77
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) Philippine Science High School (PSHS) System Department of Science and Technology (DOST)
STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM (SPMS)
Philippine Science High School (PSHS) System Department of Science and Technology (DOST)
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Message of the Executive Director
Appreciating the Importance of Your Position in the PSHS System
“Position refers to a set of duties and responsibilities assigned by competent authority to be performed by an individual on either full time or part-time basis.” (Rule I, Section 1, Omnibus Rules Implementing Book V, E.O. 292 and Other Pertinent Civil Service Laws) Tasked with a “set of duties,” you are to perform more than one duty assigned to you by competent authority. The number of duties that you will perform will be determined by your immediate superior, who will rate your performance. In the Strategic Performance Management System (SPMS) prescribed by the Civil Service
Commission (CSC) in its Memorandum Circular (MC) 6, series of 2012, competent authority is
identified as your superior officer who directly exercises authority over you and supervises your
performance of duties, and the one to whom you report on a regular basis.
During office hours, excluding the time for lunch break and the 15- minute mid-morning and mid-afternoon breaks for snacks, you are to do only those duties assigned to you. Do not self-assign a “duty”, as doing so can create opportunities for negative bureaucratic behaviour. This may also demoralize your co-workers and adversely affect their performance. Your office hours belong to the government, and if you use a portion of it without authority, you
will be converting to your own personal use something that does not belong to you. This is illegal and
immoral.
In the SPMS for the Philippine Science High School (PSHS) System, your duties will be assigned to you by your rater, using the Individual Performance Commitment and Review (IPCR) form. Your rater will choose the duties to assign to you as member of a work team. Your rater will make sure that your duties will allow you to contribute to the achievement of the PSHS System Strategic Goals cascaded to your division/organizational segment. For each duty assigned to you, your rater will indicate the outputs that you will commit to achieve based on a set of success indicators that are anchored on the division/organizational segment performance commitment. Also to be indicated by your rater for each output are standards of Effectiveness/Quality (E/Q), Efficiency (E), and Timeliness (T). Your rater will explain to you the meaning of each standard. Make sure that you thoroughly understand each standard used for each output. Even if you are a high achiever, your rater will closely monitor, by checking, your progress in performing your assigned duties. This is a major or critical rater responsibility as each superior officer must ensure for the continued development of each and every subordinate. And because you work as a member of a team, your rater will observe your work behaviour, for critical incidents. A critical incident as defined in the CSC SPMS Model is a factual information about
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your actions that have impact on the overall accomplishment of your division/organizational segment. The observations will be recorded in a Supervisor’s Journal (notebook) for critical incidents. The PSHS System SPMS uses the team approach to attain the division/organizational segment office targets. If you or any other member of the team will fail to achieve output commitments, then your division/organizational segment will not be able to attain its output targets and, subsequently, will result in the failure of the PSHS System to attain its overall targets. This is because the computation for the overall performance rating is anchored on the number of team members who perform well in accordance with the allocated budget. Hence, everybody must perform well to enable the PSHS System to attain a very satisfactory or high performance rating. And because you are a committed PSHS System employee, you may use a Personal Journal (notebook) for recording instances of specific performance that you believe represent extraordinary level of achievement in terms of quality and time, technical skills and knowledge, ingenuity, creativity, and initiative. You can also record in your Journal your having demonstrated exceptional mastery in performing your assigned duties. These accounts must always be substantiated with objectively-verifiable outputs (e.g. expected output from performing a task that is also accounted in written output/report). It may be stressed that you are a civil servant professionally connected with the PSHS System, as a knowledge worker who can contribute ideas that will help the PSHS System attain some measure of institutional growth by thinking beyond the attainment of the PSHS System Strategic Priorities. This means that you are not only goal-oriented but also growth-focused. Make sure that each idea you submit is doable, even if it is not budgeted. But do the crafting of your proposal only during office breaks or at home. Appropriate forms of recognition are available, including those in the agency Program on Awards and Incentives for Service Excellence (PRAISE). Yes, the PSHS System management, individually and collaboratively, value you and your teammates as partners in meeting organizational performance goals. We are one Family!
LARRY L. CABATIC, Ph.D. Executive Director
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TABLE OF CONTENTS
Page No.
i. Message of the Executive Director 2-3 ii. Table of Contents 4-5
I. Philippine Science High School (PSHS) System: Beginnings and Beyond 6-14
A. History and Organizational Nature 6 B. PSHS System’s Strategic Directions 7
1. Vision 7 2. Mission 7 3. Core Values 7
C. PSHS System Strategy Map or Organizational Performance Indicator Framework (OPIF)
7-8
D. PSHS System Strategic Themes/Development Thrust 9-13 E. Performance Evaluation System at the PSHS System 14
II. PSHS System Strategic Performance Management System (SPMS) 15-19
A. Objectives 15 B. Approach 15 C. Scope and Coverage 15 D. Rating Period 16 E. Uses of Performance Ratings 16-18 F. Rationalized Human Resource Development Plan 18 G. Sanctions 18-19 H. Appeals 19 I. Effectivity 19
III. Key Players and Responsibilities 20-23
A. SPMS Champions 20-21 B. Performance Management Teams (PMTs) 21-22 C. PSHS System Planning Committee 22 D. Human Resource Management Officers (HRMOs) 23 E. Division Chief/Unit Head 23 F. Individual Employee 23
IV. PSHS System SPMS Cycle 24
A. Performance Planning and Commitment Setting 24-26 B. Performance Monitoring and Coaching 27 C. Performance Review and Evaluation 28
1. Individual Performance Assessment 28-32 2. Office Performance Assessment 32
D. Performance Rewarding and Development Planning 33-44
V. Information System
45-49
VI. Calendar of Activities for the Implementation of the PSHS System
SPMS/Communication Plan
50
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TABLES
Page No.
1: PSHS System 5-Year Strategic Priorities 10-13 2: Timetable for Calibration of Agency Performance Targets 16 3: Categories of Performance Measures 26 4: General Standards Suggested by the Compendium of Agency Strategic Performance Management System by CSC
29-30
5. Numerical and Adjectival Rating 31 6: Calendar of the PSHS System SPMS 36-44 7. Calendar of Data Requirements by the PSHS System SPMS Information System 47-49
FIGURES
Page No.
1: PSHS System Organizational Performance Indicator Framework (OPIF) 8 2: Key Players in the PSHS System SPMS 20 3: The SPMS Cycle 24 4: PSHS System SPMS Flow Chart 36 5: Framework of the PSHS System SPMS Information System 42
ANNEXES
Page No.
1: PSHS System Special Order No. 144, series of 2013: Creation of the PMT of the PSHS Campus/Office and Planning Committee as PSHS System SPMS Secretariat dated 4 October 2013.
52-54
2: Office Performance Commitment and Review (OPCR) Form 55-56 3: Individual Performance Commitment and Review (IPCR) Form 57-58 4.a: Sample OPCR 59-68 4.b: Sample IPCR 69-73 5: Performance Monitoring and Coaching Journal Form A 74 6: Performance Monitoring and Coaching Journal on Targets Form A.1 75 7: Performance Monitoring and Coaching Journal on Assignments Form A.2 75 8: Supervisor’s Observation Form 75 9: Sample Computation and Format of Summary of Individual Performance Ratings Report of a Division/Unit
76
10: Sample Computation and Format of Summary of Individual Performance Ratings Report of a Campus/Office
76
11: Professional Development Plan Sheet 77
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Mandate: To offer scholarship in
secondary education with special emphasis
on subjects pertaining to the sciences to
prepare its students for science careers
(R.A. 3661).
Vision: Philippine Science High School is
the country’s leading science high school
that prepares its scholars to be world-class
Filipino scientists who are dedicated to
nation building.
.
Mission: Operating under one system of
governance and management, PSHS
provides scholarship in secondary
education to Filipino students with high
aptitude in Science & Mathematics;
prepares its students for careers in science
and technology; and to attain a critical mass
of professionals and leaders in science and
technology towards nation building.
Philippine Science High School (PSHS) System’s STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)
I. PHILIPPINE SCIENCE HIGH SCHOOL (PSHS) SYSTEM:
Beginnings and Beyond
A. History and Organizational Nature
The establishment of the Philippine Science High School (PSHS) System is grounded on the provisions
of Republic Act (R.A.) 3661: An Act to Establish the Philippine Science High School dated 22 June
1963, R.A. 8946: An Act to Establish the Philippine Science High School System and Providing Funds
Thereof dated 12 February 1998, and R.A.9036: An Act Strengthening the Governance and Defining
the Scope of the Philippine Science High School System dated March 12, 2001. The idea of providing
education that is highly enriched in science and
mathematics to exceptionally-gifted Filipino
children was a brainchild of Dr. Leopoldo V.
Torralba, then a professor of mathematics at New
York University in the 1960s. This paved the way
for the establishment of its first campus in
Diliman, Quezon City, in 1964. Since then, PSHS
System has been an instrument for the
development of a critical mass of Filipino
professionals in Science and Technology and
continues to strive for one unified PSHS in
academic excellence, in leadership, and in spirit.
PSHS System is a service institute of the Department of Science and Technology (DOST). Its mandate is to provide specialized secondary science education to prepare its scholars for science careers in order to contribute to the development of a critical mass of Filipino professionals and leaders in Science and Technology. As of 2014, it has a total of thirteen (13) campuses nationwide, and is establishing three (3) more campuses in CALABARZON (Region IV-A), MIMAROPA (Region IV-B), and Western Mindanao. Having one campus in each region of the country will ensure access to scholarship by every Filipino elementary student with high aptitude for a science career.
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B. PSHS System’s Strategic Directions
Vision
The Philippine Science High School (PSHS) is the country’s leading science high school that prepares
its scholars to be world-class Filipino scientists who are dedicated to nation-building.
Mission
The PSHS System, operating under one system of governance and management, will be able to
provide scholarship to Filipino students with high aptitude in science and mathematics.
It offers an education that is humanistic in spirit, global in perspective, and patriotic in orientation. It is
based on a curriculum that emphasizes science and mathematics, and the development of well-
rounded individuals.
It prepares its students for careers in science and technology, and contributes to nation-building by
helping the country attain a critical mass of professionals and leaders in science and technology.
Core Values
The PSHS System adheres to the following core values:
Pursuit of TRUTH;
Passion for EXCELLENCE; and
Commitment to SERVICE.
C. PSHS System Strategy Map or Organizational Performance Indicator Framework (OPIF)
As part of the DOST community of public servants, the work of the PSHS System primarily contributes to the sectoral goals of “rapid, inclusive and sustained economic growth” and “poverty reduction and empowerment of the poor and vulnerable” as it develops its scholars to be competitive in the fields of Science and Engineering while pursuing nation-building objectives. As such, the PSHS System’s operational activities are clustered into: (1) General Administration and Support, and (2) Operation of a Special Secondary Science and Technology Education on scholarship basis.
General Administration and Support covers financial and administrative services, legislative services, infrastructure development and maintenance, and human resource development programs. The management of scholarships on special secondary science and technology, on the other hand, covers the conduct of enrolment and student services; the conduct of the National Competitive Examination (NCE) including relevant advocacy and promotional activities thereto; and policy formulation, program planning and monitoring.
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Figure 1: PSHS System Strategy Map / Organizational Performance Indicator Framework (OPIF)
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D. PSHS System Strategic Themes/Development Thrust
With its goal of becoming the leading science high school in the ASEAN by 2016, the PSHS Executive Committee that is composed of the Executive Director, Deputy Executive Director, and Campus Directors, and the Chiefs of the Office of the Executive Director, agreed on the following strategic themes/development thrust in the next ten (10) years:
1. Ensure that K-12 reforms will result in a curriculum that will prepare the students for the demands of the 21st century;
2. Encourage top graduating students from elementary schools across the country to participate in the PSHS National Competitive Examination (NCE);
3. Foster the development of a culture of excellence through harmonized implementation of policies and standards;
4. Invest in human capital to develop leaders and managers for the school, alongside teachers, researchers, and technical staff;
5. Prioritize the formation of, and collaboration with an alumni network that is in line with the priorities and objectives of the agency;
6. Develop a framework for Public-Private Partnerships that would leverage stakeholder talents and resources to further develop the school’s infrastructure and human capital; and
7. Collaborate with public and private institutions to provide placement, internships, and college scholarships for PSHS students to maximize the development and use of their talents.
In support of the abovementioned development themes are the following specific strategic priorities for 2013-2017:
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Table 1: PSHS System 5-Year Strategic Priorities
Goal: The Philippine Science High School System will be the leading science high school in the ASEAN by 2016.
Agency Organizational Outcome: Competitiveness of Filipinos in science and engineering increased
Strategic Priorities:
Sub-Outcome 1: Quality Education Through Improved Student Performance With Performance Indicator: Operation of School Campus under MFO Provision of Science Secondary Education
Objectives Measures 2013 2014 2015 2016 2017
a) Provision of support to scholars
No. of Scholars supported 4,354 4,656 4,912 6,493 8,100
b) Student Performance in the USA-based college board SAT
Average total score of students who took the SAT
Benchmarking 1,500 1,500 1,500 1,500
c) Participation of PSHS students in International events
Number of international events participated in
3 3 3 3 3
d) Recognition/winnings in international/national and local competitions
Number of winnings/ recognitions garnered in international competitions
2 2 2 2 2
Number of winnings/recognitions garnered per campus in local and national competitions
5 5 5 5 5
e) Performance in UPCAT
Campus Ranking in UPCAT Belongs to Top 20 schools
nationwide
Belongs to Top 20 schools
nationwide
Belongs to Top 20 schools nationwide
Belongs to Top 20 schools
nationwide
Belongs to Top 20 schools
nationwide
f) Completion of Scholarship by Students within the Prescribed Year of Scholarship
Percentage of students graduating within the prescribed year of scholarship
95% 95% 95% 95% 95%
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Sub-Outcome 2: Culture of Science Through Knowledge Development
a) Curriculum
Development and
implementation
Number and quality of
curriculum developed,
implemented, and assessed
3 Developed (Grades 8-10); 2
Implemented (Grades 7-8); 2
Assessed (Grades 7-8); 1 Refined
(Grade 7)
2 Drafted (Grades 11-
12); 3
Implemented (Grades 7-9); 2 Assessed (Grades 8-9)
2 Developed
(Grades 11-12);
4 Implemented
(Grades 7-10);
2 Assessed
(Grades 9-10)
5 Implemented
(Grades 7-11);
1 Assessed
(Grade 10)
6
Implemented
(Grades 7-
12); 1
Assessed
(Grades 11)
b) Conduct of Researches
in Support of
Teaching/Learning
(Pedagogies, professional
Development; Learning,
and Alternative Learning)
Number and quality of
researches conducted
2 researches
developed; 1
research Utilized
2 researches
developed; 1
research
utilized
2 researches
developed; 1
research
utilized
2 researches
developed; 1
research
utilized
2 researches
developed; 1
research
utilized
Sub-Outcome 3: Growth and Expansion of Service Delivery
a) Establishment of New Campuses
Number of campus established
1 (Region XII-SOCCSKSARGEN Region Campus)
1 (Region XIII-
Caraga Region
Campus)
1 (Region IV-A -
CALABARZON)
2 (Region IV-B- MIMAROPA
and Region IX - Western Mindanao Campus)
-
b) Processing of application for the National Competitive Examination (NCE)
Number of Applicants in the NCE received and processed within prescribed time
20,000
21,000
22,000
23,000
24,000
c) Release of NCE results Number of days after the BOT approval
5
5
5
5
5
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d) Quality of NCE administered
Percentage of G7 students getting Gen. Weighted Average of 2.5 or better in the 2nd quarter
85% 85% 85% 85% 85%
Sub-Outcome 4: Excellence in Governance Through Streamlined Administration and PAPs Management
a) Formulation/Update/ Development of System-wide Policies, Programs and Standards to Improve Delivery of Services
Number of policies, programs and standards
2 2 2 2 2
b) Implementation of Policies/Programs
Number of days to implement after effectivity
15 15 15 15 15
c) Satisfaction Rating of Clients on Policies/Programs and Services
Percentage satisfaction rating of clients
85% satisfied 85% satisfied 85% satisfied 87% satisfied
89% satisfied
d) Administration of Stipend
Number of days to release from receipt of Notice of Cash Allocation
within 5 days within 5 days within 5 days within 5 days
within 5 days
Sub-Outcome 5: Promotion of Culture of Science in Various Communities
a) Organization of Local/National Trainings for Students and Teachers
Number and quality of local/national trainings organized for students/teachers
5 and at least satisfactory rating
5 and at least satisfactory
rating
5 and at least satisfactory
rating
5 and at least
satisfactory rating
5 and at least satisfactory
rating
b) Partnerships with LGUs, Local Communities, Private Sector, and Other S & T Institutions (i.e. Summer Science Internship Program, etc.)
Number of LGUs, local communities, private sector and other S &T institutions within the year
5 (per campus)
6 (per campus)
7 (per campus)
8 (per
campus)
Consolidated statistics from PSHS System
campuses
c) Sharing of Expertise to Community of Teachers /
Number of communities of teachers or learners
30 35 40 45 50
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Learners
Sub-Outcome 6: Development of Competitive Resources
a.1.) Attendance of personnel to Responsive Human Resource Development Program Through Local/International Trainings
Percentage of employees attending training/seminars within the year
70%
70%
70%
70%
70%
a.2.) Pursuance of Advanced Degrees (M.S./M.A. and Ph.D.) in response to Human Resource Development Program
Number of personnel acquiring M.S. or M.A./Ph.D
2 MS or MA / 2
Ph.D.
3 M.S. or MA/
2 Ph.D.
4 M.S. or M.A./
2 Ph.D.
5 M.S. or M.A./ 2 Ph.D.
6 M.S. or M.A./
Ph.D.
b) Accomplishment of Budgeted Programs/Projects on Infrastructure/Facilities
Percentage accomplishment of budgeted programs/projects
90% 90% 90% 90% 90%
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E. Performance Evaluation System at the PSHS System
The PSHS System has been following personnel management law and rules of the Philippine
government and has been implementing the Performance Evaluation System (PES) with the
Performance Evaluation Review Committee (PERC) as facilitating body. The PERC is primarily tasked
“to establish methods and procedures to periodically evaluate the effectiveness of the system and
implement improvements essential to ensure its continued suitability to the different positions and
needs of the agency” (Compilation of PSHS System Administrative Policies and Procedures, 2003).
While such system aided the agency in facilitating employee rewards and personnel
movements, it is focused on the individual performance. There is a need to strengthen the link between
personnel appraisal, personnel action, incentives vis a vis organizational mission, vision and goals.
The PSHS System Strategic Performance Management System (SPMS) ensures that the individual
targets are aligned with organizational mandate, goals and targets. It is for this reason that the PSHS
System welcomes the implementation of the SPMS across government entities.
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II. Philippine Science High School System Strategic Performance Management System (PSHS System SPMS)
In line with the System’s objective of harmonizing administrative processes towards further efficiency of operations, the PSHS System began instituting a Finance and Administrative Manual of Operations in 2012. The same year also witnessed the initial stages of development of a parallel guide document for the System’s academic programs. The agency is fortunate to have these coincide with the national government’s initiatives to “establish a unified and integrated Results-Based Performance Management System (RBPMS)” through a series of policy pronouncements, one of which is the Civil Service Commission (CSC) Memorandum Circular No. 6 series of 2012: Guidelines in the Establishment and Implementation of the Agency Strategic Management System (SPMS).
A. Objectives
Given such policy environment, the PSHS System SPMS aims to:
a. guide the PSHS System in institutionalizing the principles of Results-Based Performance Management (as prescribed by Executive Order 80, Series of 2012 and Administrative Order No. 25, Series of 2011) as PSHS System endeavours to reach its strategic priorities through the best possible public service delivery;
b. ensure that the performance evaluation system and other human resource development plan components of the PSHS System are geared towards achieving organizational mandate, goals and targets; professionalism; and enhanced efficiency in public service delivery, by giving premium to individual employee contributions and to team outputs; and
c. serve as guide for the individual employee, unit, campus or office and the whole agency itself, as it continues to nurture a culture of excellence that defines security of tenure not absolute but one that is based on performance.
B. Approach The PSHS System SPMS puts equal premium on individual performance and team performance at various levels. The accountability and role of an individual employee, unit, division, office, and campus in the achievement of organizational goals are clearly defined in the Office Performance Commitment and Review (OPCR) and the Individual Performance Commitment and Review (IPCR) forms (see Figures 2 and 3 in the Annexes) to allow for collective goal setting and performance rating. The sync between these two sets of forms shall establish the clear linkage between personnel performance and organizational performance.
C. Scope and Coverage
The PSHS System SPMS covers all personnel occupying first and second level positions in the PSHS System plantilla as approved by the Department of Budget and Management (DBM).
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D. Rating Period
In general, PSHS will follow a one year rating period. The performance of each covered employee will be assessed in January of the following year. In case of changes in the covered months of a school year (e.g. move of opening of classes from June to August), a suitable schedule of annual performance rating shall be decided upon by the PSHS System Executive Committee. If there is a need for a shorter rating period, the Campus Director/Executive Director or his/her designated official may opt for a shorter period of at least ninety (90) days.
The formulation of campus/office performance targets to be indicated in the OPCR is on the
month of November of the preceding year. The resulting OPCR shall be the basis for the formulation of individual performance targets unless the Executive Director orders for a calibration of the agency performance targets midway into its implementation. In such cases, the campus/office OPCR shall require consequent calibration not later than the month of May to allow for the following:
Table 2: Timetable for Calibration of Agency Performance Targets
Time Frame Activity Output
1st week of May Calibration of Agency Performance Targets
Calibrated Agency Performance Targets
2nd week of May Discussion of draft OPCR with Division/Unit Heads Based on Calibrated Agency Performance Targets
Draft Calibrated Campus/Office OPCR
3rd week of May Approval of Calibrated Campus/Office OPCR
Approved Calibrated Campus/Office OPCR
4th week of May Consolidation, Review, Validation and Evaluation of Submitted Calibrated Campus/Office OPCRs and
Submission of Review Report
Review Report
1st – 2nd week Drafting of IPCRs Based on Calibrated OPCRs Draft Calibrated IPCRs
3rd week Assessment of IPCRs and Submission of Review Report
Review Report
4th week Approval of Calibrated IPCRs Approved Calibrated IPCRs
E. Uses of Performance Ratings
Performance ratings shall be used as basis for promotion, nomination to training opportunities, scholarship grants, and other personnel actions. The grant of Performance-Based Incentives (PBI) shall also be based on the final ratings of employees as approved by the respective Campus Director or the Executive Director. This SPMS shall be guided by the Civil Service Commission (CSC) and Department of Budget and Management (DBM) Joint Circular No. 1, series of 2012: Rules and Regulations on the Grant of Step Increment/s Due to Meritorious Performance and Step Increment Due to Length of Service dated 3 September 2012. As such, the following shall be observed in the grant of step increment/s due to meritorious performance and length of service beginning 1 January 2015:
1. Only the agencies with CSC-approved agency performance management system shall be authorized to grant step increment/s due to meritorious performance every January of every year beginning 2015. In the absence of a CSC-approved agency performance management system, agencies, for purposes of the grant of step increment due to length of service, may use the existing CSC-approved Performance Evaluation System (PES) as basis for the performance rating only up to 31 December 2014.
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2. Consistent with Item 4 (d) of the Philippine Senate and House of Representatives Joint Resolution No. 4: Joint Resolution Authorizing the President of the Philippines to Modify the Compensation and Position Classification System of Civilian Personnel and the Base Pay Schedule of Military and Uniformed Personnel in the Government, and for Other Purposes dated 17 June 2009, step increment/s due to meritorious performance shall be in lieu of the productivity incentive benefit (PIB). The grant of the PIB shall be discontinued beginning Fiscal Year 2015. 3. The maximum number of employees that may be granted step increment/s due to meritorious performance in any given year shall be limited to five percent (5%) of all incumbent officials and employees in an agency. The PSHS System Executive Committee shall set-up the appropriate mechanism to ensure that the total number of personnel to be granted step increment/s due to meritorious performance in a given year belongs to the top 5% of all ranked qualified officials and employees. 4. Two (2) step increments due to meritorious performance may be granted to a qualified official or employee who has attained two (2) ratings of “Outstanding” during the two (2) rating periods. 5. One (1) step increment due to meritorious performance may be granted to a qualified official or employee who has attained one (1) rating of “Outstanding” and one (1) rating of “Very Satisfactory,” or two (2) ratings of “Very Satisfactory” during the two (2) rating periods. 6. The period in which a personnel is on secondment, study privilege, scholarship, or training grant for more than three (3) months shall not be considered in determining entitlement to the grant of step increment/s due to meritorious performance because such personnel do not perform the actual duties and responsibilities of their positions in their mother agencies. 7. The performance of personnel on detail to another agency for three (3) months or more shall be rated by the authorities concerned in the receiving agency. The average performance rating of the detailed personnel shall be considered in the ranking of qualified personnel in either the receiving or the mother agency where the detailee served for a longer period within a given year.
8. One (1) step increment due to length of service shall be granted to qualified personnel for every three (3) years of continuous satisfactory service in the present position. 9. The actual salary (in a given step of a salary grade of a position) of an incumbent who is qualified to be granted one (1) or two (2) step increment/s due to meritorious performance or to one (1) step increment due to length of service shall be adjusted to the salary corresponding to the next step of the second next step, as the case may be, but only up to step 8, in the salary schedule under implementation.
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Examples*:
In case of grant of two (2) step increments due to meritorious performance:
If the actual salary of an incumbent is at SG-10, step 2, this shall
be adjusted to SG – 10, step 4.
If the actual salary of an incumbent is at SG – 22, Step 7, this
shall only be adjusted to SG-22, Step 8.
In case of grant of one (1) step increment due to meritorious performance or due to
length of service:
If the actual salary of an incumbent is at SG-10, step 2, this shall
be adjusted to SG-10, step 3.
If the actual salary of an incumbent is at SG-22, step 8, this shall
not be adjusted.
If the actual salary of an incumbent is already at step 8, he/she is no longer entitled to
further step increment.
*Lifted from CSC and DBM Joint Circular No. 1, series of 2012 dated 3 September 2012.
10. An incumbent, if qualified, may be simultaneously granted step increment/s due to meritorious performance and step increment due to length of service.
11. Detailed process in the grant of step increment/s due to meritorious performance or length of service shall be based on CSC and DBM Joint Circular No. 1, series of 2012 dated 3 September 2012.
F. Rationalized Human Resource Development Plan
The resulting individual performance assessment shall be linked with the Human Resource
Development Program (HRDP) for improvement and enhancement of skills set of PSHS System
personnel. The information on identified strengths, competency-related performance gaps, the
opportunities to address these gaps, discussed career paths and alternatives between Supervisor and
individual employee, shall be made the basis for the formulation/refinement of the agency’s HRDP.
G. Sanctions
Unless justified and accepted by the Performance Management Team (PMT) of the Campus or Office of the Executive Director (OED), non-submission of the OPCR to the PMT, and the IPCR to the Human Resource Management (HRM) Officer within the specified dates in the PSHS System SPMS calendar shall be a ground for:
1. employees’ disqualification for performance-based personnel actions which would require the rating for the given period such as promotion, training or
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scholarship grants and performance enhancement bonus, if the failure of the submission of the report form is the fault of the employees;
2. imposition of an administrative sanction for violation of reasonable office rules and regulations and simple neglect of duty for the supervisors or employees responsible for the delay or non-submission of the office and the individual performance commitment and review report;
3. imposition of an administrative offense for neglect of duty if Head of Office fails to comply with the required notices to their subordinates on their unsatisfactory performance or poor performance during a rating period; and
4. disapproval of promotional appointments issued by the PSHS System Board of Trustees (BOT), if the non-submission to the CSC happens at the system level i.e. PSHS System
H. Appeals
Any issue/appeal/protest on the office assessment shall be articulated and decided upon by the PMT of the Campus/OED during the performance assessment of the Campus/OED. Hence, the final rating shall no longer be appealable/contestable after such performance assessment conference.
Individual employees who feel aggrieved or dissatisfied with their final performance rating can file an appeal with the PMT within ten (10) days from the date of receipt of notice of their final performance evaluation rating from the Campus Director/Executive Director or his/her duly designated official. The decision of the PMT may be appealed to the PSHS System Executive Committee.
However, a campus, division, unit or individual employee shall not be allowed to protest the performance ratings of other campus, division, unit or individual employee. The rating obtained by other campus, division, unit or employees can only be used as basis or reference for comparison in appealing one’s office or individual performance rating.
Officials or employees who are separated from the service on the basis of Unsatisfactory
performance or Poor performance rating can appeal their separation from the service to the CSC or its regional office within fifteen (15) days from receipt of the order or notice of separation.
I. Effectivity This SPMS shall take effect immediately upon approval of the PSHS System BOT.
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III: KEY PLAYERS AND RESPONSIBILITIES
Figure 2. Key Players in the PSHS System SPMS
A. SPMS Champions
Owing to the varying conditions of local public service delivery in each of the campuses, the Campus Directors play a strategic role in assisting the Executive Director implement the organizational performance targets among campus personnel. Hence, while the Executive Director is the primary official responsible and accountable for the performance management of each campus and the OED, Campus Directors shall also perform the duties of SPMS Champions in their respective campuses.
1. The Executive Director shall be primarily responsible and accountable for the establishment and implementation of the PSHS System SPMS;
2. The Executive Director, with the assistance of the Campus Directors, shall set agency performance goals/objectives and performance measures;
3. The Executive Director, with the assistance of the Campus Directors, shall determine the target setting period of the PSHS System;
4. The Executive Director shall approve the office performance commitment and rating of the whole agency; while Campus Directors shall approve the individual performance commitment and rating of their supervised campus. In the case of OED, the Executive Director may assign the Deputy Executive Director to approve the individual performance commitment and rating of staff;
5. Campus Directors/Executive Director (or his/her designate) shall assume primary responsibility for performance management in supervised campus/office;
6. Campus Directors/Executive Director (or his/her designate) shall conduct strategic planning session with the Division Chiefs/Unit Heads and staff and agree on the outputs that should be accomplished based on the goals/objectives of the organization, and gives a copy of OPCR form to the Planning Committee as PSHS System SPMS Secretariat;
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7. Campus Directors/Executive Director (or his/her designate) shall review and approve employee’s IPCR form for endorsement to the HRM Officer of the Campus/Office before the start of the performance period;
8. Campus Directors/Executive Director (or his/her designate) shall endorse the Campus/OED accomplishment report to the Planning Committee based on the SPMS calendar;
9. Campus Directors/Executive Director (or his/her designate) shall conduct initial assessment of campus/office performance using the approved OPCR;
10. Campus Directors/Executive Director (or his/her designate) shall determine the final assessment of performance level of the individual employees in supervised campus/office based on proof of performance;
11. Campus Directors/Executive Director (or his/her designate) shall inform employees, under his or her supervision, of the final rating, and identifies necessary interventions for employees based on the assessment of their developmental needs;
12. Campus Directors/Executive Director (or his/her designate) shall recommend a development plan with the subordinates who obtain Unsatisfactory performance during the rating period not later than one month after the end of the said period, and prepares written notice/advice to subordinates that a succeeding Unsatisfactory performance shall warrant their separation from the service; and
13. Campus Directors/Executive Director (or his/her designate) shall provide preliminary rating to subordinates showing Poor performance not earlier than half of the rating period. A development plan shall be discussed with the concerned subordinate with a written notice that failure to improve his/her performance shall warrant separation from the service.
B. Performance Management Teams (PMTs) of Campuses/OED
Performance Management Teams (PMTs) have been installed for the PSHS System in Special Order No. 144, Series of 2013 (Annex 1). These PMTs are complementing structures that will ensure alignment of the performance of each individual employee with the agency’s goals in public service delivery.
At the Office of the Executive Director (OED), also known as Office in this SPMS manual, the incumbents of the following positions shall compose the PMT:
1. Deputy Executive Director as Chairperson; 2. Chief of Finance and Administration Division (FAD) or Chief of Research,
Policy and Academics Division (RPAD), depending on the nature of functions of concerned employee tabled for discussion;
3. Human Resource Management (HRM) Officer (designated function); 4. Budget Officer (designated function); 5. Planning Officer (designated function); and 6. President of the OED Chapter of the PSHS System Employee Association
(PSHSSEA) or the authorized alternate representative of the rank and file employees in the office.
At the campus level, the incumbents of the following positions shall compose the PMT:
1. Campus Director as Chairperson; 2. Curriculum Instruction Services Division Chief; 3. Student Services Division (SSD) Chief; 4. Human Resource Management (HRM) Officer or in its absence, the Chief
of Finance and Administrative Division (FAD);
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5. FAD Chief and/or Budget Officer; and 6. President of the Campus Chapter of the PSHS System Employee
Association (PSHSSEA) or the authorized alternate representative of the rank and file employees in the campus.
The Chief of FAD or a designated staff by the Campus Director shall serve as the secretariat of the PMT in the campus while the Planning Officer shall serve as the secretariat for the PMT in the OED. The Chief FAD in the campus/office shall schedule the review/evaluation of office and individual commitments by their respective PMTs before the start of a performance period.
The PMTs shall have the following functions and responsibilities:
1. Sets consultation meeting of all heads of units/division in the Campus/Office for purposes of discussing the targets set in the office performance commitment and rating form;
2. Ensures that the office performance targets and measures and the budget are aligned with the work distribution of units/divisions;
3. Recommends approval of the office performance commitment and rating to the Executive Director;
4. Acts as appeals body for performance management issues of the Campus/Office; 5. Identifies potential top performers and provides inputs to the Program on Awards and
Incentives for Service Excellence (PRAISE) Committee for grant of awards and incentives; and
6. Adopts its own internal rules, procedures and strategies in carrying out the above responsibilities including schedule of meetings and deliberations, and delegation of authority to representatives in case of absence of its members.
C. PSHS System Planning Committee
A Planning Committee shall be created by the Executive Director to serve as PSHS System SPMS secretariat with the following composition: (1) Deputy Executive Director as Chairperson; (2) OED-designated Planning Officer; (2) OED-designated Budget Officer, and (3) OED - designated Information Officer.
The Planning Committee shall serve as the Secretariat of the PSHS System in the implementation of the PSHS System SPMS with the following responsibilities:
1. Monitors or checks the submission of Office Performance Commitment and Review (OPCR) Forms from campuses and OED;
2. Consolidates, reviews, validates and evaluates the initial performance assessment of the Campus Directors and the Executive Director or his/her designated Executive official based on reported office accomplishments against the success indicators, and the allotted budget against the actual expenses. The result of the assessment shall be the basis of the PMT’s recommendation to the Campus Director/Executive Director, who shall determine the final Office rating.
3. Schedule and conducts an annual agency performance planning and review conference for the purpose of discussing the Office assessment for the preceding performance period, and plans for the succeeding rating period with Campus Directors, Deputy Executive Director, and the Executive Director; and
4. Provides each Campus and the OED with the final campus/office assessment to serve as basis of campuses/offices in the assessment of individual staff members.
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D. Human Resource Management Officers of Campuses/OED
1. Monitors or checks submission of Individual Performance Commitment and Review (IPCR) Forms by the Division Chiefs/Unit Heads;
2. Reviews the Summary List of Individual Performance Rating to ensure that the average performance rating of employees is equivalent to or not higher than the Office Performance Rating;
3. Provides analytical data on retention, skill/competency gaps, and talent development plans that align with strategic plans; and
4. Coordinates developmental interventions that will form part of the Human Resource Plan.
E. Division Chief/ Unit Head
1. Assumes joint responsibility with the Campus Directors/Executive Director in ensuring attainment of performance objectives and targets;
2. Rationalizes distribution of targets/tasks; 3. Closely monitors or checks the status of the performance of their subordinates, and provides
support and assistance through coaching for the attainment of targets set by the Campus/Office;
4. Assesses individual employee’s performance; and 5. Recommends developmental intervention.
F. Individual Employee
1. Acts as partner of management and co-employees in meeting organizational performance goals; and
2. Submits IPCR and supporting documents, if applicable, per SPMS calendar.
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IV. PSHS System SPMS Cycle
The PSHS System SPMS process consists of four (4) stages, namely: (1) performance planning and commitment setting; (2) performance monitoring and coaching; (3) performance review and evaluation; and (4) performance rewarding and development.
Figure 3. The SPMS Cycle
A. Performance Planning and Commitment Setting
The Performance Planning and Commitment shall be done in the fourth quarter of the preceding year. It will start during the Annual Planning and Budgeting Workshop of the PSHS System where the members of the PSHS System Executive Committee, Campus Academic and Administrative Division Chiefs, Budget Officers, Accountants, and members of the Planning Committee meet to assess the implementation of programs, plans and activities of the current year and to plan for specific targets for the succeeding year. The resulting performance plans and commitment of agency/organization for the succeeding year shall also consider the challenges in programs, plans and activity implementation of the previous year to allow for implementation of corresponding remedial actions and to subsequently ensure achievement of success indicators that will be determined for the succeeding years.
Such planning activity shall primarily be guided by the relevant Organizational Performance Indicator Framework (OPIF) or agency road map, the 5-Year Strategic Development Plan, the Annual Investment Plan, and other blueprints for operations of the PSHS System. The resulting agency performance targets may be referred to in the drafting of success indicators and performance
Performance Planning
and Commitment
Setting
Performance Monitoring
and Coaching
Performance Review and Evaluation
Performance Rewarding
and Development
Planning
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measures during the conduct of the Campus/Office Annual Planning and Budgeting Workshop. The Campus/Office OPCR shall further guide individual employees in drafting their respective IPCR forms with their Supervisors.
As mentioned, the PSHS System target-setting period will be during the Annual Planning and Budgeting Workshop (organizational performance targets setting) in the early part of the 4th quarter of each year, but not later than November. The resulting agency performance targets for the succeeding year shall be made the basis for the drafting of each of the Campus/OED OPCR, which in turn shall be made the basis for drafting the respective employees’ IPCR in November. Individual employees’ performance standards/targets shall not be lower than the agency’s standards in its approved OPCR form.
Agency performance target setting shall consider any combination of, or all of the following:
1. Data on past performance in the same or related performance measure, if it is a new performance measure.
2. Benchmarks which may be gathered from use of existing measures of standards (e.g. TIMSS or SAT examination results as basis of targets for student performance) or from the identification and comparison of the best parallel institutions or units with similar functions or processes (e.g. ranking of PSHS campuses among science high schools in Asia) or from recognition of existing standards based on provisions or requirements of the law.
3. Client-demand or based on resulting demands from prior consultation with clients which may be made the basis of performance review of the PSHS System services.
4. OPES Reference Table – list of major final outputs with definition and corresponding OPES points or the time within which an output will be produced by an average performer.
5. Top Management Instruction – set targets and special assignments that Campus Directors/Executive Director or his/her designated executive official have the discretion to assign to employees.
6. Future trend or results of comparative analysis of the actual performance of the Campus/Office or any other identified unit with its potential performance.
The performance targets for each level – agency or organizational, campus/office, individual – shall be drafted with matching performance standards. These standards are performance level yardsticks consisting of performance measures and targets and are reflected in the OPCR (see Annex 2 for format) and the IPCR (see Annex 3 for format) as success indicators. Unless the work output of a particular duty has been assigned a pre-set standard by the PSHS Executive Committee or Executive Director, its standards shall be agreed upon by the Supervisors and the Ratees.
The success indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization, campus/office and individual employee in contributing to the agency performance targets and ultimately, the organizational mandate.
The performance measures, on the other hand, are those that contribute to or support the outcomes that the PSHS System aims to achieve in a year. These shall be continuously refined and reviewed, but any change in performance measures must only be made during the performance target setting and not midway into its implementation, unless calibration of agency performance measures have been ordered by the Executive Director.
Performance measures shall include any one, combination of, or all of the following general categories, whichever is applicable:
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Table 3: Categories of Performance Measures Category Definition
Effectiveness/Quality The extent to which actual performance compares with targeted performance. The degree to which objectives are achieved and the extent to which targeted problems are solved. In management, effectiveness relates to getting the right things done.
Efficiency The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort.
Timeliness Measures whether the deliverable was done on time based on the requirements of the law and/or clients/stakeholders. Time-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectations.
A list of example performance measures have been provided in sample OPCR and IPCR in Annexes 2 and 3. Their formulation considered the common set of deliverables required in performing the role of the PSHS System in nation-building.
Thus, the approved IPCR forms with performance targets must have the following data:
1. Full Name of the Employee/Ratee; 2. Campus/Office of the Employee/Ratee; 3. Covered Rating Period; 4. Signature of Ratee ; 5. Date the Form was Accomplished; 6. Name and Signature of Immediate Supervisor; 7. Date the Performance Targets Have Been Reviewed and Cleared by the Immediate
Supervisor; 8. Name and Signature of the Campus Director/Executive Director; 9. Date the Performance Targets Have Been Approved by the Campus Director/Executive
Director; 10. Success Indicators; and 11. Note on the Distribution of Weight per Performance Element (i.e. final rating in IPCR, average
of student evaluation, supervisor’s rating from classroom observation, other appropriate mechanism for performance assessment as ordered by the Campus Director/Executive Director). The approved Campus/Office OPCR, on the other hand, shall have the following:
1. Full Name of the Campus Director/Executive Director (or his or her designated executive official);
2. Name of Campus/Office; 3. Covered Rating Period; 4. Signature of the Campus Director/Executive Director (or his or her designated executive
official); 5. Name and Signature of the Executive Director; 6. Major Final Outputs, Program, Activities and Projects (MFO/P/A/P); 7. Success Indicators per MFO/P/A/P; 8. Budget Allotment per MFO/P/A/P; and 9. Division/Unit/Individual Employee primarily accountable for producing a particular target output
per MFO/P/A/P.
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B. Performance Monitoring and Coaching
The exercise of coaching principles by Division Chiefs/Unit Heads as espoused by the SPMS is critical at this stage. This should allow for an enabling environment/intervention to improve team performance, management, and development of individual employee potentials.
The PSHS System SPMS puts premium on major final outputs towards realization of organizational mission-vision. The rating for planned and/or intervening tasks shall always be supported by reports, documents or any output as proof of actual performance. In the absence of said bases or proofs, a particular task shall not be rated and shall be disregarded. Hence, monitoring by supervisors and by individual employees on the latter’s performance and accomplishment is an important element of the PSHS System SPMS. The forms on performance monitoring and coaching in Annexes 5-7 shall help both key players in implementing this stage of the SPMS.
The Performance Monitoring and Coaching Journal Form A (Annex 5) shall be utilized by the
Supervisor to record critical incidents which will help him/her in coaching the employee towards improved
performance. The form’s version on targets or the Performance Monitoring and Coaching Journal Form A.1 (Annex 6) and assignments or the Performance Monitoring and Coaching Journal Form A.2 assignments
(Annex 7) shall aid the Supervisor in the monitoring of distributed tasks to the members of his/her team. At the organizational level, the Campuses and the OED shall submit their quarterly accomplishment
reports using the accomplished OPCR and the prescribed Quarterly Accomplishment Report Form (Annex 16) to
the Executive Director. These shall be consolidated by the Information Officer and reviewed by the Planning
Committee so as to allow for the submission of a Review Report to the Executive Director. Such a review report
shall include proposed Stop Gap Measures proposed by the campuses/OED or as deemed appropriate by the
Planning Committee in support of the accomplishment of organizational targets. The Executive Director may
confer with the members of the PSHS System Executive Director on the approval of the proposed Stop Gap
Measures prior to their implementation by concerned campuses/office, division, unit, and/or employee.
The performance monitoring and coaching for the whole organization shall also be supplemented by the
submission of the relevant reports on the accomplishment of strategic, core and support functions.. The
Executive Director shall issue an office memorandum on any other reportorial requirements that may be vital to
organizational performance monitoring and coaching.
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C. Performance Review and Evaluation
This stage aims to assess both office and individual employee performance level based on performance targets and measures as indicated in the approved Campus / Office OPCRs and employee IPCRs.
1. Individual Performance Assessment
The Campus Director/Executive Director or his/her designated executive official shall determine
the final assessment of performance level of individual employees in his/her campus/office based on proof of performance. The PSHS SPMS puts premium on major final outputs towards realization of organizational mission-vision. Hence, rating of planned and/or intervening tasks shall always be supported by reports, documents or any outputs as proofs of actual performance. In the absence of said bases or proofs, a particular task shall not be rated and shall be disregarded.
The immediate supervisor shall assess the performance of an individual employee based on
the approved IPCR. The performance rating shall be based on records of accomplishment (e.g. Monitoring/Coaching Journals of the Supervisor and other related supporting documents). Hence, there is no need for self-rating. However, the assessment of an individual employee’s performance shall be discussed by the supervisor with the concerned employee prior to the submission of the individual employee’s IPCR to the Campus Director/ Executive Director.
In order to ensure the facilitation of developmental intervention resulting from the discussion
between Supervisor and employee based on the Supervisor’s notes in his/her Performance Monitoring and Coaching Journal and other references deemed necessary for this purpose, an accomplished Supervisor’s Observation Form (see Annex 8) shall be provided to the employee as feedback on his/her performance.
The Supervisor shall likewise indicate qualitative comments, observations and
recommendations in the IPCR to include competency1 assessment which shall be used for human resource development such as promotion, formulation of training programs and other interventions.
The SPMS Committee of the PSHS System devised a set of general criteria in rating the
performance targets in OPCR/IPCR (please see Table 4) per point score in specific and common items in OPCRs and IPCRs. These have been based on the general standards suggested by the Compendium of Agency Strategic Performance Management System posted in http://excell.csc.gov.ph/cscweb/spmscompendium.html and the carefully discussed set of standards by the PSHS System SPMS Committee based on the common and required deliverables per campus/office or individual personnel.
1 Observable, measurable and vital behavioral skills, knowledge and personal attributes that are translations or organizational
capabilities deemed essential for success; shall be identified for a particular position or job family
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Table 4: General Criteria in Rating the Performance Targets in OPCR/IPCR2
A. QUANTITY OF WORK
POINT SCORE
ADJECTIVAL RATING DESCRIPTION
5
Outstanding (O) Performance exceeding targets by 30% of the planned targets or 130% and above. Those who met targets for accomplishments requiring 100% of the targets such those pertaining to money and accuracy.
4-4.99 Very Satisfactory (VS) Performance exceeding targets by 15% to 29% of the planned targets or 115% to 129%
3-3.99 Satisfactory (S) Performance of 100% to 114% of the planned targets
2-2.99 Unsatisfactory (US) Performance of 51% to 99% of the planned targets. Those who fell short of the targets for accomplishments requiring 100% of the targets such those pertaining to money and accuracy. Those who fell short of the targets for accomplishments which may no longer have exceeded (fixed target).
1-1.99 Poor (P) Performance failing to meet the planned targets by 50% or below
Note: Those who met targets for accomplishments which may no longer be exceeded (fixed target).
B. QUALITY OF WORK
1. Error/Revision (written work)
5
Outstanding (O) no mistakes or deficiency; every aspect of work assignment well covered; clearly presented; well organized; no lapse in grammar or error in content
4-4.99 Very Satisfactory (VS) One or two minor errors or deficiencies; work in accordance with instructions; clearly presented; well organized; 1 or 2 errors in grammar or errors in content
3-3.99 Satisfactory (S) More than 2 minor errors or deficiencies; partial minor revision needed; 3 lapses in grammar or errors in content
2-2.99 Unsatisfactory (US) One or two major errors or deficiencies; major revision needed; 4 or 5 lapses in grammar or errors in content
1-1.99 Poor (P) Work not acceptable; needs total revision; 6 or more lapses in grammar or errors in content
2. Accuracy (written work)
5
Outstanding (O) Excellent results; all aspects of work assignment thoroughly covered; no mistake in performing the duty or 96%-100% accuracy
4-4.99 Very Satisfactory (VS) One or two minor errors in the execution of work assignment; results still very good; 1 or 2 mistakes in performing the duty or 91% to 95% accuracy
3-3.99 Satisfactory (S) More than 2 minor errors or deficiencies in the execution of work assignment; results are acceptable; 3 mistakes in performing the duty or 80% to 90% accuracy
2-2.99 Unsatisfactory (US) One major error or deficiency that can be overcome with help from Supervisor; 4 or 5 mistakes in performing the duty; or 75% to 79% accuracy
1-1.99 Poor (P) Haphazard or careless execution of work assignment; unacceptable result
3. Feedback
5
Outstanding (O) Excellent Feedback
2 The General Standards Suggested by the Compendium of Agency Strategic Performance Management System by the CSC was made a primary reference for this.
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4-4.99 Very Satisfactory (VS) Very Satisfactory Feedback
3-3.99 Satisfactory (S) Satisfactory Feedback (no feedback/no valid complaint)
2-2.99 Unsatisfactory (US) Unsatisfactory feedback (with minor complain)
1-1.99 Poor (P) Poor feedback (with major complaint)
4. 100% Accuracy Rule
5
Outstanding (O) Accomplishment: requiring 100% accuracy such as those pertaining to money accountability (cashiering, disbursing, among others); 100% is the standard; no error is allowed
4-4.99 Very Satisfactory (VS) --not an option for this element
3-3.99 Satisfactory (S) --not an option for this element
2-2.99 Unsatisfactory (US) If standard is not met (below 100% accuracy); there is error
1-1.99 Poor (P) --not an option for this element
C. TIMELINESS
Time Rating
5 (O) 4 (VS) 3 (S) 2 (US) 1 (P)
Scheduled date on schedule NA Beyond schedule
Prescribed time
- day(s) two days before one day before
on scheduled day one day after two days after
- hour(s) four hours
before three hours
before two hours before one hour before on the needed time
- minute(s) one hour
before 45 minutes
before 30 minutes
before 15 minutes
before on the needed time
Regular
-monthly once a month once every 2 months
once every 3 months
once every 4 months once every 5 months
- weekly once a week once every 2 weeks
once every 3 weeks
once every 4 weeks once every 5 weeks
- daily once a day once every 2 days
once every 3 days
once every 4 days
once every 5 days or once a week
NUMERICAL RATING
For Average
Rating
O VS S US P
5.00 4.00 – 4.99 3.00 – 3.99 2.00 – 2.99 1.00-1.99
The Campus Director/Executive Director may adopt appropriate mechanisms to assist in the determination of individual employee performance levels, such as but not limited to Performance Monitoring and Coaching Journal forms illustrated in Annexes 5-8. Classroom observation reports, student evaluation materials and similar documentation may be attached to these forms to substantiate the developmental advise to the Ratee by the Supervisors. The doable and achievable set of appropriate mechanisms shall be agreed by the Director and concerned Supervisors.
At the end of the rating period, the Supervisor and Employee shall accomplish the IPCR as
follows:
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1. Individual Employee/Ratee determines accomplishment based on target for each
performance measure;
2. Supervisor and Employee/Ratee rate each accomplishment by comparing the target against the accomplishment;
3. Supervisor and Employee/Ratee to compute the percentage of accomplishment for each quantitative target using the following formula:
Percentage of accomplishment = accomplishment x 100/target
4. Determine the point score (PS) using the levels of performance based on the general standards on quantity of work (item A of Table 4);
5. Compute for the weighted point score (WPS) using the following formula: WPS = PS x % Weight Allocation
6. Gather total WPS by getting the average of the WPS of each of the performance target;
7. Determine the final numerical performance rating and adjectival rating of an individual employee using Table 5 below. Such numerical and adjectival rating has been adopted from CSC MC No. 13, series of 1999: Revised Policies on PES as prescribed by the Civil Service Commission (CSC) Memorandum Circular No. 6 series of 2012: Guidelines in the Establishment and Implementation of the Agency Strategic Management System (SPMS).
Table 5: Numerical and Adjectival Rating Rating Description
Numerical Adjectival
5.00 Outstanding Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity and initiative. Employees at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are of marked excellence.
4.00 – 4.99 Very Satisfactory Performance exceeded expectations. All goals, objectives and targets were achieved above the established standards.
3.00 – 3.99 Satisfactory Performance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met.
2.00 – 2.99 Unsatisfactory Performance failed to meet expectations, and/or one or more of the most critical goals were not met.
1.00 - 1.99 Poor Performance was consistently below expectations, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in one or more important areas.
8. The Supervisor fills the form with comments and recommendations for the development of the ratee;
9. The Ratee fills the form with his/her name, signature and date of form accomplishment;
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10. The Supervisor fills the form with his/her name, signature and date when the concerned employee was assessed; and
11. The Campus/Executive Director fills the form with his/her printed name, signature and date of form approval.
A teaching personnel’s performance rating for one rating period shall consist of 30% of his or
her performance rating from January to March and 70% of his/her performance rating from June to December. Administrative functions shall be considered in the total average point for teaching personnel with administrative duties. A non-teaching personnel’s performance rating for one period shall cover his/her work accomplishments within the relevant fiscal year.
A personnel’s rating or accomplished IPCR shall be supported by relevant proofs of evidence
that reflect the accomplishments as stated in the IPCR. These may include but are not limited to Supervisor’s Observation Form, Performance Monitoring and Coaching Journals, documentation of innovative teaching materials or administrative work outputs.
The results of the individual performance assessment shall be consolidated into a Summary List of Individual Ratings Report of a Division/Unit (Annex 9) by Division/Unit Heads. This form shall be submitted to the HRM Officer of each of the Campus/Office according to the prescribed period in the PSHS System SPMS calendar. The HRM Officer, in turn, shall consolidate all of the Summary List of Individual Ratings Report by the various divisions/units of a campus/office into the Summary of Individual Performance Ratings Report of a Campus/Office (Annex 14). Such report, the rated Campus/Office OPCR, campus/office quarterly accomplishment reports and other relevant reports as may be authorized by the Executive Director shall be assessed by the PMT of the Campus/Office in terms of their alignment to the approved office performance targets, measures, and before recommending the Campus/Office OPCR to the Executive Director. The same set of documents may be made the basis of the initial performance assessment by the Campus Director/Executive Director.
The average of all individual employee performance assessments shall not go higher than the collective performance assessment of the Campus/Office. The Campus Director/Executive Director shall ensure that each of the employees covered by this SPMS is notified of his/her final performance assessment.
2. Office Performance Assessment
The Campuses/Office through the facilitation of their respective PMTs shall include in their Annual Planning and Budgeting Workshop the discussion of office assessment with heads of divisions/units. In order to ensure complete and comprehensive review by each of the campuses/office, division/unit reports on individual performance assessments, campus/office quarterly accomplishment reports, and other reports as may be ordered by the Campus Director/Executive Director (or his/her designated executive official), shall be used for this activity. The same set shall be made the basis for the annual accomplishment report of the campus/office and the accomplished OPCR. These reports shall be submitted to the Executive Director based on the SPMS calendar.
The Planning Committee shall consolidate, review, validate, and evaluate the initial
performance assessment of the Campus Directors/Executive Director (or his/her designated executive official) as indicated in the submitted OPCRs to the Executive Director. Said Committee shall submit a Review Report to the Executive Director. Once cleared by the Executive Director, the PMT of the Campus/Office shall refer to the Planning Committee’s recommendations for future actions. Such actions may include either a review of the initial performance assessment of the Campus/Office, or to proceed with performance rewarding and development planning.
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The Executive Director shall determine the final rating of the Campuses and Office.
D. Performance Rewarding and Development Planning
A particular added value of the PSHS System SPMS is that the security of tenure of those
holding permanent appointments is not absolute but is based on performance. The result of the
individual employee performance assessment shall be discussed by the concerned Campus
Director/Executive Director, or his/her designated executive official, with the individual employee at the
end of each rating period. Such discussion shall focus on the strengths, competency-related
performance gaps and the opportunities to address these gaps, career paths and alternatives.
Appropriate developmental interventions shall be made available to the employee by the Campus
Director/Executive Director or his/her designated executive official, in coordination with the
Campus/Office HRM Officer through the finalization of a professional development plan (Annex 11).
This document shall be the primary monitoring tool for measuring an individual’s progress and must
indicate the discussed competency gaps and corresponding interventions for improvement between
Campus Director/Executive Director or his/her designated executive official, and the employee with
Unsatisfactory/Poor performance rating.
The Campus/OED PMT shall validate the Outstanding performance rating and may
recommend concerned employees for performance-based awards. Note that the result of the
competency assessment shall be treated independently of the performance rating of the employee.
Performance ratings shall be used as basis for promotion, training, scholarship grants, and other
personnel actions.
Employees who obtained Unsatisfactory rating for one rating period shall be provided
appropriate developmental intervention and first written notice/advice within a month after the end of a
rating period stating that “obtaining unsatisfactory or poor performance in the next rating period shall
mean that he/she will be dropped from the roll” by the Campus Director/Executive Director, or his/her
designated executive official, in coordination with the HRM Officer. This action is aimed at addressing
competency-related performance gaps.
If after advice and provision of developmental intervention, the employee still shows
Unsatisfactory or Poor performance in the immediately succeeding rating period, he/she shall be issued
with a written notice/advice by the concerned Campus Director/Executive Director, or his/her
designated executive official, that “unless he/she shows considerable improvement in performance,
he/she may be dropped from the rolls” at least three (3) months before the end of the rating period. If
the employee continues to exhibit Unsatisfactory or Poor performance one (1) month before the end of
the succeeding rating period, the Campus Director/Executive Director, or his/her designated executive
official, after seeking approval from the PSHS System BOT shall issue a written notice/advice to said
employee that he or she shall be dropped from the roll for failure to deliver the expected targets and
performance standards despite the provided developmental interventions.
The resulting individual performance assessment shall be linked with the Human Resource
Development Program (HRDP) for improvement and enhancement of skills set of PSHS System
personnel. The information on identified strengths, competency-related performance gaps, the
Page 34 of 77
opportunities to address these gaps, discussed career paths and alternatives between Supervisor and
Individual Employee, shall be made the basis for the formulation/refinement of the agency’s HRDP.
The Planning Committee shall assist the Executive Director in ensuring the submission of a
consolidated individual performance review report to CSC’s Field Office indicating alignment of the
collective individual performance rating with organizational/office performance rating.
Figure 4 shows the primary stages of the PSHS System SPMS cycle while the following table
reflects the key periods for the key players to observe in the implementation of the PSHS System
SPMS.
Page 35 of 77
Figure 4: PSHS System SPMS Flow Chart
Issuance of Award (s)
to Outstanding
Employees
PSHS System Executive Committee Recommends
Employees for Performance-Based Awards to
PSHS System BOT for Approval
Formulation of Developmental Plan for Employees with
Unsatisfactory or Poor Performance Ratings by
Supervisor to Campus/Executive Director
Validation of Outstanding Performance Ratings of
Employees for Performance-Based Awards by PSHS
System Executive Committee
Campus/
Executive
Director
Informs
Individual
Employees
of Ratings
If employee continues to obtain Unsatisfactory or Poor Performance Rating, Campus/Executive Director
issues a written advice (dropped from the roll) 3 months before the end of the rating period.
PSHS
System
Annual
Planning
and
Budgeting
Workshop
Campus/
Office PMTs
Discuss and
Finalize
Performance
Targets
(OPCR) with
Unit/
Division
Heads
Executive
Director
Decides on
Campus/
Office
Performance
Targets and
Planning
Committee’s
Review
Report
Campus/
Office PMT
Facilitate
Drafting of
Aligned
IPCRs with
Approved
OPCRs
Campus/ Executive
Director -Approved
IPCRs Distributed to
concerned employees
for implementation
with their respective
Supervisors, HRMOs
copy furnished
Review,
Validation, and
Evaluation of
Campus/Office
Performance
Targets by the
Planning
Committee
Submission
of Review
Report by
Planning
Committee
to the
Executive
Director
Campus/Office
HRMOs to
Submit to CSC
Regional/Field
Office a Copy
of the
Approved
IPCRs and
OPCRs
Consolidation of Quarterly Reports by the
Information Officer and Submission of
Review by the Planning Committee
Discussion of Performance Evaluation between Supervisor and
Employee (as deemed necessary by the Supervisor)
Accomplishment of Performance Monitoring
and Coaching Journal Forms by Supervisor
Submission of Quarterly
Accomplishment Report by
Campuses/OED to Executive Director
through Information Officer
Discussion of Stop Gap Measures
by the PSHS System Executive
Committee
Implementation of Stop Gaps
Measures by Campus/Office,
Division, Unit, Employee
Campus/
OED PMT
Submits
Approved
Review
Report
with
Attached
Rated
IPCRs to
CSC
Regional /
Field
Offices
Discussion
of
Performanc
e
Evaluation
Between
Supervisor
and
Employee
Preparation
of
Summary
List of
Individual
Performanc
e Rating
Report of a
Campus by
the HRMO
Campus/ Office PMT
Recommends Top Performers to
PRAISE Committee
Planning
Committee Prepares
Review Report on
the Validated and
Consolidated Initial
Performance
Assessment by
Campus/Executive
Director
Executive
Director
Decides
on the
Submitted
Review
Report
Campus/
Office
PMT
Acts on
Approved
Review
Report
HRMOs
Facilitate
the
Processing
of
Applicable
Peer and
Client
Rating
Forms
Assessment of
Individual
Employees’
Performance
by Supervisor
Based on
Approved
IPCR,
Monitoring and
Coaching
Journals, etc.
Campus/
Office PMT
submits
Review
Report to
Executive
Director
Consultation
with
Division/Unit
Heads/
Preparation of
Review
Report on
Performance
Ratings by
the Campus/
Office PMT
Preparation
of Summary
List of
Individual
Performance
Rating
Report by
Division
Chiefs
Assessment by PRAISE
Committee
Page 36 of 77
Table 6: Calendar of the PSHS System SPMS
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Stage 1: PERFORMANCE PLANNING AND COMMITMENT
PSHS System Organizational Performance Target Setting
PSHS System Executive Committee,
Campus Academic and Administrative
Division Chiefs, Budget Officers,
Accountants, Planning Committee
Campuses/OED
x
Discussion and Finalization of Performance Targets (OPCR)
Campus/OED PMT and Division/Unit
Heads
Executive Director
4th week
1st week
Review, Validation, and Evaluation of Campus/Office Performance Targets
Planning Committee Executive Director
2nd week
Executive Director Decides on Campus/Office Performance Targets and Planning Committee’s Review Report
Executive Director
Planning Committee,
and PMTs of Campuses/
OED
3rd
week
Facilitation of the Drafting of Aligned IPCRs with Approved OPCRs
Campus/OED PMTs, Division/Unit Heads, Individual Employees
Campus/ Executive Director
4th
week 1st
week
Page 37 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Actions on Any Advise to Revise IPCRs
Concerned Individual Employee, Supervisor
3rd week
Submission of Approved IPCRs and OPCRs
Campus/OED HRMO CSC
Regional/Field Office
4th
week
In case CALIBRATION of Agency Performance Targets is required:
Calibration of Agency Performance Targets
PSHS System Executive Committee,
Campus Academic and Administrative
Division Chiefs, Budget Officers,
Accountants, Planning Committee
Campuses/ OED
1st week
Discussion of draft OPCR with division/unit
heads based on Calibrated Agency
Performance Targets
Campus/OED PMT
Campus Director/Executive Director (or
his/her designated executive official)
2nd
week
Approval of Calibrated Campus/OED OPCR
Campus Director/Executive Director (or his/her
designated executive official)
Executive Director
3rd week
Page 38 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Consolidation, review,
validation and evaluation of submitted Calibrated Campus/OED OPCRs
and submission of Review Report
Planning Committee Executive Director;
Campus/OED
4th week
Drafting of IPCRs based
on Calibrated OPCRs
Individual Employee with respective
Supervisors
Campus/OED PMT
1st – 2nd
week
Submission of IPCRs
with Performance Targets
Supervisors Campus/OED
PMT 3rd
week
Assessment of IPCRs
and Submission of Review Report
Campus/OED PMT
Campus Director/
Executive Director
3rd
week
Implementation of the Recommendations of the
Campus/OED PMT
Individual Employees with respective
Supervisors
Campus/OED PMT
4th week
Approval of Calibrated IPCRs
Campus Director/Executive
Director
HRM Officer/ concerned
Supervisor and Employee
4th
week
Page 39 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Stage 2: PERFORMANCE MONITORING AND COACHING
Accomplishment of Performance Monitoring and Coaching Journals
Supervisors
Kept by
Supervisor (shall be kept with HRMO’s copy of the
rated IPCRs at the end of the rating period)
x x x x x x x x x x x x
Discussion of
Performance Evaluation Between Supervisor and Individual Employee and Issuance of Supervisor’s
Observation Form
Individual Employee with Respective
Supervisor
Concerned Employee/HRM
Officer
x (Annual Rating)
As deemed necessary by Supervisor ( shall focus on the strengths, competency-related performance gaps and the opportunities to address these gaps, career paths and alternatives)
Submission of Quarterly Accomplishment Reports
Executive Director Through the
Information Officer
Campuses/OED
10th of the
month
1st
week
1st wee
k
1st week
Consolidation of
Quarterly Reports
Information Officer Planning
Committee 3rd
week
2nd week
2nd wee
k
2nd week
Submission of Review
Report on Consolidated Quarterly Reports
Planning Committee PSHS System
Executive Committee
4th week
3rd
week
3rd wee
k
3rd week
Page 40 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Discussion of Stop Gap
Measures
PSHS System Executive Committee
Campuses/ Office, Division, Unit, Employee
4th w
eek
or th
e fir
st m
eetin
g of
the
Exe
cutiv
e C
omm
ittee
for
the
Yea
r
Exe
cutiv
e C
omm
ittee
Mee
ting
or a
s or
dere
d by
the
Exe
cutiv
e D
irect
or
Exe
cutiv
e C
omm
ittee
Mee
ting
or a
s or
dere
d by
the
Exe
cutiv
e D
irect
or
Exe
cutiv
e C
omm
ittee
Mee
ting
or a
s or
dere
d by
the
Exe
cutiv
e D
irect
or
Implementation of Stop Gap Measures
Campuses/Office, Division, Unit,
Employee
Campus / Executive Director
x x x x x x x x x x x x
Page 41 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Stage 3: PERFORMANCE REVIEW AND EVALUATION
Assessment of Individual Employees’ Performance
Supervisor Campus/ Executive Director
x
x
Discussion of Performance Evaluation
Supervisor and Individual Employee
Campus/OED HRMO
x
Processing of Applicable Peer and Client Rating Forms
Campus/OED HRMO Supervisor,
Rater (s) and Ratee
x
Preparation of Summary List of Individual Performance Rating Report by Division
Division Chief Campus/OED
HRMO 4th
week
Preparation of Summary List of Individual Performance Rating Report by Campus/Office
Campus/OED HRMO Campus/Office
PMT
1st wee
k
Consultation with Division/Unit Heads and Preparation of Review Report on Performance Ratings
Campus/Office PMT Campus/ Executive Director
2nd wee
k
Submission of Review Report
Campus/Office PMT Executive Director
2nd wee
k
Page 42 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Preparation of Review Report on the Validated and Consolidated Initial Performance Assessment
Planning Committee Executive Director
3rd wee
k
Issuance of Decision on the Submitted Review Report
Executive Director Campus/Office
PMTs
4th wee
k
Submission of Approved Review Report with Attached Rated IPCRs and OPCRs
Campus / Office PMT CSC Regional/
Field Office x
Submission of Recommendation on Top Performers
Campus / Office PMT PRAISE
Committee x
Implementation of Rules on PRAISE (CSC Resolution No. 010112 and CSC MC No. 01, series of 2001 and DOST Administrative Order No. 006, Series of 2002)
PRAISE Committee Campus/Execut
ive Director x
APPEALS Concerned Employee
Campus/Office PMT (first
level); PSHS System
Executive Committee
(second level)
Individual employees who feel aggrieved or dissatisfied with their final performance rating can file an appeal with the PMT within ten (10) days from the date of receipt of notice of their final performance
evaluation rating from the Campus Director/Executive Director or his/her duly designated official. The decision of the PMT may be appealed to the PSHS System Executive Committee. Please refer to date
of receipt of notice of final performance evaluation.
Page 43 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Stage 4: PERFORMANCE REWARDING AND DEVELOPMENT PLANNING
Communication of Ratings to Individual Employees
Campus/Executive
Director
Individual Employees
x
Formulation of Developmental Plan for Employees with Unsatisfactory or Poor Performance Ratings
Supervisor Campus/Execut
ive Director x
Issuance of Developmental Plan and First Written Notice/Advice within a Month After the End of a Rating Period Stating That “obtaining unsatisfactory or poor performance in the next rating period shall mean that he/she will be dropped from the roll”
Campus/Executive Director
Employee (s) with
Unsatisfactory Performance
Rating for One Rating Period
x
Page 44 of 77
Activity (Expected Outputs)
Responsible Unit/ Individual
Submit / Forward To
SCHEDULE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Issuance of Written Notice Stating That “unless he/she shows considerable improvement in performance, he/she may be dropped from the rolls” At Least Three (3) Months Before the End of the Rating Period
Campus/Executive Director
Employee (s) with
Unsatisfactory Performance Rating for 1
Rating Period and Exhibiting Unsatisfactory
or Poor Performance
three (3) months before the end of the
rating Immediately Succeeding
Rating Period
x
Validation / Recommendation of Outstanding Performance Ratings of Employees for Performance-Based Awards
PSHS System Executive Committee
PSHS System BOT
x (
or a
s or
dere
d by
the
Exe
cutiv
e D
irect
or)
Page 45 of 77
Part V: Information System
The PSHS System strives for quality public service delivery as much as it aims for its
organizational outcome of developing critical mass of professionals and leaders in Science
and Technology (S & T). Hence, monitoring of the effective translation of inputs in
government resources to responsive programs, projects and activities for the Filipino people
in general and for its scholars is integral to its commitment of excellence.
Prior to the PSHS System SPMS, the agency has installed a reporting system that
allowed for the submission of required reports by the agency, the national government and
other partner institutions. Its units, especially the campuses, have been providing data on
operations for use in the assessment of the past year’s performance as well as in planning
future initiatives. However, since the individual performance evaluation and the
organizational accomplishment reporting have been conceptualized at different points, there
have been observed tendency for disjointed processing of the resulting data from these two.
With PSHS System SPMS, the agency leadership is even more keen on harmonizing
the flow of communication among the key players of the PSHS System as the successful
implementation of the system heavily rely on documented accounts of performance at both
individual and organizational levels. This reflects the agency’s commitment to “establish a
unified and integrated Results-Based Performance Management System (RBPMS)” as
demanded from all public servants through the Civil Service Commission (CSC)
Memorandum Circular No. 6 series of 2012.
The discussed flow of reports and information in Part IV (PSHS System SPMS Cycle)
and in succeeding table (Table 9) aims to support the data management vital for the timely,
accurate and reliable information for program tracking and performance
monitoring/reporting. Such information system shall have the following specific objectives:
1. To ensure for an updated data bank for use in assessing the continued alignment of
individual employee efforts with organizational goals;
2. To ensure for the implementation of synchronized planning and budgeting where
agency programs, projects and resource planning are based on organizational goals as
specified in the agency’s annual strategic priorities;
3. To aide in the facilitation of performance-based monitoring and evaluation of
individual employees and campuses/office;
4. To aide the agency’s officials and rank-and-file employees in decision-making for
improved project, activity, and program implementation;
5. To allow the agency in exercising the principle of transparency and comply with
reportorial requirements vital to National Government’s public service monitoring
and evaluation; and
6. To make key information available as they are required by the PSHS System SPMS
Cycle
Page 46 of 77
Figure 5: Framework of the PSHS System SPMS Information System
Page 47 of 77
Table 7: Calendar of Data Requirements by the PSHS System SPMS Information System P
erfo
rman
ce P
lan
nin
g a
nd
Co
mm
itm
ent
Set
tin
g
Schedule of Submission/ Finalization
Source/ In-Charge
Key Information Required In-Charge of Consolidation/
File Custodian
November Campus/OED
PMTs OPCR with Approved Performance Targets by the Executive Director Planning Committee
December
Campus/OED OMTs,
Division/Unit Heads
Approved IPCRs Campus/OED HRMOs, Supervisor, Individual
Employees
Per
form
ance
Mo
nit
ori
ng
an
d C
oac
hin
g
January to December
Supervisor Performance Monitoring and Coaching Journal Forms A, A.1 and A.2; Supervisor’s
Observation Form; Back-To-Office Reports of Employees Supervisor
Monthly/Within the Month
After the End of Project
Assigned Project Coordinator
Progress Reports/Narrative Reports on Major and Special Projects Chief of Assigned
Division/Campus/ Executive Director
Page 48 of 77
Period
October GAD Focal Point
Persons of Campuses/OED
Accomplishment Report on Previous Year and Annual Plan for Succeeding Year on Gender and Development
PSHS System GAD Focal Point Person
1st week of February
Administrative Officers/Budget
Officers of Campuses/OED
1) Obligations for Personal Services; 2) Obligations for Personal Services – Automatic Appropriation; 3) Obligations for Maintenance and Other Operating
Expenses or MOOE (with Detailed Breakdown); 4) Obligations for Capital Outlay; 5) Report on Magna Carta Implementation; 6) Budget Estimates Forms or BEst Forms
PSHS System Budget Officer
April Registrars of Campuses
Total No. of Graduates; Performance in UPCAT; Performance in the DOST-SEI Scholarship Examination
Information Officer
July Academic Chiefs
of Campuses
Campus Profile: 1) Gender-Disaggregated Data on Scholars of All Year Levels per City/Municipality of Origin; 2) Performance of Scholars in International Students Achievement Test (SAT); 3) Courses Taken by Graduates; 4) Survival Rate of
Scholars
Information Officer
Year-End Accountants of
Campuses
1) Pre-closing Trail Balance; 2) Post-closing Trial Balance; 3) Detailed and Condensed Balance Sheet; 4) Statement of Income and Expenses; 5) Statement of
Government Equity; 6) Statement of Cash Flows; 7) Schedule of Receivables; 8) Schedule of Payables; 9) Schedule of Prepayments; 10) Detailed Breakdown of
Disbursements; 11) Report of Income; 12) Notes to Financial Statements; 13) Report on Compliance to Audit Findings
PSHS System Accountant
Once a Quarter on
Defined Dates
Accountants of Campuses
1) Report of Income; 2) Summary Report of Disbursements PSHS System Accountant
Once a Month on Defined Dates
Accountants of Campuses
1) Report on Disbursements; 2) Financial Performance Report PSHS System Accountant
as required Accountants of
Campuses Special Reports on Auditing: 1) Statement of Source and Uses of Income; 2) Aging of
Receivables; 3) Aging of Payables; 4) Report on Compliance to Audit Findings PSHS System Accountant
Page 49 of 77
Per
form
ance
Rev
iew
an
d E
valu
atio
n
January Supervisors,
Division Chiefs
Summary List of Individual Performance Rating Report by Division with Accomplished IPCRs with Individual Employee Assessment (with related attachments e.g.
peer ratings, client ratings) Campus/OED HRMOs
February Campus/OED
HRMOs Summary List of Individual Performance Rating Report by Campus/Office
Campus/OED PMTs, Planning Committee
Once per Quarter
(January, April, July, October)
Campus Director/ Executive Director
(or designated official)
Accomplished OPCR (with attached Campus/Office Quarterly Accomplishment Reports) Information Officer
Once per Quarter
(January, April, July, October)
Campus Director for Campuses and
Deputy Executive Director for the OED
Campus/Office Quarterly Accomplishment Reports : 1) Updates on Alumni tracking; 2) Profile of Personnel; 3) Participation and Performance in Local and International
Competitions/Events; 4) Physical and Financial Status of Infrastructure Projects; 5) Report on Forged Partnerships; 6) Report on Trainings/Seminars Participated by Teaching and Non-
Teaching Personnel; 7) Report on the implementation of PSHS System Policies/Programs; 8) Report on Administration of Stipend; 9) List of Instructional Materials and Innovative
Educational Modules produced; 10) No. of Employees Pursuing Studies; 11) Report on Compliance to Transparency Seal Provisions
Information Officer
Per
form
ance
Rew
ard
ing
an
d
Dev
elo
pm
ent
Pla
nn
ing
March Executive Director Final Rating of Individual Employees/Campuses/Office Planning Committee
January Supervisor Professional Development Plan Sheets for Employees Exhibiting Unsatisfactory or Poor
Performance Supervisor, Campus/OED HRMO
for 201 Files
Page 50 of 77
April 18, 2013
• Creation of the System-Wide Committee on the Implementation of the SPMS in the PSHS System
June 2013
• Refinement of the Five-Year Strategic Plan of the PSHS System / Meeting of the Executive Committee (Sub-Committee) on the Drafting of the PSHS System SPMS
June 17, 2013 to
June 18, 2013
• PSHS System SPMS Committee Workshop on the Formulation of the PSHS System SPMS
July 24-25, 2013
• Finalization of PSHS System SPMS
July 26, 2013
• Presentation of the PSHS System SPMS to the PSHS System Executive Committee
October 2013 to March 2014
• Pilot Testing of the PSHS System SPMS
October 2013 to August
2014
• Employee Orientation on the PSHS System SPMS• (November 15, 2013 - Cagayan Valley Campus; November 17, 2013 - Central Luzon Campus; December
16, 2013 - SOCCSKSARGEN Region Campus; January 3, 2014 - Diliman Campus; February 18-19, 2014 - Office of the Executive Director; February 21, 2014 - Central Visayas Campus; March 18, 2014 - Eastern Visayas Campus; March 20, 2014 - Western Visayas Campus; July 21-22, 2014 - Cordillera Administrative Region Campus)
October 2013
• Submission of the PSHS System SPMS to CSC
November 2013 • Presentation of the PSHS SPMS to the PSHS System Board of Trustees (BOT)
VI. Calendar of Activities for the Implementation of the PSHS System
SPMS/Communication Plan
Page 51 of 77
ANNEXES
Page 52 of 77
ANNEX 1: PSHS SYSTEM SPECIAL ORDER NO. 144: CREATION OF THE PERFORMANCE
MANAGEMENT TEAM (PMT) OF THE PSHS CAMPUS/OED AND
PLANNING COMMITTEE AS PSHS SYSTEM SPMS SECRETARIAT
Page 53 of 77
Page 54 of 77
Page 55 of 77
ANNEX 2: OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) FORM Office Performance Commitment and Review (OPCR) Form
I, _________________, Campus Director of the Philippine Science High School -
_______________________________________________, commit to deliver and agree to be rated on the attainment of the
following targets in accordance with the indicated measures for the period _____________________________ to
____________________________.
Campus Director Date
5 Outstanding
4 Very Satisfactory
3 Satisfactory
2 Unsatisfactory
1 Poor
Approved by: Date
Executive Director
5 - Outstanding
4 - Very Satisfactory
3 - Satisfactory
2 - Unsatisfactory
1 - Poor
MFO/P/A/P Success
Indicators
(Targets+
Measures)
Allotted
Budget
Division/Indivi
dual
Accountable
Actual
Accomplish
ment
Rating Remarks
Q E T A
STRATEGIC PRIORITIES
CORE FUNCTIONS
Page 56 of 77
SUPPORT FUNCTIONS
Category MFO Rating
Strategic Priority
Core Functions
Support Functions
Total Overall Rating
Final Average Rating
Adjectival Rating
Assessed by: Final Rating by:
Date Date
Planning
Office
PMT Executive Director
Legend: Q – Quality; E – Efficiency; T- Timeliness; A- Average
Page 57 of 77
ANNEX 3: INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
FORM Individual Performance Commitment and Review (IPCR) Form
I, _________________, ____________________ of the Philippine Science High School -_______________________________________________,
commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period
_______________ to______________ 20___.
RATEE
DATE_________
Reviewed by: Approved by:
Immediate Supervisor Date Campus Director Date
Output Success Indicators (Targets+
Measures)
Actual Accomplishment Rating Remarks
Q E T A
Strategic Priority No:
Output 1
Output 2
Core Function:
Output 1
Output 2
Support Function:
Output 1
Output 2
Final Average
Page 58 of 77
Rating
Comments and Recommendations for Development Purposes
Discussed with: Date Assessed by: Date Final Rating Date
I certify that I discussed my
assessment of the
performance with the
employee:
Employee Supervisor Campus Director/Executive
Director
Legend: Q – Quality; E – Efficiency; T- Timeliness; A- Average
Page 59 of 77
ANNEX 4.a.: SAMPLE OPCR
PHILIPPINE SCIENCE HIGH SCHOOL - ________________________________________
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)
I, __________________ , Director of PSHS __________Campus, commit to deliver and agree to be rated on the attainment of the following targets in
accordance with the indicated measures for the period January to December __________(covered year).
_______________
Director
Date:
Approved by: Date
Executive Director
5 - Outstanding
4 - Very Satisfactory
3 - Satisfactory
2 - Unsatisfactory
1 - Poor
MFO/P/A/P Success Indicators Allotted Budget Division/ Actual Rating Remarks
(Targets +Measures) Indiv. Accountable Accomplishment Q¹
E²
T³
A4
STRATEGIC PRIORITIES
1. Quality Education Through Improved a. 355 scholars supported
8,318,000.00
Page 60 of 77
Student performance
b. At least 1,500 average total score of students who took the SAT 25,000.00
c. 1 participation to international events 50,000.00
d. 5 winnings/recognitions in local and
national competitions 100,000.00
e. Among Top 20 Campus Ranking in
UPCAT
f. 95% of students graduated within the prescribed year of scholarship
2. Culture of Science Through Knowledge Development
a. 1 participation in the curriculum writeshop or assessment writeshop
100,000.00
b. 1 research conducted in support of teaching/learning and utilization of research output by the community
20,000.00
3. Growth and Expansion of Service Delivery
a. Conduct of NCE Promotional Activities within the home region
b. Processing of applications for NCE 60,000
c. at least 6 test centers managed through provision of chief examiners from campus 50,000.00
d. At least 85% of Grade 7 students got a General Weighted Average (GWA) of 2.5 or better in the 2nd quarter
4. Excellence in Governance Through Streamlined Administration and PAPs Management
a. number of new or updated policies, programs, and standards implemented
Page 61 of 77
b. Implemented policies/program within
15 days from effectivity
c. 85% of student-clients rated the policies/programs as satisfactory or better
d. Stipends and allowances released within 5 working days from release of Notice of Cash Allocation (NCA)
5. Promotion of Culture of Science in Various Communities
a. satisfactorily conducted at least 5 local trainings for students/ teachers 150,000.00
b. at least 5 partnerships (e.g. LGUs, local communities, private sector, and other S & T institutions) have been entered into 10,000.00
c. Shared expertise to at least 2 communities of teachers or learners 15,000.00
6. Sustained Development of Competitive Resources
a.1) 70% of employees attended trainings/ seminars for a responsive HRD program through local and international trainings
350,000.00
a.2) 1 graduate degree attained by personnel for a responsive HRD program through newly acquired advanced degrees (M.S./ M.A./Ph.D.)
b. 100% accomplishment of budgeted programs/projects on infrastructure/facilities 7,000,000
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CORE FUNCTIONS:
1. Academic & Instruction
a. 72 approriate instructional materials/ devices/methods produced and implemented by Dec. 15, 2013
20,000.00 All teachers
b. 28 quality student- researches completed and submitted by Dec 2013
Res Advisers/ tchrs
c. 3 major school activities/programs implemented (e.g. Foundation, Recognition, Graduation, etc.) on the scheduled time
76,000.00 CISD/SSD/FAD
d. 2 S & T promotional activities conducted (e.g. Local SciFair,Sci-tech, etc.) before the end of December 2013
10,000.00 Year level tchrs
e. 2 issues of school papers published 55,000.00
School Paper Advisers
2. Homeroom Program
a. 1 group dynamics activity conducted in coordination with the guidance counselor
b. conduct of field trip to social institutions 20,000.00
SUPPORT FUNCTIONS
1. Student Services
a. An orientation/freshmen field day for grade 7 students conducted at the start of classes in June
3,000.00
Guidance Counselor; SG Adviser
b. 100% of enrolled students assigned with assigned with sections and done before the end of May
Guidance Counselor; Registrar
c. 100% requests for certification/TORs accomplished accurately on time
1,000.00
Registrar/Guidance; Cashier
d. 100% of students with problems
All teachers and
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(academic, behavior, etc.) received interventions
Guidance Counselors
e. 2 career guidance activities for the 3rd and 4th year students conducted
5,600.00
Guidance Counselors
f. 2 values enrichment activities/ recollection/retreat conducted (c/o PTA)
Values Education Teacher & Guidance Counselor
g. 100% application of students for UPCAT/DOST-SEI processed without error and done within the prescribed time.
Guidance Counselors/ Registrar
h. 100% of teachers performance monitored and evaluated following existing tools within the prescribed time
Guidance Counselors/ MANCOM/Unit Heads/ PMT
i. 95% of senior-students issued with Certificate of Good Moral Character appropriately Guidance Counselor
j. 100% requests for laboratory assistance served without complaints and done within an hour before the experiments/ laboratory work.
2,000.00
SRAs/Laboratory In-charge
k. 10 laboratory materials/equip ment completely acquired before the end of Dec 2014
500,000.00
SRA/Science Teachers
l. 3 health and wellness activities/ programs conducted
7,500.00 School Nurse
m. 100% of students and employees with minor and major health problems attended to and reported
10,000.00
Nurse/Part-time doctor
n. 100% of personnel's result of annual medical examination reported
50,000.00 Nurse
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o. 100% of weekly monitoring of cleanliness of CRs in the acad. buildings, canteen and gymnasium reported within the prescribed time
Nurse/Environment Committee
p. 50 titles of reference materials or textbooks acquired before the end of Dec 2014
200,000.00
Book Comm/Librarian
q. 3 kinds of newspapers,8 magazines acquired
100,000.00 Librarian
r. 95% of newly acquired books catalogued correctly and within the prescribed time
1,000.00 Librarian
s. 100% of magazines' articles indexed accurately/correctly before end of 2014
500.00 Librarian
t. 100% requests for library assistance served without lapses & within 5 minutes after receipt of requests
Librarian
u. 100% of student-dormers accommodated and oriented properly
Dormitory Managers
v. 100% transient fees collections remitted without error and with- in the prescribed time.
Dormitory Managers
w. 100% of student-dormers with ailments referred to the nurse or doctor for proper attention
5,000.00 Dormitory Managers
Student Services
x. 100% of students categorized and reclassified correctly and submitted within the precribed time.
Scholarship Categorization Committee
y. 100% of the students actively participate in the alternative learning activities (ALA)
20,000.00 ALA advisers /SSD
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2. Property and Supply Management Services
a. 100% of requests for procurement served completely and within the prescribed time
2,000.00
Supply Officer/Canvasser/ BAC
b. 100% requests for quotations/publications of biddings and award of contracts posted in PhilGEPS without error and within the prescribed time.
1,500.00 Supply Officer/ISA
c. 100% of supplies and materials consumptions consumptions reported accurately and within the prescribed time
1,000.00
Supply Officer/SRA/Nurse
d. 100% of delivered items inspected and reports submitted without error and within the day after receipt
1,000.00
Property Officer/Inspection Committee
e. 100% submission of list of property and equipment for disposal completely and correctly
2,000.00 Various personnel
f. 2 inventory reports of properties of the school submitted without error within the prescribed time/COA deadline
1,000.00 Inventory Committee
3. Financial Management Services
a. 100% salaries of personnel & released on time and without error
1,000.00 Cashier
b. 100% of collections deposited on prescribed time and without error.
1,000.00 Cashier
c. 95% paid vouchers submitted to the auditor within the prescribed time and without lapses
500.00 Cashier
d. 95% issued checks disbursed without lapses and within the prescribed time.
2,000.00 Cashier
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e. 100% submission of a complete and realistic budget proposal and submitted within the prescribed period.
2,000.00 Budget Officer
f. A realistic expenditure program submitted before the end of a quarter of the year.
500.00 Budget Officer
g. 100% preparation of requests for obligation acted upon with- out lapses and done within the prescribed time. 1,000.00 Budget Officer
h. 100% updated Registry of Allotments and Obligations of various expenses without error and done within 5 days after the end of the month.
1,000.00 Budget Officer
4. Personnel services
a. 100% of approved positions issued with appointments without error and submitted to the CSC for appropriate action within the prescribed time.
1,000.00 Admin. Officer/Clerk
b. 100% of vacant positions published accurately and done within the prescribed time
1,000.00 Admin. Officer/Clerk
c. 100% of personnel’s' leave cards updated correctly and done
1,000.00 Admin. Officer/Clerk
d. 100% of new personnel enrolled in the various agencies without error and done within the prescribed time.
500.00 Personnel Clerk
5. Maintenance services
a. 95% of equipment in the various offices regularly maintained, made functional
100,000.00 Various personnel
b. 95% of facilities regularly maintained and made functional
250,000.00 Utility Workers/Driver
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6. Other services a. 100% requests for services attended to on time and without lapses
2,000.00
Utility Workers/Driver/ Cashier/Clerk
c. 95% of internal, external and outgoing documents recorded released and filed accurately
2,000.00
Secretary and various personnel
d. 95% of needs and concerns in the Director's Office attended to
12,000.00 Secretary
e, 100% submission of accomplished lDTR without error and submitted within the prescribed time.
1,000.00 All personnel
f. 100% submission of Accomplishment Reports following the prescribed format and submitted within the prescribed time
1,000.00 All personnel
g. 100% submission of IPCR and other reports correctly and accurately and submitted within the prescribed time.
1,000.00 All personnel
h. 5 development programs conducted and implemented (e.g. GAD, etc.)
1,000,000.00 Different Committees
i. 95% submission of financial reports to various agencies (DBM, COA, OED and others) without error and submitted within the prescribed time.
10,000.00 FAD personnel
TOTAL
18,774,600.00
Average Rating
Category MFO Rating
1. Quality Education Through Student Performance
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Strategic Priority 2. Culture of Science Through Knowledge Devt
3. Growth and Expansion of Service Delivery
4. Excellence in Governance through Streamlined Administration and PAPs Mgt
5. Promotion of Culture of Science in various communities
6. Sustained Development of Competitive Resources
7. Nurtured Ties with PSHS Alumni
Core Functions 1. Academic and Instruction
2. Homeroom
Support Functions 1. Student Services
2. Property and Supply Management Services
3. Financial Management Services
4. Personnel Services
5. Maintenance Services
6. Other Services
Total Overall Rating
Final Average Rating
Adjectival Rating
Assessed By: Final Rating by:
Date
Date
Planning Committee Date Performance Management Team Head of Agency
Legend: 1 - Quality 2 - Efficiency 3 - Timeliness 4 - Average
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ANNEX 4.b.: SAMPLE IPCR
The sample form below assumes that the Ratee is a Special Science Teacher (SST) III in a regional campus. Teaching personnel are entrusted with duties and responsibilities by
their respective Directors depending on the unique set of needs or a regional campus. Hence, one SST III may have a different combination of performance targets but which when summed
together with the performance targets of the members of a campus will allow for the accomplishment of the performance targets indicated in the Campus OPCR.
PHILIPPINE SCIENCE HIGH SCHOOL - ____________________________________
INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
I, _________________, of the ___________________________________(division/unit) commit to deliver and agree to be rated on the attainment of the following
targets in accordance with the indicated measures for the period of______________________.
SIGNATURE OVER PRINTED NAME OF RATEE
Date:
Reviewed by: Date: Approved by: Date:
SIGNATURE OVER PRINTED NAME OF
IMMEDIATE SUPERVISOR
SIGNATURE OVER PRINTED NAME OF CAMPUS DIRECTOR
/EXECUTIVE DIRECTOR
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OUTPUT SUCCESS INDICATOR ACTUAL
ACCOMPLISHMENTS
RATING
(Target + Measure) Q1 E2 T3 A4 REMARKS
Core Functions No. 1 Academic and Instruction (50%)
Output a
Three (3) appropriate instructional
materials/devices/methods produced and
implemented very satisfactorily not later
than Dec. 15th
At least satisfactory rating of teaching
performance based from classroom
observation by the Supervisor
At least satisfactory rating of teaching
performance based from student's
evaluation during the two rating periods
Support Function No. 1 Student Services (10%)
Output d
100% of students with academic and
behavioral sanctions/ problems
counselled very satisfactorily and within
the prescribed time
Output h
100% of teachers' performance monitored
and evaluated very satisfactorily using
existing tools within the prescribed time
Support Function No. 6 Other Services (20%)
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Output c
95% of internal and external documents
filed accurately and systematically within
the prescribed time
Output d
95% of memos, letters, speeches or
messages, notices for faculty and staff
meetings, minutes and summary of
actions of faculty and staff meetings, and
the bulletin board as requested by the
Director, prepared very satisfactorily and
on time
Output e
100% of accomplished IDTRs submitted
following the prescribed format and
submitted within the prescribed time
Output f
100% of Monthly Accomplishment
Reports submitted following the
prescribed format and submitted within
the prescribed time
Output g
100% of IPCRs submitted correctly and
accurately within the prescribed time
Output h
The Organizational Development program
(organizational seminar) conducted and
implemented very satisfactorily within the
prescribed time
Output i One (1) training/seminar attended and re-
echoed very satisfactorily and liquidation
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was done within the prescribed time
Other Functions as Special Science Teacher III (20%)
100% of the Annual Profile of assigned
students prepared very satisfactorily and
submitted within the prescribed time
100% of students with attendance
infractions submitted completely filled up
admission slips within the prescribed time
Nine (9) Character Ratings prepared very
satisfactorily and submitted within the
prescribed time
Twenty-one (21) quizzes prepared and
administered to the students very
satisfactorily not later than Dec. 15 of the
current year
Three (3) quarterly exams prepared very
satisfactorily and submitted within the
prescribed time
Six (6) Grading Sheets prepared very
satisfactorily and submitted within the
prescribed time
Nine (9) laboratory reports required and
checked very satisfactorily within the
prescribed time
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One (1) class record accurately prepared
and submitted within the prescribed time
Final Average Rating:
Comments and Recommendations for Development Purposes
Discussed with: Date: Assessed by: Date: Final Rating by: Date:
I certify that I discussed my
assessment of the performance with
the employee:
SIGNATURE OVER PRINTED
NAME OF RATEE
SIGNATURE OVER PRINTED NAME
OF IMMEDIATE SUPERVISOR
SIGNATURE OVER PRINTED NAME OF
CAMPUS DIRECTOR/EXECUTIVE DIRECTOR
Legend: 1 - Quality 2-Efficiency 3 - Timeliness 4 - Average
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ANNEX 5: PERFORMANCE MONITORING AND COACHING JOURNAL
This journal must contain the output of discussion (s) between supervisor and employee during the
rating period.
Performance Monitoring and Coaching Journal
Rating Period:
Name of Campus:
Name of Division/Unit:
Immediate Supervisor:
No. of Teammates in the Division/Unit:
Activity Mechanisms
Date of Meeting Memo Others (Please specify.) Remarks
One-on-One
Group
Monitoring
Coaching
Conducted by: Date: Noted by: Date:
Immediate Supervisor
Head of Office
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ANNEX 6: PERFORMANCE MONITORING AND COACHING (TARGETS) This shall be used by the supervisors in tracking/monitoring targets.
Major Final
Output
Tasks Assigned to
Duration Task Status by Month Remarks
1 2 3 4 5 6 7 8 9 10 11 12
ANNEX 7: PERFORMANCE MONITORING AND COACHING (ASSIGNMENTS) This shall be used by the supervisor in tracking/monitoring assignments.
Reference (e.g. office memo, if any, or
refer to approved IPCR)
Task Action Officer
Output (expected)
Date Assigned
Date Accomplished
Remarks
ANNEX 8: SUPERVISOR’S OBSERVATION FORM
Name of Employee:
Position:
Unit/Division/Campus or Office:
Date of Meeting:
Observed Critical Incident:
Action Plan:
Discussed with employee whose name appears above:
Received by:
Printed Name and Signature of Supervisor Printed Name and Signature of Employee
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ANNEX 9: SAMPLE COMPUTATION AND FORMAT OF SUMMARY OF INDIVIDUAL PERFORMANCE RATINGS REPORT OF A DIVISION/UNIT Summary List of Individual Performance Ratings of a Division/Unit
Name of Division/Unit: A Performance Assessment Very Satisfactory
Rating
Numerical Adjectival
Division A Rating 4 Very Satisfactory
Employee 1 4 Very satisfactory
Employee 2 5 Outstanding
Employee 3 3 Satisfactory
Employee 4 4 Very satisfactory
Employee 5 4 Very Satisfactory
No. of Employees (including division chief/unit head) = 5
Average ratings of staff 20/5=4 Very Satisfactory
Signature Over Printed Full Name of Division/Unit Head
ANNEX 10: SAMPLE COMPUTATION AND FORMAT OF SUMMARY OF INDIVIDUAL PERFORMANCE RATINGS REPORT OF A CAMPUS/OFFICE Summary List of Individual Performance Ratings
Name of Campus/Office: A Performance Assessment Very Satisfactory
Division/Unit A Rating
Numerical Adjectival
Division A Rating 4 Very Satisfactory
Employee 1 4 Very satisfactory
Employee 2 5 Outstanding
Employee 3 3 Satisfactory
Employee 4 4 Very satisfactory
Employee 5 4 Very Satisfactory
No. of Employees (including division chief/unit head) = 5
Average ratings of staff 20/5=4 Very Satisfactory
Division B Rating 3 Satisfactory
Employee 1 3 Satisfactory
Employee 2 4 Very satisfactory
Employee 3 2 Unsatisfactory
Employee 4 3 Satisfactory
No. of Employees = 4
Average ratings of staff 12/4=3 Satisfactory
Division/Unit C 4.5 Outstanding
Employee 1 5 Outstanding
Employee 2 5 Outstanding
Employee 3 4 Very satisfactory
Employee 4 5 Outstanding
Employee 5 4 Very Satisfactory
No. of Employees = 4
Average ratings of staff 18/4=4.5 Very Satisfactory
Summary:
Division A 4 Very Satisfactory
Division B 3 Satisfactory
Division C 5 Outstanding
Average 12/3 = 4 Very Satisfactory
Signature Over Printed Full Name of Division/Unit Head
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Annex 11: PROFESSIONAL DEVELOPMENT PLAN SHEET
Target Date
Review Date
Achieved Date
Aim larger objective e.g. to produce comprehensive reports based on relevant sources
Objective Specific skill to develop – e.g. to develop skills needed in coordinating with teammates/other personnel
Task Next Step
Comments
Target Date
Review Date
Achieved Date
Aim
Objective
Task Next Step
Comments
