This document outlines a strategic performance management system for a hotel and casino. It discusses shifting from a performance evaluation focus to performance management with outcomes-based indicators. The system aligns individual goals with office priorities and roles supervisors as coaches. It lists the basic elements of the system including goal alignment, outcomes-based metrics, team-based management, and an information monitoring system. Current adoption rates and challenges are also noted.

1. STRATEGIC PERFORMANCE MANAGEMENT
SYSTEM
Waterfront Hotel & Casino
October 7, 2015

2. PARADIGM SHIFT
AREA FROM TO
PERSPECTIVE PERFORMANCE
EVALUATION
PERFORMANCE
MANAGEMENT
FOCUS ACTIVITIES & INPUTS OUTPUTS &
OUTCOMES
INDICATORS PERFORMANCE INDICATORS SUCCESS INDICATORS
PERFORMANC
E ALIGNMENT
FOCUS ON INDIVIDUAL ALIGN INDIVIDUAL TO
OFFICE OR
ORGANIZATION
ROLE OF
SUPERVISOR
EVALUATOR COACH AND MENTOR

3. BASIC ELEMENTS
1.GOAL ALIGNED TO AGENCY MANDATE AND
ORGANIZATIONAL PRIORITIES
2.OUTPUTS/OUTCOMES-BASED
3.TEAM APPROACH TO PERFORMANCE MANAGEMENT
4.USER-FRIENDLY FORMS
5.INFORMATION SYSTEM THAT SUPPORTS MONITORING
AND EVALUATION
6. COMMUNICATION PLAN

4. ENABLING ISSUANCES
1.JOINT RESOLUTION NO. 4
2.ADMINISTRATIVE ORDER NO. 25 – TF on RBPMS
3.CSC MEMORANDUM CIRCULAR NO. 6 S. 2012
4.CSC-DBM JOINT CIRCULAR NO. 1 S. 2012-
step increments
5.EXECUTIVE ORDER NO. 80 s. 2012-
Performance –based incentive system

5. WHERE ARE WE NOW?
90.76%

7. HOW MANY ARE
USING THE SPMS?
1513

8. CSC TARGET – 90% of approved as of
EO 2014 (1,897)

10. CHALLENGES
1.UNDERSTANDING THE AGENCY’S MANDATE;
2.DETERMINING STRATEGIC PRIORITIES;
3.CRAFTING OF SUCCESS INDICATORS;
4.INFORMATION SYSTEM/MONITORING SYSTEM;
5.RATIONALIZATION OF WORKLOAD;