1. Strategic
Performance
Management
System
Presented by:
Acting ARD Van Ian F. Enriquez

2. LEGAL BASIS

3. • a mechanism that links employee performance with
organizational performance to enhance the performance
orientation of the compensation system.
• It ensures that the employee achieves the objectives
set by the organization and the organization, on the
other hand, achieves the objectives that it has set as its
strategic plan.
What is SPMS?

4. • To concretize the linkage of organizational performance
with:
1. The Philippine Development Plan (PDP 2017 -2022)
2. Agency Strategic Plan, and
3. Organizational Performance Indicator Framework
(OPIF)
What are the objectives of SPMS?

5. What are the objectives of SPMS?
Organizational
Outcome (OO):
Growth and
Viability of
Cooperative
Enterprises
Improved

6. • to ensure organizational and individual effectiveness
by cascading institutional accountabilities to the
various levels of the organization;
• to link performance management with other
HR systems (payroll, personnel tracking, time and
attendance etc.).
What are the objectives of SPMS?

7. • Goals that are aligned to agency mandate and
organizational priorities
• System that is outputs/outcomes-oriented
• A team approach to performance management
What are the basic elements of SPMS?

8. • Forms that are user-friendly and shows alignment of
individual and organizational goals
• Information systems that support monitoring and
evaluation
• A Communication plan
What are the basic elements of SPMS?

9. More importantly, the SPMS complements the
Results-Based Performance Management System that
is implemented by the Office of the President and that
links organizational performance to societal goals.
It is also linked to the Performance-Based Incentive
System (PBIS) that consists of the Productivity
Enhancement Incentive (PEI) and the Performance-Based
Bonus (PBB).

10. What is the SPMS process?

11. What is the SPMS process?
1. PERFORMANCE PLANNING AND COMMITMENT
During this stage, success indicators are determined.
Success indicators are performance level yardsticks
consisting of performance measures and performance
targets.
These shall serve as bases in the office’s and individual
employee’s preparation of their performance contract
and rating form.

12. What is the SPMS process?
2. PERFORMANCE MONITORING AND COACHING
The performance of the office and every individual shall
be regularly monitored at various levels.
Managers and supervisors act as coaches and mentors
to provide an enabling environment/intervention to
improve team performance, and to manage and
develop individual potentials.

13. What is the SPMS process?
3. PERFORMANCE REVIEW AND EVALUATION
This phase aims to assess both office’s and individual employee’s
performance level based on performance targets and measures
as approved in the office and individual performance
commitment contracts.
Part of the individual employee’s evaluation is the competency
assessment vis-à-vis the competency requirements of the job.
The assessment shall focus on the strengths, competency-related
performance gaps and the opportunities to address these gaps,
career paths, and alternatives.

14. What is the SPMS process?
4. PERFORMANCE REWARDING & DEVELOPMENT PLANNING
The results of the performance evaluation/assessment shall
serve as inputs for the agency’s HR Plan, which includes
identification and provision of developmental interventions, and
conferment of rewards and incentives.

15. SPMS RATING SCALE
NUMERICAL ADJECTIVAL 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. 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
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.
2 Unsatisfactory
Performance failed to meet 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.

16. CDA SPMS

17. CDA SPMS
WHO ARE THE KEY PLAYERS?
• CDA Chairperson as SPMS Champion
• CDA Board of Administrators
• Performance Management Team (PMT)
• Planning Division
• Human Resource Section
• Extension Office Performance Management Team (RPMT)
• Extension Office Director
• Department Director
• Chief of Division/ Section Head (EO)
• Individual Employees

18. CDA SPMS
WHO ARE THE KEY PLAYERS? (In the extension office level)
• EXTENSION OFFICE PERFORMANCE MANAGEMENT TEAM (RPMT)
1. Extension Office Director
2. Supervising CDS/ Designated Planning Officer
3. Human Resource Management Assistant (HRMO)
4. CDAEU Extension Office Area Representative
• SECTION HEADS
• INDIVIDUAL EMPLOYEES

19. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(RPMT)
• Discusses the targets set in the Office Performance Commitment
and Rating (OPCR) Form;
• Ensures that office performance targets and measures, as well
as the budget are aligned with those of the Agency and that work
distribution of Sections is rationalized; and
• Implements the internal rules and procedures
formulated by the PMT.

20. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(EXTENSION OFFICE DIRECTOR)
• Assumes primary responsibility for performance management
in his/her Extension Office ensuring attainment of performance
objectives and targets;
• Conducts strategic planning sessions with Supervising CDS and
Section Heads or and agree on the outputs that should be
accomplished based on the goals/objectives of the
organization;

21. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(EXTENSION OFFICE DIRECTOR)
• Rationalizes distribution of targets/tasks of the Sections;
• Prepares and submits OPCR Form for submission to the Planning
Division before the start of the performance period;
• Submits a monthly accomplishment report to the Executive Director
thru the Planning Office;

22. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(EXTENSION OFFICE DIRECTOR)
• Conducts an initial assessment of office' s performance using
the approved OPCR Form; and
• Determines the final assessment of the performance level of
the individual employees based on proof of performance.

23. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(SECTION HEADS)
• Assumes primary responsibility for performance
management in his/her Section ensuring attainment
of performance objectives and targets;
• Rationalizes distribution of targets/tasks of the individual
personnel in the Section;

24. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(SECTION HEADS)
• Reviews and recommends to the Extension Office
Director the duly accomplished IPCR Form before
submission to the HRMO before the start of the
performance period;

25. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(SECTION HEADS)
• Monitors closely the status of performance of their
subordinates and provide support and assistance through
the conduct of coaching for the attainment of targets
set by the sections and individual employees; and

26. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(SECTION HEADS)
• Determines final assessment of performance level of
the individual employees in his/her office based on
proof of performance.

27. CDA SPMS
WHAT ARE THEIR FUNCTIONS?
(INDIVIDUAL EMPLOYEES)
• Acts as partners of management and their co-employees
in meeting organizational performance goals; and
• Submits IPCR Form based on the agreed performance
target, accomplishment and timelines.

28. CDA SPMS
The CDA-SPMS Cycle
STAGE 1: PERFORMANCE PLANNING AND COMMITMENT
During this stage, success indicators are determined consisting of
*performance measures and performance targets. This shall serve as bases
in the office and individual employee's preparation of their respective Office
and Individual Performance Commitment Review.
*Performance measures are those that contribute to or support the
organizational outcomes that the Agency aims to achieve.

29. CDA SPMS
The CDA-SPMS Cycle
STAGE 1: PERFORMANCE PLANNING AND COMMITMENT
CATEGORY DEFINITION
QUANTITY Measures the extent of accomplishment vis-a-vis targets expressed in numerical value.
QUALITY
Measures the degree to which objectives are achieved based on the expectations of
clients/customers and/or applicable standards.
EFFICIENCY
Measures the magnitude to which resources are used for the intended task or purpose with the
objective of accomplishing targets with a minimum amount of budget.
TIMELINESS
Measures whether the deliverable was done on time based on the requirements of the law and/or
the office
Performance measures must be continuously refined and reviewed.

30. CDA SPMS
The CDA-SPMS Cycle
STAGE 1: PERFORMANCE PLANNING AND COMMITMENT
The approved OPCR shall serve as basis for individual performance targets
and measures to be prepared in the IPCR
Unless the work output of a particular duty has been assigned pre-set
standards by management, its standards shall be agreed upon by the
supervisors and the ratees.
Individual employees' performance standards shall not be lower than the
agency' s standards in its approved OPCR Form.

31. CDA SPMS
The CDA-SPMS Cycle
STAGE 2: PERFORMANCE MONITORING AND COACHING
Supervisors play a critical role at this stage. Their focus is
on the critical function of supervisors as coaches and
mentors in order to provide an enabling
environment/intervention to improve team performance;
and manage and develop individual potentials.

32. CDA SPMS
The CDA-SPMS Cycle
STAGE 3: PERFORMANCE REVIEW AND EVALUATION
(OFFICE & INDIVIDUAL PERFORMANCE)
Individual Performance Assessment
The immediate supervisor shall assess individual employee
performance based on the commitments made at the beginning of
the rating period.

33. CDA SPMS
The CDA-SPMS Cycle
STAGE 3: PERFORMANCE REVIEW AND EVALUATION
(OFFICE & INDIVIDUAL PERFORMANCE)
Individual Performance Assessment
Rating for planned and/or other commitment 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.

34. CDA SPMS
The CDA-SPMS Cycle
STAGE 3: PERFORMANCE REVIEW AND EVALUATION
(OFFICE & INDIVIDUAL PERFORMANCE)
Individual Performance Assessment
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 Head of the Extension Office.

35. CDA SPMS
The CDA-SPMS Cycle
STAGE 3: PERFORMANCE REVIEW AND EVALUATION
(OFFICE & INDIVIDUAL PERFORMANCE)
Individual Performance Assessment
The average of all individual performance rating shall not go higher
than the collective performance rating of the Office. The basis for
determining the average shall be the core activities only.

36. CDA SPMS
The CDA-SPMS Cycle
STAGE 3: PERFORMANCE REVIEW AND EVALUATION
(OFFICE & INDIVIDUAL PERFORMANCE)
Individual Performance Assessment
The Extension Office shall ensure that the employee is notified of
his/her final performance rating and the Summary List of Individual
Ratings with the attached IPCRs are submitted to the HR Office
within the prescribed period.

37. CDA SPMS
The CDA-SPMS Cycle
STAGE 4: PERFORMANCE REWARDING AND DEVELOPMENT PLANNING
Part of the individual employee’s evaluation is the competency
assessment vis-a-vis the competency requirements of the job.
The result of the assessment shall be discussed by the EO Director
and supervisors with the individual employee at the end of each
rating period.

38. CDA SPMS
The CDA-SPMS Cycle
STAGE 4: PERFORMANCE REWARDING AND DEVELOPMENT PLANNING
The discussion shall focus on the strengths, competency - related
performance gaps and the opportunities to address these gaps,
career paths and alternatives.
The result of the competency assessment shall be treated
independently of the performance rating of the employee.

39. CDA SPMS
RATING PERIOD
Performance evaluation shall be done semi-annually. However, for
new entrants, the minimum appraisal period is at least ninety (90)
calendar days or three (3) months while the maximum is not longer
than one (1) calendar year.

40. CDA SPMS
EMPLOYEE/RATEE ASSESSED BY FINAL RANKING BY
GAS Personnel (Not assigned to the Operating Units) Supervising CDS EO Director
GAS Personnel (Assigned to the Operating Units) Sr. CDS/Attorney III Supervising CDS
Cooperative Development Specialist II Senior CDS Supervising CDS
Senior CDS Supervising CDS EO Director
Supervising CDS EO Director EO Director
Attorney III EO Director EO Director
Extension Office (EO) Director PMT Chairman
INDIVIDUAL PERFORMANCE COMMITMENT REVIEW (IPCR) SIGNING LEVEL OF APPROVAL
For personnel performing multi-tasks in two or more units,
the immediate supervisor is the EO Director.

41. CDA SPMS
SANCTIONS
Unless justified and accepted by the PMT, non-submission of the duly
Accomplished IPCR within the specified dates shall be ground for:
• Disqualification for performance-based personnel actions (promotion, training or
scholarship grants and performance enhancement bonus);
• Administrative sanction for employees & supervisors for violation of reasonable office
rules and regulations and simple neglect of duty;
• Administrative offense (neglect of duty) for EO Directors to comply with the required
notices to their subordinates for their unsatisfactory or poor performance
during a rating period.

42. CDA SPMS
APPEALS
The PMT shall act as appeals body and final arbiter for
performance management issues of the agency. It shall be limited
only to issues related to performance rating and ranking only.
Individual employees who feel aggrieved or dissatisfied with their
final performance ratings 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 immediate supervisor.

43. CDA SPMS
APPEALS
A unit or individual employee, however, shall not be allowed to
protest the performance ratings of other units or co- employees.
Ratings obtained by other units or employees can only be used as
basis or reference for comparison in appealing one' s office or
individual performance rating.

44. CDA SPMS
APPEALS
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 within 15 days from receipt of the order or
notice of separation.