Download - Spms Denr Guidelines
Department of Environment and Natural Resources
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) GUIDELINES
Part 1: The SPMSI. BACKGROUNDExecutive Order (EO) No. 192 dated June 10, 1987, provides for the reorganization of the Department of Environment, Energy and Natural Resources and renaming it as the Department of Environment and Natural Resources, and for other purposes.
The Department shall be the primary government agency responsible for the conservation, management, development, and proper use of the countrys environment and natural resources, specifically forest and grazing lands, mineral resources, including those in reservation and watershed areas, and lands of the public domain, as well as, the licensing and regulation of all natural resources as may be provided for by law in order to ensure equitable sharing of the benefits derived therefrom for the welfare of the present and future generations of Filipinos. The Department envisions a nation enjoying and sustaining its natural resources and clean and healthy environment. It shall be the driving force in the pursuit of sustainable development, enabling stakeholders' participation in the protection, conservation, and management of the environment and natural resources for the present and future generations.The Department is composed of four (4) Staff Bureaus (Land Management Bureau, Ecosystems Research and Development Bureau, Forest Management Bureau, and Protected Areas and Wildlife Bureau now known as Biodiversity Management Bureau, pursuant to E. O. No. 366), two (2) Line Bureaus (Environmental Management Bureau pursuant to Republic Act (RA) No. 8749, and Mines and Geo-Sciences Bureau pursuant to RA 7942 and their respective Regional Offices ), sixteen (16) Regional Offices, and three (3) Attached Agencies (National Mapping and Resource Information Authority, National Water Resources Board and Palawan Council for Sustainable Development). Pursuant to Section 33, Chapter 5 Book V of EO 292 and Civil Service Commission (CSC) Memorandum Circular (MC) No. 12 Series of 1993 granting autonomy on the establishment of the agency performance rating, the Department has adopted the Performance Evaluation System (PES). This system, however, focuses only on individual appraisals which are prerequisites for promotion and other personnel actions, including separation and performance-based incentives.The absence of the link between appraisals and personnel actions and incentives resulted in a system that is more subjective rather than objective. Consequently, organizational effectiveness and employees performance are not directly correlated. The DENR SPMS gives emphasis to the strategic alignment of the DENRs thrusts with the day-to-day operations of the Departments units. The DENR SPMS will focus on measures of performance results that can be reviewed over the period of the implementation of the DENR road map vis--vis targeted milestones. It also provides a scientific and verifiable basis in assessing organizational performance and the collective performance of individuals within the organization. CSC MC No. 6, series of 2012, re: Guidelines in the Establishment and Implementation of Agency Strategic Performance Management System serves as guide in the formulation and implementation of the Department SPMS. II. THE SPMS CONCEPT Performance Management System (PMS) is the heart of the human resource system and development because information produced from it is useful in human resource planning, management and decision making processes.
The SPMS is focused on linking individual performance vis--vis the agencys organizational vision, mission and strategic goals. It is envisioned as a technology composed of strategies, methods and tools for ensuring fulfilment of the functions of the offices and its personnel as well as for assessing the accomplishments.It is a mechanism that 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 for itself in its strategic plan.
The SPMS follows the four-stage process (Annex A) performance planning and commitment (Annex B), performance monitoring and coaching, performance review and evaluation, performance rewarding and development planning.To complement and support the SPMS, the following enabling mechanisms must be present, operational and maintained: A Recruitment System that identifies competencies and other attributes required for particular jobs or functional groups;
An adequate Rewards and Incentives System;
A Mentoring and Coaching Program;
An Information Communication Technology (ICT) that supports project documentation, knowledge management, monitoring and evaluation;
A Change Management Program; and
A Program for Policy Review and Formulation.
III. GENERAL OBJECTIVESConsistent with CSC MC No. 6, s. 2012, the Department SPMS shall be prepared and administered to:
a. Concretize the linkage of organizational performance with the Philippine Development Plan, the Agency Mandate and Program Thrusts, and the Organizational Performance Indicator Framework;
b. Ensure organizational effectiveness and improvement of individual employee efficiency by cascading institutional accountabilities to the various levels of the organization anchored on the establishment of rational and factual basis for performance targets and measures; and
c. Link performance management with other human resource systems and ensure adherence to the principle of performance-based tenure and incentive system.
IV. BASIC ELEMENTSThe Department SPMS shall include the following basic elements:
a. Goal Aligned to Agency Mandate and Organizational Priorities. Performance goals and measurement are aligned to the national development plans, agency mandate/vision/mission and strategic priorities and/or organizational performance indicator framework. Standards are pre-determined to ensure efficient use and management of inputs and work processes. These standards are integrated into the performance indicators as organizational objectives are cascaded down to operation level.
b. Outputs/Outcomes-based. The system puts premium on major final outputs that contributes to the realization of organizational mandate, mission/vision, strategic priorities, outputs and outcomes.c. Team-approach to performance management. Accountabilities and individual roles in the achievement of organizational goals are clearly defined to give way to collective goal setting and performance rating. Individuals work plan or commitment and rating form is linked to the division/unit/office work plan or commitment and rating form to establish clear linkage between organizational performance and personnel performance.
d. User-friendly. The forms used for both the organizational and individual performance are similar and easy to accomplish. The organizational and individual major final outputs and success indicators are aligned to facilitate cascading of organizational goals to the individual staff members and the harmonization of organizational and individual performance ratings.
e. Information System that supports Monitoring and Evaluation. Monitoring and Evaluation (M&E) mechanisms and Information System (IS) are vital components of the Department SPMS in order to facilitate linkage between organizational and employee performance. The M&E and IS will ensure generation of timely, accurate, and reliable information for both performance monitoring/tracking, accomplishment reporting, program improvement and policy decision-making.
f. Communication Plan. A program to orient agency officials and employees on the new and revised policies on Department SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees appreciation for the Department SPMS as a management tool for performance planning, control and improvement, and guarantee employees internalization of their role as partners of management and co-employees in meeting organizational performance goals.V. KEY PLAYERS AND REPONSIBILITIES The Key Players in the establishment and implementation of the Department SPMS are composed of the following: A. SPMS Champion
- DENR Secretary Functions and Responsibilities: Directs/oversees the formulation, establishment and implementation of the SPMS
Sets agency performance goals/targets and performance indicators
Determines agency target setting period
Assesses performance of office
Approves office performance commitment and ratingB. Performance Management Team (PMT)
Chairperson -Undersecretary for Policy and Planning and Foreign Assisted ProgramsVice-Chairperson -Assistant Secretary for Administration and Finance
Members -Director, Policy and Planning ServiceDirector, Administrative ServiceDirector, Human Resources Development Service
Director, Financial and Management ServiceRepresentative, Employees Union C. Performance Management Team for the following:c.1. Bureaus
Chairperson-Bureau Director Vice-ChairpersonAssistant DirectorMembers Head, Planning and Policy-
Head Administrative, Financial, Management Division or its equivalent
Representative, Employees Union
c.2. Regional Offices
Chairperson
Regional DirectorVice-ChairpersonAssistant Regional Director-
Members
Chief, Administrative Division
Chief, Finance Division
Chief, Planning Division
PENRO Concerned
Representative, Employees Union
c.3. Attached Agencies
ChairpersonAdministrator/Executive Director Vice-Chairperson Deputy Administrator/Deputy Director-
Members
Chief, Administrative Division
Chief, Finance Division
Chief, Planning Division
Representative, Employees Union
A Special Order creating the PMT per DENR Special Order No. 2013-109 (Annex C)
The Regional Office can create a sub-PMT in every PENR office to facilitate and to assist the Regional PMT in setting office performance targets and evaluation of employee performance ratings.
Functions and Responsibilities of PMT: Sets consultation meetings of all Heads of Offices for the purpose of formulating the guidelines on the establishment and implementation of the SPMS
Ensures that office performance targets and measures (indicators), as well as the budget, are aligned with those of the agency and that work distribution of offices/units is rationalized
Recommends approval of the office performance commitment and rating to the Secretary Acts as appeal body and final arbiter for performance management issues of the agency
Identifies potential top performers and provides inputs to the DENR PRAISE Committee for grant of awards and incentives
Adopts internal rules and procedures including calibration of performance rating, schedule of meetings and deliberations and delegation of authority to representatives in case of absence of its membersD. Secretariat
The Planning and Programming Division (PPD), Program Monitoring and Evaluation Division (PMED) and Personnel Division shall constitute the Central Office Secretariat.
All Bureaus, Regional Offices (including PENROs) and Attached Agencies shall constitute their own Secretariat to be composed of the Planning Division/Unit and Personnel Section/Unit. Functions and Responsibilities of the Secretariat:
a. Planning Office/Division/Section Monitors submission of Office Performance Commitment and Review (OPCR) Form (Annex D) and schedule the review/evaluation of Office Commitments by the PMT before the start of a performance period.
Reviews, validates and evaluates the initial performance assessment of offices based on reported office accomplishments against the success indicators, and the allotted budget against the actual expenses. The result of the assessment shall be the basis of PMTs recommendation to the Secretary.
Consolidates accomplishment of the office performance and results of assessment for submission of the Secretary to the DBM. Conducts performance planning and review conference semi-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 Financial Office/Division/Unit as regards fund utilization. Provides each office with the final Office Assessment/Rating to serve as basis in the incentives of individual performers.b. Personnel Division/Section Monitors submission of Individual Performance Commitment and Review (IPCR) Form (Annex E) by heads of offices/divisions. Provides analytical data on retention, skill/competency gaps, and talent development plans that align with strategic plans; Reviews the Summary List of Individual Performance Rating to ensure that the average performance rating of employees is equivalent to or not higher than the Office Performance Rating as recommended by the PMT and approved by the Head of Office. Coordinates development interventions that will form part of the HR Plan.
E. Head of Office (Director IV or equivalent)
Assumes primary responsibility for performance management in his/her Office.
Conducts strategic planning session with the supervisors and staff and agree on the outputs that should be accomplished based on the goals/objectives of the organization and submits the OPCR Form to the Planning Office. Reviews and approves IPCR for submission to the Personnel Division/Section/Unit before the start of the performance period.
Submits quarterly accomplishment report to the Planning Division/Section/Unit based on the PMS Calendar (Annex F). Does initial assessment of offices performance using the approved OPCR.
Determines final assessment of performance level of the individual employees in his/her office based on proof of performance.
Informs employees for the final rating and identifies and discusses the necessary interventions to employees based on the assessment of developmental needs.F. PENRO/CENRO/Division Chief or equivalent
Assumes joint responsibility with the Head of Office in ensuring attainment of performance objectives and targets. Rationalizes distribution of targets/tasks. Monitors closely the status of the performance of their subordinates and provide support and assistance through the conduct of coaching and/or mentoring for the attainment of targets set by the Division and individual employee. Recommends developmental intervention whenever necessary.G. Individual Employees
Act as partners of management and their co-employees in meeting organizational performance goals.
PART 2: The SPMS ProcessI.The PMS Cycle
The SPMS shall follow the same four-stage PMS cycle that underscores the importance of performance management.Stage 1:Performance Planning and Commitment
This is done at the start of the performance period where Heads of Offices meet with the supervisors and staff and agree on the outputs that should be accomplished based on the goals/objectives of the organization.
During this stage, performance indicators are determined (Annex G). Performance indicators are performance level yardsticks consisting of measures and targets. These shall serve as bases in the preparation of the office and individual performance contracts and rating forms.
Performance measures should focus on those that contribute to or support the outcomes that the Department aims to achieve and shall be included in the office performance contract, i.e., measures that are relevant to Departments core functions and strategic priorities. The performance measures must be continuously refined and reviewed.
Performance measures shall include any one, combination of, or all of the following general categories, whichever is applicable.CategoryDefinition
Effectiveness/QualityThe 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.
EfficiencyThe 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.
TimelinessMeasures whether the deliverable was done on time based on the requirements 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.
Heads of offices shall cause the determination of their office target setting period, a period within which the office and employees targets are set and discussed by the raters and the ratees, reviewed and concurred by the heads of offices and submitted to the PMT.The Department Road Map, Strategic Plan, Annual Investment Plan/Work and Financial Plan, etc. shall be the basis of the targets of offices. Aside from the office commitments explicitly identified under each Strategic Priority in the Road Map, major final outputs 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.The targets shall take into account any combination of, or all of the following:
Historical date. The data shall consider past performance.
Benchmarking. This involves identifying and comparing the best office or unit within the department with similar functions or processes. Benchmarking may also involve recognizing existing standards based on provisions or requirements of the law.
Client demand. This involves a bottom-up approach where the office sets targets based on the needs of its clients. The office may consult with stakeholders and review the feedback on its services.
OPES Reference Table. List of major final outputs with definition and corresponding OPES points.
Top Management instruction. The Secretary may set targets and give special assignments. Future trend. Targets may be based from the results of the comparative analysis of the actual performance of the office with its potential performance.
In setting work targets, the office shall likewise indicate the detailed budget requirements per expense account to help the heads of office in ensuring a strategy driven budget allocation and in measuring cost efficiency. The office shall also identify specific division/unit/group/individuals as primarily accountable for producing a particular target output per program/project/activity. These targets, performance measures, budget and responsibility centers are summarized in the Division Performance Commitment and Review Form (DPCR) (Annex H). The approved OPCR Form shall serve as basis for performance targets and measures to be prepared in the DPCR. Likewise, the DPCR Form shall be the basis for 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 office standards in its approved OPCR Form.
Stage 2: Monitoring and CoachingDuring the performance monitoring and coaching phase, the performance of the offices and every individual shall be regularly monitored at various levels: i.e. the Heads of Offices/Bureaus, Regional Directors, PENROs, CENROs, Division Chiefs and individuals, on a quarterly basis.
The offices shall develop and adopt their own monitoring and evaluation mechanism such as, but not limited to, regular submission of weekly/monthly accomplishment reports or tracking forms to ensure timely completion and quality of execution of deliverables and which will also be used as basis for individual employee performance monitoring and evaluation. Monitoring can also be done through meetings, one on one discussion, memoranda, review of pertinent documents such as reports and communications, among others. This shall also be documented using Performance Monitoring and Coaching Journal (Annex I, J, K).The Regional Offices, Bureaus and Attached Agencies may develop and maintain an automated information system that will support data management to produce timely, accurate and reliable information for program tracking and performance monitoring/reporting. All offices shall submit quarterly accomplishment reports based on the approved work and financial plan to PMED. The OPCR accomplishment report shall be submitted semi-annually.Supervisors and coaches play a critical role at this stage. Their focus is on the critical function of managers and supervisors as coaches and mentors in order to provide an enabling environment/intervention to improve team performance; and manage and develop individual potentials.Stage 3: Performance Review and Evaluation
This phase aims to assess both office and individual performance level based on performance targets and measures as approved in the office and individual performance commitment.
Office Performance Assessment
The Policy and Planning Service (PPS) thru the PMED shall consolidate, review, validate and evaluate the initial performance assessment of the Heads of offices based on reported office accomplishments against the performance indicators and the allotted budget against the actual expenses. The result of the assessment shall be submitted to the PMT for calibration and recommendation to the Secretary. The Secretary shall determine the final rating of offices/units.
A performance review conference shall be conducted semi-annually by the PPS for the purpose of discussing the office assessment with concerned Head of Office. Submitted office accomplishment reports will be used as basis to ensure complete and comprehensive performance review.
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, hence, the final rating shall no longer be appealable/contestable after the conference.
The Central Office PPS shall provide each Office with the final Office Assessment to serve as the basis of offices in the assessment of individual staff members.
Performance Assessment for Individual Employees
The immediate supervisor or division head 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 accomplishments. Hence, rating for planned and/or intervening task shall always be supported by reports, documents or any outputs as proof of actual performance. In the absence of said bases of proof, a particular task shall not be rated and shall be disregarded. It is also expected that the immediate supervisor keeps documents and evidence on the kind of outputs of individual employees which will be used as bases for employee assessment and for determining employees contributions to major final output.The supervisor shall indicate qualitative comments, observations and recommendations in the space provided in the IPCR to include areas for improvement, type of intervention and target date of implementation, and areas for recognition. The comments shall serve as guide in improving or recognizing employee performance, for personnel actions or human resource development interventions.
Employee's assessment shall be discussed by the supervisor with the concerned employee prior to the submission of the IPCR to the Head of Office.
The Head of Office may adopt appropriate mechanism to assist him/her distinguish performance level of individuals, such as, but not limited to peer ranking and client feedback.
Approved IPCR shall be submitted to the Personnel Division/Section/Unit within the prescribed period for review and validation to ensure that the average performance rating of all employees is equivalent to or not higher than the Office Performance Rating and recommends necessary modification or corrective actions, if necessary. Should they find it acceptable, the head of the Personnel Division/Section/Unit shall stamp its confirmation on the IPCR.The Personnel Division/Section/Unit shall provide copy of the Summary List of Individual Performance Ratings (SLIPR) (Annex L) to the Heads of Office within the prescribed schedule.
The Head of Office shall ensure that the employee is notified of his/her final performance rating.
Stage 4: Performance Rewarding and Development Planning
Part of the evaluation is the competency assessment vis-a-vis the competency requirements of the job. The result of the assessment shall be discussed by the heads of divisions and supervisors with the individual employee at the end of each rating period. 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.
Appropriate developmental interventions shall be made available by the head of division/office and supervisors in coordination with the Human Resources Development Service/Section/Unit.
A development plan (Annex L) shall be prepared to improve the performance of employees with Unsatisfactory and Poor Performance Ratings to include timelines and performance indicators and shall be monitored to measure the progress. The results of the performance evaluation/assessment shall serve as inputs to the:
a. Heads of Divisions in identifying and providing the kinds of interventions needed, based on the developmental needs identified;
b. Personnel Division/Section/Unit in consolidating and coordinating developmental interventions that will form part of the HR Plan and the basis for rewards and incentives;
c. PMT in identifying potential Program on Awards and Incentives for Service Excellence (PRAISE) nominees for various awards categories; and,
d. PRAISE Committee in determining top performers of the office who qualify for awards and incentives.II. Rating PeriodThe rating period shall be done semi-annually covering January to June and July to December. However, if there is a need for a shorter or longer period, the minimum appraisal period is at least ninety (90) calendar days or three (3) months.
The following rating scales shall be used as sets of measures. There shall be five-point rating scale (1 to 5), 5 being the highest and 1, the lowest.RatingDescription
NumericalAdjectival
5.0OutstandingPerformance 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 achievements and contributions to the organization are of marked excellence.
4.0 4.99Very SatisfactoryPerformance exceeded expectations. All goals, objectives and targets were achieved above the established standards.
3.0 3.99SatisfactoryPerformance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met.
2.0 2.99UnsatisfactoryPerformance failed to meet expectations, and/or one or more of the most critical goals were not met.
1.0 1.99PoorPerformance was consistently below expectations, and/or reasonable progress toward critical goals was not made; significant improvement is needed in one or more important areas.
GENERAL STANDARDSA. Timeliness
PointsAdjectival RatingDescription
5Outstanding
(0)Task completed within the first 30% or more of the time before the deadline or scheduled time of completion;Task completed ahead of the planned time by 30% for non-routine duty;
4.0 4.99Very Satisfactory
(VS)Task completed in 15-29% of the time before the deadline or scheduled time of completion;Task completed ahead of the planned time by 15% to 29% for non-routine duty;
3.0 3.99Satisfactory
(S)Task completed on the deadline or up to 14% of the time before the deadline or scheduled time of completion;Task completed on deadline planed time or earlier but not more than 14% of the planned time for non-routine duty;3 reminders issued by rater for repetitive/routine duty.
2.0 2.99Unsatisfactory
(US)Task completed 51-99% of the time after the deadline or scheduled date of completion;
Task completed after the deadline or planned time by 51% to 99%;4 or 5 reminders issued by rater for repetitive/routine duty.
1.0 1.99Poor
(P)Task not accomplished at all or completed 50% or more of the time after the deadline or scheduled date of completion;
Task not completed after the deadline or planned time by 50% or more for non-routine duty;
6 or more reminders by rater for repetitive/routine duty.
B. Quality of Written WorkPoint ScoreAdjectival RatingNumerical Description
5.0
Outstanding
(O)No mistakes or deficiency; every aspect of work assignment well covered; clearly presented; well organized:
No lapse in grammar or error in content.
4.0 4.99Very Satisfactory
(VS) One or two minor errors deficiencies; work in accordance with instructions; clearly presented; well organized;
1 or 2 errors in grammar or errors in content
3.0 3.99
Satisfactory
(S)1 or 2 minor errors of deficiencies; partial minor revision needed;
3 lapses in errors or grammar in content.
2.0 2.99
Unsatisfactory
(US)1 or 2 major errors to or deficiencies major revision needed;
4 to 5 lapses in grammar or errors in content.
1.0- 1.99
Poor
(P)Work not acceptable; needs total revision;
6 or more lapses in grammar or errors in content.
C. Quality of Non-Written WorkPoint ScoreAdjectival RatingNumerical Description
5.0
Outstanding
(O)Performance exceeding targets by 130% and above;Those who met targets for accomplishments requiring 100% of the targets such those pertaining to money and accuracy.Excellent results; all aspects of work assignment thoroughly covered;
No mistake in performing the duty.
4.0 4.99
Very Satisfactory
(VS)Performance exceeding by 115% to 129%; 1 or two 2 errors in the execution of work assignment; results still very good.1 or 2 mistakes in performing the duty.
3.0 3.99
Satisfactory
(S)Performance of 100% to 114% of the planned targets;More than 2 minor errors or deficiencies in the execution of work assignment; results are acceptable.3 mistakes in performing the duty.
2.0 2.99
Unsatisfactory
(US)Performance of 51% to 99% of the planned targets;1 major error or deficiency that can be overcome with help from supervisor.4 or 5 mistakes in performing the duty.Those who fell short of the targets for accomplishments requiring 100% of the targets such as those pertaining to money and accuracy.
1.0 - 1.99
Poor
(P)Performance meets the planned targets by 50% or below;Haphazard or careless execution of work assignment; unacceptable results.6 or more mistakes in performing the duty
D. Quantity of Work Point ScoreAdjectival RatingDescription
5Outstanding
(O)Target or quota exceeded by 30% or more;
Planned quantity in 6 months exceeded by 30% or more.
4.0 4.99Very Satisfactory
(VS)Target or quota exceeded by 15% to 29%;
Planned quantity exceeded by 15% to 29%;
3.0 3.99Satisfactory
(S)Target or quota accomplished as expected or up to 14% in excess of the target or quota;
Planned quantity just met or exceeded but by not more than 14%;
2.0 2.99Unsatisfactory
(US)Only 51% to 94% of target or quota accomplished;
Only 51% - 94% of planned quantity accomplished;
1.0 1.99Poor
(P)Less than 50% of quota or target accomplished;Only 50% or less of planned quantity accomplished;
PERFORMANCE RATING TABLE
Performance (%)
OutstandingVery SatisfactorySatisfactoryUnsatisfactoryPoor
130%51294.991143.99992.99501.99
1284.9191133.919982.969491.97
1274.8491123.849972.949481.95
1264.7781113.778962.928471.929
1254.7071103.707952.908461.909
1244.6361093.636942.887451.889
1234.5661083.566932.866441.869
1224.4951073.495922.846431.849
1214.4241063.424912.825421.828
1204.3541053.354902.804411.808
1194.2831043.283892.784401.788
1184.2121033.212882.763391.768
1174.1411023.141872.743381.748
1164.0711013.071862.722371.727
11541003852.701361.707
842.681351.687
832.66341.667
822.639331.647
812.619321.626
802.598311.606
792.578301.586
782.557291.566
772.536281.546
762.516271.525
752.495261.505
742.474251.485
732.454241.465
722.433231.444
712.413221.424
702.392211.404
692.371201.384
682.351191.364
672.33181.343
662.309171.323
652.289161.303
642.268151.283
632.248141.263
622.227131.242
612.206121.222
602.186111.202
592.165101.182
582.14491.162
572.12481.142
562.10371.121
552.08361.101
542.06251.081
532.04141.061
522.02131.04
51221.02
11
00
III. Submission of DENR SPMS to CSC
The DENR SPMS will be submitted to CSC for approval prior to its implementation in all units under the DENR.IV. SPMS Initiation and ImplementationThe SPMS shall be implemented through the following activities:1. Creation of a Performance Management Team (PMT).
2. Conduct of DENR-wide orientation/workshop on the establishment and implementation of SPMS participated by Administrative/Personnel/Planning Officers and Head of the PMT.3. Conduct of orientation and re-orientation workshops on the new and revised policies on SPMS for all employees. This is to promote awareness and interest on the system, generate employees appreciation for the DENR SPMS as a management tool for performance planning, control and improvement, and guarantee employees internalization of their co-employees in meeting organizational performance goal. 4. Amend, enhance or develop DENR SPMSand submit the same to CSC for review/approval.
5. Administer the approved DENR SPMS in accordance with guidelines/standards.6. Provide the CSC Field Office concerned with a copy of the Consolidated Individual Performance Review Reports for 2014 based on the approved DENR SPMS, indicating alignment of the collective individual performance rating with the Organizational/Office Performance Rating.PART 3: Miscellaneous Provisions I. Technical Assistance
The DENR may request technical assistance from the CSC Central/Regional/Field Offices concerned on the development, implementation, or refinement of the DENR SPMS. Likewise, technical assistance to Bureaus, Regional offices and Attached Agencies shall also be extended by the CSC Central Office. II. Sanctions
Unless justified and accepted by the PMT, non-submission of the OPCR Form to the PMT, and the IPCR forms to the Personnel Division/Section/Unit within the specified dates shall be a ground for:
a. Employees disqualification from performance-based personnel actions which would require the rating for the given period such as promotion, training or scholarship grants and performance enhancement bonus, if the failure of the submission of the report form is the fault of the employees.
b. An 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 office and individual performance commitment and review report.
c. Failure on the part of the Division Chiefs/Head of Office to comply with the required notices to their subordinates for their unsatisfactory or poor performance during a rating period shall be a ground for an administrative offense for neglect of duty (CSC MC 6, s. 2012 Part 3, II, c).d. Non-submission of DENR SPMS to the CSC for review/approval shall be a ground for disapproval of promotional appointments issued by the Department.III. Appeals
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.
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 Head of Office. An office/unit or individual employee, however, shall not be allowed to protest the performance ratings of other office/unit or co-employees. Ratings obtained by other office/unit or employees can only be used as basis or reference for comparison in appealing ones office or individual performance rating. The PMT shall decide on the appeals within one month from receipt.
Appeals lodged at any PMT shall follow the hierarchical jurisdiction of various PMTs in the Department. For example, the decision of the Regional PMT is appealable to the Central Office PMT.
The decision of the DENR Central Office PMT may be appealed to the Secretary.
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.
Part 5: Repealing Clause
The DENR SPMS Guidelines modifies all previous orders and issuances inconsistent herewith and may be revised/amended/improved upon the implementation of the DENR Rationalization Plan and/or when the necessity calls for such action.
Part 6: EffectivityThese guidelines shall take effect upon the approval of the Civil Service Commission.
RAMON J.P. PAJE
Secretary
Annex ASPMS Process Flowchart
Annex B Performance Planning and Commitment A
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Annex D
Office Performance Commitment and Review Form
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)
I, _______________________________________, Head of the _________________________commit to deliver and agree to be rated on the attainment of the following Targets in the accordance with the indicated measures for the period __________________ to __________________________________.__.
___________________
Head of Office
Date: ____________________
Approved By:
SecretaryDate
Head of Agency
5.0 - Outstanding
4.0 4.99 - Very Satisfactory
3.0 3.99 - Satisfactory
2.0 2.99 Unsatisfactory
1.0 1.99 - Poor
OUTPUTPERFORMANCE INDICATORS
( TARGETS + MEASURES )Allotted BudgetDivision/ Individuals AccountableActual AccomplishmentsRatingRemarks
Q1 E2T3A4
Average Rating
CategoryOutputRating
Total Overall Rating`
Final Average Rating
Adjectival RatingVery Satisfactory
Assessed by:Final Rating:Date
DateDate
Planning OfficePMTHead of Agency
Legend: 1-Quantity 2-Efficiency 3-Timeliness 4- Average
Annex EIndividual Performance Commitment and Review Form
Annex FSPMS Calendar (Delivery Units) Full Implementation starting 2015
ActivitySubmit toJFMAMJJASOND
I. Performance Planning and Commitment
OPCR (Commitment for review)PPSO15
Review reportPMT Secretariat15
DENR Approval of OPCR (DENR Secretary/)Secretary15
Approved OPCR PPSO/DUs18
IPCR Personnel/ Div./Unit/Sect-Admin Unit 5*
Head of Office10*
II.Performance Monitoring and Coaching
Monitoring byJAAN
Head of office/RED/Bureau Director/RD/PENRO/CENRO/Division Head3333
Planning Office/
Personnel Division
Division ChiefPlanning Div./Delivery Units7777
Individual EmployeeJ
III. Performance Review and Feedback
Semi-Annual submission of OPCR (accomplishments)
Luzon
Visayas
Mindanao
PPO1522
2915
22
29
PMT review reportPMT1515
DENR Approval of OPCR performance/ review by DENRSecretary1515
Approved OPCR PPSO18
IPCR Personnel/ Div./Unit/Sec\ Admin.Unit 2020
Review of IPCRHead of Office3131
DUs Ranking PMT CO2831
Annual Planning 3rd week
ActivitySubmit toJFMAMJJASOND
IV. Performance Rewarding and Development Planning
DUs submit Individual RankingPersonnel Div. CO3030
PRAISE Committee Performance Assessment
Note: Planning to do clustering on the submission of OPCR i.e. Luzon, Visayas, Mindanao (internal)
Note: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.
Annex GPerformance Indicators for CY 2014Major Final OutputPerformance MeasuresPerformance TargetsSuccess IndicatorsOrganization Accountable Remarks
OFFICE OF THE SECRETARY
MFO 1 - Ecosystem Policy Services
Formulation and Monitoring of ENR Sector Policies, Plans, Programs and ProjectsNumber of annual work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed time80 Annual Work and Financial Plans80 Annual Work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed timeDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional OfficesUSEC/ASEC-11
Service Directors-15 (including MBCO, RBCO, CARP, CCO)
Staff Bureaus-4
Divisions-34
Regional Offices-16
Number of PA with boundaries delineated (covering number of kms) based on DAO 2008-24 (Guidelines for the Assessment and Delineation of Boundaries Between Forestlands, National Parks and Agricultural Lands) by end of December 13 PAs covering 927.92 kms.13 PAs with boundaries delineated (covering 927.92 kms) based on DAO 2008-24 (Guidelines for the Assessment and Delineation of Boundaries Between Forestlands, National Parks and Agricultural Lands) by end of December Regional Offices
Number of integrated watershed management plans prepared and approved based on DAO 2008-05 (Guidelines in the Preparation of Integrated Watershed Management Plans) by end of December 18 Integrated watershed management plans
18 integrated watershed management plans prepared and approved based on DAO 2008-05 (Guidelines in the Preparation of Integrated Watershed Management Plans) by end of December Regional OfficesNumber of integrated watershed management plans prepared and approved based on DAO 2008-05 (Guidelines in the Preparation of Integrated Watershed Management Plans) by end of December 2014
MFO 2- Ecosystem Management Services
Forest Development, Rehabilitation and Protection Number of hectares planted 300,000 ha300,000 hectares planted Regional Offices
Number of square meters (sq.m.) of vegetative measures established based on approved watershed management plan by end of December211,733 sq.m. of vegetative measures211,733 sq.m. of vegetative measures established based on approved watershed management plan by end of December Regional Offices
Number of cubic meters (cu.m.) of structural measures established based on approved watershed management plan by end of December 2,469 cu.m. of structural measures2,469 cu. m. of structural measures established based on approved watershed management plan by end of December Regional Offices
Land Survey, Disposition and Records ManagementNumber of patents issued for agricultural lands transmitted to Register of Deeds (ROD) within 5 to 7 working days after signing by approving authority100,000 patents100,000 patents issued for agricultural lands transmitted to Register of Deeds (ROD) within 5 to 7 working days after signing by approving authorityRegional OfficesLand Survey, Disposition and Records Management
Number of cities/ municipalities with approved cadastral survey by end of December 146 cities/ municipalities146 cities/ municipalities with approved cadastral survey by end of December Regional Offices
Protected Areas Development and Management Number of ecotourism-related enterprises implemented by LGUs, POs and private sector by end of December 6 ecotourism-related enterprises6 ecotourism-related enterprises implemented by LGUs, POs and private sector by end of December Regional Offices
MFO 3- ECOSYSTEM REGULATION SERVICES
Permit Issuance and Monitoring of Forest and Forest Resource UseNumber of hectares of forestland areas protected by end of December15.8 M ha15.8 M hectares of forestland areas protected by end of DecemberRegional Offices
Number of illegal logging cases reported and acted upon by end of December 131 illegal logging cases131 illegal logging cases reported and acted upon by end of December Regional Offices
Permit Issuance and Monitoring of Land and Land Resource UseNumber of foreshore leases/permits appraised/re- appraised with recommended valuation by end of December 1,398 foreshore leases/ permits 1,398 foreshore leases/permits appraised/re- appraised with recommended valuation by end of December Regional OfficesRegion 4B- 311
SUPPORT TO OPERATIONS
Data Management, including Systems Development and MaintenanceNumber of databases 100% functional
46 databases
46 databases 100% functional
DENR-Central Office, FMB, LMB, PAWB, ERDB, Regional OfficesSectoral databases:
Forestry 7
Lands 32
PAWCZM 2
Research-4
MBCO 1
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Meetings/ Workshops/ ConferencesPercentage of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days100% reports submitted100% of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days after attendanceDENR-Central Office (Office of the USECs/ ASECs/ Directors), Staff Bureau Directors, REDs
Learning and GrowthNumber of HR intervention per employee per year1 HR intervention1 HR intervention per employee per yearDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional OfficesHR intervention includes traditional (training, etc.) and non-traditional (coaching, mentoring, etc.) means of intervention.
Actions on Documents/ RequestsPercentage of documents acted upon within 2 days upon receipt100% documents acted100% of documents acted upon within 2 days upon receiptDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Implementation of Good Governance ConditionsPercentage compliance to PhilGEPS conditions100% compliance100% compliance to PhilGEPS conditionsDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Percentage submission of SALN within the prescribed time100% SALN submission100% submission of SALN within the prescribed timeDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Percentage liquidation of cash advances within the prescribed time100% liquidation of cash advance100% liquidation of cash advances within the prescribed timeDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Number of Annual Procurement Plans endorsed to OSEC (Budget Division) within prescribed time60 Annual Procurement Plan60 Annual Procurement Plan endorsed to OSEC (Budget Division) within prescribed timeDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Number of OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed time44 OPCR 44 OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed timeDENR-Central Office (Office of the USECs/ ASECs/ Directors) , FMB, LMB, PAWB, ERDB, Regional Offices
Number of Updated Citizens Charter posted on time21 Updated Citizens Charter21 Updated Citizens Charter posted on timeDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Percentage of Transparency Seal requirements updated and posted on time100% updated transparency seal100% of Transparency Seal requirements updated and posted on timeDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Budget utilization Percentage of budget utilization90% budget utilization90% budget utilizationDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Submission of Financial Statements to COAPercentage of financial statements submitted to COA100% financial statements submitted to COA100% of financial statements submitted to COADENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
Clean Up of Work PlacePercentage of workplace cleaned up every last Friday of the month100% implement-ation of 3Rs
(Reduce,Re-use,
Recycle/ESW)100% of workplace cleaned up every last Friday of the monthDENR-Central Office, FMB, LMB, PAWB, ERDB, Regional Offices
ENVIRONMENTAL MANAGEMENT BUREAU
MFO 1 ENVIRONMENTAL REGULATION SERVICES
Planning, Policy Formulation and Management Information SystemNumber of annual work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed time1 Annual Work and Financial Plan1 Annual Work and financial plan compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed timeEMB-Central Office and Regional Offices
Number of databases 100% functional
5 databases
5 databases 100% functional
EMB-Central Office and Regional Offices
Legal Services and Provision of Secretariat Services to the Pollution Adjudication BoardNumber of cases acted upon/with resolutions issued within the 38-day processing time in accordance with current technical/ scientific approaches based on PAB Resolution 1-2010154 cases 154 cases acted upon/with resolutions issued within the 38-day processing time in accordance with current technical/ scientific approaches based on PAB Resolution 1-2010EMB-Central Office and Regional Offices
Implementation of Clean Water RegulationsNumber of esteros/ waterbodies with adopters effecting significant decrease in floating garbage within 1 year of adoption (Baseline : 2013 - 296) 360 esteros/ waterbodies with adopters
360 esteros/ waterbodies with adopters effecting significant decrease in floating garbage within 1 year of adoption EMB-Central Office and Regional Offices
Implementation of Clean Air RegulationsPercentage of firms monitored complying with emission standards80% of 8,746 firms80% of 8,746 firms monitored complying with emission standardsEMB-Central Office and Regional Offices
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Meetings/ Workshops/ ConferencesPercentage of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days100% reports submitted on conferences/workshops attended100% of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days after attendanceEMB-Central Office and Regional Offices
Learning and GrowthNumber of HR intervention per employee per year1 HR intervention1 HR intervention per employee per yearEMB-Central Office and Regional OfficesHR intervention includes traditional (training, etc.) and non-traditional (coaching, mentoring, etc.) means of intervention.
Actions on Documents/ RequestsPercentage of documents acted upon within 2 days upon receipt100%documents acted100% of documents acted upon within 2 days upon receiptEMB-Central Office and Regional Offices
Implementation of Good Governance Condition
Percentage compliance to PhilGEPS conditions100% compliance100% compliance to PhilGEPS conditionsEMB-Central Office and Regional Offices
Percentage submission of SALN within the prescribed time100% SALN submission100% submission of SALN within the prescribed timeEMB-Central Office and Regional Offices
Percentage liquidation of cash advances within the prescribed time100% cash advances liquidation100% liquidation of cash advances within the prescribed timeEMB-Central Office and Regional Offices
Number of OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed time1 OPCR 1 OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed timeEMB-Central Office and Regional Offices
Number of Annual Procurement Plans endorsed to DBM within prescribed time1 Annual Procurement Plan1 Annual Procurement Plan endorsed to DBM within prescribed timeEMB-Central Office and Regional Offices
Number of Updated Citizens Charter posted on time1 Updated Citizens Charter1 Updated Citizens Charter posted on timeEMB-Central Office and Regional Offices
Percentage of Transparency Seal requirements updated and posted on time100% updated transparency sealPercentage of Transparency Seal requirements updated and posted on timeEMB-Central Office and Regional OfficesBased on GAA 2013, Section 93
Budget utilization Percentage of budget utilization90% budget utilization90% budget utilizationEMB-Central Office and Regional Offices
Submission of Financial Statements to COAPercentage of financial statements submitted to COA100% financial statements submitted to COA100% of financial statements submitted to COAEMB-Central Office and Regional Offices
Clean Up of WorkplacePercentage of workplace cleaned up every last Friday of the month100% implement-ation of 3Rs
(Reduce,
Re-use,
Recycle/ ESW)
100% of workplace cleaned up every last Friday of the monthEMB-Central Office and Regional Offices
MINES AND GEOSCIENCES BUREAU
MFO 1 GEOSCIENCES DEVELOPMENT SERVICE
Groundwater Resources and Vulnerability AssessmentNumber of LGUs (provinces/ municipalities/ cities) assessed for groundwater resources by end of December 40 LGUs40 LGUs (provinces/ municipalities/ cities) assessed for groundwater resources by end of December MGB-Central Office and Regional Offices
Geohazard Assessment and MappingNumber of relocation/ evacuation sites assessed based on Geohazard Manual716 relocation sites716 relocation/ evacuation sites assessed based on Geohazard ManualMGB-Central Office and Regional Offices
SUPPORT TO OPERATIONS
Planning and Policy FormulationNumber of annual work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed time1 Annual Work and Financial Plan1 Annual Work and financial plan compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed timeMGB-Central Office and Regional Offices
Number of databases 100% functional1 database
-Mining Rights Management System1 database 100% functionalMGB-Central Office and Regional Offices
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Meetings/ Workshops/ ConferencesPercentage of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days100% % reports submitted on conferences/
workshops attended100% of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days after attendanceMGB-Central Office and Regional Offices
Learning and GrowthNumber of HR intervention per employee per year1 HR intervention1 HR intervention per employee per yearMGB-Central Office and Regional Offices
Actions on Documents/ RequestsPercentage of documents acted upon within 2 days upon receipt100% documents acted100% of documents acted upon within 2 days upon receiptMGB-Central Office and Regional Offices
Implementation of Good Governance Condition
Percentage compliance to PhilGEPS conditions100% compliance100% compliance to PhilGEPS conditionsMGB-Central Office and Regional Offices
Percentage liquidation of cash advances within the prescribed time100% liquidation of cash advance100% liquidation of cash advances within the prescribed timeMGB-Central Office and Regional Offices
Number of OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed time1 OPCR 1 OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed timeMGB-Central Office and Regional Offices
Number of Annual Procurement Plans endorsed to OSEC (Budget Division) within prescribed time1 Annual Procurement Plan1 Annual Procurement Plan endorsed to OSEC (Budget Division) within prescribed timeMGB-Central Office and Regional Offices
Number of Updated Citizens Charter posted on time1 Updated Citizens Charter1 Updated Citizens Charter posted on timeMGB-Central Office and Regional Offices
Percentage of Transparency Seal requirements updated and posted on time100% updated transparency sealPercentage of Transparency Seal requirements updated and posted on timeMGB-Central Office and Regional Offices
Budget utilization Percentage of budget utilization90%Budget utilization90% budget utilizationMGB-Central Office and Regional Offices
Submission of Financial Statements to COAPercentage of financial statements submitted to COA100% financial statements submitted to COA100% of financial statements submitted to COAMGB-Central Office and Regional Offices
Clean Up of WorkplacePercentage of workplace cleaned up every last Friday of the month
100% implement-ation of 3Rs
(Reduce,
Re-use,
Recycle/ ESW)100% of workplace cleaned up every last Friday of the monthMGB-Central Office and Regional Offices
NATIONAL MAPPING AND RESOURCE INFORMATION AUTHORITY
MFO 1 PROVISION OF MAPPING SERVICES
Topographic Base Mapping and Geodetic SurveysNumber of topographic maps produced in accordance with ISO 9001-200843 large-scale maps (1:10,000 scale)43 topographic maps produced in accordance with ISO 9001-2008Office of the Administrator
Divisions concerned
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Preparation of Annual Work and Financial PlansNumber of annual work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed time1 Annual Work and Financial Plan1 Annual Work and financial plan compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed timeOffice of the Administrator
All Divisions
Attendance to Meetings/ Workshops/ ConferencesPercentage of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days100% % reports submitted on conferences/
workshops attended100% of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days after attendanceOffice of the Administrator
All Divisions
Learning and GrowthNumber of HR intervention per employee per year1 HR intervention1 HR intervention per employee per yearOffice of the Administrator
All Divisions
Actions on Documents/ RequestsPercentage of documents acted upon within 2 days upon receipt100% documents acted100% of documents acted upon within 2 days upon receiptOffice of the Administrator
All Divisions
Implementation of Good Governance Condition
Percentage compliance to PhilGEPS conditions100% compliance100% compliance to PhilGEPS conditionsOffice of the Administrator
All Divisions
Percentage submission of SALN within the prescribed time100% SALN submission100% submission of SALN within the prescribed timeOffice of the Administrator
All Divisions
Percentage liquidation of cash advances within the prescribed time100% cash advances liquidation100% liquidation of cash advances within the prescribed timeOffice of the Administrator
All Divisions
Number of OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed time1 OPCR 1 OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed timeOffice of the Administrator
All Divisions
Number of Annual Procurement Plans endorsed to OSEC (Budget Division) within prescribed time1 Annual Procurement Plan1 Annual Procurement Plan endorsed to OSEC (Budget Division) within prescribed timeOffice of the Administrator
All Divisions
Number of Updated Citizens Charter posted on time1 Updated Citizens Charter1 Updated Citizens Charter posted on timeOffice of the Administrator
Divisions concerned
Percentage of Transparency Seal requirements updated and posted on time100% updated transparency seal100% of Transparency Seal requirements updated and posted on timeOffice of the Administrator
Divisions concerned
Budget utilization Percentage of budget utilization90% budget utilization90% budget utilizationOffice of the Administrator
Divisions concerned
Submission of Financial Statements to COAPercentage of financial statements submitted to COA100% financial statements submitted to COA100% of financial statements submitted to COAOffice of the Administrator
Divisions concerned
Data ManagementNumber of databases 100% functional2 databases2 databases 100% functionalOffice of the Administrator
Divisions concerned
Clean Up of WorkplacePercentage of workplace cleaned up every last Friday of the month100% implement-ation of 3Rs
(Reduce,
Re-use,
Recycle/ ESW)100% of workplace cleaned up every last Friday of the monthOffice of the Administrator
Divisions concerned
NATIONAL WATER RESOURCES BOARD
MFO 1 WATER SECTOR MANAGEMENT POLICY SERVICES
Evaluation, Integration and Coordination of Water Resources Plans and ProgramsNumber of annual work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed time1 Annual Work and Financial Plan1 Annual Work and financial plan compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed timeOffice of the Executive Director/ Deputy Executive Director
All divisions
MFO 2 WATER REGULATION SERVICES
Processing, Adjudicating and Granting of Water Rights and Waterworks FranchisesNumber of water permit applications acted upon based on the IRR of the Water Code of the Philippines600 water permit applications600 water permit applications acted upon based on the IRR of the Water Code of the PhilippinesOffice of the Executive Director/ Deputy Executive Director
Concerned division/s
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Meetings/ Workshops/ ConferencesPercentage of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days100% % reports submitted on conferences/
workshops attended100% of meetings/ workshops/ conferences with reports submitted to OSEC (USEC for Field Operations)
-local (inter-agency) within 7 days
-foreign meetings/ workshops/ conferences within 30 days after attendanceOffice of the Executive Director/ Deputy Executive Director
Learning and GrowthNumber of HR intervention per employee per year1 HR intervention1 HR intervention per employee per yearOffice of the Executive Director/ Deputy Executive Director
Actions on Documents/ RequestsPercentage of documents acted upon within 2 days upon receipt100% documents acted100% of documents acted upon within 2 days upon receiptOffice of the Executive Director/ Deputy Executive Director
Implementation of Good Governance Condition
Percentage compliance to PhilGEPS conditions100% compliance100% compliance to PhilGEPS conditionsOffice of the Executive Director/ Deputy Executive Director
All divisions
Percentage submission of SALN within the prescribed time100% SALN submission100% submission of SALN within the prescribed timeOffice of the Executive Director/ Deputy Executive Director
All divisions
Percentage liquidation of cash advances within the prescribed time100% liquidation of cash advance100% liquidation of cash advances within the prescribed timeOffice of the Executive Director/ Deputy Executive Director
All divisions
Number of OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed time1 OPCR 1 OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed timeOffice of the Executive Director/ Deputy Executive Director
All divisions
Number of Annual Procurement Plans endorsed to OSEC (Budget Division) within prescribed time1 Annual Procurement Plan1 Annual Procurement Plan endorsed to OSEC (Budget Division) within prescribed timeOffice of the Executive Director/ Deputy Executive Director
All divisions
Number of Updated Citizens Charter posted on time1 Updated Citizens Charter1 Updated Citizens Charter posted on timeOffice of the Executive Director/ Deputy Executive Director
Concerned division/s
Percentage of Transparency Seal requirements updated and posted on time100% updated transparency seal100% of Transparency Seal requirements updated and posted on timeOffice of the Executive Director/ Deputy Executive Director
Concerned divisions
Budget utilization Percentage of budget utilization90% budget utilization90% budget utilizationOffice of the Executive Director/ Deputy Executive Director
All divisions
Submission of Financial Statements to COAPercentage of financial statements submitted to COA100% financial statements submitted to COA100% of financial statements submitted to COAOffice of the Executive Director/ Deputy Executive Director
Concerned divisions
Clean Up of WorkplacePercentage of workplace cleaned up every last Friday of the month100% implement-ation of 3Rs
(Reduce,
Re-use,
Recycle/ ESW)100% of workplace cleaned up every last Friday of the monthOffice of the Executive Director/ Deputy Executive Director
Concerned divisions
PALAWAN COUNCIL FOR SUSTAINABLE DEVELOPMENT
MFO 1 PALAWAN SUSTAINABLE DEVELOPMENT POLICY SERVICES
Formulation and Coordination of Plans, Policies and Programs on the Environmental Protection, Conservation and Development of PalawanNumber of annual work and financial plans compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed time1 Annual Work and Financial Plan1 Annual Work and financial plan compliant to DBM requirements submitted to OSEC (USEC for Policy and Planning) within prescribed timeOffice of the Executive Director
Concerned division/s
Learning and GrowthNumber of HR intervention per employee per year1 HR intervention1 HR intervention per employee per yearOffice of the Executive Director
Concerned division/s
Actions on Documents/ RequestsPercentage of documents acted upon within 2 days upon receipt100% documents acted100% of documents acted upon within 2 days upon receiptOffice of the Executive Director
Concerned division/s
Implementation of Good Governance Condition
Percentage compliance to PhilGEPS conditions100% compliance100% compliance to PhilGEPS conditionsOffice of the Executive Director
Concerned division/s
Percentage submission of SALN within the prescribed time100% SALN submission100% submission of SALN within the prescribed timeOffice of the Executive Director
Concerned division/s
Percentage liquidation of cash advances within the prescribed time100% liquidation of cash advance100% liquidation of cash advances within the prescribed timeOffice of the Executive Director
Concerned division/s
Number of OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed time1 OPCR 1 OPCR based on Approved SPMS Guidelines submitted to OSEC (USEC for Policy and Planning) within prescribed timeOffice of the Executive Director
Concerned division/s
Number of Annual Procurement Plans endorsed to OSEC (Budget Division) within prescribed time1 Annual Procurement Plan1 Annual Procurement Plan endorsed to OSEC (Budget Division) within prescribed timeOffice of the Executive Director
Concerned division/s
Number of Updated Citizens Charter posted on time1 Updated Citizens Charter1 Updated Citizens Charter posted on timeOffice of the Executive Director
Concerned division/s
Percentage of Transparency Seal requirements updated and posted on time100% updated transparency seal100% of Transparency Seal requirements updated and posted on timeOffice of the Executive Director
Concerned division/s
Budget utilization Percentage of budget utilization90% budget utilization90% budget utilizationOffice of the Executive Director
Concerned division/s
Submission of Financial Statements to COAPercentage of financial statements submitted to COA100% financial statements submitted to COA100% of financial statements submitted to COAOffice of the Executive Director
Concerned division/s
Clean Up of WorkplacePercentage of workplace cleaned up every last Friday of the month100% implement-ation of 3Rs
(Reduce,
Re-use,
Recycle/ ESW)100% of workplace cleaned up every last Friday of the monthOffice of the Executive Director/ Concerned divisions
Annex HOffice Performance Commitment and Review Form
DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR)
I, _______________________________________, Head of the _________________________commit to deliver and agree to be rated on the attainment of the following Targets in the accordance with the indicated measures for the period __________________ to __________________________________.__.
___________________
Head of Office
Date: ____________________
Approved By:
SecretaryDate
Head of Agency
5.0 - Outstanding
4.0 4.99 - Very Satisfactory
3.0 3.99 - Satisfactory
2.0 2.99 Unsatisfactory
1.0 1.99 - Poor
OUTPUTPERFORMANCE INDICATORS
( TARGETS + MEASURES )Allotted BudgetDivision/ Individuals AccountableActual AccomplishmentsRatingRemarks
Q1 E2T3A4
Average Rating
CategoryOutputRating
Total Overall Rating`
Final Average Rating
Adjectival RatingVery Satisfactory
Assessed by:Final Rating:Date
DateDate
Planning OfficePMTHead of Agency
Legend: 1-Quantity 2-Efficiency 3-Timeliness 4- Average
Annex I
Performance Monitoring and Coaching Journal 1stQ
u
a
r
t
e
r
2nd
3rd
4th
Name of Division ______________________________________
Division Chief _________________________________________
Number of Personnel in the Division _______________________
ActivityMechanism/sRemarks
MeetingMemoOthers
(Pls. Specify)
One-on-OneGroup
Monitoring
Coaching
Please indicate the date in the appropriate box when the monitoring was conducted.
Conducted by:
Immediate Supervisor
Date:
Noted by:
Head of OfficeDate:
Annex JPerformance Rewarding and Development
(Tracking Tool for Monitoring Targets Template)
Major Final OutputTasksAssigned toDurationTask StatusRemarks
Week 1Week 2Week 3Week 4
Annex KPerformance Rewarding and Development
(Tracking Tool for Monitoring Assignments Template)
Performance Monitoring Form
Task ID No.
Document No. or Task No. if Taken from WFPSubject
Subject Area of the Task or the Signatory of the Document and Subject AreaAction OfficerOutput Date Assigned
Date the task was assigned to the drafterDate Accomplished
Date the Output was approved by the approverRemarks
Annex LSummary List of Individual Performance Ratings
Agency: _____________________Performance Assessment:____________________________
Rating
NumericalAdjectival
No. of Employees:
Average ratings of staff:
Rating
NumericalAdjectival
No. of Employees:
Average ratings of staff:
Rating
NumericalAdjectival
No. of Employees:
Average ratings of staff:
Finance and Administrative Division (FAD)Rating
NumericalAdjectival
No. of Employees:
Average ratings of staff:
Annex MPerformance Rewarding and Development
Professional Development Plan
Date:
Target Date
Review Date
Achieved Date
Aim
Objective
TaskNext Step
Comments
ACRONYMS OF TERMS
CENROCommunity Environment and Natural Resources Officer
DENRDepartment of Environment and Natural Resources
DPCRDivision Performance Commitment and Review
ERDBEcosystems Research and Development Bureau
FMBForest Management Bureau
HRHuman Resource
IPCRIndividual Performance Commitment and Review
IPEIndividual Performance Evaluation
ISInformation System
LMBLand Management Bureau
M & EMonitoring and Evaluation
MFOMajor Final Output
NAMRIANational Mapping and Resource Information Authority
NWRBNational Water Resources Board
OPCROffice Performance Commitment and Review
OPESOffice Performance Evaluation System
OPIFOrganizational Performance Indicator Framework
PCSDPalawan Council for Sustainable Development
PDPPhilippine Development Plan
PENROProvincial Environment and Natural Resources Officer
PMEDProgram Monitoring and Evaluation Division
PMGPerformance Management Group
PMSPerformance Management System
PMTPerformance Management Team
PPDPlanning and Programming Division
PPOPlanning and Policy Office
PPSPlanning and Policy Service
PRAISEProgram on Awards and Incentives for Service Excellence
REDRegional Executive Director
RDRegional Director
RTDRegional Technical Director
SLIPRSummary List of Individual Performance Ratings
SPMSStrategic Performance Management System
Head of Agency, Head of Division, Supervisors, Staff
PMT
OPCR
(targets)
Mandate, Vision, Mission, Program Thrusts
Performance Planning and Commitment
IPCR
Performance Management Information System
Historical data, Benchmark, Client Demand
Planning Office
Quarterly Accomplishment Report
Performance Monitoring & Coaching
Performance Monitoring & Coaching
Performance Review and Evaluation
Planning Office, PMT,
OPCR
(Targets & Ratings)
Office Performance Assessment
OPCR
Performance Assessment for Individual Employees
IPCR (Targets & Ratings)
IPCR
Professional Development Plan
Performance Rewarding and Development Planning
Director, Head of Division, Personnel Office, PMT, PRAISE Committee
Competency Assessment
Rewards/ Incentives
MANDATE:
To be the primary government agency responsible for the conservation management, development and proper use of the countrys environment and natural resources, specifically forest and grazing lands, mineral resources, including those in reservation and watershed areas, and lands of the public domain, as well as the licensing and regulation of all natural resources as maybe provided for by law in order to ensure equitable sharing of the benefits derived therefrom for the welfare of the present and future generations of Filipinos.
MISSION:
The DENR shall be the driving force in the pursuit of sustainable development, enabling stakeholders participation in the protection, conservation, and management of the environment and natural resources for the present and future generations.
VISION:
We envision a nation enjoying and sustaining its natural resources and clean and healthy environment.
Thrusts/Priority Programs National
Greening
Cadastral Survey and Land Management and Disposition
Forest Protection and Anti-illegal Logging
Protected Areas and Biodiversity Conservation
Clean Air, Clean Water and Solid Waste Management
Geo-hazard Assessment and Mapping, and Ecosystems Research and Development
Good Governance and Anti-Corruption
Management Audit11. Information Systems21. Internal Affairs
Operations Audit12. Statistics and Data Source22. Records Management
Strategic Alliance & Environmental Partnership13. Network Infrastructure23. General Services
Public Information14. Policy Studies24. Property & Supply Mgt.
Development Communications15. Planning and Programming25. Management
Stakeholders Management & Conflict Resolution16. Program Monitoring & Evaluation26. Budget
Project Preparation17. Legal Research & Opinion27. Accounting
Project Management18. Investigation & Arbitration28. Career Development
Project Monitoring & Evaluation19. Litigation & Prosecution29. Training & Development
Program Accounts Management20. Claims & Conflicts30. Personnel Division
Individual Performance Targets
Annex C
INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
I, , of the , Division of commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period to , 20 .
Ratee Date: ______________________
Reviewed byDateApproved byDate
Immediate SupervisorHead of Office
OutputPerformance Indicator (Target + Measure)Actual AccomplishmentsRatingRemarksQ1E2T3A4MFO 1Output 1MFO 2Output 2Final Average RatingComments and Recommendations for Development Purposes
Discussed withDateAssessed byDateFinal Ranking byDateI certify that I discussed my assessment of the performance with the employee.
EmployeeHead of DivisionHead of Agency
Legend: 1- Quantity2- Efficiency3 - Timeliness4 - Average
2