Civil Service Commission Overview Quiz

Guidebook on the Strategic Performance Management System

• The guidebook is from the Civil Service Commission (CSC) of the Republic of the Philippines, for use in the public sector.
• It's a step-by-step guide to establishing an agency's Strategic Performance Management System (SPMS).
• The system (SPMS) aims to create a workforce that is responsive, motivated, and efficient in government.
• The guidebook covers the performance cycle, including planning, commitment, monitoring, coaching, review, evaluation, and rewarding and development planning.
• The CSC prioritizes this system amongst human resource initiatives, hoping government agencies will benefit from linking individual efforts with organizational goals.

Foreword

• The CSC has been a leader in bureaucratic reform and transformation.
• The goal is to create a responsive and efficient workforce in government.

Acknowledgement

• The guidebook was made possible by the Australian Agency for International Development (AusAid).
• The CSC received input from various departments and offices, including the Department of Budget and Management (DBM), Department of the Interior and Local Government (DILG), and the Technological University of the Philippines (TUP).
• The CSC Public Assistance and Information Office (PAIO) provided technical assistance in the guidebook's layout.

Table of Contents

• The table of contents lists various steps in the creation of the guidebook's SPMS.
• Key topics include: measuring performance, establishing the SPMS in an organization, types of performance planning and commitment, and methods of monitoring and coaching.
• The guidebook further details topics for Performance Review, Evaluation, Rewarding and Development planning, and crafting agency guidelines
• It also includes various tables that summarize key information.

Step 1: Form the Performance Management Team

• The Performance Management Team (PMT) leads the implementation of the SPMS.
• The recommended team members include: an executive officer, a human resource management officer, a human resource development officer, a planning officer, and a finance officer.
• The Planning Office acts as the secretariat.

Step 2: Review the Existing Performance Management System

• The PMT reviews the current performance management system (PMS).
• It's modified so that it aligns with the SPMS guidelines.
• The Performance Management System (PMS) cycle consists of the following stages: Performance Planning and Commitment; Performance Monitoring and Coaching; Performance Review and Evaluation; and Performance Rewarding and Development Planning

Step 3: Know and Understand Your Agency's Major Final Outputs

• Major Final Outputs (MFOs) are the goods and services an agency provides to external clients.
• Agency Logical Framework/Organizational Performance Indicator Framework (OPIF) documents should be used to identify MFOs.
• Alternatively, the agency charter, strategic plan, development plan, and scorecard can provide MFO information.

Step 4: Identify the Success Indicators of Each Major Final Output

• Success indicators (or performance measures) are formulated based on MFOs.
• The documents to use in this are: the agency's logical framework/OPIF; agency strategic plan/road map/scorecard; citizen's charter; the code of ethics and ethical standards; accomplishment reports; and benchmarking/stakeholder feedback reports.
• Success indicators often must follow the SMART criteria: Specific, Measurable, Achievable, Relevant, and Time-bound (for each evaluation period).

Steps 5-7: Identifying Performance Goals

• Performance goals of offices and divisions cascade down to individuals.
• Each office and division will have performance goals related to its contribution toward a Major Final Output (MFO)
• Individual employees' performance goals should connect with division and office targets, following SMART criteria.

Step 8: Develop the Rating Scale

• The rating scale is based on three dimensions: quality, efficiency, and timeliness.
• Quality/effectiveness means achieving objectives effectively; efficiency means minimizing resources while achieving objectives; timeliness means meeting deadlines when objectives are being assessed.

Step 9 & 10: Performance Monitoring and Coaching

• Regular monitoring of office, division, and employee performance is critical.
• Coaching efforts are important to address performance gaps and promote teamwork.
• Suggested Tools involve the use of monitoring and coaching journals and forms.

Step 11: Using the Performance Evaluation Tools

• Forms are used at the end of monitoring to review office and division performance.
• The specific forms, called OPCR, DPCR, or IPCR, are used to evaluate individuals, divisions, and offices based on performance targets.

Step 12: Use the Results of the Performance Evaluation

• At the end of the rating period, the evaluation results help identify development needs and inform how to address those areas.
• Professional development plans are created to help individuals and offices improve efficiency, meeting performance standards

Crafting Your Agency SPMS Guidelines

• There is a checklist to align agency guidance with SPMS.
• The checklist lists various components of the SPMS, such as identifying key players, aligning goals with organizational priorities, a team approach to management, and using success indicators.

Additional Information

• The guidebook highlights the importance of aligning individual performance with organizational goals through the SPMS, using previous initiatives as a guide to build a performance system for different types of organizations.
• It emphasizes user-friendly forms, creating an effective and measurable evaluation process with accountability.