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TABLE OF CONTENTS

Preface

Message from the Secretary /Presidential Adviser on Environmental Protection and General Manager, Laguna Lake Development Authority ii

The LLDA Strategic Performance Management System {SPMS) 1-12

Annexes

A The LLDA SPMS Calendar B

c

0

E

F G

H

J

Office Performance Commitment and Review Form {OPCR) Individual Performance Commitment and Review Form {IPCR} Performance Monitoring and Coaching Journal Performance Rewarding and Development Tracking Tool For'Monitoring Assignments Tracking Tool for Monitoring Targets Professional Development Plan SPMS Appeal Form MONo. 2012-108 {Creation of the LLOA Performance Management Team) MONo. {Orientation of LLDA SPMS and Pilot Testing) . Major Final Outputs for CY 2012 and 2013 {Submitted to the Governance Commission for GOCC's) Success indicators (per department) for CY 2013

j

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MESSAGE FROM THE GENERAl MANAGER

The Civil Service Commission over the years has introduced systems to evaluate/appraise performance

of all government employees. One of these is the newly-crafted Strategic Performance Management

System (SPMS) which aims to address the demand to produce tangible results. This performance

management system allows us to be strategic, as the success of any organization lies in the effective and

efficient performance of its personnel.

We fully trust that all departments, divisions and units within the agency will meet deadlines and

targets, and work towards an organized and systematic execution of the SPMS handled by our Human

Resources Team and the Performance Management Team, who will monitor and review the submission

of the performance rating of all employees. This will allow everyone to increase individual competencies

and professional skillsets and contribute to the government's thrusts for good governance and effective

management. This, essentially, is what accountable public service means.

Mabuhay ang ating mga kowani ng pamahalaon at soma-soma noting tahakin ong tuwid no daan sa

J • EREUS 0. ACOSTA, Ph . retary/Presidential Adviser for Environmental Protection

eneral Manager, Laguna Lake Development Authority

LAGUNA LAKE DEVELOPMENT AUTHORITY

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

(LLDA- SPMS)

Pursuant to Executive Order No. 80 "Directing the Adoption of Performance Based

Incentive System for Government Employees" dated July 20, 2012 and in view of the need to

establish a Strategic Performance Management System (SPMS} as contained in Civil Service

Commission Memorandum Circular No. 6 s. 2012, the Laguna Lake Development Authority

hereby adopts the herein Strategic Performance Management System to be referred to as

LLDA-SPMS.

I. OBJECTIVES

The LLDA-SPMS aims to:

1. Align performance goals and measurement to the national development plans,

LLDA mandate/vision/mission and str·ategic priorities and/or organizational

perfonna nee indicator framework;

2. Institutionalize outputs/outcornes based performance system which puts

premium on major final outputs that contribute to the realization of

organizational mandate, mission/vision, strategic priorities, outputs and

outcomes;

3. Ensure organizational effectiveness and improvement of individual employee

efficiency by cascading it's institutional accountabilities to the various levels of

the organization;

4. Link performance management with other Human Resource Systems and ensure

adherence to the principle of performance-based tenure and incentive system.

1

HESPONSIBI LiliES:

a. Sets consultation meeting of all Heads of Offices for the purpose of

discussing the targets set in the office per·fom1ance commitment and rating

form.

b. Ensures that Office perforn1ance targets and measures, as well as the budget

are aligned with those of the agency and that work distribution of

Offices/units is rationalized.

c. Recomrnends approval of the final office assessment, and office perfor·mance

commitment and rating to the Head of Agency.

d. Acts as appeals body and final arbiter for performance management issues of

the Agency.

e. Identifies potential top periormers and pwvide inputs to the PRAISE

Committee for gr·ant of awards and incentives.

f. Adopts its own inter·nal rules, procedures and strategies in carrying out the

above responsibilities including schedule of meetings and deliberations, and

delegation of the authority to representatives in case of absence of its

members.

3. POLICY PlANNING AND INFORMATION MANAGEMENT DIVISION

Responsibilities:

a. Monitors submission of the Office Performance Commitment and Review

Form and schedule the review/evaluation of Office Commitments by the

PMT before the start of the periormance period.

b. Consolidates, reviews, validates and evaluates the initial performance

assessment of the Heads of Offices based on repor·ted Office

accomplishments against the success indicators, and the allotted budget

against the actual expenses. The result ofthe assessment shall be the basis of

PMT's recommendation to the Head of Agency who shall determine the final

Office rating.

c. Conducts an agency periormance planning and review conference annually

for the purpose of discussing the Office assessment for the preceding

performance period and plans for the succeeding rating period with

concerned Heads of Offices. This shall include participation of the Finance

Division as regards budget utilization.

3

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.

):.- Provides preliminary rating to subor-dinates showing Poor

performance not earlier than the third (3rd) month of the rating

period. A developmental plan shall be discussed with the concerned

subordinates/ Issues a written notice that failure to irnprove

performance shall warrant their separation frorn the ser-vice.

6. DIVISION CHIEF/OFFICER-IN-CHARGE

a. Assumes joint responsibility with the Department Manager· rn ensuring

attainment of performance objectives and targets.

b. Rationalizes distribution of targets/tasks.

c. Monitors 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 the Division/Unit and individual employee.

d. Assesses individual employees' performance.

e. Recommends developmental intervention.

7. INDIVIDUAL EMPLOYEES

a. Act as partner-s of management and their co-employees in meeting

organizational performance goals.

V. THE LLDA SPMS PROCESS

STAGE 1: Performance Planning and Commitment

At the Corporate Planning Workshop (conducted last quarter of the year) the LLDA

should have identified their strategic pr·iorities aligned with the Philippine

Development Plan for the coming year. The Major· Final Outputs ( MFOs) aligned

with the LLDA mandate to be enrolled at the Governance Commission for

Government Owned or Controlled Corporation {GCG) along with its success

indicators should have been identified. Fill up Form GCG Form A (Performance

Targets) for submission to GCG.

5

.. OFFICE PERFORMANCE ASSESSMENT

The PPIMD shall consolidate, review, validate and evaluate the initial

performance assessment of the Heads of Offices based on repor·ted Office

accomplishments against the success indicators, and the allotted budget

against the actual expenses. The result of the assessment shall be submitted

to the PMT for calibration and recomn1endation to the Head of Agency. The

Head of Agency shall determine the final rating of offices/units.

An LLDA performance review conference shall be conducted annually by the

PPIMD for the purpose of discussing the Office Assessment with concerned

Heads of Offices. This shall include participation of the Finance Division as

regards budget utilization. To ensure complete and conllxehensive

performance review, all Offices shall submit a quarterly accomplishment

report to the PPIMD based on the SPMS calendar.

Any issue/appeal/protest on the Office assessment shall be articulated by the

concerned head of office and decided by the agency head during this

conference.

Upon the concurrence of the PMT and final approval of the General

Manager, PPIMD shall provide each Office with the final Office Assessment to

serve as basis of offices in the assessment of the performance of individual

employee.

STRATEGIC OBJECTIVES - 45%

CORE FUNCTIONS 45%

SUPPORT FUNCTIONS 10%

Please note that the performance rating of an employee should not be

higher than the office/agency rating.

7

···~··~--·-~~·-·--~- --·---~· --·~·- ·-- -·----·~········-----·~-·-···-·-------·--··- ~----~~----~···--~-···-·-·-- --·-·····-··-·-----~------···--·- -···----~·---------- ~~-~-------~---~----

---

5 Outstanding .. Extraordinary level of achievement;

.. Exceptional job mastery in all major areas of

responsibility have demonstrated;

.. Marked excellence of achievement and

contributions to the organization.

----~~---~---~-------~----~--

4 Very Satisfactory .. Exceeded expectations;

.. All goals, objectives and targets were achieved

above standards.

J 3 Satisfactory " Met expectations;

.. Most critical annual goals are met .

2 Unsatisfactory .. Failed to meet expectations;

.. One or more of the most critical goals are not met .

1 Pom e Consistently below expextations;

.. Reasonable progress toward critical goals was not

made.

In determining the final equivalent rating of the office and the employee, the range of

overall point scores is converted as follows:

4.6-5.00 Outstanding 0

3.6-4.5 Very Satisfactory vs

2.6-3.5 Satisfactory s

1.6-2.5 Unsatisfactory us

1.0-1.5 Poor p

9

5. Performance Rewarding and Development {Tracking Tool for

Monitoring Assignments, Tracking Tool for Monitoring Targets and

Professional Development Plan);

6. Appeal Form.

VIII. SANCTIONS

1. Non-submission of the Office Performance Commitment and Rating Form to the

PMT and Individual Employee's Performance Commitment and rating form to

the Administrative Division within the specified dates will be ground for:

a. Employee's disqualification for performance-based personnel actions;

b. Administr·ative sanction for· violation of reasonable office rules and

regulations and simple neglect of duty for supervisor or employees

responsible for delay or non-submission of the office and individual

performance commitment report

IX. USES OF PERFORMANCE RATINGS

The Performance ratings are used on the following:

1. Performance- based Security of Tenure

., Security of tenur·e of those holding permanent appointments is not absolute

but is based on performance. Employees who obtained unsatisfactory ratings

for two rating periods and poor rating for one evaluating period may be

dropped from the rolls.

2. Eligibility/Qualification for Pe1formance-based Rewards 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 as approved by the PMT. The PMT shall validate the

11

LAGUNA LAKE DEVELOPMENT AUTHORITY

SPMS Calendar Annex A

1. Performance Plannin£ and C~-n-w-1.-rtr_n_e.-nt--------------~----·-~---------~--------j

OPCR for review PMT

PtvlT review report

IPCR Dept./Div

10111

s'" ~--------+-·--4----4---t--4----4~--4---~---+---~---~-~--~------;

10'" ADM

2. Periorrnance Monitoring and Coaching

Once a year • OGM t--.~P~P~l~l~~D=---------+-----·----~----------------·-----------P~e-r_s_e_n,-e-st-e~----------------------------1

~----------------------4---------------~-----------~~--------------------------; • De pl. Head Regular basis

~------------4--------~-----------------------------------------------~---• Division Chiefs/ OICs Regular basis

Individual Staff Regular basis ~F-o_r_n,--------------------PP._I_M_D---t--------------·------------A-h_e_r_E_O_Q_u_a_rt_e_r ________________________ ~

~-------------~---~-----~-------------------------------------------------1 3. Performance Review and Feedback

OPCR

PPIMD to review,

evaluate and validate

OPCR against targets and

return validated OPCR to

Dept./Div.

PPIMD to submit Office

performance assessment

and fCJcilitate

performance review by

the OGM

Annual Performance

Review

IPCR (for review)

IPCR

PPIMD

OGM

OGM

ADM 25'11

OGM EO

mo

4- Performance Rewarding and Development Planning

PMT to submit Top OGM

15'" performers list

PPIMD 'sPe1iormance 15111

Assessment PPIMD

25th

EO

rna

Not:e: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.

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LAGUNA LAKE DEVELOPMENT AUTHORITY Individual Performance Commitment and Review Form

Annex C

i='-"---==--==:·--· ·--- -- - -· ·-- ·--·~"'===:===--"'=~:==:===:=co==-=

ADMINISTRATIVE DIVISION

---~-------~------- -~---------

Rntt

Date: -~------~~- --

Reviewed by: Date lApp; by: Date

lmmedi; : Su: Head of Off1ce

Success Actual

Output Indicator Accomplish Rating Remarks

(Target+ ments

Measure)

Ql E2 T3 A4

tstrategic Priority No:

foutput 1

Output 2

Output 3

}output 4 --

Output 5

fcore Function:

Output 1

Output 2

foutput 3

Output 4

Output 5

Final Average Rating

!Comments and Recommendations for Development Purposes

Discussed with

Date Assessed by Date Final Rating by Date

J certi-fY that discussed my -

Employee Supervisor Head of Office

fLegend 1-Qua/ity 2-Efficiency 3-Timeliness 4-Average

LAGUNA LAKE DEVELOPMENT AUTHORITY

Performance Rewarding and Development

(Tracking Tool for Monitoring Assignments)

.-----· -.. Performance Monitoring Form

·--~-

Task ID No. Subject Action Output Date

Officer Assigned

Document Subject Area of the Date the task

No. or Task Task or Signatory of was assigned

No. if Token the Document and to the drafter

from WFP Subject Area

Date

Accomplished

Date the Output was approved by

the opprover

Annex E.l

------

--Remarks

LAGUNA LAKE DEVELOPMENT AllTHORITY Perfonnace Rew~n·ding and Developmen1

Professional Development Plan Name of Employee: Date:

Aim

Objective

Task Next Step

Comments

Annex E.3

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llll

...-~-------~-"-----··--~~----··-----------------~-------------- """" ______ .. ··-· ------··--· ·-----·- ------------ ·-- ---------------------------------. ·--- ----~------ ··-··----~-

APPEAL TO THE (Next supervisor): DATE APPEAL RECEIVED:

/_/ The following solutionis was/were reached and the revised IPCR r·ating is allached:

~--- ·-··----···-··---·--·-·-·····--··-····---···-·····-----·-·-·--·-··-··---·~-~-······-·-·-····-·-----

Performance Factor Solutions

···-··-

/_/ ha not r·esolved this appeal, the employee may forward the oppeal to 1he Director.

Signatures:

Appellant Immediate Supervisor Date: Date:

Copy of the appeal was furnished to the Immediate Supervisor:

Signature of IS Date of Receipt:

RESPONSlB1LJTlES:

a. Sets consul1ation meeting of all Heads of Ofiiccs fc1r the purpose of discussing

tlJC targets set in the ofJice performance commitment and rating form.

b. Ensures thai Office performance targets and me3suJTS as well as the budget

arc aligned with those of 1l1e agency and thai work distribution of

Offices/units is rationalized.

c. Recommends approval of the office performance commitment and rating to

the Head of Agency.

d. Am as appe3ls body and final arbiter for performance management issues of

the Agency.

e. Identifies potential top perfon11ers and provide inputs to the PRAJSE Commi11ee for grant of awards and incentives.

f Adopts i1s ovm internal rules, procedures and strategies in carrying om the

above responsibilities including schedule of meetings and deliberations, and

del ega1ion of the amhoriTy to represemcnives in c2.se of absence of its

members.

3. POLICY PLANNING AND II\'FORl\iA.TION 1\1.4_NAGEMENT

DIVISION

Responsibilities:

a. Monitors submission of the Office Perfonnance Commitment and Review Form and schE:dule the review/evaluation of Office Cominitments by the PMT

before the stmi of the perfonnance period. b. Comolidates, Ieviews, validates and evaluates the initial perfomJance

assessment of the Heads of Offices based on repmied Office accomplisbments against the success indicators, and tbe allot"ced budget

against the actual expenses. The result of the assessment shall be the basis of PMT's recommendation to the Head of Agency 1vho shall determine the final Office rating.

c. Conducts an agency performance planning and review conference annually for the purpose of discussing the Office assessment for the preceding perfonmnce period and plans for the succeeding rating period YV.ith concerned Heads of Offices. This shall include pmiicipation of the Finance Division as

regards budget utilization. d. Provides each Office with tbe final Office Assessment to serve as basis of

offices in the assessment of individual staff members.

f-- Provides prelirninary rating to subordinates sl1C1winr Poor pc:rforrnance not C':arlier than the third (3' 0

) month of I he rating period.

A developmental plan shall be discu5:sed with the concerned

subordinctte and issue a written notice that failure to irnprove their

performance shall warrant their separation from the service.

G. DIVISION CHIEFS/OIC's

a. Assumes joint responsibility witl·J the Depc:uiment M<magcr m cnsunng

attainment of performance objectives and targets.

b. Rationalizes distribution of targets/tasks.

c. Monitors closely the status of the performance of their subordinates and

provide support and assistance thJOugh tht conduct of coaching for the

anainment of targets set by the Division/Unit and individual ernployee

d. Assesses individual employees' perfonnance.

e. Recommends developmental imervemion.

7. INDIVIDlJALEMPLOYEES

a. Act as partners of managemem and their co-employees m meeting

organizational peJiom1ance goals.

EvtT}'One is enjoined w extend full support and cooperaTion w The Commirtee.

For tbe infonnation, guidance aild compiiance of aj] concemed. . c

~~~ ecretary/P AEP and General Manager Y