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GUIDE TO STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

GUIDE TO STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS). OUTLINE. What is SPMS? Composition and Role of SPMS Performance Management Team (PMT) MFOs, P/A/Ps and Success Indicators Guide to Developing Q/E/T Ratings Required Forms and Timelines. FOR DISCUSSION. WHAT IS SPMS?.

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GUIDE TO STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

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  1. GUIDE TO STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) OUTLINE What is SPMS? Composition and Role of SPMS Performance Management Team (PMT) MFOs, P/A/Ps and Success Indicators Guide to Developing Q/E/T Ratings Required Forms and Timelines FOR DISCUSSION

  2. WHAT IS SPMS? • Links individual performance with agency’s organizational vision, mission and strategic goals • Output/outcome-based  how work contributes to agency’s mandate • Team approach to performance management • Tool/methodology to measure agency/division/individual performance vis-à-vis office mandate • Replaces PES starting January 2014 • Aids human resource systems • Basis for incentives (PBB 2014, step increment, rewards) FEATURES OF SPMS:

  3. CFO-SPMS Performance Management Team • Usec. Mary Grace Tirona– PMT Chairperson • Rod Garcia/Frencel Tingga– Division Head, PPRD • Regina Galias– Division Head, AFD • MaritaApattad– Division Head, PMD • Ivy Miravalles – Division Head, MIED • Romeo Rosas II – Division Head, MISD • Warner Dawal– Training Officer • Cindy San Pedro – HR Officer • ManoloTibe– CFOEA President • GracielPaguinto– Secretariat • Reina Marie Calvo– Secretariat * Secretary Imelda Nicolas as CFO-SPMS Champion

  4. Role of PMT: • Consult with division heads to discuss targets in OPCR • Ensure targets are aligned with budget of agency and work distribution is rationalized • Recommend approval of OPCR and ratings to Chairperson • Act as appeals body and final arbiter for performance management issues • Identify potential top performers and provide inputs to PRAISE Committee for grant of incentives and rewards • Adopt internal policies and procedures as necessary • PPRD as PMT Secretariat

  5. Role of PPRDin the PMT: • Monitor submission of OPCR and schedule evaluation by PMT • Assess submission of divisions • Provide each division with final office assessment as basis for individual employee assessment

  6. Role of AFDin the PMT: • Monitor submission of IPCR by division heads • Assess IPCR submission of divisions  average performance rating should not be higher than Office Performance Rating • Analyze gaps in skills/competency and address gaps through appropriate intervention (i.e., training, planning)

  7. Role of Division Headsin the PMT: • Primary responsible for performance management of his/her division • Lead planning on agreed outputs – division/individual level • Rationalize distribution of targets • Review IPCR • Submit quarterly accomplishment report to PPRD • Regular Monitoring and Coaching of individual employee • Determine final assessment of each employee based on proof of performance • Inform employee of final rating and recommend necessary intervention

  8. Sanctions: * Non-submission of OPCR to PMT and IPCR to AFD within specified dates shall be ground for: • Disqualification of employee/s for performance-based personnel actions such as promotion, training, scholarship grants and performance enhancement bonus – if failure of submission is fault of employee/s • Administrative sanction for violation of reasonable office rules and regulations AND simple neglect of duty for supervisors or employees responsible for delay of report submission • Administrative offense for Neglect of Duty if supervisor/unit head fails to notify employee of unsatisfactory of poor performance during rating period

  9. MAJOR FINAL OUTPUT (MFO) Overseas Filipino Welfare Services Strategic Priority No.1 Strategic Priority No.2 P/A/P Welfare Programs for Filipinos Overseas Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program General Administrative and Support Services MIED and PMD AFD PPRD, OSEC and MISD • SUCCESS INDICATORS: • 85% of target number of OFs assisted • 80% of OFs assisted rate services as good or better • 85% of requests for assistance responded to within 24 hrs. • SUCCESS INDICATORS: • 85% efficiency in provision of admin and logistical support • 85% efficiency in collection of disbursement of funds • SUCCESS INDICATORS: • 85% of target PAPs successfully implemented, evaluated and enhanced • 80% of program beneficiaries rate services as good or better • 85% of integrated PAPs reviewed annually

  10. MISD CFO/ DIVISION LEVEL STEP 1 Know which Strategic Priority your division is part of? Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program STRATEGIC PRIORITY #2 STEP 2 List down all the Programs/Activities/Projects (PAPs) under your Division? • DatabankingInfoSytemsDevt. ICT Projects • Response to queries Data Encoding Meetings • Researches for BaLinkBayanCreatives STEP 3 • Identify which of your PAPs contribute directly to the assigned Strategic Priority (#2)? • Databanking • Response to queries • Researches for BaLinkBayan

  11. MISD CFO/ DIVISION LEVEL STEP 4 • Develop a Success Indicator for the PAPs identified. • Clue: How will databanking contribute to policy development? • “Efficient submission of Emigrant Masterlist to Philippine Diplomatic Posts” STEP 5 • Develop a rating scale on how MISD will be ranked as a division. QUALITY EFFICIENCY TIMELINESS

  12. MISD DIVISION LEVEL MFO Strategic Priority PAPs Success Indicator RATINGS QUALITY TIMELINESS EFFICIENCY Overseas Filipino Welfare Services Efficient Databanking and Management Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program Submission of Emigrant Masterlist to Philippine Diplomatic Posts 10: Report approved by Chairperson upon 1st submission 8: Report approved by Chairpersonupon 2nd submission with minor revision/s 6: Report approved by Chairpersonupon 2nd submission with major revision/s 4: Report approved by Chairpersonupon 3rd submission with minor revision/s 2: Report approved by Chairpersonupon 3rd submission with major revision/s 10: Masterlist approved by Chairperson sent to PECs within 1-2 days from receipt by the MISD from OSEC 8: Masterlist approved by Chairperson sent to PECs within 3-5 days from receipt by the MISD from OSEC 6: Masterlist approved by Chairperson sent to PECs within 1 week from receipt by the MISD from OSEC 4: Masterlist approved by Chairperson sent to PECs within 2 weeks from receipt by the MISD from OSEC 2: Masterlist approved by Chairperson sent to PECs after 2 weeks from receipt by the MISD from OSEC

  13. MISD INDIVIDUAL LEVEL MFO Strategic Priority PAPs Success Indicator RATINGS QUALITY TIMELINESS EFFICIENCY Overseas Filipino Welfare Services Efficient Databanking and Management Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program Preparation of Emigrant Masterlistfor transmittal to Philippine Diplomatic Posts 10: Report approved by Unit Head upon 1st submission 8: Report approved by Unit Head upon 2nd submission with minor revision/s 6: Report approved by Unit Head upon 2nd submission with major revision/s 4: Report approved by Unit Head upon 3rd submission with minor revision/s 2: Report approved by Unit Head upon 3rd submission with major revision/s 10: Masterlist approved by Chairperson sent to PECs within 1-2 days from receipt by the MISD from OSEC 8: Masterlist approved by Chairperson sent to PECs within 3-5 days from receipt by the MISD from OSEC 6: Masterlist approved by Chairperson sent to PECs within 1 week from receipt by the MISD from OSEC 4: Masterlist approved by Chairperson sent to PECs within 2 weeks from receipt by the MISD from OSEC 2: Masterlist approved by Chairperson sent to PECs after 2 weeks from receipt by the MISD from OSEC

  14. MIED CFO/ DIVISION LEVEL STEP 1 Know which Strategic Priority your division is part of? STRATEGIC PRIORITY #1 Welfare Programs for Filipinos Overseas STRATEGIC PRIORITY #2 Policy Formulation and Development, Coordination and Implementation of the Filipinos Overseas Program STEP 2 List down all the Programs/Activities/Projects (PAPs) under your Division? • Policy input Response to Queries • Researches RTDs • ATN IAC meetings • Pre-Departure Program Registration STEP 3 • Identify which of your PAPs contribute directly to the assigned Strategic Priority? • Policy Inputs / Research Papers • Pre-Departure Services • Community Education Program • Roundtable Discussion • Inter-Agency Meetings • IACAT-ADVOCOM

  15. MIED CFO/ DIVISION LEVEL • Develop a Success Indicator for the PAPs identified. • Clue: How can the pre-departure program contribute to improving overseas Filipino welfare? STEP 4 • “Efficient conduct of pre-departure services for Filipino emigrants” STEP 5 • Develop a rating scale on how MIED will be ranked as a division. QUALITY EFFICIENCY TIMELINESS

  16. MIED DIVISION LEVEL MFO Strategic Priority PAPs Success Indicator RATINGS QUALITY TIMELINESS EFFICIENCY Overseas Filipino Welfare Services Pre-Departure Program for Filipino Emigrants Welfare Programs for Overseas Filipinos Efficient conduct of pre-departure program for Filipino emigrants 10: 100% of Filipino emigrants assisted thru PDOS rated the program as good/better 8: 86-99% of Filipino emigrants assisted thru PDOS rated the program as good/better 6: 80-85% of Filipino emigrants assisted thru PDOS rated the program as good/better 4: 65-79% of Filipino emigrants assisted thru PDOS rated the program as good/better 2: 64% or below of Filipino emigrants assisted thru PDOS rated the program as good/better 10: 100% of Filipino emigrants processed within prescribed period 8: 86-99% of Filipino emigrants processed within prescribed period 6: 80-85% of Filipino emigrants processed within prescribed period 4: 65-79% of Filipino emigrants processed within prescribed period 2: 64% or below of Filipino emigrants processed within prescribed period

  17. MIED INDIVIDUAL LEVEL MFO Strategic Priority PAPs Success Indicator RATINGS QUALITY TIMELINESS EFFICIENCY Overseas Filipino Welfare Services Pre-Departure Program for Filipino Emigrants Welfare Programs for Overseas Filipinos Effective conduct of Pre-Departure Orientation Seminar 10: 100% of PDOS attendees rated the session as good/better 8: 86-99% of PDOS attendees rated the session as good/better 6: 80-85% of PDOS attendees rated the session as good/better 4: 65-79% of PDOS attendees rated the session as good/better 2: 64% or below of PDOS attendees rated the session as good/better

  18. What are the required forms: • Office / Division Level Performance Commitment and Review Form (OPCR/DPCR) • Individual Performance Commitment and Review Form (IPCR) • Due Monday (June 23) before 12 noon – complete with targets (agreed upon with unit head) • Electronic copy – send to rgarcia@cfo.gov.ph; rgalias@cfo.gov.ph; rcalvo@cfo.gov.ph; csanpedro@cfo.gov.ph

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