CDA Strategic Performance Management System Revised

Lecture for CDA DEO Orientation, Aug 23, 2019

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. •To be
purposeful,
calculated,
tactical and
progressive in
the way we set
our goals
•Putting
premium on
essentials -to
be analytical,
passionate
and impactful
Why
Strategic?

5. •An organization succeeds/fails based on the
attainment of GOALS
•The most important determinant of success
lies in the PERFORMANCE of personnel
•When people do not perform, an organization
fails:
Private Sector : No profit = Bankruptcy
GOVERNMENT : NO SERVICE = NO
EFFECT/IMPACT (?)
Why focus on
PERFORMANCE?

6. Heart of any Human Resource System
Vital to HR planning, management
and decision making process
Barometer for individual employee
efficiency and for organizational
effectiveness
Reason for existence

7. Paradigm Shift to SPMS
AREA
PARADIGM SHIFT
FROM TO
PerspectivePerformanceEvaluation Performance
Management
Focus Activities and Inputs Outputs and
Outcomes
Indicators PerformanceIndicators
(e.g. no. of appointments)
Success Indicators
(e.g. response time)
Performance
Alignment
Focus on individual
(competition)
Align Individualto
Office/Division
(Teamwork)
Role of
Supervisor Evaluator Coach and Mentor

8. A set of processes for
establishing a shared
understanding of:
1. WHATwill be
achieved (goals)
2. WHOare
responsible? And
3. MANAGING PEOPLE
in a way that will increase
the probability that it will
be achieved
It is a mechanism to
address the demand to
produce tangible results
HOW it will be achieved
(strategies)
MFOs
P/P/As

9. SPMS Process
Performance Planning and
Commitment
–success indicators are
determined.
•performance measures and
•performance targets.
•These serve as bases in the
office’s and individual
employee’s preparation of
their performance contract
and rating form.
9
Performance
planning and
commitment
Performance
monitoring and
coaching
Performance review
and evaluation
Performance rewarding
and development
planning

10. Planning & Commitment
•Done before the start of rating period
•Revisit Vision, Mission and Functions
•Success indicators are determined
•Performance measures and targets
are set
•Establishment of OPCR & IPCR
•Setting of a rating period
•Performance signing

11. SPMS Process
Performance Monitoring
and Coaching
–ensure that timely and
appropriate steps can
be taken to keep a
program on track, and
that its objectives or
goals are met in the
most effective manner.
11
Performance
planning and
commitment
Performance
monitoring and
coaching
Performance review
and evaluation
Performance
rewarding and
development
planning

12. Monitoring & Coaching
•Done on a regular basis & at all levels
•Timely and adequate mechanism in
placed
•Information system is established
•Mentoring of supervisors and coaches
•“Diary” concept of evaluation
•Improve team performance
•Detects “Red Flags” and “Gaps”

13. SPMS Process
Performance review
and evaluation
–assess both office’s and
individual employee’s
performance level based on
–performance targets and
measures as approved in the
office and individual
performance commitment
contracts.
13
Performance planning
and commitment
Performance
monitoring and
coaching
Performance review
and evaluation
Performance rewarding
and development planning

14. Review & Evaluation
•Office performance is
assessed
•PMT calibrates and
consolidates results
•Head of Agency determines
final office ratings
•Individual ratings are based
solely on performance, no
need for self-rating

15. SPMS Process
Performance
Rewarding and
Development Planning
–identification and provision
of developmental
interventions, and
conferment of rewards and
incentives.
15
Performance planning
and commitment
Performance monitoring
and coaching
Performance review and
evaluation
Performance rewarding
and development planning

16. Rewarding & Planning
•Discussions on strengths, gaps, career
paths
•Type of interventions are identified
•Correct performances and deviations
•Setting up of developmental programs
to
improve performance
•PMT selects potential PRAISE
awardees and
and examplars/top performers

17. Performance Management:
Basic Building Blocks
•DIRECTION-SHARING
Communicating the
organization’s higher
level goals (vision,
mission, strategies)
throughout the
organization and the
translating these into
doable departmental,
team and individual
goals.

18. Societal Goals/Outcomes
2040 –MATATAG, MAGINHAWA AT PANATAG NA BUHAY
2022 –FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST SOCIETY AND A
GLOBALLY COMPETITIVE KNOWLEDGE ECONOMY
Sectoral Goals/Outcomes
Organizational Outcomes
Major Final Outputs (Citizen Focused & Product Results)
Financial StewardshipInternal Process
Leadership, Learning,&
Growth
Strategic Performance Management System
P
P
ARC Priority
Program
Accountability
Report Card
MARC-I MFO
Accountability
Report Card
MARC-II Mgt
Accountability
Report Card
“PAGBABAGO”
Reducing Inequality
“PATULOY NA PAG-
UNLAD”
Increasing Growth
Potential
“MALASAKIT”
Enhancing the Social
Fabric
SER
Socio-
Economic
Report
IMPROVED QUALITY OF CIVIL SERVANTS
CSC shall be globally recognized as a
center of excellence for strategic HR
and OD
Direction Sharing

19. •GOAL ALIGNMENT
The link between an employee’s goals and those of
his or her department and the organization.
•ONGOING PERFORMANCE
MONITORING
Using systems that measure performance
progress toward meeting the employee’s,
team’s and department’s goals.
•ONGOING FEEDBACK
Face-to-face interaction between supervisor
and the employee regarding progress toward
goals.

20. •COACHING AND DEVELOPMENTAL
SUPPORT
An integral part of the feedback process that
“brings out the best in the employee” by
surfacing performance issues, analyzing the
causes and finding solutions to the employee’s
problems by the employee himself or herself and
the supervisor facilitating the process.
•REWARDS AND RECOGNITION
The appropriate acknowledgment of the
employee’s contributions to meeting the
organization’s performance goals.
Link to Other HRM Systems

21. Performance Management Cycle
Performance Planning Performance
Monitoring
Development and
Recognition
Performance
Evaluation
Coaching
21

22. Civil Service Commission –Strategic
Performance Management System
1. Elements 2. Key Players
5. Rating Scale6. Calendar
4. Rating Period
3. Four-Stage
PMS Cycle
Minimum Requirements

23. Civil Service Commission –Strategic
Performance Management System
Goal Aligned To
Agency Mandate
Performance Goals
Agency Vision, Mission
Strategic Priorities, OPIF
Philippine Development Plan

24. Outputs/
Outcomes-based
Growth and Viability of
Cooperative Enterprises
Improved
The realization of organizational mandate,
mission/vision, strategic priorities

25. Civil Service Commission –trategic
Performance Management System
Team Approach
Individual
Accountabilities
Shared
Responsibilities

26. Civil Service Commission –Strategic
Performance Management System
User-friendly
Forms
similar and easy to accomplish
OPCR and
IPCR

27. Civil Service Commission –Strategic
Performance Management System
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.
Information
System

28. Communication
Plan
Cascading the plan and a
program to orient agency
officials and employees on
the new and revised
policies on CDA-SPMS

29. PMT HRM
Office
Champion
Key Players
Planning
Office

30. Roles & Responsibilities
SPMS Champion
•Together with the PMT, the
SPMS Champion is
responsible and
accountable for the
establishment and
implementation of the
SPMS.
•Sets agency performance
goals/objectives and
performance measures.
•Determines agency target
setting period.
•Approves office
performance commitment
and rating.
•Assesses performance of
offices.
HRMO
•Monitors submission
of Individual
Performance
Commitment and
Rating (IPCR) Form.
•Reviews the summary
list of individual
performance rating.
•Provides analytical
data on retention,
skill/competency gaps,
and talent
development plan.
•Coordinates
developmental
interventions that will
form part of the HR
Plan.

31. ThePMTshallhavethefollowingfunctions
andresponsibilities:
SetsconsultationmeetingwithallDepartment
Directors/ChiefsofDivisionsforthepurposeof
discussingthetargetssetintheOffice
PerformanceCommitmentandRating(OPCR)
Form;
Ensuresthatofficeperformancetargetsand
measures,aswellasthebudgetarealigned
withthoseoftheofficeandthatworkdistribution
ofDivisionsisrationalized;
Recommends approvaloftheoffice
performancecommitmentandratingtothe
HeadofAgency;

32. 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.

33. Roles & Responsibilities
Unit Heads
•Assumes joint responsibility
with the Head of Office in
attaining performance
targets.
•Rationalizes distribution of
targets and tasks.
•Monitors closely the status
of performance of
subordinates.
•Assesses individual
employees’ performance.
•Recommends
developmental
interventions.
Individual
Employees
Act as partners of
management and co-
employees in meeting
organizational
performance goals.

34. 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

35. Strategic
Objectives
Core
Processes
MFOs
TheCooperativeDevelopmentProgram(CDP)
consistsofprograms/projects/activitiesonthe
following:handholdingprogramforMicro/Small
Cooperatives;TechnicalAssistanceServices;Coop-
Seed,PartnershipwithNGAs,LGUs,Academe,and
OtherStakeholders;StrengtheningofCooperatives
asBusinessEnterprises;AdvocacyProgramsand
Initiatives;InformationandCommunication
Program;AccreditationProgramforATPS,CEAs,
ConciliatorsandMediators,Genderand
DevelopmentPrograms,MonitoringofCDCs,Asset
Recovery Program, Business Continuity
Management forCooperatives,Cooperative
ConcernsforCommunityProgramsandCredit
SuretyFundProgram.
The Cooperative Regulatory Program (CRP) includes Members and
Public Protection Program, Monitoring of cooperatives and
enforcement.

36. 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
Noof 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

37. 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/examinedwithin the
year
100%
Percentage of non compliant
coops complying with sanctions
and directives
60%
Percentage of
violations/complaintsacted
upon within 15 days after
knowledge of violations or upon
receipt of complaints
80%

38. •Performance goals of a division/field office must be
aligned with the performance goals of the office.
Success indicators should also be SMART –
Specific, Measurable, Attainable, Realistic and
Time-bound.
Identify the Performance Goals of the
Divisions under your office.
Registration 10 days and 3 hrs
Amendment 10 days and 4 hrs
COC 2 hrs and 18 min

39. MFOs
MEASURES
Success Indicators
Support to
Operations
Plan preparation,
implementation and
monitoring;
Monitoring of PCDP;
QMS, MIS
General
Administration
and Support
Gen Adm Services: Budget
Preparation & Execution;
HRDP; Property
Management Program,
Records and Document
Program; Cashiering
Services

40. Performancemeasures(AnnexC)arethosethatcontributetoor
supporttheorganizationaloutcomesthattheAgencyaimsto
achieve.Theperformancemeasuresmustbecontinuously
refinedandreviewed.
Performancemeasuresshallalsoincludeanyone,combination
of,orallofthefollowinggeneralcategories,whicheveris
applicable.
Category Definition
Quantity Measurestheextentofaccomplishmentvis-a-vistargets
expressedinnumericalvalue.
Quality Measuresthedegreetowhichobjectivesareachieved
basedonexpectationsofclients/customersand/or
applicablestandards.
Efficiency Measuresthemagnitudetowhichresourcesareusedfor
theintendedtaskorpurposewiththeobjectiveof
accomplishingtargetswithaminimumamountofbudget.
Timeliness Measureswhetherthedeliverablewasdoneontime
basedontherequirementsofthelawand/ortheoffice.

41. Rating Scale
Rating
Description
Numerical Adjectival
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
3 Satisfactory•Met expectations
•Most critical annual goals are met
2 Unsatisfactory•Failed to meet expectations
•One or more of the most critical goals were not met
1 Poor •Consistently below expectations
•Reasonable progress toward critical goals was not
made

42. •BasisorProofsofPerformance
•Ratingforaparticulartaskshallalwaysbe
supportedbyreports,documentsorany
outputsasproofsofactualperformance.
•Intheabsenceofsaidbasisorproofs,a
particularinterveningoradditionaltaskmay
notberatedandmaybedisregardedwhile
aplannedtarget,unlessorderedorauthorized
bymanagement/supervisor,shouldbe
accordinglyrated.
Developing the Rating Scale
Slide 42

43. Version No. 1
CDA-SPMSRATINGSCALE
A.RatingScaleforTimeliness
A.1.Forfixorregulatorytargets
Deliverableswithfixeddeadlineswhensubmittedonthe
deadlinesetwillbegivenaratingof4and2ifsubmitted
afterthedeadline.
Numeral Adjectival Description
5 Outstanding Submitted 3 days
before the deadline
4 Satisfactory Submitted on the
deadline
2 UnsatisfactorySubmittedafter the
deadline

44. A.2. For non-regulatory targets
Numeral Adjectival Description
5 Outstanding
Task completedbefore the
target date
4
Very
Satisfactory
Task completedon the
target date
3 Satisfactory
Task completed 1 day
after the target date
2 Unsatisfactory
Task completed 2days
after the target date
1 Poor
Task completed more
than 2 daysafter the
target date
A.RatingScaleforTimeliness

45. Numeral 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.RatingScaleforQuantity
B.1. For fix or regulatory targets

46. 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%

47. C.RatingScaleforQuality
C.1. For reports, letters, memoranda and
IEC Development
Numeral Adjectival Description
5 Outstanding No revisions
4 Very Satisfactory 1 revision
3 Satisfactory 2revisions
2 Unsatisfactory 3 revisions
1 Poor 4 and above revisions

48. 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

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

50. 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

51. 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

52. 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%

53. No SPMS, all personnel actions will be
affected such as promotions, incentives,
scholarships, learning and development
and other rewards and recognition
programs
Administrative sanction for violation of
reasonable office rules and regulations
and simple neglect of duty for
supervisors or employees responsible for
delay or non-submission OPCR and
IPCR

54. SPMS Formula on Rating
•General Rule
The average performance
rating of all individual employees
shall NOTgo higher than the final
performance rating of the office
( O.R. = A. R. E. )

55. SPMS Calendar

56. Rating Period
•Performance
evaluation shall be
done Semi-Annually
•The minimum
appraisal period is at
least ninety (90)
calendar days or
three (3) months
•The maximum
appraisal period is not
longer than one (1)
calendar year

57. Name and
Position
of Office Director
Rating Period:
months and year
Signature of
Office RD
Date when
performance
commitment is
made at the
beginning of
rating period
The Supervisor
(Agency Head)
who approves
the performance
commitment
signs at the
beginning of
rating period
A Representative
of the PMT
Secretariat
assesses the
completed
evaluation form at
the beginning and
end of the rating
period
The Head of the
PMT signs here at
the beginning and
end of the rating
period
The Agency Head
gives the final
rating at the end of
the rating period
OPCR Form

58. Name and
Position
of Division Chief
Rating Period:
months and year
Signature of
Division Chief
Date when
performance
commitment is
made at the
beginning of
rating period
The Supervisor
(Agency Head)
who approves
the performance
commitment
signs at the
beginning of
rating period
The Office Director
gives the Final
Rating
DPCR Form

59. Name and
Position
of Individual Staff
Rating Period:
months and year
Signature of
Individual Staff
Date when
performance
commitment is
made at the
beginning of
rating period
The Supervisor
(Agency Head)
who approves
the performance
commitment
signs at the
beginning of
rating period
The rater writes
his/her comments
on the ratee and
his/her
recommendations
The Ratee signs
here after
discussion of
evaluation with
Division Chief
The Division Chief
(Rater) signs here
The Office Director
gives final rating
IPCR Form

60. Assessment: Program/Project Activity
January –June 2019
CooperativeDevelopment
Program (CDP)
CRITS/CPDAS/
CSF/Technical
Personnel
4.96
Cooperative Regulatory
Program
Registration,RU,
Legal/Technical Staff
4.83
Support to Operation Planning, QMS, MIS
4.83
Gen Adm Services Budget Preparation &
Execution; HRDP;
Property Management
Program, Records and
Document Program;
Cashiering Services
4.91
OPCR
4.91

61. Milestones
•Cleansed the financial records on
unliquidated CDF, etc P 6,538,750.
Total as of date:
Write Off Total
•Collected P 1,380,655.39
•Received Recognition award from
PANELCO III, LGU Alaminos

62. Citizens Charter: January to June 2019
•On the customer feedback, out of 742 clients
with feedbacks, 96.66% rated very good for
magalang na serbisyo, 92.18% for mabilis na
pagtugon sa bisita, 92.45% for pagpapahalaga
sa bisita, 89.89% for kalinawan ng informasyon
na binigay, 90.83% for kalinisan at kaayusan ng
opisina, 90.02% ng hintayan, 77.62% palikuran,
82.74% liwanag at bentilasyon, 74.93% for
komunikasyonand 68.46% confirmed that their
needs was met.

63. Reference
•Civil Service Commission –Strategic
Performance Management System
•BOA Resolution No. 395 s 2018
Dated Sept. 21, 2018