2.  By the end of the session, each participants
should be able to:
 Understand and appreciate the concept behind
the SPMS;
 Craft their respective Office Performance
Commitment and Review (OPCR); and
 Craft their Individual Performance Commitment
and Review (IPCR).

4. CGM
Mission/Vision
Mandates
Strategic
Priorities

5. OFFICE/DEPARTMENT
Individual Employee
Mandates based
on the law, i.e.
Local
Government
Code, City
Ordinances,
Executive Orders,
etc.
Mandates of the
position prescribed
in the Position
Description Form
(PDF) or Job
Description as well
as actual duties

6.  HR Planning
 Management
 Decision Making
Processes

8. AGENCY STRATEGIC PLAN
CGM ORGANIZATIONAL
PERFORMANCE
PHILIPPINE DEVELOPMENT PLAN

9. IPCR
OPCR
Anchored on rational
and factual basis for
TARGETS AND
MEASURES
LCE/Mayor
Department
Head
Individual
Employees
Individual
Employees
Department
Head
Individual
Employees

10. Performance Management
HR Systems
Performance
Based
Security of
Tenure
Personnel Actions
From Hiring
To
Retirement
HR Development
HRD Interventions Incentives/Rewards

11.  Goal aligned to Agency Mandate and
Organizational Priorities.
 Outputs/Outcomes-based
 Team-Approach to Performance
Management
 User Friendly
 Information System that supports Monitoring
and Evaluation
 Communication Plan

12.  SPMS Champion – Local Chief Executive
 Performance ManagementTeam (PMT)
 City Planning and Development Office
 Human Resource ManagementOffice
 Department Heads
 Division Chiefs or equivalent
 Individual Employees

14. Mandate,
Vision,
Mission, Road
Map
Historical Data,
Client Demand,
Benchmark,
FutureTrend,Top
Management
Instruction
OPCR
(Targets)
IPCR
(Targets)
PERFORMANCE
PLANNING AND
COMMITMENT
PMT

15.  During this stage, Success Indicators are
determined:
PERFORMANCE
MEASURES
PERFORMANCE
TARGETS

16. 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

17. Category Definition
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 requirement 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.

18.  The Agency Road Map, Strategic Plan,Annual
Investment Plan, etc. shall be the basis of the
targets of Offices
 Major Final Outputs (MFO) that contribute to
the attainment of organizational
mission/vision which form part of the Core
Functions of the Office shall be indicated as
performance targets

19.  Major Final Output (MFO) – are goods and
services that a department/agency is
mandated to deliver to external clients
through the implementation of programs,
activities, and projects.
 Core Functions – are those performed by the
Office which are inherent in its mandates.

20.  Offices shall indicate the detailed budget
requirements per expense account to help
the agency head in ensuring a strategy driven
budget allocation and in measuring cost
efficiency. (See OPCR)
 The approved OPCR shall serve as basis for
individual performance targets and measures
to be prepared in the IPCR.

21. Performance
Management
Information
System
Performance
Monitoring and
Coaching
Quarterly
Accomplishment
Report
Performance
Monitoring and
Coaching
Journal
CPDO

22. Performance
Management
Information
System
OPCR
IPCR
OFFICE
PERFORMANCE
ASSESSMENT
INDIVIDUAL
PERFORMANCE
ASSESSMENT
OPCR
(Targets and
Ratings)
IPCR
(Targets and
Ratings
CPDO,PMT,CSC
Performance Review
and Evaluation

23.  The CPDO shall consolidate, review, validate
and evaluate the OPCRs
 The PMT shall calibrate and recommend to
the Local Chief Executive for final rating.
 Local Chief Executive shall determine the
final rating of offices/units.

24.  An Agency Performance review conference shall
be conducted annually by the City Planning
Office for the purpose of discussing the Office
Assessment with concerned Department Heads.
 This shall include participation of the City
Budget Office as regards to budget utilization.
 A quarterly accomplishment report shall be
submitted to the CPDO based on the SPMS
Calendar.

25.  Immediate Supervisors shall assess individual
employee performance based on the
commitments made at the beginning of the
rating period.
 The performance rating shall be based solely
on records of accomplishment; hence, there
is no need for self rating.

26.  Rating for planned and/or intervening
tasks shall always be supported by
reports, documents or any outputs as
proofs of actual performance. In the
absence of such, a particular task shall
not be rated and shall be disregarded.
 The Supervisor shall indicate
qualitative comments, observations
and recommendations in the IPCR to
include competency assessment and
critical incidents.

27.  Competency Assessment – Competencies
are observable, measurable and vital
behavioral skills, knowledge and personal
attributes that are translations or
organizational capabilities deemed
essential for success. Competencies shall be
identified for a particular position or job
family.
 Critical Incidents – Record of events,
happenings or actual information affecting
the overall accomplishments of the
employee during the particular rating
period.

28.  Employee’s assessment shall be discussed by
the supervisor with the concerned ratee prior
to the submission of the individual
employee’s IPCR to the Department Head.
 Department Heads shall determine the final
assessment of performance.
 Department Heads may adopt appropriate
mechanisms to assist him such as, but not
limited to peer ranking and client feedback.

29. PERFORMANCE
REWARDINGAND
DEVELOPMENT
PLANNING
Professional
Development
Plan
Competency
Assessment
Rewards and
Incentives
Dept.Head,HRMO,
PMT,PRAISECommittee

31.  Performance Evaluation shall be done semi-
annually.
 Minimum period is at least ninety (90)
calendar days or three (3) months.
 Maximum period is not longer than one (1)
Calendar year.
 Five-point rating scale shall be used (1 to 5), 5
being the highest and 1, the lowest.

32. Numerical
Rating
Adjectival
Rating
Description
5 Outstanding Performance represents an
extraordinary level of achievement and
commitment in terms of quality and
time, technical skills and knowledge,
ingenuity, creativity and initiative.
Employee at this performance level
should have demonstrated exceptional
job mastery in all major areas of
responsibility. Employee achievement
and contributions to the organization are
marked excellence.

33. Numerical
Rating
Adjectival
Rating
Description
4 Very
Satisfactory
Performance exceeded expectations.
All goals, objectives and targets were
achieved above the established
standards.
3 Satisfactory Performance met expectations in
terms of quality of work, efficiency
and timeliness. The most critical
annual goals were met.

34. Numerical
Rating
Adjectival
Rating
Description
2 Unsatisfactory Performance failed to meet the
expectations, and/or one or more of
the most critical goals were not
met.
1 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.

36.  Security of tenure of those holding permanent
appointments is not absolute but is based on
performance.
 PMT shall validate Outstanding performance
ratings and may recommend employees for
performance-based awards.
 Performance ratings shall be used as basis for
promotion, training and scholarship grants and
other personnel actions. Employees with
Outstanding andVery Satisfactory ratings shall be
considered.

37.  Employees who shall be on OfficialTravel,
approved Leave of Absence orTraining or
Scholarship Programs and who have already met
the required minimum of 90 days shall submit
the performance commitment and rating report
before they leave the office.
 Employees who are detailed or secondment to
another office shall be rated in their present or
actual office, copy furnished their mother office.

39.  Heads of agencies may request technical
assistance from the CSC Regional/FieldOffice
concerned on the development,
implementation, or refinement of their
Agency SPMS

40.  Non submission of OPCR and IPCR shall be
ground for:
 Employee’s disqualification for performance-
based personnel actions such as promotion,
training or scholarship grants and PIB, if the
failure of the submission is the fault of the
employees

41.  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 OPCR and
IPCR.
 Failure of the Department Heads to comply with
required notices to their subordinates for
Unsatisfactory or Poor performance shall be
grounds for administrative offense of neglect of
duty.

42.  Non-submission of agency SPMS to the Civil
Service Commission for review/approval shall be a
ground for disapproval of promotional
appointments issued by concerned agency heads.

43.  Office performance assessment as discussed
in the performance review conference shall
be final and not appealable.Any issue/appeal
on the initial performance assessment of an
office shall be discussed and decided during
the performance review conference.

44.  Individual employees who feel aggrieved or
dissatisfied with their final rating can file an
appeal with the PMT within ten (10) days
from the date of receipt of their final
performance evaluation rating from the
Department Head.
 An office/unit or individual employee shall
not be allowed to protest the performance of
other office/unit or individual.

45.  The PMT shall decide on the appeals within
one month from receipt.
 Officials or employees who are separated
from the service on the basis of
Unsatisfactory or Poor performance rating
can appeal their separation to the CSC or its
Regional Office within 15 days from receipt of
the order or notice of separation.

47. To ensure that the customers are served with
high degree of satisfaction through observance
of the Norms of Conduct and Ethical Standards
of Public Officials and Employees.

48. We envision the Human Resource Management
Oficce of the City Government of Malaybalay as
a God-fearing, service-oriented, well equipped
with job-related knowledge, skills, abilities and
habits; healthy, workable and commited public
servants, united by a system of governance
that is just, responsive, efficient and
participatory.

49.  Tourism Development
 Customer Satisfaction
 Human Resource
Development
 Revenue Generation
 InformationTechnology
 Finance and Resource
Management
 Social Equity
 Public
Order/Safety/Security
 Investment
Development
 Gender Equality
 Infrastructure
Development
 Transparency and
Accountability
 Environment
Management
 Food Security

50.  Out of the 14 Key Result Areas of the City
Government, the HRMO identified 6 KRAs as
their Strategic Priority, namely:
 Customer Satisfaction
 Human Resource Development
 InformationTechnology
 Social Equity
 Transparency and Accountability
 Finance and Resource Management

51. MFO SUCCESS INDICATOR ALLOTED
BUDGET
KEY PERSONNEL
Strategic Priority #1: Customer Satisfaction
Certification of
Employment and
Compensation,
Service Records,
Oneness, Leave
Balance, and No
Pending
Administrative
Case Issued
All certifications acted
upon and issued to the
concerned employee
within 15 minutes per
certification from receipt
of request with 3% minor
error.
Php 1,500.00 M. Castil
C.Tulang
A. Espartero
And Personnel
Transactions
Section
QUALITY
TIMELINESS
EFFICIENCY

52. MFO SUCCESS INDICATOR ALLOTTED
BUDGET
KEY PERSONNEL
Strategic Priority #2: Human Resource Development
Training and
Development Plan
Training and
Development Plan
submitted and approved
by Department Head by
August 2012
with 3% minor errors
Dirk Howard G.
Guillermo
QUALITY
TIMELINESS
EFFICIENCY

53.  Identify Major Final Outputs (MFOs) of the
office and identify the KRAs where they
belong.
 Identify the Success Indicators of each MFO.
 Report your work to the whole group for
deliberation.

54. Dirk Howard G. Guillermo
HRMO III –Training and Development