lecture presentation during the Planning workshop of CDA-DEO at International electrification Training Center, Agoo, la Union

1. Strategic
Performance
Jo B. Bitonio
Extension Office Director
BOA Resolution No. 395 s 2018
Dated Sept. 21, 2018

2. Memorandum
Dec 23, 2018
Subject : Approved Guidelines on
the implementation of
CDA SPMS
BOA Resolution No. 395 s 2018
Dated Sept. 21, 2018

3. Special Order reconstituting the
composition of PMT from CO

4. The PMT shall have the following functions
and responsibilities:
Sets consultation meeting with all Department
Directors/Chiefs of Divisions for the purpose of
discussing the targets set in the Office
Performance Commitment and Rating(OPCR)
Form;
Ensures that office performance targets and
measures, as well as the budget are aligned with
those of the office and that work distribution of
Divisions is rationalized;
Recommends approval of the office
performance commitment and rating to the Head
of Agency;

5. Acts as appeals body and final arbiter for
performance management issues of the agency.
It shall be limited only to issues related to
performance rating and ranking only;
Identifies potential top office performers and
recommends to the PRAISE Committee top
performing personnel entitled to awards,
incentives and recognition based on evaluation
based on evaluation of OPCR and IPCR.; and
Adopts its own internal rules, procedures and
strategies in carrying out the above
responsibilities including schedule of meetings
and deliberations.
The Planning Division shall serve as the PMT
secretariat.

6. 7. Extension Office Director
a.Assumes primary responsibility for performance
management in his/her Extension Office ensuring attainment
of performance objectives and targets;
b.Conducts strategic planning sessions with Supervising
CDS and Section Heads or and agree on the outputs that
should be accomplished based on the goals/objectives of the
organization;
c.Rationalizes distribution of targets /tasks of the Section;
d.Prepares and submits OPCR Forms for submission to then
Planning Division before the start of the performance period;
e.Submits a monthly accomplishment report to the Executive
Director thru the Planning Office;
f.Conducts an initial assessment of office’s performance
using the approved OPCR Form; and
g.Determines the final assessment of the performance level
of the individual employees based on proof of performance.

7. IV. Basic Elements
The CDA-SPMS shall include the following basic
elements:
a.Alignment of Goal to Agency Mandate and
Organizational Priorities. Performance goals and
measurement are aligned to the national development
plans, agency mandate/vision/mission and strategic
priorities and/or organizational performance indicator
framework. Standards are pre-determined to ensure
efficient use and management of inputs and work
processes. These Standards are integrated into the
success indicators are organizational objectives are
cascaded down to operation level.

8. b. Output/Outcomes-based. The system puts premium on
major final outputs that contributes to the realization of
organizational mandate, mission/vision, strategic priorities,
outputs and outcomes.
c. Team-approach to performance management.
Accountabilities and individual roles in the achievement of
organizational goals are clearly defined to give way to
collective goal setting and performance rating. Individual’s
work plan or commitment and rating form to establish clear
linkage between organization performance and personnel
performance.
d. User-Friendly. The forms used for both the organizational
and individual performance are similar and easy to
accomplish. The organizational and individual major final
outputs and success indicators are aligned to facilitate
cascading of organizational goals to the individual staff
members and the harmonization of organization and
individual performance ratings.

9. e. Information System that supports Monitoring and
Evaluation. Monitoring and Evaluation (M&E) mechanisms
and Information System (IS) are vital components of the
CDA-SPMS in order to facilitate linkage between
organizational and employee performance. The M&E and
IS will ensure generation of timely, accurate, and reliable
information for both performance monitoring/tracking,
accomplishment report, program improvement and policy
decision making.
f. Communication Plan. A program to orient agency officials
and employees on the new and revised policies on CDA-
SPMS shall be implemented. This is to promote awareness
and interest on the system, generate employees’
appreciation for the CDA-SPMS as a management tool for
performance planning, control and improvement, and
guarantee employees’ internalization of their role as
partners of management and co-employees in meeting
organizational performance goals.

10. Target Setting
• Historical data – Past performance
• Benchmarking – Identifying and
comparing the best practices within the
agency
• Client demand – Bottom up approach
where the office sets target based on the
needs of clients
• Top Management Instruction – May set
targets and gives special assignments
• Future trend – comparative analysis of the
actual performance vs potential
performance

11. Output/Outcome Indicators
Program Outcome Indicator Target Outputs Target Outcome
indicators
CDP No & percentage of
required cooperatives
provided with TAS
No & percentage of
compliant Micro and
small cooperatives
graduating to small and
medium category
respectively
244 Micro; 132
small
Percentage of clients
who rated TAS as good
or better
80 % of clients who rated
TAS as good or better
No of coops and
percentage of total
implementing best
practices
Percentage of TAS or
other development
interventions rendered
within the prescribed
period
80% Nature of business
process facilitated
thru the value
chain process

12. Program Outcome Indicator Target Outputs Target Outcome
indicators
CRP Percentage of
registration and
amendment of ACBL
acted upon within the
prescribed period
100% of application
received
50%
Percentage of
registered coops
inspected/examined
within the year
100%
Percentage of non
compliant coops
complying with
sanctions and directives
60%
Percentage of
violations/complaints
acted upon within 15
days after knowledge of
violations or upon
receipt of complaints
80%

13. Performance measures (Annex C) are those that contribute to or
support the organizational outcomes that the Agency aims to
achieve. The performance measures must be continuously
refined and reviewed.
Performance measures shall also include any one, combination
of, or all of the following general categories, whichever is
applicable.
Category Definition
Quantity Measures the extent of accomplishment vis-a-vis targets
expressed in numerical value.
Quality Measures the degree to which objectives are achieved
based on expectations of clients/customers and/or
applicable standards.
Efficiency Measures the magnitude to which resources are used for
the intended task or purpose with the objective of
accomplishing targets with a minimum amount of budget.
Timeliness Measures whether the deliverable was done on time
based on the requirements of the law and/or the office.

14. Version No. 1
CDA-SPMS RATING SCALE
A.Rating Scale for Timeliness
A.1. For fix or regulatory targets
Deliverables with fixed deadlines when submitted on the
deadline set will be given a rating of 4 and 2 if submitted
after the deadline.
Numeral Adjectival Description
5 Outstanding Submitted 3 days
before the deadline
4 Satisfactory Submitted on the
deadline
2 Unsatisfactory Submitted after the
deadline

15. A.2. For non-regulatory targets
Numeral Adjectival Description
5 Outstanding
Task completed before
the target date
4
Very
Satisfactory
Task completed on the
target date
3 Satisfactory
Task completed 1 day
after the target date
2 Unsatisfactory
Task completed 2 days
after the target date
1 Poor
Task completed more
than 2 days after the
target date
A.Rating Scale for Timeliness

16. Numera
l
Adjectival Description
5 Outstanding 100% of targets
accomplished
4 Very
Satisfactory
90-99.99%
3 Satisfactory 80-89.99%
2 Unsatisfactory 70-79.99%
1 Poor Below 70%
B. Rating Scale for Quantity
B.1. For fix or regulatory targets

17. A.2. For non-regulatory targets
Numeral Adjectival Description
5 Outstanding
Exceeding 130% and
above of the planned
targets
4 Very
Satisfactory
115-129%
3 Satisfactory 100-114%
2 Unsatisfactory 51-99%
1 Poor Below 50%

18. C. Rating Scale for Quality
C.1. For reports, letters, memoranda and
IEC Development
Numeral Adjectival Description
5 Outstanding No revisions
4
Very
Satisfactory
1 revision
3 Satisfactory 2 revisions
2 Unsatisfactory 3 revisions
1 Poor
4 and above
revisions

19. C.2. For evaluation completeness of documents
Numeral Adjectival Description
5 Outstanding
100 % accurate in
checking of
requirements
3 Satisfactory
Once returned due to
inaccurate checking
of documents
1 Poor Twice returned

20. Numeral Adjectival Description
5 Outstanding
Evaluation approved
with no correction to
findings or
recommendations
3 Satisfactory
Evaluation approved
with 2 corrections
1 Poor
Evaluation approved
with more than 2
corrections
C.3. For evaluation of documents as
to substance and accuracy

21. C.4 For evaluation of TAS rendered
registration process by clients and
training assessment
Numeral Adjectival Description
5 Outstanding No rating below good
or better
3 Satisfactory Rating received is
fair
1 Poor Poor/Unsatisfactory
rating

22. C.5 For data accuracy
Numeral Adjectival Description
5 Outstanding 100 % accurate data
3 Satisfactory Rating 10% standard
degree of error
1 Poor More than 10 %
degrees of error

23. C.5 Rating Scale for Efficiency
Numeral Adjectival Description
5 Outstanding
96-100% budget
spent
4
Very
Satisfactory
90-95%
3 Satisfactory 80-89%
2 Unsatisfactory 70-79%
1 Poor
Above 100 % or
Below 70%