Republic of the Philippines

Province Of Negros Oriental

CITY GOVERNMENT OF BAYAWAN
PERFORMANCE MANAGEMENT TEAM (PMT)

INTERNAL GUIDELINES
LIST OF ACRONYMS:

CSC Civil Service Commission

DPCR Department Performance Commitment and Review
E Efficiency
HRMS Human Resources Management Section
IPCR Individual Performance Commitment and Review
IPMCF Individual Performance Monitoring and Coaching Form
LCE Local Chief Executive
LGU Local Government Unit
MFO Major Final Output
OSM Office of Strategy Management
PGS Performance Governance System
PMT Performance Management Team
PRAISE Program on Awards and Incentives for Service Excellence
Q Quality
SMART Specific, Measurable, Attainable, Realistic, and Time-bound
SPMS Strategic Performance Management System
T Timeliness

DEFINITION OF TERMS:
Core Output - Pertains to outputs linked to the main services or products.

Efficiency - Ability to accomplish a job with a minimum amount or quantity of

waste, expense, or unnecessary effort: Absolute numbers;
Percentages; and/or Ranking/Rating/Ratios.

Major Final Output - Refers to the goods & services that our LGU is mandated to deliver
to external clients through the implementation of programs, activities
& projects (PAPs).

PAPs - Refer to programs, activities, and projects undertaken by a

department/agency to achieve the purpose for which it was
established or created. They have to be directly linked to MFOs to
drive performance improvements.

Quality - Gives a sense of whether the Office is doing the right things right
based on its mandates and expectations/requirements of the
clients/stakeholders. Quality or effective performance involves the
following elements: Acceptability; Meeting standards or compliance
with standards; Accuracy; Completeness or comprehensiveness of
reports
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Strategic output - Pertains to outputs that are linked to the priority deliverables. This
also includes outputs related with the Performance Governance
System (PGS) Roadmap, Scorecard and Initiatives

Success indicators - Performance level yardsticks consisting of performance measures

and performance targets.

Support Output - Pertains to those that are linked to providing assistance to other
offices/units.

Timeliness - Time related performance indicators evaluate such things as project

completion deadlines, and other time-sensitive expectations:
Response time; Lead time/length of time; and/or Specific
date/schedule

Civil Service Commission’s Memorandum Circular No. 6, s.2012 mandates the establishment
and implementation of Agency Strategic Performance Management System (SPMS) in all
constitutional bodies, departments, bureaus and agencies of the national government; local
governments units; government-owned and/or controlled corporations (GOCCs) with
original charter; and state universities and colleges.

I. OBJECTIVES
The City Government of Bayawan shall establish and implement the SPMS to provide
the means through which better results can be obtained from the organization,
offices and individual by managing performance. Specifically, the objectives of the
LGU-Bayawan’s SPMS are the following:
a. Concretize the linkages of organizational performance with the Philippine
Development Plan (Anti-corruption, Transparent, Accountable and
Participatory Governance; Poverty Reduction and Empowerment of the
Poor and Vulnerable; Rapid, Inclusive and Sustained Economic Growth;
Just and lasting Peace and the Rule of Law; and Integrity of the
Environment and Climate Change Mitigation and Adaptation)
b. To align the Department’s performance targets to the City Government’s
mission, vision, goals and strategic priorities as expressed in it CLUP, CDP,
ELA and PGS strategies;
c. To align Individual performance targets with Department goals and
priorities;
d. To encourage a team approach to performance management towards
attainment of LGU-Bayawan’s goals;
e. To institutionalize a system of accountability through performance
management;
f. To be able to use the information gathered in human resource plans,
development, management and decision making processes.

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II. COVERAGE

The LGU-Bayawan SPMS shall apply to all regular, elective, co-terminus and casual
employees of the City Government including those detailed to National Government
Agencies (NGAs).

III. FRAMEWORK

The City Government of Bayawan adopts a framework to guide various departments, heads,
supervisors and individual employees in setting targets and rating performance:

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IV. DUTIES AND RESPONSIBILITIES:
 The Performance Management Team (PMT)
 Sets consultation meeting of all Heads of Departments/Offices to
discuss the Department performance commitment and rating
 Ensures that Department/Office performance targets, measure and
budget are aligned with the thrusts, strategic directions and priorities
of LGU-Bayawan
 Recommends approval of the Department/Office performance
commitment and rating
 Acts as Appeals body and final arbiter
 Identifies potential top performers for awards
 Adopts its own internal rules, procedures and strategies in carrying
out responsibilities
 Corrects DPCR, SPCR and IPCR in areas concerning compliance of the form or
any misplacement/miscalculation (based on the rating scale matrix) of the
rating but not change the rating or change/alter the content of the forms
(e.g. accomplishment).

 The Office of Strategy Management (OSM)

 Monitors submission of Department/Office Performance Commitment
and Rating Form and schedule the review/ evaluation by the PMT
 Consolidates, reviews, validates and evaluates the initial performance
assessment based on accomplishments reported against success
indicators and budget against actual expenses
 Conducts LGU performance planning and review conference annually
 Provides each Department/Office with the final Dept./Office
Assessment as basis of offices in the assessment of individual
employees
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  The Human Resource Management Section (HRMS)
 Monitors submission of Individual Performance Commitment and
Rating Form
 Reviews the Summary List of Individual Performance Rating
 Provides analytical data on retention, skill/ competency gaps and
talent development plan
 Coordinate developmental interventions that will form part of the HR
Plan/Capability Development Agenda

 Department Heads
 Conduct a strategic planning session with the supervisors and staff
and agree on the outputs that should be accomplished based on the
goals/objectives of the organization and submits the Office
Performance Commitment and Review Form (OPCR) to the Office
responsible with plans and programs.
 Undertake an initial assessment of Office.
 Review and approves individual employee’s Performance
Commitment and Review Form for submission to the HRMS before
the start of the performance period.
 Determine final assessment of performance level of the individual
employees in his/her Office based on proof or performance.
 Inform employees of the final rating and identifies necessary
interventions to employees based on the assessment of
developmental needs:
 Recommend and discuss a development plan with the subordinates
who obtain Unsatisfactory performance during the rating period not
later than one (1) 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.
 A development plan shall be discussed with the concerned
subordinates as soon as possible.
 In case of unsatisfactory rating, a written notice shall be issued to the
employee. The employee shall be advised in writing by the head of
office that failure to improve performance after two consecutive
unsatisfactory ratings shall be grounds for being dropped from the
rolls.

 Division/Section Heads
 Assume joint responsibility with the Department Head in ensuring attainment
of performance objectives and targets;
 Rationalize distribution of targets/tasks;

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  Monitor closely the status of the performance of their subordinates and
provide support and assistance through the conduct of coaching for the
attainment of targets set by individual employee;
 Assess individual employees’ performance; and
 Recommend developmental intervention.

 Individual Employees
 Act as partners of the office head and their co-employees in meeting LGU
Bayawan’s performance goals.

IV. BAYAWAN CITY SPMS IMPLEMENTATION

A. SPMS Information Management

Templates and information generated through the SPMS will be linked to the
Human Resource Information System (HRIS) in order to produce timely, accurate
and reliable information for program tracking, performance monitoring/
reporting and decision making processes.

B. The SPMS cycle

The SPMS shall follow the Four-Stage SPMS Cycle that underscores the
importance of Performance Management:
1. Performance Planning and Commitment
2. Performance Monitoring and Coaching
3. Performance Review and Evaluation
4. Performance Rewards and Development Planning

Four (4) levels of performance are to be planned for, monitored and assessed in
the LGU-Bayawan SPMS, namely:

 LGU Performance;
 Department Performance;
 Division/Section Performance; and
 Individual Employee’s Performance

Table 1. Indicative SPMS calendar

Date Activity
31 July or earlier Submit proposed budgets for presentation to the LCE, with
indicative MFOs for Support to Operations (STOs) and General

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 Administrative Support Services (GASS) for the following year
October to November Submission of DPCRs for the following year to the PMT
or earlier Including the RSM (Target)
Present to PMT per Department
31 January or earlier Submission of accomplished Department Performance
31 July or earlier Commitment and Rating (DPCR) form to OSM
15 January or earlier Submission of accomplished Individual Performance
15 July or earlier Commitment and Rating (IPCR) rating to HRMS
Quarterly meetings Meetings to synchronize PMT activities and SPMS cycles, for
reporting to the LCE

1. Performance Planning and Commitment

- This is done on or before October to November of every year where the
Department Heads (not their representative) meet with the PMT and agree
on the outputs that should be accomplished for the following year based on
the goals/objectives and direction of the City Government.
- During this stage, success indicators are determined.
- Performance measures through support to operations are linked to the Major
Final Outputs (MFOs). The performance targets of individual employees shall
support the outcomes that the LGU aims to achieve, which are included in
the PGS Scorecard. These performance measures are relevant should be
relevant also to the Department’s core functions and strategic priorities, and
are subject to continuous refinement and review.

o All Departments must include in their Success Indicators under Support

Functions the following:
 LGU Departments attending 80% of LGU activities (e.g. Monday
Morning Convocation, Tawo-Tawo Festival Key Activities, Charter
Day Activities, parades, Inter-Faith Fellowship, Celebration of the
Holy Eucharist and more…). This activities will be supported by an
Office Order, Attendance will be monitored by the HRMS;
 90% accomplishment of targets committed in the Program of Work
of the respective departments; This will be computed end of the
year, an average performance will be computed per department;
and
 Mandatory plans and reports submitted on time (Budget, OPCR,
Annual Accomplishment Reports, Reports required by the National
Agencies and other partner.
o Success Indicators must have at least two (2) measures (e.g. Quality +
Efficiency, Quality + Timeliness…)

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 o Each department must propose its own set of rating scale matrix and
submit it to the PMT for confirmation; When confirmed by the PMT, the
rating scale matrix will serve as guide during the rating period;
o Weights: Core/Mandated 60% and Strategic Functions 20% – [this will
include participation in Vision-Aligned-Circles (VACs) and success indicator
related with the implementation of the Performance Governance System
(PGS) Q as revalida rating; E – individual participation rate – attendance,
oral, accomplishment of commitment (based on OSM Journal thru OSM
Monitor with VAC leader – instrument TBD;) and T – timeliness of reporting
and submission]; and Support Functions 20%. Casual employees will also
formulate their respective (Individual Performance Commitment and
Review) IPCR.

a. Target setting
- The LGU Comprehensive Development Plan (CDP); Executive-Legislative
Agenda (ELA) and PGS Roadmap, Scorecard and Initiatives shall be the basis
for the target setting. Aside from the LGU and Department commitments
explicitly identified under each Strategic Priority, Major Final Output that
contribute to the attainment of the LGU mission/vision which form part of
the core functions’ of the Department shall be indicated as performance
targets.
- In setting work targets, the LGU-Bayawan and Department shall likewise
indicate the detailed budget requirement per expense account to help in
ensuring a strategy driven budget allocation and in measuring cost efficiency.
The PMT shall also identify specific division, unit, group, or individuals as
primarily accountable for producing a particular target output per program,
project, or activity.
- The targets shall take into account any combination of, or all of the following:
i. Historical Data. The data shall consider past performance.
ii. Benchmarking. This involves identifying and comparing the best LGUs
with functions or processes. Benchmarking may also involve
recognizing existing standards based on provisions or requirements of
the law.
iii. Client demand. This involves a bottom-up approach where the LGU
sets targets based on the needs of its clients. The LGU and
Department may consult with stakeholders and review the feedback
on its services.
iv. List of major final outputs (MFOs) which are support to operations
(STOs) and GASS;
v. Top Management Instruction. The LCE may set targets and give
special assignments.
vi. Future trend. Targets may be based from the results of the
comparative analysis of the actual performance of the LGU and
Departments with its potential performance.

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 b. Individual Performance Planning and Commitment

In line with the SPMS objective of aligning individual performance targets to

LGU directions and values, the approved OPCR shall serve as basis for
individual performance targets and measures to be prepared in the Individual
Performance Commitment and Rating (IPCR) form. All IPCRs should be
submitted to HRMS not later than 31 calendar days after the end of the rating
period (January 31 and July 31 respectively) and should be concurred by the
Office head.

2. Performance Monitoring and Coaching

Performance monitoring and coaching pertain to the responsibility of the

supervisor to periodically check the work performance of the subordinate all
throughout the performance period. Monitoring can be done by observing how
the employee performs the task, reading reports submitted by the employee, or
getting feedback from other employees and clients.

The performance of the LGU, Department and every individual shall be regularly
monitored at various levels: i.e., the LCE through the System PMT.

a. Office Monitoring and Coaching System

The Office Performance Monitoring Journal (OPMJ) will be used to monitor

the status of the achievement of targets and major final outputs of a
particular Department. The Department may develop their own monitoring
and coaching documentation system to be submitted to the PMT. The
specific content of the feedback or discussion should be indicated under the
mechanisms by which feedback or coaching was given. The Department shall
certify that monitoring has occurred and feedback given by signing the
journal or monitoring system on a quarterly basis.

b. Modifications in targets and measures of the Office

During the required monitoring, the Office and the PMT shall also review the
targets and measures to determine if modifications are needed to be made
to these targets and measures, especially if Department priorities need to be
shifted. Nevertheless, changes in the targets and measures shall still be
subject to the approval of the City Mayor.

c. Individual Performance Monitoring and Coaching

The Individual Performance Monitoring and Coaching Form (IPMCF) will be

used to monitor significant incidents pertaining to individual employees.
Significant incidents happen when employees have done excellently or poorly
in specific circumstances. Examples are:

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  An employee may have received a commendation (or complaint)
from clients.
 Upon monitoring of a task, the supervisor finds out that the
employee has finished ahead (or behind) schedule.

In any of these instances, the supervisor shall provide feedback to the employee.
Action plans shall be discussed and agreed upon by the supervisor and employee
to further reinforce or improve performance. The Head of Office shall signify
that monitoring has occurred and feedback given by signing the form.

d. Modifications in targets and measures for Individuals

Following any modifications in the targets and measures of the Department,

individual targets and measures may also need to be adjusted.

3. Performance Review and Evaluation

a. Office Performance Review and Evaluation

All Departments shall undergo an office performance review and evaluation

not later than 15 November. The PMT will discuss the Department
assessment with concerned Heads. The evaluation will be based on the
achievements of the Department vis-à-vis the specified success indicators,
including the actual expenses of the Office against the budget specified in the
DPCR. As such, the review will also involve the City Budget Office as regards
to budget utilization.

b. Individual Performance Review and Evaluation

Similarly, employees will undergo assessment of their accomplishment vis-à-

vis their individual targets, which are linked to the Department targets as
specified in their IPCRs.

c. Rating Period

Performance evaluation shall be done semi-annually and must be submitted

to HRMS every July 31 (for the first semester) and January 31 (for the second
semester). However, if there is a need for a shorter or longer period, the
minimum appraisal period is at least ninety (90) calendar days or three (3)
months while the maximum period is not more than one (1) calendar year.
The average rating of every individual will be considered as the Final Rating
for the performance year. However, the average of all individual
performance assessments shall not be higher than the relative performance
assessment of the Department.

d. Rating Computation

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 PART I – PERFORMANCE RATING SCALE

Numerical Rating Adjectival Rating Description or meaning of rating

Performance exceeded expectations by 30% and
above of the planned targets. Performance
Outstanding demonstrated was exceptional in terms of
5 (Exceeds expectations in all quality, technical skills, creativity, and initiative,
targets) showing mastery of the task. Accomplishments
were made in more than expected but related
aspects of the target.
Very Satisfactory
Performance exceeded expectations by 15% to
4 (Exceeds expectations in some
29% of the planned targets.
targets)
Performance met 90% to 114% of the planned
Satisfactory targets. However, if it involves deadlines
3
(Meets expectations/ Acceptable) required by law, it should be 100% of the
planned targets.
Performance only met 51% to 89% of the
planned targets and failed to deliver one or
Unsatisfactory more critical aspects of the target. However, if it
2
(Needs Mentoring/Coaching) involves deadlines required by law, the range of
performance should be 51% to 99% of the
planned targets.
Poor (Needs Improvement/ Close Performance failed to deliver most of the
1
Monitoring) targets by 50% and below.
Note: this rating matrix serves as a general guide in rating performance. Departments and
this organization shall formulate corresponding rating matrix for specific performance/
tasks/functions. Furthermore, this serves as a guide in rating performance for individual
tasks, functions and targets not the overall rating of the individual, section, division, unit or
department.

PART II – SPECIFIC PERFORMANCE RATING SCALE FOR MANDATORY SUCCESS INDICATORS

(Please see attached sheets – for the detailed Rating Scale Matrix)

FINAL SCORE AND COMMENTS

The supervisor shall indicate qualitative comments, observations and

recommendations in the Individual employee’s Performance
Commitment and Review form (IPCR). This will serve as a guide in
improving employee performance in subsequent evaluation periods and
in other appropriate personnel actions.

Employee’s assessment shall be discussed by the supervisor with the

concerned employee prior to the submission of the IPCR to the Head of
Department. The Head of Department shall determine the final
assessment of performance level of the individual employees in his/her
office based on proof of performance. The final assessment shall
correspond to the adjectival description of Outstanding, Very Satisfactory,
Satisfactory, Unsatisfactory or Poor.
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 It should be noted however, that the average of all individual
performance assessments shall not go higher than the collective
performance assessment of the Department. The Department Head
shall ensure that the employee is notified of his/her final performance
assessment and the Summary List of Individual Ratings with the attached
ICPRs are submitted to the HRMS within the period indicated in the SPMS
cycle.

>>> In determining the final equivalent adjectival rating of the employee, the
range of overall point scores is converted as follows:

4.01 – 5.00 Outstanding

3.01 – 4.00 Very Satisfactory
2.01 – 3.00 Satisfactory
1.01 – 2.00 Unsatisfactory
1.00 Below Poor

4. Performance Rewards and Development Planning

- After the assessment of the achievement of an employee against the targets,
both the Supervisor and the Employee will sit down and discuss the
employee’s strengths and areas for improvement. Both supervisor and
employee then identify training programs or other development
interventions that can improve the employee’s competencies and
performance which will form the Staff Development Plan (SDP). The SDP
must be indicated in the IPCR and submitted on January 15 and July 15. This
exercise is especially helpful to those employees who have been given an
Unsatisfactory or Poor Performance Rating. Other uses of the results of this
phase are:
 For Department Heads - identify and provide the kind of interventions
needed, based on the developmental needs identified
 For HRMS - consolidate and coordinate developmental interventions that
will form part of the HR Plan and the basis for rewards and incentives
 For the PMT - identify potential PRAISE Awards nominees for various
awards categories, and
 For the PRAISE Committee – determine the top performers of the LGU
who qualify for awards and incentives.

V. USES OF PERFORMANCE RATINGS

A. Performance-Based Security of Tenure
- Security of tenure of those holding permanent appointments is not absolute but
is based on performance. Employees who obtained unsatisfactory rating for one
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 rating period or exhibiting poor performance shall be provided appropriate
developmental intervention by the Department Head of Office and Supervisor, in
coordination with the HRMS, to address competency-related performance gaps.
- If after advice and provision of developmental intervention, the employee still
obtains a poor rating in the immediately succeeding rating period or another
unsatisfactory rating, he/she may be dropped from the rolls. A written
notice/advice from the Department Head at least three months before the end
of the rating period is required.

B. Eligibility/Qualification for Performance-Based Awards and Incentives

- Grant of incentives like the productivity incentive bonus or other performance
based incentives and awards shall likewise be based on the final ratings of
employees approved by the Department Head and submitted to HRMS. The
PMT shall validate the Outstanding Performance ratings and may recommend
concerned employees for performance-based awards.

C. Personnel Action

Performance ratings shall be used as basis for promotion, competency building

and scholarship grants and other personnel actions.

Officials and employees who shall be on official travel, approved leave of absence
or training or scholarship programs and who have already met the required
minimum rating period of 90 days shall submit the performance commitment
and rating report before they leave the office for their official travel. For those
with rating period below 90 days, the rating in the immediate preceding period
shall apply.

For purposes of performance-based benefits, employees who are on official

travel, scholarship or training within a rating period shall use the average of their
performance ratings obtained in two rating periods immediately preceding.

Employees who are on detail or secondment to another office shall be rated in

their present or actual office, copy furnished their mother office. The ratings of
those who were detailed or seconded to another office during the rating period
shall be consolidated in the office, either the original office (where the
employee’s plantilla item) or present office of deployment, where the employees
have spent majority of their time during the rating period.

VI. SANCTIONS
- Unless justified and accepted by the PMT, non-submission of the Department
Performance Commitment and Review (DPCR) form to the OSM and the Individual

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 Performance Commitment and Review (IPCR) forms to the HRMS within the
specified dates shall be grounds for:
a. Employees’ disqualification for performance-based personnel actions which
would require the rating for the given period such as promotion, training or
scholarship grants and performance enhancement bonus, if the failure of the
submission of the report form is the fault of the employees.
b. 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 individual
performance commitment and review report.
c. Failure on the part of the Department Head to comply with the required
notices to their subordinates for their unsatisfactory or poor performance
during a rating period shall be a ground for an administrative offense for
neglect of duty.

VII. APPEALS
a. Appeals may be filed within ten (10) working days upon receipt of the notice
of their final performance rating from the department head. The PMT shall
decide on the appeal within one month from receipt.
- Officials or employees who are separated from the service on the basis of
two consecutive Unsatisfactory performance or one Poor performance rating
can appeal their separation to the CSC office within 15 days from receipt of
the order or notice of separation.

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