KAGAWARAN NG KATARUNGAN Department of Justice Guidelines... · 2019-01-16 · 18.1 Quarterly Report of Operations (NPS Report Form 2016-1), Yearend Report of Office Resources and

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Republika ng Pilipinas

KAGAWARAN NG KATARUNGAN

Department of JusticeManila

DEPARTMENT CIRCULAR NO. 05 ̂TO

SUBJECT

DATE

The Prosecutor General and Heads of Regional andNCR Prosecution Offices

Guidelines on Performance Evaluation and PerformanceIncentives In the National Prosecution Service for CY 2018

07 January 2019

1.0 This Is to provide internal agency guidelines for evaluating the performance ofoffices/units in the National Prosecution Service (NPS) in line with the followingpolicy issuances:

1.1

1.2

1.3

1.4

1.5

1.6

1.7

CSC Memorandum Circular No. 06, s. 2012 and Department CircularNo. 049, s. 2014, re: Implementation of Strategic PerformanceManagement System (SPMS) in NPS;

Department Circular No. 051, s. 2015, Re: Performance Monitoring andReporting System for the National Prosecution Service (NPS);

CSC-DBM Joint Circulars No. 1, s. 2012 re: grant of step increment/sdue to meritorious service and length of service.

Memorandum Circular (M.C.) No. 2018-1 of the Inter-Agency Task Forceon the Harmonization of National Government Performance Monitoring,Information and Reporting Systems (AO 25 Task Force), andDepartment Circular (D.C.) No. 030, s. 2018, Re: FY2018 Performance-Based Bonus (PBB);

Performance-Informed budget and Program Expenditure ClassificationFramework under the FY 2018 General Appropriations Act, and budgetaccountability requirements of the Department of Budget andManagement and Commission on Audit;

Executive Order No. 27, s. 2017 and Department Circular No. 039, s.2017, Re: Philippine Development Plan and DOJ Development Plan for2017-2022; and

Department Order No. 323, s. 2017 Re: Monitoring and EvaluationSystem for Delegated Responsibilities/Functions/Authority of SeniorOfficials and Progress of Priority Programs/Projects/Policies.

Page 1 of 6

Office Performance Evaluation Measures and Requirements

2.0 Rating of each office and regional cluster shall be based on the performanceindicators, targets and rating/ranking system implemented under D.C. No. 049,s. 2014, as detailed/illustrated in Annex "A":

2.1 Performance weights for office/cluster performance evaluation, shall beas follows;

2.1.1 Case Disposition Rate (50%);2.1.2 Case Aging (40%); and2.1.3 Prosecution Success Rate (10%).

2.2 Two (2) scores will be given for every indicator referring to the followingcriteria/rating scales, the average of which will serve as finalperformance rating for the indicator:

2.2.1 Existing rating scale under D.C. No. 049, s. 2014, which assignsscores for particular decrease or increase in performancedepending on the office/delivery unit case load (i.e. prosecutor-case ratio); and

2.2.2 Rating scale which assigns scores for attaining or proximity withthe following national DOJ targets, as indicated in the CY 2018General Appropriations Act (GAA), pro-rated in accordance withthe office/cluster case load:

2.2.2.1 Case disposition rate (resolved cases as percentage ofall cases handled for investigation/resolution) - 85%,

2.2.2.2 Case aging (percentage of criminal complaints forpreliminary investigation pending within 120 days) -50%; and

2.2.2.3 Prosecution success rate (percentage of prosecutionswith favorable judgments) - 75%.

3.0 The said rating shall be based on evaluated performance per data submitted inthe Quarterly Report of Operations (NFS Report Form 2016-1) and YearendReport of Office Resources and Amenities (NFS Report Form No. 2016-2) forsubmission by the 15*^ day of the month after the subject quarter and year,respectively, pursuant to Department Order No. 051, s. 2015.

4.0 Accomplishments on priority programs/projects/activities in the DOJDevelopment Flan under Department Circular No. 39, s. 2017 shall besubmitted using the attached Quarterly Accomplishment Report on FriorityFrograms/Frojects/Activities and Other Assigned/Delegated Duties andResponsibilities (Annex B). The said report shall be submitted together with theQuarterly Accomplishment Report in 3.0 above.

5.0 Separate guidelines will be issued based on the provisions of MC 2018-1 andguidance of the A025 lATF particularly on the streamlining and processimprovement of agency/office critical services, as among the eligibilityrequirements to the FY 2018 FEB.

Page 2 of 6

Evaluation Clustering of Offices for Purposes of Performance Incentives

6.0 For purposes of office performance evaluation and ranking the following shallbe the basis of the NCR and regional clustering, subject to policy guidance fromthe AO 25 Task Force:

6.1 NFS NCR Cluster:

6.1.1 DOJ Prosecution Staff

6.1.2 City Prosecution Office Caloocan6.1.3 City Prosecution Office Las Pifias6.1.4 City Prosecution Office Makati6.1.5 City Prosecution Office Malabon6.1.6 City Prosecution Office Mandaluyong6.1.7 City Prosecution Office Manila6.1.8 City Prosecution Office Marikina6.1.9 City Prosecution Office Muntinlupa6.1.10 City Prosecution Office Navotas6.1.11 City Prosecution Office Parafiaque6.1.12 City Prosecution Office Pasay6.1.13 City Prosecution Office Pasig6.1.14 City Prosecution Office Quezon6.1.15 City Prosecution Office San Juan6.1.16 City Prosecution Office Taguig6.1.17 City Prosecution Office Valenzuela6.1.18 City Prosecution Office Antipole6.1.19 Provincial Prosecution Office Rizal

6.2 NFS Regional Cluster:

7.0

llocos RegionCagayan ValleyCentral Luzon

Calabarzon & MimaropaBicol

Western VisayasCentral VisayasEastern VisayasZamboanga Peninsula- Northern Mindanao

- Davao

- Soccsksargen- Caraga-ARMM

This means that office/regional performance of the above-listed delivery unitswill be evaluated separately and force ranked within each cluster, to determinethe corresponding PBB amounts in accordance with the following PBBpercentage distribution prescribed by the AO 25 Task Force:7.1 "Best" delivery unit - Top 10%;7.2 "Better" delivery unit - Next 25%;7.3 "Good" delivery unit - Next 65%.

6.2.1 Regional Prosecution Office 1 -

6.2.2 Regional Prosecution Office2-

6.2.3 Regional Prosecution Office 3-







6.2.10 Regional Prosecution Office 10





Page 3 of 6

8.0 Hence, each of the said two (2) regional clusters shall have its own best, betterand good delivery units. In case of equal adjectival ratings and calculatedweighted scores among two or more delivery units, forced ranking shall bebased on the assessment of performance aspects such as service/outputquality and responsiveness not quantified and included in the prescribedindicators.

Requirements and Performance Incentives for individuals/Employees

9.0 Third level officials shall be rated using the Career Executive ServicePerformance Evaluation System (CESPES) and should receive a rating of atleast "satisfactory".

10.0 First and second level employees/officers shall be rated through the SPMSunder OSC M.C. No. 6, s. 2012, and D.C. No. 049, s. 2014. The saidemployees/officers should receive a rating of at least "satisfactory" in the CSC-prescribed Individual Performance Commitment and Review (IPCR) formsapproved by respective supervisors and heads of offices.

11.0 For Regions 1 to 14, IPCR forms offices shall be securely retained by theregional offices as part of official employee records and among the basis forprofessional and career development interventions/programs therein. Only theSummary List of Employee Ratings prescribed under D.C. 049, s. 2014, shallbe submitted to the Personnel Division. For NCR prosecution offices, approvedIPCR forms and Summary List of Employee Ratings (copy attached) shall besubmitted to the Personnel Division through the DOJ Prosecution Staff.

12.0 The heads of city and provincial prosecution offices shall be rated according tothe actual rating of their respective offices within the region. Hence thecalculated performance rating approved by the Prosecutor General andRegional Prosecutors, as the case may be, shall serve as the annualperformance rating of the said heads of city and provincial prosecution offices.

13.0 In case that an employee is partially detailed or assigned to more than one (1)office (i.e. concurrently or otherwise) within the same rating period, the followinggeneral guidance shall be observed;13.1 Separate IPCR with commitments, targets and accomplishments can be

submitted to and rated by the supervisor/head of each office where theemployee is assigned;

13.2 The employee's ratings in both/all offices assigned to shall beproportionately aggregated/averaged to determine the overall employeerating for the rating period covered;

13.3 For purposes of performance-based incentives, the employee shall belisted in the office wherein he/she had spent more time or effort, as thecase may be, subject to agreement of the supervisors or determinationof the Performance Management Team (PMT), as necessary.

14.0 Pursuant to OSC MO No. 6, s. 2012, the average rating of all individualperformance assessments shall not be higher than the calculated performancerating of the office based on evaluation and rating by the PMT. If otherwise, thehead of office concerned shall be required to adjust the individual employeeratings to conform with the said policy.

Page 4 of 6

15.0 The PBB rates of individual employees shall depend on the ranking of thedelivery unit where they belong, based on the individual's monthly basic salaryas of December 31, 2018, as follows, but not lower than P5,000.00:

Performance CategoryPBB as % of Monthly

Basic Salary"Best" delivery unit 65%

"Better" delivery unit 57.5%

"Good" delivery unit 50%

16.0 Step increments due to meritorious performance pursuant to CSC-DBM JointCirculars No. 1, s. 2012, may be granted to qualified officials/employees withinthe 5% of the total number of personnel in every region/office, as follows:

16.1 Two (2) steps for two (2) ratings of "outstanding" during the two (2) ratingperiods within a calendar year; and

16.2 One (1) step for one (1) rating of "outstanding" and one (1) rating of "verysatisfactory", or two (2) ratings of "very satisfactory" during the two (2)rating periods within a calendar year.

17.0 Based on the said percentage criteria, the Personnel Division shallproportionately determine the maximum number of personnel in eachregion/office to be qualified for the said step increment, based on the plantillaand actual deployment of personnel. Heads of the said regions/offices shallthen determine the subordinate personnel who will be granted such benefit,subject to the cited required performance rating.

18.0 Eligibility for the FY 2018 PBB and step increment for meritorious performancerequires compliance to the SPMS. Non-compliance to the following SPMSrequirements shall warrant disqualification of offices/employees concerned:

18.1 Quarterly Report of Operations (NPS Report Form 2016-1), YearendReport of Office Resources and Amenities (NPS Report Form No. 2016-2), Accomplishment Report on Priority Programs and Projects, and allnecessary/applicable data therein; and

18.2 Duly accomplished/approved IPCR forms, with success indicators,accomplishments and ratings for individual prosecutors and employees.

19.0 Individual performance evaluation/rating and/or grant of the subject incentivesmay be withheld pending compliance of the following:

19.1 All officials/officers/employees - liquidation of cash advances that areoverdue at the time of grant of incentive; and

19.2 Heads of offices concerned - submission of report/certification onstreamlining/process improvement of critical services andimplementation of ISO Quality Management System requirements (i.e.subject to separate guidelines), as applicable.

Page 5 of 6

Implementing Procedures

20.0 The PMT shall oversee PBB implementation in accordance with the hereinguidelines and provide further guidance or management/policyrecommendations on the matter.

21.0 The Planning and Statistics Division shall provide the PMT the result of theevaluation of office performance based on quarterly accomplishment reportsvis-a-vis the herein adopted indicators, targets and rating scale, as well ascompliance to all other herein requirements.

22.0 The Personnel Division shall enforce the requirements and rating/rankingcriteria at the individual/employee level and step increment for meritoriousperformance, including compliance to CESPES and SPMS, policy stated in item14.0, and other pertinent Civil Service and compensation rules and regulations.

23.0 The PMT shall duly inform offices concerned on compliance deficiencies andcalculated office performance and rating based on the reports received andprocessed.

24.0 The PMT may, on its own initiative and upon higher management directive,review/validate office performance ratings especially those that will havesignificant implications/impact on personnel actions such as promotion,incentives and sanctions.

25.0 Concerns/complaints in relation to this guidelines and implementation thereofshall be formally submitted/referred to the PMT Chairperson or raised duringperformance assessment and planning session.

26.0 The Planning and Management Service shall organize a management sessionfor the NPS within February 2019 to review/evaluate the accomplishmentsbased on the reports submitted, and update/ calibrate indicators and targets for2019 onwards.

27.0 Heads of offices shall ensure that this is disseminated to constituent offices andemployees immediately upon receipt.

28.0 This Circular takes effect immediately and supersedes provisions of previouspolicy issuances/directives inconsistent herewith.

For guidance and compliance of all concerned.

For the Secretary of^stice:

ADRIANTEF^NAND S. SUGAYUndei4ecreta/y & Officer-in-Charge

(per DepmmentjDrder No. 759 dated 11/20/18)Department of Justice ̂ ACN: 0201901008

Page 6 of 6

Annex A

National Prosecution Service

Office Performance Targets for the Strategic Performance Management System

Criteria for Performance Eva uation and Rating

Success IndicatorsPerformance Levels

Performance WeightCriteria 1 Criteria 2

Case Disposition Rate Level of performance/ Level of attainment of the 50%

Case Aging improvement from over-all NPS target for the 40%

Prosecution Success Rate previous year current year 10%

Total 100%

B. Formula/Computation

Success Indicators Formula

Case Disposition Rate Average of Criteria 1 and Criteria 2 x Performance Weight (50%)Case Aging Average of Criteria 1 and Criteria 2 x Performance Weight (40%)Prosecution Success Rate Average of Criteria 1 and Criteria 2 x Performance Weight (10%)Total Weighted Score Case Disposition Rate + Case Aging + Prosecution Success Rate

Sample Computation

Success Indicators Criteria 1 Criteria 2 Total Average Performance Weight Weighted Score

(a) (b) (0 (d)=(b+c)/2 (e) (f)=(cre)

Case Disposition Rate 5 4 4.5

[(5U)/2]50% 2.25

(4.5x50%)

Case Aging 5 5 5.0

[(5*5)^2]40% 2.00

(5.0x40%)

Prosecution Success

Rate

3 5 4.0

[(3-»5)/2]10% .40

(4.0x10%)

Total Weighted Score 4.65

(2.25+2.0+0.40)

Adjectival Rating Outstanding

C. Rating Scale

1. Case Disposition Rate

a. Heavy Case Load

2017

Actual

CRITERIA 1

(Score and Performance Levels)

2018

NPS

Target

CRITERIA 2


5 4 3 2 1 5 4 3 2 1

95%-

100%

At most

5% lower

At most

10%

lower

At most

15%

lower

At most

20%

lower

More than

20%

lower

85% At

least

77%

At

least

68%

At

least

60%

At

least

51%

Lower

than

51%

90%-

94%

At most

4% lower

At most

8%

lower

At most

12%

lower

At most

16%

lower

More than

16% lower

81%-

90%

At most

2% lower

At most

4%

lower

At most

6%

lower

At most

8%

lower

More than

8% lower

61%-

80%

At most

1% lower

At most

2%

lower

At most

4%

lower

At most

7%

lower

More than

7% lower

60%

and

beiow

At least

1% higherAt least

same

At most

3%

lower

At most

6%

lower

More than

6% lower

Page I 1

Annex A

I). Medium Case Load

2017

Actual

CRITERIA 1


2018

NPS

Target

CRITERIA 2

(Score and Performance Levels

54

32

15

43

21

95%-

100%

Almost

4%

lower

At most

8% lower

Almost

12%

lower

Almost

16%

lower

More than

16% lower

85%

At

least

81%

At

least

72%

At

least

64%

At

least

55%

Lower

than

55%

90%-

94%

At most

2%

lower

At most

4% lower

Almost

6%

lower

Almost

8%

lower

More than

8% lower

81%-

90%

At most

1%

lower

At most

2% lower

At most

4%

lower

At most

7%

lower

More than

7% lower

61%-

80%

At least

same

Almost

1% lower

Almost

3%

lower

At most

6%

lower

More than

6% lower

60%

and

below

At least

2%

higher

At least

same

At most

2%

lower

Almost

5%

lower

More than

5% lower

c. Light C

ase Load

2017

Actual

CRITERIA 1


2018

NPS

Target

CRITERIA 2


54

32

15

43

21

95%-

100%

Almost

2%

lower

Almost

4% lower

Almost

6%

lower

Almost

8%

lower

More than

8% lower

85%

At

least

85%

At

least

77%

At

least

68%

At

least

60%

Lower

than

60%

90%-

94%

Almost

1%

lower

Almost

2% lower

At most

4%

lower

At most

7%

lower

More than

7% lower

81%-

90%

At least

same

Almost

1% lower

Almost

3%

lower

At most

6%

lower

More than

6% lower

61%-

80%

At least

2%

higher

At least

same

At most

2%

lower

At most

5%

lower

More than

5% lower

60%

and

below

At least

4%

higher

At least

2% higher

At least

same

At most

5%

lower

More than

5% lower

2.

Case

a. Heav

Aging

y Case Load

2017

Actual

CRITERIA 1

(Score and Performance Levels)2018

NPS

Target

CRITERIA 2


54

32

15

43

21

96%-

100%

Almost

5%

lower

Almost

10% lower

Almost

15%

lower

At most

20%

lower

More than

20%

lower

50%

At

least

45%

At

least

40%

At

least

35%

At

least

30%

Lower

than

30%

81%-

95%

At most

4%

lower

Almost

8% lower

Almost

12%

lower

Almost

16%

lower

More than

16%

lower

66%-

80%

Almost

2%

lower

Almost

4% lower

Almost

6%

lower

Almost

8%

lower

More than

8% lower

41%-

65%

Almost

1%

lower

Almost

2% lower

Almost

4%

lower

At most

7%

lower

More than

7% lower

40%

and

below

At least

1%

higher

At least

same

Almost

3%

lower

At most

6%

lower

More than

6% lower

Page I 2

Annex A

1). Medium Case Load

2017

Actual

CRITERIA 1


NFS

Target

CRITERIA 2


54

32

15

43

21

96%-

100%

Almost

4%

lower

Almost

8% iower

At most

12%

lower

At most

16%

lower

More than

16% lower

50%

At

least

48%

At

least

43%

At

least

38%

At

least

33%

Lower

than

33%

81%-

95%

Almost

2%

lower

At most

4% lower

Almost

6%

lower

Almost

8%

lower

More than

8% lower

66%-

80%

At most

1%

lower

At most

2% lower

Almost

4%

lower

Almost

7%

lower

More than

7% iower

41%-

65%

At least

same

Almost

1% lower

Almost

3%

lower

At most

6%

lower

More than

6% iower

40%

and

below

At least

2%

higher

At least

same

Almost

2%

lower

Almost

5%

lower

More than

5% lower

c. Light C

ase Load

2017

Actual

CRITERIA 1


NFS

Target

CRITERIA 2


54

32

15

43

21

96%-

100%

Almost

2%

lower

Almost

4% iower

At most

6%

lower

At most

8%

lower

More than

8% lower

50%

At

least

50%

At

least

45%

At

least

40%

At

least

35%

Lower

than

35%

81%-

95%

At most

1%

lower

Almost

2% iower

Almost

4%

lower

At most

7%

lower

More than

7% lower

66%-

80%

At least

same

Almost

1% iower

Almost

3%

lower

Almost

6%

lower

More than

6% lower

41%-

65%

At least

2%

higher

At least

same

Almost

2%

lower

At most

5%

lower

More than

5% lower

40%

and

below

At least

4%

higher

At least

2% higher

At least

same

Almost

5%

lower

More than

5% lower

3. Prosi

a.

Heav

icution Success Rate

y Case Load

2017

Actual

CRITERIA 1


NFS

Target

CRITERIA 2

(Score and Perfonnance Levels

54

32

15

43

21

96%-

100%

Almost

5%

lower

Almost

10% lower

At most

15%

lower

Almost

20%

lower

More than

20% lower

75%

At

least

68%

at

least

60%

at

least

53%

at

least

45%

Lower

than

45%

91%-

95%

Almost

4%

lower

Almost

8% lower

At most

12%

lower

Almost

16%

lower

More than

16% lower

81%-

90%

At most

2%

lower

Almost

4% lower

Almost

6%

lower

At most

8%

lower

More than

8% lower

61%-

80%

Almost

1%

lower

At most

2% lower

Almost

4%

iower

At most

7%

lower

More than

7% lower

60%

and

below

At least

1%

higher

At least

same

At most

3%

lower

Almost

6%

lower

More than

6% lower

Page I 3

Annex A

I). Medium Case Load

2017

Actual

CRITERIA 1{Score and Performance Levels)

2018

NFS

Target

CRITERIA 2(Score and Performance Levels

5 4 3 2 1 5 4 3 2 1

96%-

100%

At most

4%

lower

At most

8% lower

At most

12%

lower

At most

16%

lower

More than

16% lower

75% At

least

71%

At

least

64%

at

least

56%

at

least

49%

Lower

than

49%

91%-

95%

At most

2%

lower

At most

4% lower

At most

6%

lower

Almost

8%

lower

More than

8% lower

81%-

90%

At most

1%

lower

At most

2% lower

At most

4%

lower

At most

7%

lower

More than

7% lower

61%-

80%

At least

same

At most

1% lower

At most

3%

lower

At most

6%

lower

More than

6% lower

60%

and

below

At least

2%

higher

At least

same

At most

2%

lower

At most

5%

lower

More than

5% lower

c. Light Case Load

2017

Actual

CRITERIA 1(Score and Performance Levels)

2018

NFS

Target

CRITERIA 2(Score and Performance Levels

5 4 3 2 1 5 4 3 2 1

96%-

100%

At most

2%

lower

At most

4% lower

At most

6%

lower

At most

8%

lower

More than

8% lower

75% At

least

75%

At

least

68%

At

least

60%

at

least

53%

Lower

than

53%

91%-

95%

At most

1%

lower

At most

2% lower

2.1% to

4%

lower

Almost

7%

lower

More than

7% lower

81%-

90%

At least

same

At most

1% lower

At most

3%

lower

Almost

6%

lower

More than

6% lower

61%-

80%

At least

2%

higher

At least

same

At most

2%

lower

Almost

5%

lower

More than

5% lower

60%

and

below

At least

4%

higher

At least

2% higherAt least

same

Almost

5%

lower

More than

5% lower

Page 1 4

Office: Prosecution Staff

Annex B

Department of JusticeACOOMPLISHMENT REPORT ON PRIORITY PROGRAMS/PROJECTS/ACTIVITIES

CY201B

Program/Project Indicators/TargetsActual

AccomplishmentChallenges/Constraints /\ction/s Taken/Recommended

1. Rationalize core and support processes, and document into systems

and procedures manuals

All core and vital support processes withsystems/procedure manuals

2. Engage stakeholders particularly In Ihe development/Implementation/evaluation of policies and programs, as applicable

Engagement mechanlsm/s In place, as mandated orapplicable

3. Improve human resource management Including competency mappingand development proyams, hamnonlzed staffing structure, addressingcompensation disparities, and managing performance

Competency, staffing and compensation standardsdeveloped/ adopted/implemented, as applicable

4. Work on rationalizing the criminal Investigation process Including

possible changes In the criminal procedures and evidence thresholds

Study on criminal Investigation completed

5. Enhance scientific Investigation capability of the Department towards

effective/efficient case build up and prosecution using more physicalevidence and less dependency on testimonial evidence

At least 90% of core personnel trained In scientificInvestigation

6. Streamline frontline processes consistent with the Anti-Red Tape Actand In line with the President's directives

Streamlined local/lntemal/offlce-speclfic processes

7. Establish/enhance public assistance and complaint desks In all offices

nationwide with frontline services

Case management system certified starting w/1prosecution office

8. Develop and implement case decongestion strategies/program In theNational Prosecution Service to reduce/minimize backlogs and helpensure speedy justice for both complalnants/vlctlms andrespondents/perpetrators

Case decongestion programdeveloped/adoptedTimplemented

9. Intensify law enforcement against Illegal drugs, conuptlon, humantrafficking, temorism, cybercrime, human rights violations, competitioncases and environmental crimes as among the Administration's priorityareas. Including support for necessary legislation

Draft Bllls/posltlon papers submitted or policiesIssued/submitted TenorisnV terrorism financing;

Updated Inter-agency MOA on environmental cases

10. Establish gender-sensitive, child-friendly and accessible service

facilities and procedures Including frontline services, public assistancedesks and amenity/ Infrastructure provisions

Established In at least 1 office per region per year Inline with DOJ guidelines

11. Facilitate Investigation, prosecution and monitoring of grave humanrights violation cases pursuant to relevant laws and In conformance with

International human rights standards

Expedient Investigation of cases handled/assigned

12. Support and sustain participation In the Justice Sector CoordinatingCouncil (JSCC) as the adopted mechanism for Inter-agency dialogue and

coadlnated Implementation of reforms In the justice system

Sustained participation In JSCC and joint Initiatives,both at the national and local levels (I.e. local "Justice

Zones")

' Including prograins/projects/activities specified in the 2017-2022 Philippine Deveiopment Plan and/or DOJ Development Plan under Executive Order No 27 and Department Circular No. 39, s, 2017. respectively

Submitted by: Date;

Krosecutor General

Department of JusticeREPORT ON PRIORITY PROGRAMS/PROJECTS/ACTIVITIES

CY2018

Annex B

NCR Prosecution Office;.

ProgramfPrpject Indicators/Targets Actual Accompiishment Challenges/Constraints Action/s Taken/Recommended

1. Streamline frontline processes consistent witti ttie Anti-Red Tape Act

and in line with the Presidents directives

Streamlined local/internal/office-specific processes

2. Establish/enhance public assistance and complaint desks in alloffices nationwide with frontline services

All prosecution offices with functional public assistance

and complaint desks

3. Develop and implement case decongestion strategies/program in theNational Prosecution Service to reduce/minimize backlogs and help

ensure speedy justice for both complainants/victims andrespondents/perpetrators

Case decongestion programdeveloped/adopted/implemented

4. Intensify law enforcement against Illegal drugs, corruption, humantrafficking, terrorism, cybercrime, human rights violations, competition

cases and environmental crimes as among the Administration's priorityareas, including support for necessary legislation

Expedient investigation of cases handled/assigned

5. Establish gender-sensitive, child-friendly and accessible senrice

facilities and procedures including frontline services, public assistancedesks and amenity/ infrastructure provisions

Established in at least 1 office per region per year inline with DOJ guidelines

6. Facilitate investigation, prosecution and monitoring of grave humanrights violation cases pursuant to relevant laws and in conformancewith international human rights standards


7. Establish and implement quality management systems towards ISOcertification and efficient/streamlined processes (for Makati office and

later other covered offices only)

Case management system certified

8. Support and sustain participation in the Justice Sector CoordinatingCouncil (JSCC) as the adopted mechanism for inter-agency dialogue

and coordinated implementation of reforms in the justice system (foroffices covered by Justice Zone program only)

Sustained participation in JSCC and joint initiatives,

both at the national and local levels (i.e. local "JusticeZones")

• Including progrms/projects/activllies specifed In die 2017-2022 Philippine Development Plan and/or DOJ Development Plan under Executive Order No. 27 and Department Circuier No. 39, s. 2017, respectivel/.

Submitted by: Date:

Regional Prosecutor

Department of JusticeREPORT ON PRIORITY PROGRAMS/PROJECTS/ACTIVITIES

CY 2018, Quarter

Annex B

Regional Prosecution Office:.

Program/Project Indicators/Targets Actual Accomplishment Challenges/Constraints Action/s Taken/Recommended

1. Streamline frontline processes consistent witti the Anti-Red Tape Actand in line with the President's directives

Streamlined locai/intemal/office-specific processes

2. Establish/enhance public assistance and complaint desks in alloffices nationwide with frontline services

All prosecution offices with functional public assistance

and comolaint desks

3. Develop and implement case deoongestion strategies/program In theNational Prosecution Service to reduce/minimize backlogs and helpensure speedy justice for both complainants/victims andresnnndents/nemetratnrs

Case decongestion program

developed/adopted/implemented

4. Intensify law enforcement against illegal drugs, corruption, human

trafficking, terrorism, cybercrime, human rights violations, competitioncases and environmental crimes as among the Administration's priorityareas, including support for necessary legislation


5. Establish gender-sensitive, child-friendly and accessible senricefacilities and procedures including frontline senrices, public assistancedesks and amenitv/ infrastnjcture orovisions

Established in at least 1 office per region per year inline with DOJ guidelines

6. Facilitate investigation, prosecution and monitoring of grave humanrights violation cases pursuant to relevant laws and in conformancewith international human riohts standards


7. Establish and implement quality management systems towards ISOcertification and efficient/streamlined processes (for Makati office andlater other covered offices onlvl

Case management system certified

8 Support and sustain participation in the Justice Sector CoordinatingCouncil (JSCC) as the adopted mechanism for inter-agency dialogue

and coordinated implementation of reforms in the justice system (foroffices covered bv Justice 7one nrooram onlvi

Sustained participation in JSCC and joint initiatives,

both at the national and local levels (i.e. local 'JusticeZones")

* Including programs/projeds/activities spedfed in the 2017-2022 PMUppine Development Plan and/or DOJ Development Plan under Executive Order No. 27 and Department Circular No. 39, s. 2017, respectively.

Submitted by; Date:

Regional Prosecutor

Department of Justice

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

Summary List of Individual Performance RatingsJuly to December 2018

Region/Office:

Average Individual Ratings: Very SatisfactorySAMPLE ONLY

Name of EmployeeRating

Numerical Adjectival

Support Staff 1 5.00 Outstanding

Prosecutor 1 4.80 Outstanding

Prosecutor 2 4.75 Outstanding

Support Staff 2 4.70 Outstanding

Support Staff 3 4.45 Very Satisfactory

Prosecutor 3 4.25 Very Satisfactory










Prosecutor 9 3.40 Satisfactory

Prosecutor 10 3.30 Satisfactory

Support Staff 8 3.00 Satisfactory



No. of employees = 20

Average ratings of staff

78.90/20= 3.95

(3.95 rounded to 4.0 for

Durooses of adiectival ratinq)

Very Satisfactory

Submitted by:

Head of Office

Designation and Name of Office Date

' Note:

Adjectival Rating: 5 - Outstanding 4 - Very Satis^ctory 3 - Satisfactory 2 - Unsatisfactory 1 - Poor

Documents

KAGAWARAN NG KATARUNGAN Department of Justice Guidelines... · 2019-01-16 · 18.1 Quarterly Report of Operations (NPS Report Form 2016-1), Yearend Report of Office Resources and