National Parks Development Committee SPMS Guidelines PDF

Here is the transcription of the provided text. ## Image 1 May 12, 2017 **CSC** Republic of the Philippines CIVIL SERVICE COMMISSION Para sa taumbAYAN NATIONAL CAPITAL REGION PENELOPE D. BELMONTE Executive Director National Parks Development Committee T.M. Kalaw St., Rizal Park, Ermita Manila...

Here is the transcription of the provided text. ## Image 1 May 12, 2017 **CSC** Republic of the Philippines CIVIL SERVICE COMMISSION Para sa taumbAYAN NATIONAL CAPITAL REGION PENELOPE D. BELMONTE Executive Director National Parks Development Committee T.M. Kalaw St., Rizal Park, Ermita Manila Dear Executive Director Belmonte: We would like to thank you for resubmitting to this Office, for compliance, the revised Strategic Performance Management System (SPMS) of the National Parks Development Committee (NPDC). An evaluation of the revised NPDC-SPMS shows its compliance with CSC Memorandum Circular No. 6, s. 2012. Hence, the same is hereby **APPROVED**. We look forward to the successful implementation of the personnel mechanism in the agency. Rest assured of the support of this Office on all matters which will redound to the mutual interests of the agency and its employees. Very truly yours, JUDITH A. DONGALLO-CHICANO Director IV CC: Editha C. Censon CSCFO-Bangko Sentral ng Pilipinas NAVIONAL PARKS DEVELOPMENT SOMNILO SIONAT JA 6-13-17 9:20 AM ARNICE OF THE PAR INROOTO In a Race to Serve: Responsive, Accessible, Courteous and Effective Public Service # 25 Kaliraya Street, 1113 Quezon City 740-8412 Fax: 781-4097 [email protected] www.csc.gov.ph ## Image 2 **Department of Tourism** **National Parks Development Committee** T.M. Kalaw St., Rizal Park, Ermita, Manila **NATIONAL PARKS DEVELOPMENT COMMITTEE STRATEGIC PERFORMANCE MANAGEMENT SYSTEM GUIDELINES** **I. OBJECTIVES** The National Parks Development Committee (NPDC) Strategic Performance Management System (SPMS) Guidelines is a management tool that aims to engage NPDC officials and employees as partners in the achievement of agency goals and objectives. It seeks to align individual performance with the agency's organizational vision, mission, and strategic priorities to facilitate collective goal setting and performance rating. It also aims to focus primarily on work outputs and outcomes by aligning individual performance to agency goals in the spirit of teamwork and collaboration. In a nutshell, the NPDC SPMS endeavors to create a work environment at NPDC where employees - from officers to Park Attendants are able to link individual performance with agency goals and perform to the best of their abilities. **II. NPDC PROFILE** The National Parks Development Committee is the government agency tasked to develop, preserve, and manage Rizal Park and Paco Park. NPDC assures the park-goers' enriching and satisfying experience of the Parks through well-maintained gardens, lush greeneries, and properly-functioning Park facilities while ensuring the park-goers' safety and security while inside the Parks' premises. **A. LEGAL BASIS** NPDC was established in 1963 by virtue of Executive Order No. 30 (January 14, 1963) which created an Executive Committee for the development of the Quezon Memorial, Luneta, and other National Parks. Executive Order No. 69 (February 7, 1964) designated the Committee created under E.O. No. 30 as the National Parks Development Committee (NPDC). Executive Order No. 120 (January 20, 1987) reorganized the Ministry of Tourism and defined its powers and functions. Executive Order No. 120-A (January 30, 1987) attached the NPDC to the Ministry of Tourism, later Department of Tourism (DOT). Supreme Court Decision G.R. No. 87676: December 20, 1989 ruled that the National Parks Development Committee is a regular government agency. Executive Order No. 160 (October 13, 1999) amended the composition of the NPDC created under E.O. No. 30 s. 1963 with the DOT Secretary as the Chairperson. Pursuant to R.A. 9593: Tourism Act of 2009, NPDC remains as an attached agency to the Department of Tourism. **B. MANDATE** As an attached agency of the Department of Tourism, the National Parks Development Committee is tasked to develop, preserve, and manage Rizal and Paco Parks in Manila and other parks that may be assigned to NPDC. **C. VISION** NPDC envisions to be the lead agency that will provide fully-developed and well-maintained Parks for the Filipinos' wholesome recreation and socio-cultural education which will contribute towards the enrichment of national identity and heritage through partnership with the community and non-government organizations (NGOs). 1| Page ## Image 3 **'D. MISSION** NPDC shall develop, preserve, and manage Rizal Park and Paco Park to ensure the general public's appreciation of the Parks' facilities and activities. In particular, it shall: 1. Provide the general public with access to and enjoyment of an open Park through well-managed and well-maintained facilities and structures, well-developed environment through landscape design and plant ornaments, while ensuring the orderliness of the Parks as well as the safety and security of the park-goers. 2. Showcase national heritage through programs aimed to promote Filipino arts, culture, and tradition, and exchanges with other nations, by way of conceptualizing events and activities of socio-cultural-economic-physiological impact such as sports competitions and exhibitions in order to develop national consciousness. 3. Develop new parks. 4. Develop conducive business climate consonant to the preservation of historical significance through partnership with the community and NGOs. 5. Ensure viability of NPDC's financial position in support of NPDC's goals and objectives. 6. Establish inter-agency linkages to achieve NPDC's thrusts and programs. **III. NPDC KEY PLAYERS AND RESPONSIBILITIES** The National Parks Development Committee (NPDC) Strategic Performance Management System (SPMS) Guidelines aims to guide the following NPDC key players in better identifying, assessing, and streamlining performance measurement processes: 1. Executive Director 2. Performance Management Team 3. Planning Division 4. Human Resource Section 5. Division Chiefs 6. Section/ Unit Heads 7. Individual Employees | KEY PLAYERS | RESPONSIBILITIES | | --- | --- | | Executive Director - SPMS Champion | • Together with the Performance Management Team (PMT), the Executive Director is responsible and accountable for the establishment and implementation of the SPMS. • Sets agency performance goals and performance measures. • Determines agency target setting period. • Approves office performance commitment and rating. • Assesses performance of NPDC divisions. | | Performance Management Team (PMT) | • Sets consultation meetings with all Division Chiefs to discuss the individual performance commitments and rating system and tools. | 2 Page ## Image 4 | | • Ensures anat individual performance management targets and measures are aligned with the goals of the agency. • Recommends approval of the individual performance and rating system and tools. • Acts as appeals body and final arbiter. • Identifies potential top performers for awards. • Adopts its own internal rules, procedures, and strategies to carry out its responsibilities. | | --- | --- | | Planning Division | • Functions as the PMT Secretariat. • Monitors submission of Office Performance Commitment and Rating Form (OPCR) and schedule the review and evaluation by the PMT. • Consolidates, reviews, validates, and evaluates the initial performance assessment based on accomplishments reported against success indicators. • Conducts Planning and Budgeting and Agency Performance Review Conferences semi-annually. • Provides each division with the final divisional assessment as basis in the assessment of individual employees. | | Human Resource Section | • Monitors submission of Individual Performance Commitment and Review (IPCR) forms. • Reviews the summary list of individual performance ratings. • Provides analytical data on retention, skill/competency gaps, and talent development plan. • Coordinates developmental interventions that will form part of the HR Plan. | | Division Chiefs | • Assumes primary responsibility for performance management in his/her division. • Conducts strategic planning sessions with supervisors and staff. • Reviews and approves the IPCR forms. • Submits quarterly accomplishment reports. • Does initial assessment of division's performance. • Determines final assessment of individual employees' performance level. • Informs employees of the final rating and identifies necessary interventions to employees. | 3 Page ## Image 5 | | • Provides written notice to subordinates who obtain Unsatisfactory or Poor rating. | | --- | --- | | Section / Unit Heads / Team Leaders | • Assumes joint responsibility with the Division Chiefs in attaining performance targets. • Rationalizes distribution of targets and tasks. • Monitors closely the status of performance of subordinates. • Assesses individual employees' performance. • Recommends developmental interventions. | | Individual Employees | • Act as partners of management and co-employees in meeting agency performance goals. | | IV. MAJOR FINAL OUTPUT (MFO) AND SUCCESS INDICATORS | | | MFO - PARKS MANAGEMENT SERVICES | | --- | | Quantity 1 | X number of Park Visitors for the Year (Target for CY 2016 is 11.2M Park Visitors) | | Quantity 2 | X Percent Change in number of Park Visitors for the Year | | Quality 1 | X Percent of Park Visitors who rate the quality of parks as Satisfactory or Better for the Year | | Timeliness 1 | 100% of the Year for which Parks are open to the public during normal and business hours | | Timeliness 2 | 100% of applications for use of Park facilities acted upon within 24 hours | Programs / Activities / Projects: 1. General Administration and Support Services Success Indicator: A. 100% of applications for park permit acted upon within 24 hours upon receipt of the application. 2. Development, beautification, preservation, and maintenance of Rizal Park and Paco Park Success Indicator: A. Park facilities, amenities, and other forms of attractions are 100% maintained and operational with a first semester target of 5.6M park (2016 target is 11.2M) visitors and 85% Satisfaction Rating by park visitors. 4 Page ## Image 6 3. Promotion of arts and cultural activities in the Parks Success Indicators: A. Conduct of X number of Light and Sound presentations/tours, X concerts, and X film screenings as scheduled with at least 80% Satisfaction Rating. B. Conduct of X number of NPDC in-house special events with at least 80% Satisfaction Rating. C. Hosting of X number of events of national and historical significance. 4. Provision of security services in the Parks Success Indicator: 100% cases of park rules violations documented, processed, and resolved within 24 hours with a target of 85% Satisfaction Rating on Park Security. **V. STAGE 1: PERFORMANCE PLANNING AND COMMITMENT** Performance Planning and Commitment is the agency's team approachto performance management through the cascading of agency goals to individual performance commitments. It is done prior to the start of the performance period where the Executive Director meets with the Division Chiefs and agree on the outputs that should be accomplished based on the goals and objectives of the agency. The following are the steps taken by the NPDC key players during the conduct of NPDC Strategic Planning Sessions (Semi-Annual Planning and Budgeting Conference) which are also reflected in the NPDC SPMS Calendar: PERIOD COVERED: Last Quarter of the Preceding Year following the Rating Period 1. The Executive Director will set the directions and priorities for NPDC in accordance with the agency's MFO, based on the National Expenditure Program (NEP), every week 3 of October. 2. Division Chiefs will prepare and submit their Performance Commitments in line with the directions and priorities set by the Executive Director every week 4 of October and week 1 of November. 3. The Executive Director will review and approve the submitted Divisional Performance Commitments every week 2 of November. 4. The employees will prepare and submit their Individual Performance Commitments based on the approved Divisional Performance Commitments every weeks 3 and 4 of November. (see attached Individual Performance Commitment and Review (IPCR) form) 5. The Division Chiefs will review and approve the submitted Individual Performance Commitments every week 1 of December. 6. The Performance Management Team (PMT) will review and make recommendations on the submitted Individual Performance Commitments every weeks 2 and 3 of December. 7. The Executive Director will review and approve the submitted Individual Performance Commitments every week 4 of December. 5 Page ## Image 7 PERIOD COVERED: Second Quarter of the Rating Period 1. The Executive Director will set the directions and priorities for NPDC, with adjustments, for the second semester every week I of June. 2. Division Chiefs will prepare and submit their Performance Commitments in line with the directions and priorities set by the Executive Director every week 1 of June. 3. The Executive Director will review and approve the submitted Divisional Performance Commitments every week 1 of June. 4. The employees will prepare and submit their Individual Performance Commitments based on the approved Divisional Performance Commitments every weeks 2 and 3 of June. 5. The Division Chiefs will review and approve the submitted Individual Performance Commitments every week 3 of June. 6. The Performance Management Team (PMT) will review and make recommendations on the submitted Individual Performance Commitments every week 4 of June. 7. The Executive Director will review and approve the submitted Individual Performance Commitments every week 4 of June. **VI. STAGE 2: PERFORMANCE MONITORING AND COACHING** Performance Monitoring and Coaching is the agency's way of tracking employee performance and accomplishments in order to improve the agency's programs, activities, and projects for Rizal Park and Paco Park. The output from this stageis also utilized by the NPDC management as basis for policy decision-making especially in terms of addressing the concerns of employees who are behind their work targets and are in need of developmental interventions. It is done regularly during the performance period by the NPDCkey players with the common goal of creating an enabling environment to improve agency performance and develop individual talents and potentials. The following are the steps taken by the NPDC key players during Stage 2: Performance Monitoring and Coaching which are also reflected in the NPDC SPMS Calendar: 1. The Section/Unit Head / Team Leader will monitor the daily tasks of the personnel under his/her direct supervision and submit a monthly accomplishment report of the Section / Unit / Team to the Division Chief every week 1 of the succeeding month. (See attached Performance Monitoring Form) 2. The Division Chiefs will monitor the performance of their respective personnel and evaluate their accomplishment reports every week 2 of the succeeding month. 3. The Division Chiefs will summarize and submit the quarterly accomplishment reports of their respective divisions to the Executive Director every week 2 of the 1st month of the succeeding quarter. 4. The Executive Director will come up with an observation report based on the submitted quarterly accomplishment reports every week 4 of the 1st month of the succeeding quarter. 5. The Executive Director, together with the Division Chiefs, will discuss the salient points of the observation report in order to address the concerns of each division specifically to those who are behind their work targets. 6|Page ## Image 8 6. Interventions will be provided to those employees who are behind their work targets through the conduct of spontaneous discussions, one on one meetings, and group discussions using the attached Performance Monitoring and Coaching Tools every week 2 of the succeeding month. (See attached Coaching Report Form) **VII. STAGE 3: PERFORMANCE REVIEW AND EVALUATION** Performance Review and Evaluation is the stage where individual employee performance is assessed based on the commitments made at the start of the rating period. The agency will utilize a 6-month rating period from January to June and July to December of the Performance Period. The following are the steps taken by the NPDC key players during Stage 3: Performance Review and Evaluation which are also reflected in the NPDC SPMS Calendar: 1. The employees will submit their 1st Semester Individual Performance Commitment and Review (IPCR) forms with ActualAccomplishments every week 1 of July and week 1 of January for the 2nd Semester IPCR. 2. The employee's immediate supervisor will evaluate and rate the submitted 1st Semester IPCR every week 2 of July and week 2 of January for the 2nd Semester IPCR. 3. The immediate supervisor will discuss with the employee his/her performance rating for the 1st Semester IPCR every week 3 of July and week 3 of January for the 2nd Semester IPCR. 4. The Performance Management Team (PMT) will conduct an Annual Agency Performance Review Conference every week 4 of July and week 4 of January of the succeeding year. **VIII. STAGE 4: PERFORMANCE REWARDING AND DEVELOPMENT PLANNING** Performance Rewarding and Development Planning is the stage where a professional development plan shall be crafted in order to enhance the skills or develop potentials of employees who perform well and to improve or correct performance of employees who fail to meet work targets. It is the stage where the results of the performance evaluation shall serve as inputs to the following: 1. Division Chiefs in identifying and providing the kinds of interventions needed based on identified professional development needs. 2. Human Resource Section in consolidating and coordinating development interventions that will form part of the Human Resource Plan and the basis for rewards and incentives. 3. Program on Awards and Incentives for Service Excellence (PRAISE) Committee in determining top performers of the agency who qualify for awards and incentives. The following are the steps taken by the NPDC key players during Stage 4: Performance Rewarding and Development Planning which are also reflected in the NPDC SPMS Calendar: 1. Based on the results of the Annual Agency Performance Review Conference, the Division Chiefs will identify the top gaps or weaknesses among the competencies assessed that the employees need to focus on for development, improvement, or enhancement every week 4 of July and week 4 of January of the succeeding year. 2. The Human Resource Section will identify the appropriate developmental approaches that the employees need such as attendance to internal and external seminars and trainings, special work projects, added responsibilities, temporary assignments, shadowing under the stewardship of the immediate supervisor, and committee memberships every weeks 1 to 3 of August and weeks 1 to 3 of February of the succeeding year. 7 Page ## Image 9 3.' The PRAISE Committee will deliberate as to who among the agency's top performers will be given the recognition of being the agency's Employee of the Quarter. Among the 4 employees of the quarter, 1 will be chosen to become the agency's Employee of the Year. PRAISE Committee deliberations are conducted on a quarterly basis every 2nd week of April, July, October, and January. **IX. RATING SCALE** | NUMERICAL | ADJECTIVAL | DESCRIPTION | | --- | --- | --- | | 5 | OUTSTANDING | Performance exceeding targets by 30% and above of the planned targets | | 4 | VERY SATISFACTORY | Performance exceeding targets by 15% - 29% of the planned targets | | 3 | SATISFACTORY | Performance of 100% to 114% of the planned targets | | 2 | UNSATISFACTORY | Performance of 51% to 99% of the planned targets | | 1 | POOR | Performance failing to meet the planned targets by 50% or below | PREPARED BY: ROLANDO T. MAMARADLO Chairperson, Performance Management Team APPROVED BY: PENELOPED. BELMONTE Executive Director APPROVED JUDITH A. DONGALLO-CHICANO Director IV MAY 12 2017 8 Page