The document outlines the constitutional and statutory bases, basic tenets, and minimum requirements for performance management systems in the Philippine civil service. Key points include: 1) The 1987 Philippine Constitution and other laws mandate the establishment of a career civil service and performance-based systems to promote efficiency, integrity, and accountability. 2) Performance management should integrate personnel and organizational goals, establish performance evaluation systems, and link compensation to performance. 3) Minimum requirements for performance management systems include elements like outputs/outcomes-based goals and indicators, team approaches, user-friendly forms, information systems, and communication plans. Systems should also include standards for rating periods, scales, and cycles.

2. Constitutional/Statutory Bases
Sec. 3. Article IX-B
1987 Philippine Constitution
 Establish a career service
 Adopt measures to promote morale, efficiency, integrity,
responsiveness, progressiveness, and courtesy in the civil service
 Strengthen the rewards and merit system
 Integrate the HRD programs for all levels & ranks
 Institutionalize a management climate conducive to public
accountability

3. Basic Tenets of
Performance Management
- Promulgate policies, standards and
guidelines for the Civil Service
- Adopt plans and programs to promote
economical, efficient and effective
personnel administration in the
government
(Title I, Subtitle A. Chapter 1, Book V,
EP 292)
CSC POWERS
CSC POWERS

4. Basic Tenets of
Performance Management

Establish a PES
- Administered in accordance with rules,
regulations and standards promulgated
by the CSC for all officers and employees
in the career service
-Administered in such manner as to
continually foster the improvement of
individual employee efficiency and
organizational effectiveness
(Sec. 33, Chapter 5 Book V, EO 292)

5. Basic Tenets of
Performance Management
 Governing Principles of the Modified Compensation and Position
Classification System and Base Pay Schedule of the Government
Joint Circular No. 4, Philippine Congress (2209)
Establish a
Performance
based
incentive
scheme
Integrating personnel and organizational
performance (item 1d)
Exemplary
Civil Servant
Well
Performing
Institutions

6. Basic Tenets of
Performance Management
Joint Circular No. 4, Philippine Congress (2209)
Governing Principles of the Modified Compensation and Position Classification
System and Base Pay Schedule of the Government
STEP
INCREMENTS
 Progressing from one salary grade
allocation in recognition of meritorious
performance
May also be through length of
satisfactory service
Based on a performance management
system approved by the CSC

7. Basic Tenets of
Performance Management
 Joint Circular No. 4, Philippine Congress (2209)
Governing Principles of the Modified Compensation and Position Classification
System and Base Pay Schedule of the Government
CSC
MANDATE
Ensuring
Personnel
performance
Linked with
Organizational
performance
Enhancing
performance
Orientation of the
Compensation
system

8.  Guidelines in the Establishment and Implementation
of the Strategic Performance Management System
(SPMS)
 CSC Resolution No. 120481, 16 March 2012
 CSC Memorandum Circular No. 6, s. 2012

9.  A set of processes for establishing a
SGARED SHARED UNDERSTANDING of
Strategic Performance Management System
What is PMS?
PROCESSES
PEOPLE
STRATEGIES
GOALS
What will
be
achieved
How it
will be
achieved
Managing
people
In a way to
Ensure that
It will be
achieved

10. MINIMUM REQUIREMENTS
Rating Period
Elements
Rating Scale PMS Calendar
PMS Cycle
1
6
5
4
3
2
Key Players

11. MINIMUM REQUIREMENTS - ELEMENTS
1) Goal aligned to LGU
mandate
2) Outputs/Outcomes-
Based
3) Team Approach 4) User-friendly forms
5) Information system
6) Communication
plan

12. 1
Goal
aligned
to LGU
mandat
e
Philippine Development Plan
Vision/Mission/Strategic
Priorities
Performance Goals

13. MINIMUM REQUIREMENTS - ELEMENTS
2
Outputs/
Outcomes-
Based
Those that contribute to the
realization of organizational
mandate/goals

14. MFO Output
 Those that
directly
contribute to
organization
goals and
objectives
 The ultimate/en
product of an
activity
 Anything that is
produced out of an
activity
 May still be an input
to another output
2

15. Identifying OUTPUTS
OUTPUTS
d
 Anything that is produced in the
performance of duties and responsibilities
 Must be stated in finished product form and
not as an activity
ACTIVITY FINISHED PRODUCT
X √
Preparation of Patient’s
Record
Patient’s Record
Prepared
Attendance to
outpatients
Outpatients attended to
ddddddddddddddddddddddd
dddddddddddd
Preparation of Case
Studies
Case Studies prepared

16. 3
Team
Approach

17. 4
User-
friendly
forms

18. SPMS OPCR Form - 1
 rEFE
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)
I i
I, _____________________________________________, Department
Head___________________, _________Office, commit to deliver and agree to
be rated on the attainment of the following targets in accordance with the
indicated measures for the period January to December, 2021.
________________________ ___________
Name of Department Head Date
Approved by:
______________________ ________________
Provincial Governor Date

19. SPMS OPCR FORM - 2
MFO/PAP
Success
Indicat
ors
Allotted
Budget
Individual
Responsible
Actual
accompli
shment
Rating Remar
ks
Q E T A
Strategic
Priorities
Core/
Support
Functions
Special programs that may
have been assigned to the
Department/Office
Routine functions of the
Department/Office
AVERAGE RATINGAVE

20. SPMS IPCR Form - 1ii
INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
I
I, ________________________________, (Position), Department/Office,
commit to deliver and agree to be rated on the attainment of the following
targets in accordance with the indicated measures for the period January to
December, 2021
________________________ ______________
Employee Date
Reviewed by:
___________________ _________
Supervisor Date
Approved by:
________________ _____________
Department Head Date

21. IPCR FORM - 2
INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
OUTPUTS
Success
Indicators
Actual
Accomplish-
ments
Remarks
Q E T A
SSTRATEGIC
PRIORITIES
core/Support
functions
AVERAGE RATING

22. MINIMUM Requirements - ELEMENTS
5
Information
system
Ensure generation of timely,
accurate and reliable information
 Performance
monitoring/tracking
 accomplishment reporting
 Program improvement
 Policy decision-making

23. 6
Communication
Plan
To promote awareness and
interest on the system
Also to generate employees
appreciation for SPMS as a
management tool for
performance planning, control
and improvement

24. SPMS Success Indicators
Success
Indicators
Quantifiable measurements
Agreed to beforehand
That reflect the critical
factors of an organization
Differ depending on the
organizion
Equal to Targets + Measures

25. SPMS - SUCCESS INDICATORS
 - Must be SMART
•SPECIFIC
•MEASURABLE
•ATTAINABLE
•REALISTIC
•TIME-BOUND

26. SPMS – PERFORMANCE MEASURES
1. QUALITY/EFFECTIVENESS
2. EFFICIENCY
3. TIMELINESS

27. EFFECTIVENESS/QUALITY
 The extent to which actual performance
compares with targeted performance
 Degree to which objectives are achieved
 Extent to which targeted problems are
solved
 Relates to “getting the right things done”

28. Performance Measures - Efficiency
 Extent to which time or resources
are used for the intended task or
purpose
 Measures whether targets are
accomplished with minimum
amount or quantity of waste,
expenses, expenses or unnecessary
effort

29. Performance Measures - Timeliness
 Done on time
 Based on requirements of law and/or
clients/stakeholders
 Project completion deadline
 Time management skills; and
 Other time sensitive expectations

30. SPMS – Formulating Success Indicators
 + SUCCESS INDICATORS
Measures TTargets
 Always tied to a goal or
an objective
 Hours, meters, number
of reports, number of
errors, etc.
 Effectiveness/Quality,
Efficiency and or
Timeliness
 Goal intended to be
achieved
 General Targetsas to be
used on a constant
basis
 %Accomplished,
Increased Rate,
Decreased/Reduction
Rate

31. Example
 O
OUTPUTS TARGETS MEASURES
Success Indicators
(MFO + Targets +
Measures)
Outpatients
attended
Response
time
Within 3
minutes from
arrival
100 of outpatients
attended within 3
minutes from arrival

32. PMS CYCLE
FOUR (4) STAGES
1. Performance Planning & Commitment
2. Performance Monitoring and Coaching
3. Performance Review and Evaluation
4. Performance Rewarding &
Development Planning

33. PMS CYCLE
 STAGE 1 – PERFORMANCE PLANNING &
COMMITMENT
llDepartment Head
meeting with
supervisors and staff to
agree on the outputs
that should be
accomplished
SuSuccess indicators
are determined
CONSIDERATIONS
 Historical Data
 Benchmarking
 Client demand
 OPES Reference Table
 Top Management
instruction
 Future trends

34. PMS CYCLE
Stage 2 Performance Monitoring and Coaching
 Involves regular monitoring of office and individual
performance at various level
 Information system is also a vital management tool
 To support data management
 To produce timely, accurate and reliable information
for program tracking and performance
monitoring/reporting
 Supervisors and coaches play a critical role at this
stage
 to provide an enabling environment or intervention to
improve team performance
 To manage and develop individual potentials

35. PMS - CYCLE
STAGE 3 PERFORMANCE REVIEW AND
EVALUATION
 Assess office and individual performance level based
on targets and measures approved in the performance
contracts
 PPDO consolidate, review, validate and evaluate
performance assessment of Department Heads against
success indicators
 Performance Management Team conduct calibration
and submit recommendation to the Governor who
shall determine the final rating of offices

36. INDIVIDUAL PERFORMANCE ASSESSMENT
 Rating for planned or intervening tasks always
supported by report or any proof of actual
performance
 Without such proof or bases, the task shall not be
rated and shall be disregarded
 Shall be discussed by te supervisor with the
concerned rate
 The average of all individual assessment shall NOT
go higher than the collective performance
assessment of the office

37. PMS CYCLE
STAGE 4 PERFORMANCE REWARDING AND
DEVELOPMENT PLANNING
 Part of the employee’s evaluation is the competency
assessment vis-à-vis the competency requirements of
the job
 Assessment result shall be discussed with the
supervisor and employee at the end of each rating
period
 Discussion to focus on strengths, competency-related
performance gaps and opportunities to address the
gaps,career paths and alternatives

38. RATING PERIOD
 SEMI ANNUAL (EVERY SIX MONTHS)
 MINIMUM PERIOD 3 MONTHS
 MAXIMUM PERIOD 1 YEAR

39. RATING SCALE
RATING DESCRIPTION
5.0 =
OUTSTA
NDING
Performance represents an extraordinary level of achievement and
commitment in terms of quality and time, technical skills and
knowledge, ingenuity, creativity and initiative. Employees at this
performance level should have demonstrated exceptional job
mastery in all major areas of responsibility. Employee achievement
and contributions to the organization are of marked excellence.
4.0 = VERY
SATISFA
CTORY
Performance exceeded expectations. All goals, objectives and
targets were achieved above the established standards.
4.76 -
4.99
4.51 –
4.75
4.26 –
4.50
4.00 –
4.25

40. 3.0 = SATISFACTORY Performance met expectations in terms of
quality of work, efficiency and timeliness. The
most critical annual goals were met.
3.76 – 3.99
3.51 – 3.75
3.26 – 3.50
3.00 – 3.25
2.0 = UNSATISFACTORY Performance failed to meet expectations, and/or one
or more of the most critical goals were not met.
2.76 – 2.99
2.51 – 2.75
2.26 – 2.50
2.00 - 2.25
1.0 = POOR
1.76-1.99
1.51-1.75
1.26-2.50
1.00-1.25
Performance was consistently below expectations,
and/or reasonable progress toward critical goals was
not made. Significant improvement is needed in one
or more important areas.