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TRANSCRIPT
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TABLE OF CONTENTS
Preface
Message from the Secretary /Presidential Adviser on Environmental Protection and General Manager, Laguna Lake Development Authority ii
The LLDA Strategic Performance Management System {SPMS) 1-12
Annexes
A The LLDA SPMS Calendar B
c
0
E
F G
H
J
Office Performance Commitment and Review Form {OPCR) Individual Performance Commitment and Review Form {IPCR} Performance Monitoring and Coaching Journal Performance Rewarding and Development Tracking Tool For'Monitoring Assignments Tracking Tool for Monitoring Targets Professional Development Plan SPMS Appeal Form MONo. 2012-108 {Creation of the LLOA Performance Management Team) MONo. {Orientation of LLDA SPMS and Pilot Testing) . Major Final Outputs for CY 2012 and 2013 {Submitted to the Governance Commission for GOCC's) Success indicators (per department) for CY 2013
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MESSAGE FROM THE GENERAl MANAGER
The Civil Service Commission over the years has introduced systems to evaluate/appraise performance
of all government employees. One of these is the newly-crafted Strategic Performance Management
System (SPMS) which aims to address the demand to produce tangible results. This performance
management system allows us to be strategic, as the success of any organization lies in the effective and
efficient performance of its personnel.
We fully trust that all departments, divisions and units within the agency will meet deadlines and
targets, and work towards an organized and systematic execution of the SPMS handled by our Human
Resources Team and the Performance Management Team, who will monitor and review the submission
of the performance rating of all employees. This will allow everyone to increase individual competencies
and professional skillsets and contribute to the government's thrusts for good governance and effective
management. This, essentially, is what accountable public service means.
Mabuhay ang ating mga kowani ng pamahalaon at soma-soma noting tahakin ong tuwid no daan sa
J • EREUS 0. ACOSTA, Ph . retary/Presidential Adviser for Environmental Protection
eneral Manager, Laguna Lake Development Authority
LAGUNA LAKE DEVELOPMENT AUTHORITY
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM
(LLDA- SPMS)
Pursuant to Executive Order No. 80 "Directing the Adoption of Performance Based
Incentive System for Government Employees" dated July 20, 2012 and in view of the need to
establish a Strategic Performance Management System (SPMS} as contained in Civil Service
Commission Memorandum Circular No. 6 s. 2012, the Laguna Lake Development Authority
hereby adopts the herein Strategic Performance Management System to be referred to as
LLDA-SPMS.
I. OBJECTIVES
The LLDA-SPMS aims to:
1. Align performance goals and measurement to the national development plans,
LLDA mandate/vision/mission and str·ategic priorities and/or organizational
perfonna nee indicator framework;
2. Institutionalize outputs/outcornes based performance system which puts
premium on major final outputs that contribute to the realization of
organizational mandate, mission/vision, strategic priorities, outputs and
outcomes;
3. Ensure organizational effectiveness and improvement of individual employee
efficiency by cascading it's institutional accountabilities to the various levels of
the organization;
4. Link performance management with other Human Resource Systems and ensure
adherence to the principle of performance-based tenure and incentive system.
1
HESPONSIBI LiliES:
a. Sets consultation meeting of all Heads of Offices for the purpose of
discussing the targets set in the office per·fom1ance commitment and rating
form.
b. Ensures that Office perforn1ance targets and measures, as well as the budget
are aligned with those of the agency and that work distribution of
Offices/units is rationalized.
c. Recomrnends approval of the final office assessment, and office perfor·mance
commitment and rating to the Head of Agency.
d. Acts as appeals body and final arbiter for performance management issues of
the Agency.
e. Identifies potential top periormers and pwvide inputs to the PRAISE
Committee for gr·ant of awards and incentives.
f. Adopts its own inter·nal rules, procedures and strategies in carrying out the
above responsibilities including schedule of meetings and deliberations, and
delegation of the authority to representatives in case of absence of its
members.
3. POLICY PlANNING AND INFORMATION MANAGEMENT DIVISION
Responsibilities:
a. Monitors submission of the Office Performance Commitment and Review
Form and schedule the review/evaluation of Office Commitments by the
PMT before the start of the periormance period.
b. Consolidates, reviews, validates and evaluates the initial performance
assessment of the Heads of Offices based on repor·ted Office
accomplishments against the success indicators, and the allotted budget
against the actual expenses. The result ofthe assessment shall be the basis of
PMT's recommendation to the Head of Agency who shall determine the final
Office rating.
c. Conducts an agency periormance planning and review conference annually
for the purpose of discussing the Office assessment for the preceding
performance period and plans for the succeeding rating period with
concerned Heads of Offices. This shall include participation of the Finance
Division as regards budget utilization.
3
one (1) month after the end of the said period and prepares written
notice/advice to subordinates that a succeeding Unsatisfactory
performance shall warrant their· separation from the service.
):.- Provides preliminary rating to subor-dinates showing Poor
performance not earlier than the third (3rd) month of the rating
period. A developmental plan shall be discussed with the concerned
subordinates/ Issues a written notice that failure to irnprove
performance shall warrant their separation frorn the ser-vice.
6. DIVISION CHIEF/OFFICER-IN-CHARGE
a. Assumes joint responsibility with the Department Manager· rn ensuring
attainment of performance objectives and targets.
b. Rationalizes distribution of targets/tasks.
c. Monitors closely the status of the performance of their subordinates and
provide support and assistance through the conduct of coaching for the
attainment of targets set by the Division/Unit and individual employee.
d. Assesses individual employees' performance.
e. Recommends developmental intervention.
7. INDIVIDUAL EMPLOYEES
a. Act as partner-s of management and their co-employees in meeting
organizational performance goals.
V. THE LLDA SPMS PROCESS
STAGE 1: Performance Planning and Commitment
At the Corporate Planning Workshop (conducted last quarter of the year) the LLDA
should have identified their strategic pr·iorities aligned with the Philippine
Development Plan for the coming year. The Major· Final Outputs ( MFOs) aligned
with the LLDA mandate to be enrolled at the Governance Commission for
Government Owned or Controlled Corporation {GCG) along with its success
indicators should have been identified. Fill up Form GCG Form A (Performance
Targets) for submission to GCG.
5
.. OFFICE PERFORMANCE ASSESSMENT
The PPIMD shall consolidate, review, validate and evaluate the initial
performance assessment of the Heads of Offices based on repor·ted Office
accomplishments against the success indicators, and the allotted budget
against the actual expenses. The result of the assessment shall be submitted
to the PMT for calibration and recomn1endation to the Head of Agency. The
Head of Agency shall determine the final rating of offices/units.
An LLDA performance review conference shall be conducted annually by the
PPIMD for the purpose of discussing the Office Assessment with concerned
Heads of Offices. This shall include participation of the Finance Division as
regards budget utilization. To ensure complete and conllxehensive
performance review, all Offices shall submit a quarterly accomplishment
report to the PPIMD based on the SPMS calendar.
Any issue/appeal/protest on the Office assessment shall be articulated by the
concerned head of office and decided by the agency head during this
conference.
Upon the concurrence of the PMT and final approval of the General
Manager, PPIMD shall provide each Office with the final Office Assessment to
serve as basis of offices in the assessment of the performance of individual
employee.
STRATEGIC OBJECTIVES - 45%
CORE FUNCTIONS 45%
SUPPORT FUNCTIONS 10%
Please note that the performance rating of an employee should not be
higher than the office/agency rating.
7
···~··~--·-~~·-·--~- --·---~· --·~·- ·-- -·----·~········-----·~-·-···-·-------·--··- ~----~~----~···--~-···-·-·-- --·-·····-··-·-----~------···--·- -···----~·---------- ~~-~-------~---~----
---
5 Outstanding .. Extraordinary level of achievement;
.. Exceptional job mastery in all major areas of
responsibility have demonstrated;
.. Marked excellence of achievement and
contributions to the organization.
----~~---~---~-------~----~--
4 Very Satisfactory .. Exceeded expectations;
.. All goals, objectives and targets were achieved
above standards.
J 3 Satisfactory " Met expectations;
.. Most critical annual goals are met .
2 Unsatisfactory .. Failed to meet expectations;
.. One or more of the most critical goals are not met .
1 Pom e Consistently below expextations;
.. Reasonable progress toward critical goals was not
made.
In determining the final equivalent rating of the office and the employee, the range of
overall point scores is converted as follows:
4.6-5.00 Outstanding 0
3.6-4.5 Very Satisfactory vs
2.6-3.5 Satisfactory s
1.6-2.5 Unsatisfactory us
1.0-1.5 Poor p
9
5. Performance Rewarding and Development {Tracking Tool for
Monitoring Assignments, Tracking Tool for Monitoring Targets and
Professional Development Plan);
6. Appeal Form.
VIII. SANCTIONS
1. Non-submission of the Office Performance Commitment and Rating Form to the
PMT and Individual Employee's Performance Commitment and rating form to
the Administrative Division within the specified dates will be ground for:
a. Employee's disqualification for performance-based personnel actions;
b. Administr·ative sanction for· violation of reasonable office rules and
regulations and simple neglect of duty for supervisor or employees
responsible for delay or non-submission of the office and individual
performance commitment report
IX. USES OF PERFORMANCE RATINGS
The Performance ratings are used on the following:
1. Performance- based Security of Tenure
., Security of tenur·e of those holding permanent appointments is not absolute
but is based on performance. Employees who obtained unsatisfactory ratings
for two rating periods and poor rating for one evaluating period may be
dropped from the rolls.
2. Eligibility/Qualification for Pe1formance-based Rewards and Incentives
.. Grant of incentives like the productivity incentive bonus or other
performance based incentives and awards shall likewise be based on the final
ratings of employees as approved by the PMT. The PMT shall validate the
11
LAGUNA LAKE DEVELOPMENT AUTHORITY
SPMS Calendar Annex A
1. Performance Plannin£ and C~-n-w-1.-rtr_n_e.-nt--------------~----·-~---------~--------j
OPCR for review PMT
PtvlT review report
IPCR Dept./Div
10111
s'" ~--------+-·--4----4---t--4----4~--4---~---+---~---~-~--~------;
10'" ADM
2. Periorrnance Monitoring and Coaching
Once a year • OGM t--.~P~P~l~l~~D=---------+-----·----~----------------·-----------P~e-r_s_e_n,-e-st-e~----------------------------1
~----------------------4---------------~-----------~~--------------------------; • De pl. Head Regular basis
~------------4--------~-----------------------------------------------~---• Division Chiefs/ OICs Regular basis
Individual Staff Regular basis ~F-o_r_n,--------------------PP._I_M_D---t--------------·------------A-h_e_r_E_O_Q_u_a_rt_e_r ________________________ ~
~-------------~---~-----~-------------------------------------------------1 3. Performance Review and Feedback
OPCR
PPIMD to review,
evaluate and validate
OPCR against targets and
return validated OPCR to
Dept./Div.
PPIMD to submit Office
performance assessment
and fCJcilitate
performance review by
the OGM
Annual Performance
Review
IPCR (for review)
IPCR
PPIMD
OGM
OGM
ADM 25'11
OGM EO
mo
4- Performance Rewarding and Development Planning
PMT to submit Top OGM
15'" performers list
PPIMD 'sPe1iormance 15111
Assessment PPIMD
25th
EO
rna
Not:e: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.
--
LAGUNA LAKE DEVELOPMENT AUTHORITY Individual Performance Commitment and Review Form
Annex C
i='-"---==--==:·--· ·--- -- - -· ·-- ·--·~"'===:===--"'=~:==:===:=co==-=
ADMINISTRATIVE DIVISION
---~-------~------- -~---------
Rntt
Date: -~------~~- --
Reviewed by: Date lApp; by: Date
lmmedi; : Su: Head of Off1ce
Success Actual
Output Indicator Accomplish Rating Remarks
(Target+ ments
Measure)
Ql E2 T3 A4
tstrategic Priority No:
foutput 1
Output 2
Output 3
}output 4 --
Output 5
fcore Function:
Output 1
Output 2
foutput 3
Output 4
Output 5
Final Average Rating
!Comments and Recommendations for Development Purposes
Discussed with
Date Assessed by Date Final Rating by Date
J certi-fY that discussed my -
Employee Supervisor Head of Office
fLegend 1-Qua/ity 2-Efficiency 3-Timeliness 4-Average
LAGUNA LAKE DEVELOPMENT AUTHORITY
Performance Rewarding and Development
(Tracking Tool for Monitoring Assignments)
.-----· -.. Performance Monitoring Form
·--~-
Task ID No. Subject Action Output Date
Officer Assigned
Document Subject Area of the Date the task
No. or Task Task or Signatory of was assigned
No. if Token the Document and to the drafter
from WFP Subject Area
Date
Accomplished
Date the Output was approved by
the opprover
Annex E.l
------
--Remarks
LAGUNA LAKE DEVELOPMENT AllTHORITY Perfonnace Rew~n·ding and Developmen1
Professional Development Plan Name of Employee: Date:
Aim
Objective
Task Next Step
Comments
Annex E.3
--
llll
...-~-------~-"-----··--~~----··-----------------~-------------- """" ______ .. ··-· ------··--· ·-----·- ------------ ·-- ---------------------------------. ·--- ----~------ ··-··----~-
APPEAL TO THE (Next supervisor): DATE APPEAL RECEIVED:
/_/ The following solutionis was/were reached and the revised IPCR r·ating is allached:
~--- ·-··----···-··---·--·-·-·····--··-····---···-·····-----·-·-·--·-··-··---·~-~-······-·-·-····-·-----
Performance Factor Solutions
···-··-
/_/ ha not r·esolved this appeal, the employee may forward the oppeal to 1he Director.
Signatures:
Appellant Immediate Supervisor Date: Date:
Copy of the appeal was furnished to the Immediate Supervisor:
Signature of IS Date of Receipt:
RESPONSlB1LJTlES:
a. Sets consul1ation meeting of all Heads of Ofiiccs fc1r the purpose of discussing
tlJC targets set in the ofJice performance commitment and rating form.
b. Ensures thai Office performance targets and me3suJTS as well as the budget
arc aligned with those of 1l1e agency and thai work distribution of
Offices/units is rationalized.
c. Recommends approval of the office performance commitment and rating to
the Head of Agency.
d. Am as appe3ls body and final arbiter for performance management issues of
the Agency.
e. Identifies potential top perfon11ers and provide inputs to the PRAJSE Commi11ee for grant of awards and incentives.
f Adopts i1s ovm internal rules, procedures and strategies in carrying om the
above responsibilities including schedule of meetings and deliberations, and
del ega1ion of the amhoriTy to represemcnives in c2.se of absence of its
members.
3. POLICY PLANNING AND II\'FORl\iA.TION 1\1.4_NAGEMENT
DIVISION
Responsibilities:
a. Monitors submission of the Office Perfonnance Commitment and Review Form and schE:dule the review/evaluation of Office Cominitments by the PMT
before the stmi of the perfonnance period. b. Comolidates, Ieviews, validates and evaluates the initial perfomJance
assessment of the Heads of Offices based on repmied Office accomplisbments against the success indicators, and tbe allot"ced budget
against the actual expenses. The result of the assessment shall be the basis of PMT's recommendation to the Head of Agency 1vho shall determine the final Office rating.
c. Conducts an agency performance planning and review conference annually for the purpose of discussing the Office assessment for the preceding perfonmnce period and plans for the succeeding rating period YV.ith concerned Heads of Offices. This shall include pmiicipation of the Finance Division as
regards budget utilization. d. Provides each Office with tbe final Office Assessment to serve as basis of
offices in the assessment of individual staff members.
f-- Provides prelirninary rating to subordinates sl1C1winr Poor pc:rforrnance not C':arlier than the third (3' 0
) month of I he rating period.
A developmental plan shall be discu5:sed with the concerned
subordinctte and issue a written notice that failure to irnprove their
performance shall warrant their separation from the service.
G. DIVISION CHIEFS/OIC's
a. Assumes joint responsibility witl·J the Depc:uiment M<magcr m cnsunng
attainment of performance objectives and targets.
b. Rationalizes distribution of targets/tasks.
c. Monitors closely the status of the performance of their subordinates and
provide support and assistance thJOugh tht conduct of coaching for the
anainment of targets set by the Division/Unit and individual ernployee
d. Assesses individual employees' perfonnance.
e. Recommends developmental imervemion.
7. INDIVIDlJALEMPLOYEES
a. Act as partners of managemem and their co-employees m meeting
organizational peJiom1ance goals.
EvtT}'One is enjoined w extend full support and cooperaTion w The Commirtee.
For tbe infonnation, guidance aild compiiance of aj] concemed. . c
~~~ ecretary/P AEP and General Manager Y