PES

SPMS

• Evaluation is still part of the more holistic management perspective.

• What the individual/Division/Staff was doing

• What the individual/Division/Staff has done for NEDA and the public

• Example: Quantity, quality and timeliness (QQT) of processing of documents according to agreed self-rating standards

• Example: Quality, efficiency and/or timeliness (QET) of documents processed according to NEDA/public standards

• Fosters competition

• Fosters teamwork and collaboration

The NPFP and NEDA Planning Tool are outputs of the NEDA Internal Planning Conference (NIPC), where NEDA’s performance in the previous year is assessed and priorities are identified for the incoming year.

The NIPC is usually conducted only once a year, at the beginning of the planning period. The NPFP and NEDA Planning Tool cover both semesters.

NEDA MANCOM, FPMS

The WFP per Office, Staff and division consists of goals and outputs aligned with the NPFP and NEDA Planning Tool, target month of output delivery, and needed budget to deliver said outputs.

Outputs are categorized as either Major Final Outputs (MFOs), Support to Operations (STO) or General Administration and Support (GAS).

While the WFP may be revised in the 2nd semester based on the previous semester’s performance, the goals and outputs should still be aligned with the NPFP and NEDA Planning Tool.

Currently, NEDA has four MFOs: (1) Socioeconomic and physical planning and policy services; (2) Technical support and advisory services; (3) Investment programming services; and (4) Monitoring and evaluation services.

Office level: DDGs, ADGs

Staff/NRO level: Directors, Assistant Directors

Division level: Division Chiefs, Supervising Officers

A success indicator should incorporate at least two of the three dimensions:

• Quality—acceptability, meeting standards, client satisfaction, accuracy, completeness, comprehensiveness, creativity, innovation
• Efficiency—quantity of outputs, requests acted upon over total number of requests, standard response time, optimum use of resources, personal initiative
• Timeliness—meeting the deadline

Indicators for each dimension should be SMART: specific, measurable, attainable, realistic, time-bound.

Example of success indicator:

A. Quality of Work

C. Accomplish and review commitment forms

Columns under “Actual Accomplishments” and “Rating” will be left blank.

The OPCR form integrates the success indicators and Staff/NRO’s WFP (i.e., MFOs, budget and division accountable). It is committed by the Staff/NRO Director; reviewed by the FPMS and concerned Office representative; validated and evaluated by the supervising DDGs and ADGs in terms of commitments and success indicators; and approved by the DG.

Columns under “Actual Accomplishments” and “Rating” will be left blank.

The OPCR form will likewise integrate additional individual performance commitments of the Staff/NRO Directors and Assistant Directors.

DG, DDGs, ADGs, Directors, Assistant Directors

FPMS

The DPCR form cascades the specific division’s commitment of the identified outputs in the OPCR. It is committed by the Division Chief and reviewed and approved by the Staff/NRO Director.

Columns under “Actual Accomplishments” and “Rating” will be left blank.

The DPCR form will likewise integrate additional individual performance commitments of the Division Chief.

Directors, Assistant Directors, Division Chiefs

The IPCR form identifies whether the employee partly/entirely accountable for success indicators in the OPCR and DPCR. It is committed by the employee and approved by the Division Chief and Staff/NRO Director.

Columns under “Actual Accomplishments” and “Rating” will be left blank.

Officials/ employees on official travel and with approved leave of absence or training/scholarship programs shall submit performance commitment and rating report before leaving the office. This is given the official/employee meets the requirement minimum rating period of 90 days.

Columns under “Actual Accomplishments” and “Rating” will be left blank.

The DPCR form will likewise integrate additional individual performance commitments of the Division Chief.

Employees and immediate

Supervisors

The system aims to support data management for timely, accurate, and reliable program tracking, measurement of dimensions, performance monitoring and reporting.

It may establish weekly/monthly report formats, document tracking system and other monitoring tools.

AdS, ICTS, DDGs, ADGs, Staff/ Regional Directors

SPMS Form 5 : Performance Monitoring Form;

SPMS Form 6: Performance Monitoring and Coaching Tools

SPMS Forms 5 and 6 are the tools to be used in monitoring tasks towards attaining the output in the APCR, OPCR, DPCR and IPCR forms.

Other documents to be produced may include those prescribed in the performance monitoring system (see Step 2.1) that verify how targets are being met or in the process of being delivered.

Employee to measure and document individual progress; Supervisor to monitor progress

B. Coach subordinates, Division and Office

Formal or informal sessions aim to address deficiencies, enhance performance and manage/develop potentials of employees. Information shared during coaching sessions is kept private and confidential. Coaching is part of the supervisor’s commitment as reflected in the OPCR and DPCR forms.

DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

SPMS Form 5 : Performance Monitoring Form;

SPMS Form 6: Performance Monitoring and Coaching Tools

SPMS Forms 7 and 8 are the tools to be used in documenting coaching sessions and tracking the progress of agreements during these sessions. These forms are categorized as confidential and could only be accessed by concerned supervisors and Staffs’

DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

C. Revise commitments as needed

Revisions should not be more than once every three months. Revised forms may change, delete or add commitments as discussed between employees and supervisors. These are submitted to AdS and FPMS for CO, and FAD for NRO.

Employees and Supervisors

Accomplishments will be based on SPMS Forms 5-8, as well as other supporting documents and proof related to the committed output.

(Refer to Steps 2.1-2.4 of the Monitoring and Coaching Stage.)

Employees and Supervisors

Ratings per dimension under SPMS Form 4

Ratings will be based on the standards developed in Steps 1.4-1.5 of the Planning and Commitment Stage. As such, there is no more need for self-rating.

Supervisors will indicate qualitative comments, observations and recommendations, as well as competency assessment and critical incidents in the “Remarks” column.

Employees and Supervisors

Compute the following:

1. Average rating per output: horizontally add the performance dimension rating/s, then divide it by the number of dimension/s used
2. Total rating: vertically add all the average rating
3. Overall average rating: divide total rating by the number of outputs

The form will be approved by the Director, as assessed by the division chief.

Supervisors should ensure that employees are notified of their performance.

Employees and Supervisors

Administrative Staff

SPMS Form 9: Summary List of Individual Rating

This form summarizes the list of individual ratings. It will also group together individual ratings of employees under the same division, to determine the division’s average numerical and adjectival rating.

The Administrative Staff will validate whether the average rating of all individual performance assessments is not higher than the collective performance assessment of the Office.

Directors, Assistant Directors, Division Chiefs

Administrative Staff

B. Review and evaluate Division, Staff/Office and Agency performance

Overall accomplishment of the Division and Staff/Office will be based on the accomplishments as reflected in SPMS Forms 4-9, as well as other supporting documents and proof related to the committed output.

This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR).

DG, DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

Ratings will be based on the standards developed in Steps 1.4-1.5 of the Planning and Commitment Stage. As such, there is no more need for self-rating.

Supervisors of Division Chiefs (i.e., Directors) and Staff and Regional Directors (i.e., ADGs and DDGs) will indicate qualitative comments, observations and recommendations, as well as competency assessment and critical incidents in the “Remarks” column.

This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR). This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR).

DG, DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

Ratings will be based on the standards developed in Steps 1.4-1.5 of the Planning and Commitment Stage. As such, there is no more need for self-rating.

Supervisors of Division Chiefs (i.e., Directors) and Staff and Regional Directors (i.e., ADGs and DDGs) will indicate qualitative comments, observations and recommendations, as well as competency assessment and critical incidents in the “Remarks” column.

This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR). This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR).

DG, DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

The Division and Staff/Office will then compute the average ratings per output, total rating, and overall average rating similar with Step 3.3. The overall average rating will also be translated into an adjectival rating.

SPMS Form 3 (DPCR) is reviewed and approved by the Director on a semestral basis.

On the other hand, SPMS Form 2 (OPCR) is approved by DG on an annual basis as assessed by the supervising DDG. The FPMS will review the form in terms of its adherence to format and rating computation, while the supervising DDG validates and evaluates the Staff/NRO’s performance, based on:

• Reported accomplishments;
• Success indicators;
• Allotted budget versus actual expenses; and

Other significant reports and observations.

DG, DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

SPMS Form 1 will integrate the accomplished SPMS Forms 2 (OPCR) of different Staffs and NROs. This will be presented in an Agency Performance Review Conference, where the agency’s overall performance for the year will be reviewed and evaluated. This may be part of the NIPC or a separate activity.

NEDA MANCOM

C. Appeal evaluation results, if needed

Employees not satisfied with their final ratings may file a formal appeal following existing NEDA policy guidelines and procedures on complaints and grievances.

NEDA Grievance Committee

The DDG/ADG recommends the final decision of appeals of Offices/Staffs under her/his supervision. The DG renders the final decision of appeals.

DG, DDG, ADG

Ratings will be based on the standards developed in Steps 1.4-1.5 of the Planning and Commitment Stage. As such, there is no more need for self-rating.

Supervisors of Division Chiefs (i.e., Directors) and Staff and Regional Directors (i.e., ADGs and DDGs) will indicate qualitative comments, observations and recommendations, as well as competency assessment and critical incidents in the “Remarks” column.

This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR). This will be done on an annual basis for SPMS Form 2 (OPCR), and on a semestral basis for SPMS Form 3 (DPCR).

DG, DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

The Division and Staff/Office will then compute the average ratings per output, total rating, and overall average rating similar with Step 3.3. The overall average rating will also be translated into an adjectival rating.

SPMS Form 3 (DPCR) is reviewed and approved by the Director on a semestral basis.

On the other hand, SPMS Form 2 (OPCR) is approved by DG on an annual basis as assessed by the supervising DDG. The FPMS will review the form in terms of its adherence to format and rating computation, while the supervising DDG validates and evaluates the Staff/NRO’s performance, based on:

• Reported accomplishments;
• Success indicators;
• Allotted budget versus actual expenses; and

Other significant reports and observations.

DG, DDGs, ADGs, Directors, Assistant Directors, Division Chiefs

SPMS Form 1 will integrate the accomplished SPMS Forms 2 (OPCR) of different Staffs and NROs. This will be presented in an Agency Performance Review Conference, where the agency’s overall performance for the year will be reviewed and evaluated. This may be part of the NIPC or a separate activity.

NEDA MANCOM

A. Provide performance-based rewards and incentives

The grant of incentive and rewards, including promotion, is performance-based as determined by the results of the SPMS, upon the recommendation of the Administrative Staff and the supervising Staff/Regional Director, and according to relevant Civil Service rules. Employees, Divisions, Staffs and Offices with incentives and rewards will be recognized through formal and informal announcements in different NEDA communication platforms.

AdS, Staff/Regional Director

B. Develop and implement interventions

The plan aims to improve or correct the employee’s performance, most especially those with poor or unsatisfactory ratings.

This is developed through a discussion by the concerned supervisor and employee, in coordination with the Administrative Staff-Human Resource Development Division.

Employee, Supervisor, AdS-HRDD

The results of the performance evaluation/assessment shall serve as inputs to HR interventions based on identified professional development needs for Divisions, Staffs and Offices..

DDGs, ADGs, Directors, Assistant Directors, Division Chiefs, HRDD

C. Implement sanctions, if applicable

Failure of employees to submit the IPCR, DPCR and OPCR forms within the specified dates shall be grounds for:

• Employees’ disqualification for personnel actions such as promotion, training or scholarship grants and performance enhancement bonus; or
• An administrative sanction for violation of reasonable office rules and regulations against the individual employee.

Employees are given ample period to explain after the notice is served. If reasons are deemed unacceptable, then the sanctions will be implemented following existing NEDA guidelines and procedures.

AdS, LS, Directors

If after advice and provision of HR development intervention (see Step 4.2 of this stage), the employee still obtains an UNSATISFACTORY or POOR rating immediately succeeding that rating period, the employee may be dropped from the rolls.

A three-month notice of separation will be sent to the employee concerned before the end of the current semester.

Separated official or employee may file an appeal to the CSC or its regional office within 15 days from receipt of separation notice.

AdS, LS, Directors