1. A look at the prescribed standard that guides the
development of the TSU PES Performance
Management System

2. Medium Term Philippine Development Plan (MTPDP)
Agency Strategic Plan
Organizational Performance Indicators Framework
(OPIF)
Agency Performance Management System (PMS)
Career Executive Service Performance Evaluation System (CESPES)
Office Performance Evaluation System (OPES)
Performance Evaluation System (PES)
CSC – Performance Management System

3. Introduction of OFFICE
Performance Evaluation System
OPES
Career Executive Service – Performance
Evaluation System (CESPES)
Office Performance Evaluation System
for Units and Division Chiefs
Performance Evaluation System (PES)
for Individual Staff
CSC – Performance Management System

4. Why measure office performance?
 Directly translates the agency’s strategic
direction into more specific and measurable
objectives
 Serves as mechanism for better alignment of
individual objectives to agency objectives
 Enhances objectivity of individual performance
evaluations
CSC – Performance Management System

5. OPES Features
 Measures the collective performance of an office
 Focuses on outputs
 Uses a standard unit of measure
 Allows comparison of performance across
offices or function
 Applies to smallest output-producing units, i.e.,
divisions or sections
CSC – Performance Management System

6. OPES Features
 Standard unit of measure through a point
system
◦ Each output is assigned a number of points
◦ Points are based on the length of time it takes one
person to produce the output
◦ Points are exclusive of rank/position
CSC – Performance Management System

7. OPES Reference Table
 A list of the major final outputs of an office given
its functions
 Indicates corresponding points that an output
would earn when completed
 Defines the standards that must be met for
completed outputs to earn points
CSC – Performance Management System

8. Sample
OPES Reference Table
PERFORMANCE OPERATIONAL
FUNCTION OUTPUT INDICATOR
POINTS
DEFINITION
Project Project Number of 8 Paper defining the need,
Proposal Overview Project problem or opportunity to
Preparation Overviews be addressed by the
project, project goals and
objectives, preliminary
resources, assumptions
and risks. Must be
approved by the Head of
Office.
Project Number of 25 Proposal includes Work
Proposal Project Breakdown Structure,
Proposals Project Network, and
Critical Path. Must be
approved by the
Commission.
CSC – Performance Management System

9. OPES as the critical
link in the PMS Cycle
1. P g
erf rin
ito
and orma n
Mo g
Co nce c e in
mm Pla an ach
itm nnin m o
en for d C
t g r
Pe an
2.
ar
g
din g
PMS 3.
Pe
ew nnin rf o
R
ce t Pla an rma
an d E nc
orm pmen va e R
lua ev
erf velo
P e tio iew
4. D n
and
CSC – Performance Management System

10. Determining Outputs
Every office has a mix of quantifiable and non-
quantifiable outputs:
 QUANTIFIABLE outputs refer to measurable
results
 NON-QUANTIFIABLE outputs refer to everything
that consumes time but output of which is not
measurable e.g., meetings, office
programs/ceremonies, filing, phone calls, and other
support functions
CSC – Performance Management System

11. Determining the Percentage
of Non-quantifiable Activities
 Proportion of quantifiable and non-quantifiable hours is
determined by the agency
 Considerations in determining this proportion:
◦ Overall proportion of support staff to technical staff
◦ Hours spent on non-quantifiable activities typical to the agency
◦ Nature of agency work
 Quantifiable hours could be more than 50%, e.g., if office has
fairly routine or automated processes and therefore higher
productivity and volume of output is expected
 Non-quantifiable hours should not be more than 50%!
CSC – Performance Management System

12. Total Target Points
 Each unit computes its annual target points by
multiplying the annual target points by the number
of personnel.
 The number of personnel in an office/division
determines the collective target output of that
division/office for the year.
 Similar outputs earn the same points, regardless of
division, area of expertise and geographical location.
This shall provide performance standards.
CSC – Performance Management System

13. Total Target Points: CSC-CO
365 Days in a year
Less 104 Saturdays and Sundays
Less 10 Legal Holidays
Less 8 Mandatory and Special Leave
--------
243 working days in a year
X 8 hours in a day
--------
1944 working hours in a year
LESS 50% estimated non-quantifiable outputs
=====
972 points x no. of staff = Total Target Points for
Central Office
CSC – Performance Management System

14. Total Target Points: CSC-RO
365 Days in a year
Less 104 Saturdays and Sundays
Less 10 Legal Holidays
Less 8 Mandatory and Special Leave
--------
243 working days in a year
X 8 hours in a day
--------
1944 working hours in a year
1360.8 points x no. of staff = Total
Target Points for Regional
Offices
CSC – Performance Management System

15. Considerations
 Organizational Performance Indicators
Framework (OPIF)
◦ Spells out agency commitments in terms of major final
outputs (MFO)
◦ Total Target Points in OPES should be consistent with
committed MFOs
CSC – Performance Management System

16. Work and Financial Plan
Form
Target
OPES Staff
KRA KPI Output Budget Deadline
Pts Qty Pts Resp.
CSC – Performance Management System

17. Using OPES Table
in Evaluation
OPES-based Office Wor k Plan
Outputs Points Required Number Total
Manual 120 10 1200
Training 40 150 6000
Post Training Report 16 150 2400
Annual Training Report 120 1 120
Total Target Points 9720
A ctual Office Per for mance
Outputs Points Actual Number Total
completed
Manual 120 8 960 Target
Training 40 175 7000 exceeded!
Post Training Report 16 175 2800
Annual Training Report 120 1 120
Actual PointsPerformance Management System
CSC – Delivered 10880

18. Using OPES Table
in Evaluation
 Compare performance across offices
◦ Sample
Office Number of Total Target Actual Points %
Employees Points Delivered
A 10 9,720 10,453 108%
B 16 15,552 20,478 132% Most
productive
C 200 194,400 211,284 109%
D 96 93,312 86,794 93% Least
productive
CSC – Performance Management System

19. The CSC PMS- PES KPIs Mo Net -Based
OPES model (what we intend Goal/Standar
Scorecard
is a practical to track & monitor d
(measures & displays
translation of a based on OPES- (desired &
real-time COROPOTI
good anchored WFP) defined in the
performance in terms
performance PES guideline).
of PES KPIs)
management
system. As
such, its OPES
point-scoring
feature is
adopted in the
TSU PMS - COROPOTI
OPES Decision- TSU Employee (s)
Maker (compares actual
(makes change performance with goal or
needed to bring standard; if difference
performance attuned warrants action, reports to
to goal or standard responsible decision-maker).
set)