Civil Service Commission Overview Quiz

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Questions and Answers

What is the primary goal of the Civil Service Commission (CSC) as depicted in the diagram?

To enhance human resource development services

To improve public service delivery and good governance (correct)

To develop legal services for all citizens

To strengthen personnel discipline and accountability

Which of the following is considered a Major Final Output (MFO) of the Civil Service Commission?

Support to Operations (STO)

Legal Services (correct)

General Administration and Support (GAS)

Merit and Rewards System

Which of the following is an example of an Organizational Outcome as per the diagram?

Examination and Appointments

Personnel Policies and Standards Services

Merit and Rewards System in the Civil Service Strengthened (correct)

Human Resource Development Services

What is the relationship between Major Final Outputs (MFOs) and the core business processes of the Civil Service Commission?

MFOs are delivered by the core business processes of operating offices/units (D) Signup and view all the answers

How do offices/units that do not directly deliver goods and services to external clients contribute to the agency’s MFOs?

They contribute through Support to Operations (STO) or General Administration and Support (GAS) activities (C) Signup and view all the answers

If an office focuses on personnel-related concerns, which Major Final Output (MFO) would it MOST likely contribute to?

Personnel Policies and Standards Services (C) Signup and view all the answers

Besides direct service delivery, what other activities influence the Major Final Outputs (MFOs)?

Support to Operations (STO) and General Administration and Support (GAS) (B) Signup and view all the answers

What is the logical progression of the diagram, starting with the broadest goal and leading to specific outputs?

Sectoral Goal -> Major Final Outputs -> Organizational Outcomes -> Support Services (A) Signup and view all the answers

Which of the following individuals is responsible for conducting strategic planning sessions with supervisors and staff?

Head of Office (A) Signup and view all the answers

Who is primarily responsible for the establishment and implementation of the SPMS?

SPMS Champion (B) Signup and view all the answers

Which of the following is NOT a responsibility of the SPMS Champion?

Conducting strategic planning sessions with supervisors and staff (C) Signup and view all the answers

What is the primary responsibility of the Head of Office in terms of performance management?

Assumes primary responsibility for performance management in his/her office (D) Signup and view all the answers

Which of the following individuals is responsible for reviewing and approving individual performance commitment and rating forms?

SPMS Champion (D) Signup and view all the answers

Who is responsible for determining the final assessment of individual employees' performance level?

SPMS Champion (A) Signup and view all the answers

The SPMS Champion and the PMT are jointly responsible for which of the following?

Setting agency performance goals/objectives and performance measures (B) Signup and view all the answers

Which of the following roles is primarily responsible for the initial assessment of the office's performance?

Head of Office (C) Signup and view all the answers

What was the target percentage for high-performing, competent, and credible service offices passing the ARTA-RCS in 2014?

95% (D) Signup and view all the answers

In 2012, what percentage of surveyed service offices passed the ARTA-RCS?

40% (C) Signup and view all the answers

What was the 2013 target for the number of agencies with approved SPMS?

30% (A) Signup and view all the answers

How many service offices out of those surveyed, passed the ARTA-RCS in 2013?

830 out of 975 (A) Signup and view all the answers

What was the number of agencies with approved SPMS targeted in 2015?

80% (C) Signup and view all the answers

What was the actual number of agencies with approved SPMS in 2013?

747 (D) Signup and view all the answers

What was the target number of NGAs, GOCCs, and SUCs with functional SPMS in 2014?

20% (C) Signup and view all the answers

How many NGAs, GOCCs, and SUCs with functional SPMS were actually reported in 2014?

315 out of 393 (B) Signup and view all the answers

What is the measure for objective C?

Number of ISO-Approved (D) Signup and view all the answers

What was the reported achievement for the number of ISO-Approved in 2014?

5 (A) Signup and view all the answers

What was the service office passage rate of ARTA-RCS in 2011?

73% (A) Signup and view all the answers

What was the target for agencies with approved SPMS in 2012?

20% (C) Signup and view all the answers

How many ISO-approved were targeted to be achieved by 2013?

4 (A) Signup and view all the answers

What does ARTA-RCS stand for in the provided context?

Anti-Red Tape Authority - Result Calculation System (D) Signup and view all the answers

What is the purpose of SPMS as referenced in the text?

Strategic Performance Management System (A) Signup and view all the answers

What is the primary role of the Performance Management Team (PMT) in establishing the SPMS?

To lead the implementation and development of the SPMS within the organization (C) Signup and view all the answers

Which of the following is NOT a member of the Performance Management Team, as outlined in the text?

Highest Legal Officer (D) Signup and view all the answers

The text emphasizes that Performance goals and measurements should be aligned with which levels of the organization?

Department, agency, and national (B) Signup and view all the answers

What is the primary focus of the SPMS as described in the text?

To measure and track organizational outputs and outcomes aligned with its objectives (C) Signup and view all the answers

What role does the Planning Office play in the SPMS implementation?

To serve as the Secretariat for the Performance Management Team (B) Signup and view all the answers

According to the passage, predetermined standards are integrated into which aspect of the SPMS?

Performance goals and measurements (A) Signup and view all the answers

The passage highlights the importance of engaging employees as partners. Which aspect of the SPMS is MOST directly related to this engagement?

The inclusion of the President of the accredited employee association in the PMT (B) Signup and view all the answers

What is the significance of aligning organizational objectives to the operational level?

It ensures that everyone understands the agency's overall strategy. (B) Signup and view all the answers

What is the primary purpose of the OPES point system?

To assess the overall effectiveness of the agency by measuring outputs. (C) Signup and view all the answers

Based on the content, what is the significance of the "Measurement Development and Calibration Team"?

This team establishes the time required for an average employee to produce each output. (C) Signup and view all the answers

According to the content, which of the following is NOT a major focus of the Strategic Performance Management System (SPMS)?

Evaluating individual employee performance for promotions. (B) Signup and view all the answers

How are the "non-quantifiable outputs and activities" factored into the OPES point system?

These activities are not directly measured by the system but are considered indirectly. (A) Signup and view all the answers

How many OPES points are allocated to a Field Office with 7 staff members, assuming all staff members are dedicated to quantifiable outputs?

4,760 (A) Signup and view all the answers

What is the primary difference between the SPMS and previous performance evaluation systems?

The SPMS emphasizes the connection between employee performance and overall organizational success. (D) Signup and view all the answers

How often are the Major Final Outputs (MFOs) for each agency evaluated within the OPES system?

Bi-annually (B) Signup and view all the answers

If the time required for an average employee to complete a specific task is reduced due to technological advancements, how would it likely impact the OPES point system?

The points allocated to that task would be reduced. (B) Signup and view all the answers

What was the Client Satisfaction Rating for CSC frontline services in 2015?

Excellent (A) Signup and view all the answers

Which percentage of agencies were accredited under Level II in 2015?

50% (B) Signup and view all the answers

What was the baseline satisfaction rating reported for selected government agencies in 2011?

87% (C) Signup and view all the answers

What success indicator demonstrates the recognition of CSC as a center of excellence?

Client Satisfaction Rating (C) Signup and view all the answers

In which year did the Client Satisfaction Rating first achieve 'Excellent' status?

2014 (B) Signup and view all the answers

What is the primary measure of success for client satisfaction according to the CSC scorecard?

Client Satisfaction Rating (C) Signup and view all the answers

How many agencies were reported as validated under Level II accreditation in 2013?

398 (A) Signup and view all the answers

What was the primary factor for determining success indicators for other agencies?

Citizen’s Charter (B) Signup and view all the answers

Which of the following describes the trend of the Client Satisfaction Rating from 2011 to 2015?

Increased progressively each year (C) Signup and view all the answers

What does the OPIF Book of Outputs provide for the Civil Service Commission?

Performance measures (B) Signup and view all the answers

What was the Client Satisfaction Rating for 2012?

Good (C) Signup and view all the answers

Which year saw the highest recorded satisfaction rating for the selected government agencies?

2014 (A) Signup and view all the answers

What signifies 'Acceptable' performance in the Client Satisfaction Rating?

70-79% (A) Signup and view all the answers

What was the baseline satisfaction rating for CSC frontline services in 2014?

90% (D) Signup and view all the answers

Study Notes

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.

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.

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Description

This quiz tests your knowledge of the Civil Service Commission's goals, outputs, and organizational outcomes. Explore how various units within the Commission contribute to its Major Final Outputs (MFOs) and understand the relationships between strategic planning and service delivery. Perfect for students and professionals interested in public administration.