The TESDA Performance Logic

1. The TESDA Performance Logic Or, why the PMS-OPES should be a sustained initiative in TESDA through the COROPOTI

2. The Mandatory Installation of the PMS-OPES has been extended • Administrative Order No. 241, dated October 2, 2008, directs all agencies to “institute a Performance Evaluation System based on objectively measured output and performance of personnel and units, such as the PMS-OPES developed by CSC,” as part of the initiative to speed up the implementation of RA 9485 (Anti-Red Tape Act of 2007). • CSC Memorandum Circular # 1 s. 2009, provides for the extension of deadlines on the installation of the PMS-OPES in all Government Agencies, which was first provided for under CSC MC # 7, s. 2007.

3. Measurement is a decision support system for management. . . Who Manages What is Used to Manage What is Managed . . . and the PMS-OPES is all about MEASUREMENT of outputs with the PD or Chief of Division as the central authority figure.

4. The TESDA Performance Logic Model Input Input Activities and Outputs Intermediate Outcomes End Outcomes GAA Bud-get Input Activities and Outputs Intermediate Outcomes End Outcomes NTESD Plan 2009 Work Plan HRD Plan Outsourced Service Contracting Citizen Charter / e-Government Plan Activity-Based Costing / Performance Budgeting Improved Financial Management DC/PD/RD/ED Performance Plan/ Contract Accountability and Performance Report

5. The Logic of Technical Education and Training Top-Line Return: Employed TVET graduates Goals Outcomes Alignment Objectives Impact TESD Program Goals TVET Market Results Measurement Linkage Strategies Outputs Initiatives Activities Resource Inputs Resource Portfolio Bottom-Line Investment: Skilled, Certified, JOB-READY TVET graduates

6. Planning Structure for TESDA’s Core Business NTESDP TESDA’s immediate priorities Corporate Plan National Strategic Themes COROPOTI Work Plans Budget Performance Agreement Project Plans National Strategy (Biannual Reporting) Work Management Plans (Biannual Report to DG) Project Plans (Monthly Report to DG) Staff Development Performance Monitoring and Reporting Annual National Report Annual Performance Report

7. Strategic Planning Framework TESDA Vision • Policy context • Employment is the metric of performance (TESDA-is-Jobs) • Congresspersons’ Partnership Satisfaction is Key • The TESD Area Managers’ Role is Key TESDA Mission High-level performance indicators (OPIF) TESDA Law Objectives National SURGE Action Plan NTESDP Strategies Corporate Governance Framework Office and Division objectives COROPOTI PMS-OPES WFPs Office & Division strategies Budgetary outputs (KBIs) Budgetary performance measures (DBM Form B Priority action areas and deliverables (Project Plans) Individual performance plans (OPES Output Ref Table)

8. ALIGNMENT • Consistency of plans, processes, information, resource decisions, actions, results and analysis to support key organization-wide goals • Effective integration is the next step on the journey, past alignment. Achieved when the individual components of the TESDA performance management system operate as a fully interconnected unit.

9. TVET SURGE Strategy, 2008 – 2010 3-YEAR INVESTMENT MATRIX CY 2008 CY 2009 CY 2010 TVET Development Loop Physical Financial Physical Financial Physical Financial How do you locate your work group in the TVET SURGE Strategy deployment?

10. WHY IS PMS-OPES NECESSARY FOR TESDA ROPOTI Unit? If the TESDA Organizational System is It will very likely be TESDA will have to maintain To maintain Quality of work life and innovation Effective And High level performance Productive Efficient And our products, services and processes meet customer needs To achieve Excellence Survival Growth Quality • Right things (on-time) • Right way (first time) • Right amount of resources The job of the management team The comptroller and the budget ACHIEVING BALANCE

11. S-M-A-R-T PM Criteria • Specific : The performance measure has to indicate exactly what result is expected so that the performance can be judged accurately. The specificity of the measure is aided by clear definitions and standards for data collection, standardization and reporting across program lines and among program employees involved in use of the measurement. • Measurable: The intended result has to be something that can be measured and reported in quantitative and/or clear qualitative terms. This characteristic is achieved when programs set numeric targets or employ an evaluative approach that can ascertain in a definitive manner whether performance expectations have been met.

12. 3. Accountable : The performance measure has be “owned” by a specific program line or employee base to the degree that produced. Accountability is more than clarifying who is charged with achieving the result; it requires that management has devised targets based on what reasonably can be produced by the program during a given period of time. Accountability cannot be achieved if targets are unreasonable from the start. • 4. Results-Oriented: The performance measure must be aligned to the Logic Model and track an important value or benefit needed to advance the strategies and achieve the end-results of the program. A performance measurement meets this test if it: 1) measures an end or intermediate outcome; or, 2) links to another measure already existing within the program that measures an intermediate or end-outcome.

13. 5. Time-bound : The performance measure must set a specific time frame for the results to be produced as well as allow for the reporting of performance in a timely manner. In this case, the program must have measures to provide fresh enough data to be used by management for adjustments in the program and corrective action if necessary.

14. A good performance criteria is:

15. We will conduct a workshop to develop first the measures to be used to refine the TESDA PMS-OPES Output Reference Table • The type of questions used to generate the list of measures include: • How will we know how well we are doing? • What measures and indicators should we monitor on a periodic basis to determine how well we are performing? • What should we measure to help us know if we are improving, or where we need to improve? • The thinking process while developing this set of measures should not be constrained by feasibility issues. The focus should be on providing the executive team the information it needs • The output of this process will be a list of prioritized measures for all TESDA ROPOTI

16. Developing a Composite Index of Performance Customer Satisfaction 1 Productivity 4 Measures Quality 2 Employee Satisfaction 3 40 30 20 10 Rating 0.4 0.3 0.2 0.1 Weighting S Performance level 5 8 6 8 Weighted score 2.0 2.4 1.2 0.8 6.4

17. TTI Activities

20. Writing Performance Measures Operational Definition:

21. Methods for Defining Quality Indicators Start from the data available 2. Start from goals and objectives 3. Start from critical processes

22. Start from goals and objectives • Translate the organization’s strategy into operational and verifiable objectives at different levels, and then identify indicators to verify the achievement of these goals. • The advantage of this method is that it provides the organization with a clear focus. • However, it may require a cumbersome measurement process and/or lead to the neglect of other key quality characteristics.

23. Start from critical processes • Identify first the key processes that are necessary for the organization to accomplish its mission, and use for each of these outputs, process and/or input variables to construct one or more indicators. • This approach is often the most comprehensive one, but requires most time as well. It combines features, advantages and disadvantages from the two other methods. • This method may also help in identifying in which critical areas no valid indicators can be constructed (at a reasonable cost).

24. Steps Identify the critical processes; Determine input -, process – and output factors for each of the processes; Construct indicators based on appropriate selection of factors.

25. ORGANIZATIONAL SYSTEM DIAGRAM: TESDA IV-A • Requirements: • Reliability • Timeliness • Affordability • Quality Demand Policy System Management Suppliers Customers Inputs Outputs ValueAddingActivities Requirements Requirements

27. Operating Unit Name: _________________________________________ Organizational Mission: _________________________________________ KPM# ___ Measure since: Goal : ______________________________________________________________________ Operational Context: ____________________________________________________________ Data Source: _________________________________________________________________ Owner: ______________________________________________________________________ • OUR STRATEGY Summarize your unit’s strategy for this goal and performance measure • ABOUT THE TARGET Explain the rationale for the target • HOW ARE WE DOINGInsert an objective, stand-alone summary of organizational progress on this measure, referring whenever possible to recent data and the trend. • HOW WE COMPARE If possible, include a comparative analysis that will help readers understand how well your organization is doing on this measure in relationship to something outside of itself. • FACTORS AFFECTING RESULTS Factors affecting results, such as barriers or facilitating factors. • WHAT NEEDS TO BE DONE What needs to be done in response to this data? • ABOUT THE DATA Specify reporting cycle (FY/CY) and briefly describe the process used to gather information. Describe any strengths and weaknesses

28. Questions, anyone?