SEMINAR-WORKSHOP

Civil Service Commission

Regional Office No. 11 2009
 What is the PMS-OPES?

The PMS-OPES is a new way of

managing performance in the civil
service that serves as an evaluation
strategy for assessing office
performance or the collective
performance of individuals within the
smallest operating unit of an
organization.
What is the PMS-OPES?
By measuring office performance, it
becomes easier to directly translate
the agency’s strategic direction into
more specific and measurable
objectives. It also serves as a
standard-setting mechanism for
better alignment of individual
objectives to agency objectives.
Moreover, it enhances objectivity of
individual performance evaluations.
Introductory Activity
• Participants will be divided into small
groups and will prepare their responses to
the classic remarks on excuses for being
not accountable.
• The groups will be given 15 minutes to
discuss then present their outputs in
plenary (response/s to each number written
on meta cards ).
Some Tested Excuses for Not Being Accountable
Excuses Your response/s
1. “That’s the way we’ve always done it.”

2. “It’s not my job.”

3. “I didn’t know.”

4. “I’m waiting for approval”

5. “Don’t blame me. It was the boss’s idea.”

6. “Someone told me to do the wrong

thing.”
7. “Why didn’t you ask me?”

8. “I’m too busy to do that.”

9. “Nobody followed it up, it can’t be

important.”
10. “I forgot.”
What is wrong in the given situations?
– The excuse means the work was not performed.
– The person who made the remarks did not feel
responsible for his/her action.
– Results from the situations were not really
considered.
– The person making the remarks seem aggrieved
or feels like a victim.
• If we often hear similar comments in
government offices, it is a cause for concern.
WHY?
• Because there may be no public service
being performed.
 X

The Role of CSC

As the central personnel agency, it is the
responsibility of the CSC to establish a
culture of performance and
accountability in the bureaucracy.

Among its other functions, the CSC

has to provide agencies with guidance
and support mechanisms to
evaluate and reward employee
performance.
 X

CSC’s Vision of a Civil Service…

• Governed by merit and fitness
• Insulated from politics and the
discretionary exercise of presidential
prerogative
• Respected for its efficiency, effectiveness
and integrity
• Compensated based on rational, realistic
and uniform parameters
 X

CSC’s Vision of a Civil Service…

• Recognized for its own identity,
autonomy and expertise
• Motivated by service and committed
to a mission marked by transparency
and accountability
• Protected by PERFORMANCE -
based security of tenure
We are accountable to the
public, but how do we
define accountability?
 A New Perspective of
Accountability

From: The Oz Principle

by Roger Connors, Tom Smith, and Craig
Hickman
The Oz Principle Definition of Accountability
• “A personal choice to rise above one’s
circumstances and demonstrate the
ownership necessary for achieving desired
results- to See It, Own It, Solve It, and Do
It.”
• This includes a mind-set or attitude of
continually asking ”What else can I do to
rise above my circumstance and achieve
the results I desire?”
• It involves a process of seeing it, owning it,
solving it, and doing it, and requires a level
of ownership that includes making,
keeping, and answering for personal
commitments.
• Such a perspective embraces both current
and future efforts rather than reactive and
historical explanations.
• With this perspective, one can help one’s
self and others do everything possible to
both overcome difficult circumstances and
achieve desired results.
 The Oz Principle Contemporary
Definition Definition
Embraces both current Tends to emphasize past
and future efforts actions
Focuses on powerful Impels people to account
accountability which for what they have done
stresses what you can do in the past (this after-the-
now to get better results fact view of accountability
prevents a before-it-is too
late approach
 The Oz Principle Contemporary
Definition Definition
Sees that the real value Fails to recognize that
and benefit of people can gain more
accountability stems from from proactive posture
a person’s or an than from a reactive
organization’s ability to posture.
influence events and
outcomes before they
happen.
The Oz Principle Definition Contemporary Definition

Principle of Joint Leads people to assign

accountability individual responsibility without
acknowledging the shared
- Emphasizes that accountability that so often
accountability characterizes organizational
works best when behavior and modern life. Not
people share surprisingly, whenever the
ownership for blame game singles out an
circumstances and individual as the one
responsible for poor results,
results.
everyone else heaves a sigh of
relief now that they are off the
hook.
 The Oz Principle Definition
• Organizational results come from collective,
not individual, activity. Hence, when an
organization fails to perform well, it
represents, ultimately, a collective or shared
failure.
• A complete understanding of accountability in
organizations must include the principle of
joint accountability.
• One company president characterized
what joint accountability meant to him this
way: “Everyone working together so that
we don’t drop the ball; but when it does
get dropped, everyone dives for the ball to
pick it up.”
• Similarly, our PMS-OPES endeavors
to instill shared responsibility and
collective efforts to achieve desired
results.
KEY PLAYERS IN OPES
Key Players in OPES

• Champion
• Calibration Committee
• Measurement Development Teams
• OPES Project Team/Secretariat
• PMS Technical Expert
 CSC PMS Facilitator Role/
Functions/ Tasks
1. Assist the Agency throughout the
process of installing the PMS-OPES
a. Conduct orientation on the PMS-OPES
b. Provide assistance to the Agency in
undertaking the major steps in the installation
of the PMS-OPES
c. Ensure that a complete system is done
2. Act as liaison between the Agency and the
CSC.
 CRAFTING THE OPES
REFERENCE/OUTPUT TABLE
OPES Reference Table
• A list of the major final outputs of an office
given its functions
• Indicates corresponding points that an
output would earn when completed
• Defines the standards that must be met for
completed outputs to earn points
DEFINITION
• The PMS-OPES Output Reference Table
is a consolidated list of outputs, points
allotted, performance indicators as well as
operational definition of each output.

• It serves as one of the references for the

offices in planning their commitments and
evaluating their accomplishments.
HELPFUL CONCEPTS TO REMEMBER

• The performance of an office originates in

what the office does—in its activities or
routines that add value to the clients.

• All work can be considered as a process.

 PARTS OF THE PMS-OPES TABLE

FUNCTION OUTPUT PERFORMANCE POINTS OPERATIONAL

INDICATOR DEFINITION

The major The Specifies the unit Correspon Provides further

activities that countable of output to be d to the clarification on
are work counted. number of the expectations
undertaken to products or hours (or about the output.
achieve the deliverable fraction of Defines what
objectives of s for each an hour) standards an
the office. function of needed to output must
the office. produce meet to earn
the output. points.
FUNCTION Guide Questions:
The major • What is our mission? What is the
activities that
are unique value we exist to create?
• Who is the client? What does the
undertaken
to achieve
the
objectives of
client value?
the office.
• What does the office do for each of
its clients?
 OUTPUT
Guide Questions:
The • Given our mission, how is our
countable
work
performance going to be defined?
products or
deliverables
• What is the end product of our
for each activities?
function of
the office. • In rendering service: Is there
anything tangible that can
represent or indicate a service
has already been provided?
 OUTPUT Guide Questions:
The • Are there any sub-outputs/
countable throughputs?
work
products or A sub-output or throughput is not the
deliverables
for each
final or end product but an output that
function of signifies the completion of a major
the office.
activity of the entire performance
chain. It must be done before the final
end product or output can be
produced
PERFORMANCE Note:
INDICATOR
• State the performance indicator
Specifies the unit in a statement in which if
of output to be
counted.
restated in a form of a question
the answer would describe the
amount of product or service
provided or how much work was
performed; simply, it should be
able to describe what came out
of the process and how much
came out.
 POINTS Steps in determining points to be
Correspond
assigned to an output:
to the • List all the activities involved in the
number of
hours (or process of producing the output
fraction of an
hour) • Determine the average time that it
needed to would take to finish each activity
produce the
output. • Add all the time
• Convert the calculated time to points
using the conversion 1hr=1pt
 POINTS Assumptions in determining points to be
assigned to an output:
Correspond to
the number of
hours • The output is being completed by only
(or fraction of one person
an hour)
needed to • This person is qualified, competent, and
produce the
output.
an average performer
• Count only the time spent on producing
the output and exclude non-quantifiable
activities, e.g. waiting time, phone calls,
meetings, etc.
 How to determine points

• Points correspond to the time it takes to

produce an output
• Example: typical/ straightforward process

Output: Permit = 9 minutes or 0.15 points

9 minutes
1 min 2 mins 4 mins 2 mins
Receive Evaluate Assess Issue
 How to determine points

• Example: process with gaps that are predictable

Output – Permit = 9 minutes or 0.15 points

9 minutes

1 min 2 mins 4 mins 2 mins

Receive Evaluate Assess Issue
MIS Applicant pays
Validates to cashier
Predictabl
Within the day Within the day
e gaps
 How to determine points

• Example: process with gaps that are unpredictable

Outputs
Evaluated application = 3 minutes or 0.05 points
Assessed application = 4 minutes or 0.07 points
Permit issued = 2 minutes or 0.03 points

3 4 2
minutes minutes minutes
1 min 2 mins 4 mins 2 mins
Receive Evaluate Assess Issue
MIS Applicant pays to
Validates cashier
Unpredictable
gaps
No predictable Applicant may change mind and
time frame not continue with application
after seeing the fee!
 POINTS
Assigning points through comparison:
Correspond • Using an output with already assigned
to the
number of points, another output can be
hours (or assigned with the appropriate points
fraction of an
hour) by comparing how much longer or
needed to
produce the shorter it would take to finish the
output. second output compared with the
output with points
OPERATIONAL Guide Questions:
DEFINITION
• How will I know or how can I
Provides further consider an output to be the final
clarification on product?
the expectations
about the output. • What features or requirements
Defines what should be met?
standards an
output must • How will I characterize/define an
meet to earn output so that regardless of who is
points. assessing the output the same
conclusion is achieved?
• When would the output earn
points?
 FUNCTION OUTPUT PERFORMANCE POINTS OPERATIONAL
INDICATOR DEFINITION

Administrative Memorandum Number of MCs 8 A Memorandum

Issuances Circular Circular (MC) is
an issuance for
the agency’s
clientele on
policy
resolutions of
the agency.

A Resolution is a
Resolution Number of 16 decision
Resolutions promulgated by
the agency.
 Workshop
• Instruction:
MDTs shall prepare an OPES reference
table to capture all outputs expected from
your department/unit. Afterwards, your
output will be presented in plenary so that
other participants can comment on the
presentation.
CALIBRATION PROCESS
 The OPES Reference Table
Development Process
MEASUREMENT DEVELOPMENT TEAM
1. Identify office functions
2. Identify major outputs
produced by the office
3. Formulate Performance
Indicators and Operational
Definition of each output
4. Assign points to each
output
•Determine time needed to
produce outputs
•Transform all person-time
to equivalent points
CALIBRATION COMMITTEE
A. Determine percentage of
1st Draft
quantifiable outputs vs. non-
OPES Table
quantifiable activities
5 FGD with staff
- Calibrate across units
- Peer review B Review points assigned to
each output
2nd Draft
OPES Table
Approved
OPES Table
6. Present OPES Table to
Calibration Committee
 Major Steps for Calibration
Committee (CC)

A • Determine the percentage of

quantifiable outputs versus non-
quantifiable outputs
 Major Steps for Calibration
Committee (CC)

B
– Review points assigned to each output
– Compare with other outputs within the unit
– Identify common outputs and review points
assigned
– Benchmark with outputs of other offices
– Benchmark with outputs of other agencies/
organizations (if available or applicable)
– Approve OPES Table
 Calibration
• Calibration is the validation of specific
measurement techniques and equipment.
At the simplest level, calibration is a
comparison between measurements-one of
known magnitude or correctness made or
set with one device and another
measurement made in as similar a way as
possible with a second device.
 Calibration
• The device with the known or assigned
correctness is called the standard. The
second device is the unit under test
(UUT), test instrument (TI) or any of
several other names for the device being
calibrated. This process establishes the
calibration of the second device.,
 Calibration
• Calibration is a measurement process that
assigns values to the property of an artifact
or to the response of an instrument relative
to reference standards or to a designated
measurement process. The purpose of
calibration is to eliminate or reduce bias in
the user's measurement system relative to
the reference base. The calibration
procedure compares an "unknown" or test
item(s) or instrument with reference
standards according to a specific algorithm.
 Group Exercise
• Fishbowl : The CC will review the
draft OPES Table prepared by the
MDTs
 WAYS ON HOW TO
TRIANGULATE OR CHECK
DECLARED POINTS

By Director Victoria F. Esber

 Causes of Variation (Error)
Measurement Process Collection Process

• Instrument as an • Measurer as an error

error source source
– operational definition – incorrect application of
– incorrect points procedures
assignment – encoding errors
• No system of
recording outputs
– for easier, more
accurate reporting of
data
 Validation Steps
• check for encoding errors
• check for doubtful data
– compute average per office (200%+)
– compare offices/divisions
• stratify outputs: identify major contributor
– pareto chart (outputs/points)
• validate through other records
– spot check, submission of supporting
documents
 Ways to Minimize Errors
• improve operational definition
• refine the points
• set up a clear-cut recording procedure
– assign a staff that will prioritize the recording
• develop data capture form that will
minimize encoding errors
– computer software
THE WORK & FINANCIAL
PLAN
Using OPES for Planning
 Determining Outputs
Every office has a mix of quantifiable and
non-quantifiable outputs:
• QUANTIFIABLE outputs refer to measurable
results
• NON-QUANTIFIABLE outputs refer to everything
that consumes time but output of which is not
measurable e.g., meetings, office
programs/ceremonies, filing, phone calls, and
other support functions
 Determining the Percentage
of Non-quantifiable Activities
• Proportion of quantifiable and non-quantifiable hours is
determined by the agency
• Considerations in determining this proportion:
– Overall proportion of support staff to technical staff
– Hours spent on non-quantifiable activities typical to the
agency
– Nature of agency work
• Quantifiable hours could be more than 50%, e.g., if office
has fairly routine or automated processes and therefore
higher productivity and volume of output is expected
• Non-quantifiable hours should not be more than 50%!
 Total Target Points
• Each unit computes its annual target points by
multiplying the annual target points by the
number of personnel.
• The number of personnel in an office/division
determines the collective target output of that
division/office for the year.
• Similar outputs earn the same points, regardless of
division, area of expertise and geographical
location. This shall provide performance
standards.
 Total Target Points
365 Days in a year
Less 104 Saturdays and Sundays
Less 14 Legal Holidays
Less 8 Mandatory and Special Leave
--------
239 working days in a year
X 8 hours in a day
--------
1912 working hours in a year

LESS 50% estimated non-quantifiable outputs

=====
956 points x no. of staff = Total Target Points
 Using the OPES Table
for Planning

How many of each

output should my
office produce?

Need to determine
Total Target Points
for my office
 Using the OPES Table
for Planning

Total Target Points

Example: 956 points x 10 staff = 9560

Reflect in the Office Work Plan

the number and combination of
outputs the office must produce
to meet target of 9560 points
 Using the OPES Table
for Planning
OPES Table
Outputs Points
Manual 120
Training 40
Post Training Report 16
Annual Training Report 120 Office Work Plan
Outputs Points Required Number Total
Manual 120 20 2400
Training 40 126 5040
Post Training Report 16 125 2000
Annual Training Report 120 1 120
Total Target Points 9560
 Considerations

• Total Target Points computed based on

number of employees represents only the
minimum target points for a unit/office
• Total Target Points may need to be raised
to ensure that agency commitments are
met
 Considerations

• Organizational Performance Indicators

Framework (OPIF)
– Spells out agency commitments in terms of
major final outputs (MFO)
– Total Target Points in OPES should be
consistent with committed MFOs
 Work and Financial Plan Form
OPES Target Allotted Person Target
KPI MFO
Pts Qty Pts Budget Responsible Date
 Sample Work Planning

• Compute minimum target points

• Example:
– 10 employees x 956 points = 9,560

minimum target
points for your
number of staff
(Directors included)
 Sample Work Planning

• Arrange outputs according to MFO

OUTPUTS Expected OPES points Total
quantity
Number of certificates 300 40/ certificate 12,000
distributed
Seminars conducted 40 60/ seminar 2,400
Manuals prepared 3 80/ manual 240
Target points of unit based on work plan 14,640
 Sample Work Planning

• Compare Step 1 and Step 2

– Your target points based on the work plan should
approximate the unit’s minimum target points for
your number of staff.
– Increasing work plan outputs should be done
carefully. Focus on outputs. Do not simply add
“extenders”.
 Sample Work Planning

• If work plan target points are much higher

than the unit minimum targets, this could
mean:
Number of personnel is not enough for the
tasks
Unrealistic targets (too high)
Review point assignments in OPES table
(might be too low)
 Sample Work Planning

• If work plan target points are lower than

unit minimum targets, these are the
possible explanations:
Too many personnel
Lack of outputs
Review point assignment in OPES table
(might be too high)
 TARGET SETTING
• Management Decision Points:
– Increase work plan targets to be able to reach high
standards
– Review/revise assignments; check budgets and
timelines
– Get good staff or provide training to improve
performance
– Ensure you have lean and mean unit; everyone is a
high producer – let go of your NPA
– Plan for slack periods
 Group Work
• Prepare Work and Financial Plan
• Critique each other’s work
• Come up with guidepost in preparing WFP
OPES AND THE PMS CYCLE
The OPES and the Performance
Management System Cycle
OPES as the critical link
in the PMS Cycle

PMS
 The PMS Cycle and OPES
Performance Planning and Commitment

• Performance objectives and

expectations
• Methods/mechanisms for
performance tracking OPES

 INPUTS to planning
OPIF
Agency Strategic Plan
OPES Reference Table
Performance Management System Calendar
 OUTPUTS of planning
Office Work Plan
Performance Contracts
Performance Planning and Commitment

• The Office/Division/Department shall set

its targets for the year, through the
following steps:

1. Consider the Strategic Plan of the

agency and the function of the Office or
Division/Department. Identify what needs
to be done for the year, whether routine
or projects.
 A. Performance Planning and
Commitment
2. Determine the total Office target points based
on the actual number of personnel in the Office
x Target Factor. A division/department will
compute its target points in the same manner.

3. Using the PMS Output Table, determine the

type and number of outputs an Office intends to
produce to achieve the target points calculated
in #2.
 A. Performance Planning and
Commitment

4. In setting work targets, the Office or

Division/Department shall also compute the
budget which should be parallel to the Annual
Procurement Plan and the MOOE.

5. For accountability, the person producing the

output shall be identified. In no case shall two
(2) or more persons be identified as primary
responsible for the particular output.
 A. Performance Planning and
Commitment
6. The targets shall be documented
using the Division Work and Financial
Plan Form (PMS Form No. 1-DC) to
be submitted to the head of office.

7. The Head of Office shall review the

targets and determine whether
adjustments have to be made.
 PMS FORMS
PERFORMANCE CONTRACT
PMS Form No. 1 - DC

I, ___________________________, Head of the ______________________Division, agree to be rated based on the attainment of targets and
commitments as specified in our Division Work and Financial Plan for the period _______________ to _____________, 200___.
I, ___________________________, as the immediate superior, will provide the necessary support, guidance and mentoring in the performance of his/her
functions.
IN WITNESS WHEREOF, the parties herein signed this Performance Contract this _____ day of ____________, 200__ in Quezon City, Philippines.

_______________________________ _____________________________
Division Chief Immediate Superior

DIVISION WORK AND FINANCIAL PLAN

KRA # KEY OPES TARGET TOTAL ALLOTED
(Per CSC PERFORMANCE MAJOR FINAL OUTPUT POINTS QUANTITY POINTS BUDGET RESPONSIBLE DATE
Strat Plan) INDICATOR (a) (b) (c) (d) = (b x c) (e) (f)

TOTAL
Note: 365 day - 104 (Sat & Sun) - 10 legal holidays - 5 mandatory FL - 3 SPL * 8 hrs - 50% = 972 hours
 A. Performance Planning and
Commitment
8. The Division/Department WFP shall
serve as the Performance Contract of
the Division Chief/Department Head.
9.The Head of Office shall consolidate
the Division/Department WFP w/c
shall become his commitment (PMS
Form No. 1-HO). Amendments may
be allowed to accommodate changes
(PMS Form No. 6).
 PMS FORMS
PERFORMANCE COMMITMENT
P M S Fo rm No . 1-HO

We commit to provide the necessary support, guidance and mentoring to the Division/Unit Heads in ______________
_________________________ Office in order to attain the targets and commitments specified in our Office Work and Financial Plan for the period
____________ to ___________, 200___.

______________________________________ ______________________________________
Director III / Director IV Director IV / Assistant
Commissioner
OFFICE WORK AND FINANCIAL PLAN
KRA # KEY OPES TARGET TOTAL ALLOTED DIVISION
(Per CSC PERFORMANCE MAJOR FINAL OUTPUT POINTS QUANTITY POINTS BUDGET RESPONSIBLE DATE
Strat Plan) INDICATOR (a) (b) (c) (d) = (b x c) (e) (f)

TOTA L
Note: 365 day - 104 (Sat & Sun) - 10 legal holiday s - 5 mandatory FL - 3 SPL * 8 hrs - 50% = 972 hours
 PERFORMANCE COMMITMENT

We commit to provide the necessary support, guidance and mentoring to the Division/Unit Heads in
______________ _________________________ Office in order to attain the targets and commitments specified in our
Office Work and Financial Plan for the period ____________ to ___________, 200___.

______________________________________ ______________________________
Director III / Director IV Director IV / Assistant Commissioner

KRA # KEY PERFORMANCE MAJOR FINAL OUTPUT OPES POINTS TARGET TOTAL ALLOTED BUDGET
INDICATOR
(Per CSC QUANTITY POINTS RESPONSIBLE DATE
Strat Plan) (b) (c) (d) = (b x c) (e) (f)
(a)

TOTAL DIVISION
 PMS FORMS
SUPPLEMENTAL PERFORMANCE CONTRACT
PMS Form No. 6

The undersigned agree to add the following output(s) contained in Table 1 to the performance
contract of _____[Division Chief]______ for the rating period ________;

Table 1. ADDITIONAL OUTPUT(S)

ADDITIONAL MAJOR FINAL OUTPUT(S) OPES Points

Output #1:

Output #2:

The said additional task is being accommodated in lieu of the output(s) found in Table 2;

(Note: Table 2 will only be filled-up in case accomplishment of a previously targeted output will
be replaced or deferred.)

Table 2. REPLACED OUTPUT(S)

OPES
EXPECTED MAJOR FINAL OUTPUT/S
Points

Output #1:

Output #2:

Action on  deferred/postponed indefinitely

 to be incorporated in the next rating cycle
the replaced
 withdrawn/dropped
output(s)  transferred to Division ________

The expected output and performance standard agreed upon in the original contract shall be adjusted
as follows:

Table 3. ADJUSTED PERFORMANCE CONTRACT

OPES
EXPECTED MAJOR FINAL OUTPUT/S
Points
Output #1

Output #2

Output #3

Output #4

IN WITNESS WHEREOF, the parties herein sign this Supplemental Performance Contract this ____
day of _______________, 200___, Quezon City, Philippines.

Division Chief Immediate Superior Head of Office

 The PMS Cycle and OPES
Performance Monitoring and Coaching

• On going monitoring of performance

• Assessing progress
• Provision of feedback, coaching; OPES
promoting development
 INPUTS to monitoring
OPES Reference Table
Office Work Plan
Performance Contracts & Supplemental Contracts
 OUTPUTS of monitoring
Accomplished Performance Monitoring Form
 B. Performance Monitoring and
Coaching
1. The Head of the Agency/LCE shall
review the performance of the Offices
once a year.

2. The Head of the Agency/LCE shall

summarize and analyze the
performance of the
Offices/Departments and Divisions
every six months.
B. Performance Monitoring and
Coaching
3. The Head of Office shall monitor on a
quarterly basis the performance of the
Divisions/Departments under them.
4. The Division Chief/ Department Head shall
monitor the performance of his staff on a
monthly basis.
5. Each individual staff shall monitor and
assess his/her performance every week.
 B. Performance Monitoring and
Coaching
• Division/Department target points may be
increased or decreased during the
performance period using PMS Form No.
7 for this purpose.

• Heads of Offices or DCs/Department

Heads who handle 2 or more
offices/departments/divisions shall subtract
the amount of time spent in the other
office/department or division.
 PMS FORMS
PERFORMANCE MONITORING FORM

PMS Form No. 2 1st

2nd
Name of Division/Office_______________________________________ 3rd
4th
Division Chief ______________________________________________

Number of Personnel in the Division (incl. DC) ____________________

Mechanism/s
Activity Meeting Others Remarks
Memo (Pls.
One-on-One Group Specify)
Monitorin
g
Coaching
Please indicate the date in the appropriate box when the monitoring was conducted.

Conducted by: Date: Noted by: Date:

Immediate Head of Office
Superior
 The PMS Cycle and OPES
Performance Review and Evaluation

• Reviewing accomplishments
• Analyzing and comparing/ ranking OPES
performance results
 INPUTS to review and evaluation
Accomplished Performance Monitoring Form
Office Work Plan
Performance Contract & Supplemental Contracts
 OUTPUTS of review and evaluation
Validated Accomplishment Reports
OPES, PES, ePMS, CESPES
Performance Review Report
 C. Performance Review and
Evaluation

1. At the end of the semester, the offices shall

submit the Accomplishment Report (PMS
Form No. 3) to the Personnel Office, with
attachments:

• PMS Form No. 3a (Overtime)

• PMS Form No. 7 (+/- in Work Time)
• Accomplishment Report of JO, COS, OJTs,
Casuals, Contractuals
 C. Performance Review and
Evaluation

2. The PO shall review, validate and evaluate the

reported Office’s accomplishments vs targets,
and the allotted budget vs the estimated
expenses.
• Untrue or incorrect reported
accomplishments will incur demerit points.
3. Validated accomplishments will be sent back for
comment otherwise it will be considered as
final.
 PMS FORMS
ACCOMPLISHMENT FORM
PMS Form No. 3

OFFICE/DIVISION: ____________________________ 1st

Semester
NUMBER OF PERSONNEL: ____________________ 2nd

ACCOMPLISHMENT BUDGET
OUTPUT PERFORMANCE INDICATOR POINTS Estimated REMARKS
Quantity Points Alloted Balance
Expenses

TOTAL

Prepared by: Approved by:

Division Chief Head of Office

 PMS FORMS
ACCOMPLISHMENT FORM
PMS Form No. 3a

OFFICE/DIVISION: ____________________________ 1st

Semester
2nd

NUMBER
DATE OF ACCOMPLISHMENT
OF HOURS NAME OF EMPLOYEE OUTPUT POINTS REMARKS
OVERTIME Quantity Points
RENDERED

TOTAL

Prepared by: Approved by:

Division Chief Head of Office

 PMS FORMS
INCREASE/DECREASE IN STAFF WORK TIME CAPTURE FORM
PMS Form No. 7

OFFICE/DIVISION: ____________________________ 1st

Semester
2nd

TOTAL NUMBER OF
PERIOD OF ATTENDANCE/ABSENCE
NAME OF EMPLOYEE WORKING DAYS REASON/REMARKS
From To (+ / - )

TOTAL

Prepared by: Approved by:

Division Chief Head of Office

 C. Performance Review and
Evaluation

4. Performance of offices and divisions shall be

evaluated at the end of each semester using
the PMS Form No. 5 and based on the ff.
components:

a) 80% - earned PMS points

b) 20% - managerial competence
• Ratings shall be given using the Performance
Continuum (PMS Form No. 4).
 PMS FORMS
PMS PERFORMANCE CONTINUUM
PMS Form No. 4

RATING SCALE
PERCENTAGE OF NUMERICAL ADJECTIVAL RATING
ACCOMPLISHMENT RATING
Exceeds 161% and more 8.94-10.00 Exceptional
Expectations
146%-160% 8.11-8.93 Commendable

131%-145% 7.28-8.10 Above Average

Meets 90%-130% 5.00-7.27 Good Solid Performance

Expectations
Meets 75%-89% 4.17-4.99 Below Average
Expectations
0%-74% 0-4.16 Unacceptable

Formula:
Numerical Rating = (Accomplishment Points/ Target Points) x 5.5556
PERFORMANCE REVIEW REPORT
PMS Form No. 5 Rating Period:________________________

Ratee Position Rater Position

I. MANAGERIAL COMPETENCY (20%) Rating

1. Management of Work
Establish course of action for self and others to accomplish specific goals; plan and execute proper work distribution;
Set appropriate work standards and establish systems/procedures to monitor delegated assignments/projects;
Troubleshoot; make prompt and sound decisions.

2. Management of People

Promote employee development

Observe fairness and impartiality, and maintain discipline
Lead, guide and motivate individual or group towards task completion

3. Management of Resources
Allocate resources appropriately; utilize funds efficiently

FINAL RATING
Comments/Recommendations/Justifications (may include appropriate recognitions/rewards, developmental needs, promotional
potential, strengths and weaknesses, and changes in target schedules, etc.)

Ratee Approved by:

____________________ Rater ____________________
Division Chief ____________________ Head of Office
Immediate Superior
Please see Rating Scale for Managerial Competency at the back of this form and convert the ePMS Rating first into the equivalent
10 point numerical rating using the conversion formula.
 Using PMS-OPES as a Major
Management Tool
• Unit/office/agency cohesion
• Snap shot of office/agency performance
(total and comparative)
• Competition and unit scores vs. actual
performance
• Identification of problem areas
• Identification of high flyers
 The PMS Cycle and OPES
Performance Rewarding and Development Planning

• Determining improvement needs and

action plan to address them
OPES
• Career Planning, Reward and
Recognition
 INPUTS to rewarding & development planning
 Validated Accomplishment Reports
 OPES, ePMS, PES, CESPES
 Performance Review Report
 OUTPUTS of rewarding & development planning
 Office Development Plan
 Proposed changes to OPES Reference Table
and/or next Office Work Plan
 Awardees/Recognition List
 D. Performance Rewarding and
Development Planning
1. After the evaluation, there will be a ranking
and feedback mechanism on performance
based on earned points and based on how
the offices completed the PMS processes.
2. There will be a comparative ranking on the
performance of divisions across the offices.
3. The result of the performance evaluation
and ranking will serve as inputs to the Head
of Agency/LCE for career development.
 D. Performance Rewarding and
Development Planning
4. Demerits shall be imposed on delays of
submission, not following prescribed
formats, critical incidents, etc.
depending on the policies to be
imposed by the agency.
5. The MDT will regularly review the PMS
Output Table. If necessary, add or
delete outputs as well as adjust points
in relation to new thrusts.
 D. Performance Rewarding and
Development Planning
• Rewards and Recognition and
Development Plans/Action Plans are the
usual outcomes of this cycle
What makes a complete system?

• Guidelines on the Performance

Management System (PMS)
– The Concept, Objectives, and Components
– Scope
– Procedures
– Forms to be used
– PMS Calendar
– Flowcharts
• PMS Output Table
– Common Outputs
– Individual Office Output Table
 On the whole,
• CSC to provide assistorial service
• Review the Agency PMS-OPES
• Approve the PMS-OPES for
implementation
THANK YOU!
PMS-OPES Presentation: 2009