal for a customized training for a

specific group. It shall include budget estimate, schedule and other relevant information.

~ Preparation of Materials for Regular TOW Program

Training/Orientation/Workshop Kit

Number of Kits 0.17 A set or collection of tools, materials, instructionalmatter, etc. for the Training/Orientation/Workshop. Usual contents: Program, Schedule of Sessions,

Handouts, and Manual. Points for preparation/reproduction of kits. Per kit.

Certificate Number of Certificates 0.05 Document attesting to the fact that a person has

completed a training/orientation/workshop. Points for preparation of training certificate per participant.

~ Actual Conduct of Training/Orientation/Workshop

Training/Orientation/Workshop Conducted

Number of Hours 1 The process of imparting the knowledge/skills to the

participants. One point per hour is awarded to the Office/Division conducting the intervention. The points

earned for the administration of the TOW is different from the points earned by the speaker.

~ Preparation of Post TOW Report

TOW Evaluation Report Number of Evaluation Report 8 A written account of the

training/orientation/workshop

conducted assessing its effectiveness as to the meeting of its objectives. Evaluation is the systematic

collection of descriptive and judgmental information necessary to make effective training decisions related

to the selection, adoption, value and modification of various instructional activities. This is the process by

which learners record their thoughts, comments and observations about the training. This could be

directed at the trainers as well as the training program.



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DEFINITION

Process Observer Function Process Observer Report Number of Reports 8 A report on how the classes

are organized and how

sessions are conducted by personnel trainees who have undergone trainors training.Preparation of Materials for New or Customized Regular Training/Orientation/Workshop Program

~ Display Aids TOW Poster Number of Posters 1 A large, usually printed placard, bill, or announcement,

often illustrated, that is posted to inform the participants about something. Contents are usually limited to

text and are either hand written or printed using a computer printer.

Drawing Poster Number of Drawing Posters 1 A sheet giving information in a visual form such as table,

list, graphs, or diagram.

Flip Chart Number of Sheets 0.25 A set of sheets hinged at the top so that they can be

flipped over to show information or illustrations in sequence.

~ Projected Aids Overhead Transparency Number of Transparency 0.17 Picture consisting of a text,

photograph or drawing on a

transparent base; viewed with a projector.

Presentation Slides Number of Slides 0.17 Presentation material developed using a PowerPoint

presentation software which creates graphical presentations of the concepts that will be discussed by the

presenter. A slide is a single frame in a PowerPoint presentation.

Video (Film) Number of Minutes 3 A recording of visual images and sound on a videodisc;

interviews, documentaries, lectures. Three (3) points shall be awarded for editing/enhancing one (1)

minute playtime in the final version of a video recording.~ Audio Aids Audio Recording Number of Minutes 2 Audio aids are usually cassette recordings in their

own

right or an integral part of a visual aid, so that it becomes an audio-visual aid. Points shall be awarded for

the process of recording sound for graphical presentation materials. Two (2) points for every minute

recording playtime in the final version.



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DEFINITION ~ Other Aids Original Interactive Video CD-

ROM

Number of CD-ROMs developed 80 A computer-based training program where trainees use

the computer to interact with the program.

IEC Materials in Optical Discs (CD-ROM or DVD)

Number of CDs/DVDs 40 A multi-media compendium of information, education,

and/or communication materials. Points for the creation of the original copy.

CD-ROM/DVD Reproduced Number of CDs/DVDs reproduced 0.17 Reproduction of optical disks.

Case Study Number of Case Studies developed 4 A case study is a detailed description of a situation that

trainees study and discuss. Cases are designed to develop higher-order thinking skills, such as the ability

to analyze and evaluate information.

Action Learning Problems Number of Action Learning Problemsdeveloped

2 Action Learning Problems are actual problems given to

the trainees to solve and develop an action plan and shall be held accountable for carrying out the plan.

~ Training/Workshop Evaluation Form

Training Evaluation Form Number of Evaluation Forms

developed

2 A survey form for evaluating the effectiveness of a

training/workshop program.

~ Certificate Certificate Designed Number of Certificates 1 For the design of a new certificate (master

copy).

Preparation of Information, Education, and Communication (IEC) Materials

~ Printed Materials Manual Number of Manuals 24 A written document that contains information and

instructions on how to do something usually presented in a form of a small book or handbook. Minimum

number of pages: 30.

Book Number of Books A written work or composition that has been published

* 1 to 60 pages * 1 to 60 pages 60 (printed on pages bound together). *61 to 100 pages *61 to 100 pages

100

Flyer Number of Flyers 16 An advertisement (usually printed on a page or in a

leaflet) intended for wide distribution.

IEC Poster Number of Posters 24 For the design of an infomercial/advertisement for

printing in a poster size paper intended for mass distribution. Usually graphical in nature containing

pictures and text.


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DEFINITION

Primer Number of Primers 24 A small introductory book that gives basic information on

a subject such as training, orientation, project, or program of the CSC.

Program Number of Programs 1 A plan or schedule of activities to be followed during an

event.

Invitation Number of Invitations 1 A written request for someone's presence or

participation. One point is for the design of the original invitation.

Script Number of Scripts 8 A written matter (as lines for a broadcast).

Talking Points Number of Talking Points 8 Notes on particular issues including references prepared

for specific public speaking engagements.

Workshop Forms Number of Forms 2 A document with blank spaces to be filled in with

particulars used in Training and Workshops.

Customer Assistance

~ Resource Person Services Assistance Provided Number of Hours 1 For activities such as speakership

services rendered for

training/orientation as well as technical work services and consultancy services (provide facts, opinions,

recommendations). There shall be no points awarded to resource person services where honorarium or

overtime pay was received. Except for the organic HRD (Training Division) personnel, other CSC

personnel are only allowed to render a maximum of 24 hours (and earn 24 points) per month on a

resource person service.

~ Interview/Media Guesting Interview conducted Number of Hours 1 A meeting or conversation in which awriter or reporter

asks questions from a CSC personnel from whom material is sought for a newspaper story, television

broadcast, etc. One point, or a fraction thereof, for every hour of interview/guesting.

~ Media Relations Interview/guesting of CSC

officials coordinated

Number of interviews coordinated 1 Coordinated and aired guesting/interview of CSC

officials; background material provided for interview.



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DEFINITION ~ Customer Service/ Technical Assistance

Customer Action Sheet Number of Customer Action Sheets 0.17 Assistance provided to walk-in clients

involving

procedural queries and clarification of policies. A Logbook containing the details of therequest/transaction signed by the customer can serve as a Customer Action Sheet.

~ Conciliation and Mediation Services

Conciliation/Mediation Report Number of Conciliation/Mediation

Reports

8 A report on the conciliation/mediation assistance to

settle public sector labor disputes. * Actual conduct of the conciliation/mediation shall earn 1 point per

hour of assistance.

~ Ushering Services Ushering Service provided Number of Ushering Service provided 4 Points rewarded

to the CSC personnel who provided the

ushering service during the Honor Awards ceremony.

Information and Records Management

~ Incoming Communication Communication

registered/encoded in the DTMS

Number of Documents 0.12 The process of registering a communication document

received by the CSC by encoding details of the document (Receiving Office, Document No., Destination,

Document Type, Entry Mode, Document Date, Name of Party, Document Details, Signatory, Address of

Sender, Entered By/Updated By, Date Created) in the Document Tracking and Management System

(DTMS). Involves receiving the communication (opening envelope and date of receipt stamped on the

communication) and then assigning of the document number. Updating of DTMS Record 0.02 The

process of updating the status of a document by

providing the following details in the DTMS: Date Received, Action Taken, Date Accomplished, Status,

Current Office, Action Person, Next Office, Remarks, Updated by. For every record updated in the DTMS.

~ Outgoing Communication Mails dispatched Number of mails dispatched Outgoing communications

dispatched.

~ Ordinary mails 0.05 ~ Registered mails 0.13

List of Out-going Communications transmitted

Number of Addressee (Envelopes/Packages)

0.02 For accomplishing the List of Out-going Communications

Form for the transmittal of letters/packages through IRMO.



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DEFINITION

Packaged Letter (Documents) Number of Letters (Documents)

packaged

.03 For preparation/packaging of letters (documents) to be

dispatched.

~ Database Build-up and Management

Encoded Records Number of Records 0.08 Per new record encoded in a database system of offices

such as the Inventory of Government Personnel Database and Database of Government Agencies.

Updated Records Number of Records 0.02 Updating of old records in a database system.

~ Registration of Correction of Personal Information in the Master Lists

Corrected Personal Information

Number of corrected personal information0.25 Corrections of personnel data including accreditation of government service in the records of the

office.

~ Consolidation of Statement of Assets, Liabilities and Networth

SALN Consolidation Report Number of SALN Consolidation

Reports

8 Consolidation of office personnel's Statements of

Assets, Liabilities and Net Worth submitted to OPMD.

~ Encoding of data in the PDS processed Number of PDS .5 Data entered in the PIDS. Personnel

Information Database System (PIDS) HR Action Notice processed Number of HR Action Notice .08 Data

entered in the PIDS.

Personal Data Update processed

Number of Personal Data Update .08 Data entered in the PIDS.

Issuance of Records/Documents

~ Copy of CSC Issuance Document issued to requesting

party

Number of copies of document issued

0.17 For request for copies of CSC issuances such as

Resolutions and Memorandum Circulars and other personal records. The transaction should be recorded

e.g. logbook signed by the requesting party.

~ Verification of Eligibility Verification Slip or verified

Examination Records Request Form

Number of Verification Slip or ERRF processed


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0.33 The verified rating (eligibility) or qualification of a person to be employed in the civil service. Output

can also be a Memorandum/Letter indicating the verified eligibility of the employee/s. Point shall be

credited per employee.

~ Certification of Eligibility Certification of Eligibility Number of Certification of Eligibility

issued

0.09 A document confirming the eligibility of a person. Points

are only for the process of printing the COE. Activities on verification stage shall be credited under the

verification activity.



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DEFINITION

~ Authentication of Eligibility Authenticated Copy of the

Certificate/Certification of Eligibility

Number of Authenticated Copy issued

0.08 The validated eligibility copy of the client.

~ Certificate of Appearance Certificate of Appearance Number of CAs issued 0.05 A document issued to

serve as evidence that the client

transacted with CSC.

Secretariat Work Notice of Meeting Number of Notice of Meeting 0.08 An announcement containing

information about a future

gathering.

Meeting Agenda Number of Meeting Agenda 0.25 The official work plan or discussion points for a

meeting.

Minutes of the Meeting Number of pages 1 A written account of what transpired in a meeting. The

points should be for the pages containing the substantial portion (discussion) of the Minutes of the

Meeting. The attendance and introductory page should not be counted.

Conduct of Validation/Background Investigation for Honor Awards Program

Conduct of Background Investigation including report preparation

Number of Background Investigation Reports

24 Per Background Investigation Report submitted to PAIO

to include actual conduct of audit and travel time. Conduct of BI involves interviewing/gathering ofpertinent data and information and validating nominees outstanding work accomplishments and/or

exemplary display of ethical behavior. The task includes desk audit and interviewing individuals in

nominees workplace, neighborhood, church project site (if applicable) and other places where material

information may be obtained.

2nd Background Investigation Report

Number of 2nd BI Reports 8 Per 2nd BI Report submitted per specific instructions

from the Awards Committee to include actual conduct of 2nd BI. A more thorough audit not only to

validate previous findings of the 1st BI conducted but to look into other aspects of nominees outstanding

work accomplishments and/or exemplary display of ethical behavior per specific instructions from the

Committee Members.



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FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS OPERATIONAL DEFINITION

Personnel Administration ~ Hiring of Personnel > Posting of Vacant Positions

Notice of Vacancy Number of Notice of Vacancy 0.5 Announcement regarding the vacant positions.

> Initial Assessment of Applicants for Employment

Matrix of Applicants Number of Matrix of Applicants 0.5 A summary listing of qualified applicants.

> Conduct of written exam Examination conducted Number of Hours 1 Per hour of examination

conducted.

> Conduct of Interview Interview conducted Number of Hours 1 Per hour of interview conducted.

> Assessment of Applicant Applicant Assessment Report Number of Assessment Reports 2 Summary

report on the applicant's assessment, to

include computation of ETE, performance and assessment ratings. > Roster of Candidates Preparation

Roster of Candidates Number of Roster of Candidates 0.25 Roster of candidates per position prepared.

> Conduct of Background Investigation

Background Investigation Report

Number of BI Reports 8 Report on the qualifications of the applicants.

> PSB Resolutions PSB Resolution Number of Resolutions 8 Resolution on the deliberations made by the

Personnel

Selection Board

regarding the selection. Appointment Resolution Number of Resolutions 1 Resolution appointing an

employee for a particular

position. Personnel Actions Resolution Number of Resolutions 1 Resolution on requests for transfer,

reassignment,

d

esignations. > Comparative Assessment Comparative Assessment Number of CA's prepared 8 Per

position. > Appointment Preparation Appointment Number of Appointments 0.5 Appointment prepared

and signed by the Appointing

A

uthority. > Hiring of Service Contractors

Contracts Number of Contracts 4 Signed contracts.

~ Updating of Leave Cards Leave Card updated Number of leave cards updated 0.17 Leave Cards of

employees updated; leave credits

computed based on employees pass slips, Daily Time Record (or entries in the Guard's Logbook) and

applications for leave. Once a month processing.

Application for Leave Certified Number Application for Leave

certified

0.2 Applications for leave certified by personnel officer.

Points awarded for the personnel officer certifying the Application for Leave.


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DEFINITION

Application for Monetization of Leave Credits processed

Number of Application for Monetization of Leave Credits processed

0.5 Application for monetization of leave credits processed

with computation of money value of the monetized leave provided to the requesting employee.

Financial Services

~ Collection Services/ Receipts/Deposits

e-Receipts Number of e-Receipts 0.05 Issued to customer as a proof of payment.

Bank Validated Deposit Slips Number of Deposit Slips 1 Daily Deposit of Collection to the Bank.

Daily Report of Collections and Deposits

Number of RCDs 1 Submitted to Accounting Division and COA.

Cash Receipts Records Number of Records 2.5 Submitted to Accounting Division and COA.

~ Processing of Disbursement Voucher and Claims

Allotment and Obligation Slip processed

Number of Obligation Slip 0.25 For processing of Disbursement Voucher and Claims;

ALOBS signed by the designated staff.

~ Check Preparation Signed Check Number of Checks issued 0.08 Signed by the proper authority.

~ Monthly Remittances to various agencies

Monthly Remittance List Number of Remittance List 4 Per remittance list.

Supplies and Property Management

~ Issuance of supplies and Materials

Customer Signed Request and Issue Slip

Number of Request and Issue Slip (RIS)

0.5 Items requested in the RIS were issued to and accepted

by the Office/Division concerned.

~ Canvassing/Purchasing of Supplies

Signed Canvass Form Number of Signed Canvass Forms 0.5 Canvass Form signed by authorized

personnel of the

supplier.

~ Inspection of CSC Procurements and Repairs.

Inspection of CSC purchases Number of Inspection and

Acceptance Report signed

0.17 This point is for personnel who conducted the inspection


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and signed the IAR.

Inspection of bulk purchases/civil works

Number of IAR signed 2 For inspection of purchases from the Procurement

Service (DBM) or for inspection of bulk purchases and construction works.



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DEFINITION

Pre-repair Inspection conducted

Number of IAR signed 0.5 An evaluation of the damage or recommendation for the

work to be done is indicated.

Post repair Inspection conducted

Number of IAR signed 0.5 An assessment if the Scope of Work was completed and

if whether the repairs made is acceptable/satisfactory and that the equipment repaired is already in good

running condition.

~ Contract Preparation Terms of Reference Number of TOR's 24 A document providing definition of

requirements and

objectives of the services requested under the terms of a contract or tender, including, where necessary,

the methods and means to be used and/or results to be achieved.

Memorandum of Agreement Number of MOA's 10 An agreement among parties which creates a legally

binding commitment designed to ensure consistency in the administration of programs or projects.

Contract Number of Contracts 4 A document signed by CSC and supplier for the

availment of services or purchased of goods that the supplier promised to provide.

Signed Abstract of Quotation Number of Abstract of Quotation 1 A price quotation or a pro-forma invoice

with the

conditions of sale.

Purchase Order/Letter Order Number of Purchase/Letter Orders 0.25 A commercial document issued by

CSC to a supplier,indicating the type, quantities and agreed prices for products or services that the seller will provide to

CSC.

Notice to Proceed Number of Notice to Proceed 1 A document notifying the supplier to deliver the goods

or

services required by CSC.

~ Transport Operations Trip Ticket Number of Trip Tickets 0.08 Signed by the Head of Office.

Request for Utility Vehicle processed

Number of RUV processed 0.15 RUV approved; driver and vehicle provided to requesting party.

Driving Services Number of Hours 1 One point for every hour spent on actual driving.



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FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS OPERATIONAL DEFINITION ~ Dormitory

Services Request Acted Upon Number of Request acted upon 1 Processing of a request for housing

guest employees

and preparation of rooms.

Legal Services Court Pleadings Manifestation (pro-forma) Number of Manifestations 2.5

Formal offer of evidence Number of exhibits Including sub-markings.

~ 1 to 9 exhibits 4.75 ~ More than 9 exhibits 10

Comments/Answer/Motion to Dismiss

Number of Comments/Answer/ Motion to Dismiss

34

Petition for Review and Certiorari

Number of Petitions 36

Position Paper/Study Number of Position Papers 40

Pre-Trial Briefs Number of Pre-Trial Briefs 10

Other Actions Report of Investigation/

Comment to the Commission

Number of Reports/Comments 10 A report detailing the findings of OLA and its

recommendation to the Commission, after a conduct of an investigation relative to complaint filed directly

to or initiated by the Commission.

Show-cause Order Number of Show-cause Orders 1

Interlocutory Order/Notice Number of Interlocutory Order 0.5

Orders of Preventive Suspension

Number of Orders of Preventive Suspension

8

Affidavit of Witness Number of Affidavit of Witness 4.75

Affidavit of Expert Witness Number of Affidavit of Expert Witness 12.5

Legal Counseling Number of Counseling Conducted 0.17



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DEFINITION

Certificate of No Pending Case Number of Certificates 0.5

Docketing of Cases Number of Cases Docketed 0.08

Transcript of Steno Notes Number of Transcripts 1 Per page. Using size 10 Arial Font and single line

spacing.

Technical Assistance to Courts Number of Reports on technical

assistance provided

8 Technical assistance to Courts, Office of the

Ombudsman and Prosecutor's Office. Report shall be submitted to the Director.

Contract Reviewed Number of contracts reviewed 2 Review of contracts for deals to be entered upon by

the

Civil Service Commission with other institutions.Revision of an existing output or material

Revised Output/Material Number of Revised Outputs/Materials * For updating/revising an existing

output/material. *1/4 of

original points awarded for the finished updated/revised output/material. Example: Revised IEC Materials.



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PMS OUTPUT TABLE REPORTS


DEFINITION

PMS Reports/Forms Performance Contract (PMS

Form No. 1 - DC)

Number of Contracts 24 A written agreement between rater (Director) and ratee

(Division Chief) containing the set of expectations on the work to be done and results to be attained as

well as measures to monitor, review and assess performance. (Division Work and Financial Plan)

Performance Commitment (PMS Form No. 1 - HO)

Number of Contracts 8 A written pledge or promise of the Office Directors to the

Commission with regard to the work to be done by the office.

Director's Performance Monitoring Form (PMS Form No. 2)

Number of Forms 2 A report submitted by the Head of Office with regard to

the mentoring and/or coaching conducted with the Division Chiefs.

Office Accomplishment Report (PMS Form No. 3)

Number of Division/FO Accomplishment Report

8 The Accomplishment Report of the Office counted by the

number of Division/FO Accomplishment Report submitted by the Office.

Overtime Accomplishment Report (PMS Form No. 3a)

Number of Reports 2 Report on the accomplishments of office staff during paid

overtime hours.

Performance Review Report (PMS Form No. 5)

Number of Reports 1 The Performance Rating Report of a Division Chief

prepared by the immediate superior

Supplemental Performance Contract (PMS Form No. 6)

Number of Contracts 4 A document containing the changes/revisions to the Performance Contract or

Performance Commitment

ePMS Database Number of ePMS Database 8 The collection of subordinates' feedback on the Division

Chief's performance using the ePMS program.

PES Form (Target) Number of PES Forms 2 Performance targets of 1

st

and 2

nd


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level employees below DC level signed by the ratee and rater and

validated by the Head of Office. Per individual.

56


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DEFINITION

PES Form (Accomplishment) Number of PES Forms 2 Accomplishments of 1

st

and 2

nd

level employees below DC level signed by the ratee and rater and

validated by the Head of Office. Per individual.

PES Rating Number of Reports 8 Consolidated Report, reviewed by the Office PERC on

the ratings of the 1st and 2nd level staff.

CESPES Performance Contract

Number of Contracts 8 Performance Contract of Third Level Officials of the CSC

indicating the targets to be achieved. Per individual.

CESPES Ratings (3rd Level) Number of Reports 8 Consolidated Report on the 3rd level CESPES ratings

for

the year.

Annual Report Number of Reports 24 Or Year-end Report. A narrative report high-lighting the important

accomplishments of the office in the previous year.

Merit/Demerit Report Number of Reports 2 A report on the Merit/Demerit points incurred by offices in

the submission of a reportorial requirement of an office. Two points shall be earned for submission of

Merit/Demerit Report for each type of report requirement.

Accounting Books, Registries, Records, Forms and Reports

Trial Balance Number of Trial Balance 4 The Trial Balance shows the equality of debit and credit

balances of all general ledger accounts as of a given period. It is prepared and submitted monthly,

quarterly and annually. At the end of the fiscal year, the pre- closing and the post-closing trial balances

shall be prepared.

Pre-Closing Trial Balance Number of Pre-Closing Trial Balance 4 The Pre-Closing Trial Balance shall be

prepared after

recording the adjusting journal entries in the General Journal and posting the same to the General

Ledger. It shows the adjusted balances of all accounts as of a given period. This is also described as the

adjusted trial balance.

Reports Output Table 57


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DEFINITION

Post Closing Trial Balance Number of Post Closing Trial

Balance

4 The Post-Closing Trial Balance shall be prepared after

recording the closing journal entries in the General Journal and posting to the General Ledger. It contains

a listing of all general ledger accounts that remain open after the closing process is completed.

Statement of Income and Expenses

Number of SIEs 4 The Statement of Income and Expenses shows the

results of operation/performance of the agency at the end of a particular period. This statement shall be

prepared by the Accounting Unit from information taken directly from the Pre-Closing Trial Balance.

Statement of Management Responsibility for Financial Statements

Number of Statements of Management Responsibility for Financial Statements

0.08 The Statement of Management Responsibility for

Financial Statements shall serve as the covering letter in transmitting the agencies financial statements to

the Commission on Audit, Department of Budget and Management, other oversight agencies and other

parties. It shows the agencys responsi