human resource plan_1

MUNICIPAL GOVERNMENT OF SANTA CRUZ |HUMAN RESOURCE PLAN

1 | C O N T E N T S

Republic of the Philippines Province of Davao del Sur

MUNICIPALITY OF SANTA CRUZ

HHUMAN RRESOURCE PPLAN

OFFICE OF THE MUNICIPAL MAYOR HUMAN RESOURCE MANAGEMENT SECTION C. Godoy St., Poblacion, Zone III, Santa Cruz, Davao del Sur, Philippines 8001


2 | C O N T E N T S

TABLE OF CONTENTS

Title Page

Table of Contents 2

MESSAGE OF THE MAYOR 3

I. Organizational Profile 5

A. Mandate 6

B. Vision, Mission, Service Values, Strategic Goals 7

C. Organizational Structures 8

Office of the Municipal Mayor 9

MMO-Sections 10

Office of the Sangguniang Bayan 11

Office of the Municipal Budget Officer 12

Office of the Municipal Accountant 13

Office of the Municipal Planning and Development Coordinator 14

Office of the Municipal Treasurer 15

Office of the Municipal Assessor 16

Office of the Municipal Civil Registrar 17

Office of the Municipal Engineer 18

Office of the Municipal Health Officer 19

Office of the Municipal Social Welfare and Development Officer 20

Office of the Municipal Agriculturist 21

Economic Enterprise Management Office 22

D. Human Resource (HR) Structures

Office of the Municipal Mayor

Administrative/Legal Section 23

Human Resource Management Section 24

Business Permit and Licensing Section 25

General Services Section 26

Housing and Homesite Regulation Office 27

Investment Promotion (PAIC) and Tourism Office 28

Office of the Sangguniang Bayan

Office of the Municipal Vice Mayor 29

Office of the Secretary to the Sanggunian 30

Office of the Municipal Budget Officer 31

Office of the Municipal Accountant 32

Office of the Municipal Planning and Development Coordinator 33

Office of the Municipal Treasurer 34

Office of the Municipal Assessor 35

Office of the Municipal Civil Registrar 36

Office of the Municipal Engineer 37

Office of the Municipal Health Officer 38

Office of the Municipal Social Welfare and Development Officer 39

Office of the Municipal Agriculturist 40

Economic Enterprise Management Office 41

E. Functional Structure 42


3 | C O N T E N T S

II. Human Resource System Checklist 43

III. Health and Wellness Assessment 45

IV. Personnel Selection Board (PSB) 48

V. Merit Selection Plan (MSP) 56

VI. System of Ranking Position (SRP) 68

VII. Program on Awards and Incentives for Service Excellence (PRAISE) 72

VIII. Grievance Machinery 83

IX. Strategic Performance Management System (SPMS) Manual 96

X. Employee Welfare Program 282

XI. Employee Learning and Development Program 289

XII. Employee Health and Wellness Program 294

XIII. Committee on Decorum and Investigation (CODI) 302

XIV. Pre-Retirement Program 318

ACKNOWLEDGMENT 325


4 | M E S S A G E

Republic of the Philippines

Province of Davao del Sur


OFFICE OF THE MAYOR

It is good that our agency has already completed our own Human Resource

(HR) Plan under the guiding hand of the Civil Service Commission. I am sure that this

plan will continue to lead us through the “Daang Matuwid” in public service particularly

in the Municipality of Santa Cruz.

I sincerely commend and congratulate the entire LGU bureaucracy, with

special mention to the HR department for this modest accomplishment which

eventually can improve the delivery of our public service.

As the saying goes, “plan you work, work your plan”. It is like faith, that without

the corresponding appropriate work, it is dead.

Let’s all do it, and do it properly.

Congratulations again. God bless.

ATTY. JOEL RAY L. LOPEZ Municipal Mayor


5 | O R G A N I Z A T I O N A L P R O F I L E

Organizational

Profile

Mandate

Vision, Mission

Service Values, Strategic Goals

Organizational Structures

Human Resource Structures

Functional Structure



MANDATE

The Local Government

Unit (LGU) of Santa Cruz

Davao del Sur shall

endeavor to be self-

reliant and shall continue

exercising the powers

and discharging the

duties and functions

currently vested upon

them. It shall also

discharge the functions

and responsibilities of

national agencies and

offices devolved to them

pursuant to Republic Act

(RA) 7160 or the Local

Government Code of

1991. The LGU shall likewise exercise such other powers and

discharge such other functions and responsibilities as are

necessary, appropriate, or incidental to efficient and effective

provision of the basic services and facilities¹.

¹ Republic Act (RA) 7160 or the Local Government Code, Book 1, General Provision, Section 17, Basic Services and Facilities



VISION A center of globally-competitive Agri-industries and Mount Apo

watershed conservation and management with empowered, God-loving

citizenry and strong governance.

MISSION The Local Government of Santa Cruz shall uphold equality, respect for

human rights and public accountability in facilitating holistic development

of its constituents through proper management of its resources and

responsible partnership with all stakeholders.

SERVICE VALUES The LGU values competent, effective, resilient, customer-oriented

employees who observe and uphold ethical standards and respect for

human rights and the environment.

STRATEGIC GOALS The paramount development goal is to reduce poverty that hosts

numerous problems and concerns. Equally important is to conserve,

protect and develop the natural resources, thus, sustaining development

for the present and future generations. This will cover the upstream and

the downstream resources of the Mt. Apo watershed within the

administrative jurisdiction of the municipality. Finally, the LGU will strive to

increase people’s access to quality services and facilities. The LGU will

pursue not only economic growth but also access of the marginalized

sector to social services and participation in governance for a holistic

human development.



ORGANIZATIONAL STRUCTURE

OFFICE OF THE MUNICIPAL MAYOR

MUNICIPAL MAYOR

OFFICE OF THE

MUNICIPAL ADMINISTRATOR

MUNICIPAL PLANNING AND

DEV’T. OFFICE

MUNICIPAL BUDGET

OFFICE

MUNICIPAL ACCOUNTING

OFFICE

MUNICIPAL ASSESSOR’S

OFFICE

MUNICIPAL ENGINEER’S

OFFICE

MUNICIPAL HEALTH

OFFICE

MUNICIPAL TREASURER’S

OFFICE

MUNICIPAL AGRICULTURE

OFFICE

MUNICIPAL CIVIL

REGISTRY

ECONOMIC ENTERPRISE

MGT. OFFICE

MUN. SOCIAL WELFARE AND

DEV’T. OFFICE

BARANGAY

SANGGUNIANG BAYAN

MUNICIPAL VICE-MAYOR SANGGUNIANG BAYAN MEMBERS

OFFICE OF THE SECRETARY TO THE

SANNGGUNIAN




MUNICIPAL MAYOR SG-27

HOUSING AND HOMESITE REGULATION OFFICE

Housing & Homesite Regulation Officer III SG-18 Engineer I SG-11* Draftsman I SG-06

Clerk II SG-04

INVESTMENT PROMOTION (PAIC) AND TOURISM OFFICE

Senior Tourism Operations Officer SG-18 Tourism Operations Officer I SG-11

Planning Officer I SG-11 Project Evaluation Assistant SG-08*

Tourism Operations Assistant SG-07* Clerk II SG-04*

Clerk I SG-03*

PERSONAL STAFF

Attorney IV SG-23 Private Secretary II SG-15 Private Secretary I SG-11 Private Secretary I SG-11

Security Agent I SG-08

Personal Driver II SG-04

º Vacant Position(s)

* Unfunded Position(s)



BUSINESS PERMIT AND

LICENSING SECTION

Licensing Officer III SG-18

License Inspector I SG-06

HUMAN RESOURCE

MANAGEMENT SECTION

Human Resource Management Officer III SG-18 Human Resource Management Assistant SG-08

Clerk III SG-06

Human Resource Management Aide SG-04

ADMINISTRATIVE SECTION

OFFICE OF THE

MUNICIPAL ADMINISTRATOR

MUNICIPAL ADMINISTRATOR SG-24*

Administrative Officer V SG-18 Computer Maintenance Technologist I SG-11º

Clerk III SG-06 Com. Equipment Operator SG-04

Reproduction Machine Operator II SG-04 Clerk I SG-03 Clerk I SG-03*

Utility Worker II SG-03 Driver I SG-03*

Messenger SG-02

Utility Worker I SG-01

GENERAL SERVICES SECTION

Supply Officer III SG-18 Supply Officer I SG-10 Storekeeper I SG-04*

Clerk I SG-03*

º Vacant Position(s)




OFFICE OF THE

SANGGUNIANG BAYAN

MUNICIPAL VICE MAYOR SG-25 11 SANGGUNIANG BAYAN MEMBERS SG-24

PERSONAL STAFF

Senior Administrative Assistant SG-15

Driver 1 SG-03 OFFICE OF THE

SECRETARY TO THE SANGGUNIAN

SECRETARY TO THE SANGGUNIAN SG-24

Records Officer II SG-14 Stenographer III SG-09

Legislative Staff Assistant SG-06 Legislative Staff Assistant SG-06 Legislative Staff Assistant SG-06*

Clerk III SG-06





OFFICE OF THE

MUNICIPAL BUDGET OFFICER

MUNICIPAL BUDGET OFFICER SG-24

Budget Officer II SG-15*

Budgeting Aide SG-04

Budgeting Aide SG-04




OFFICE OF THE

MUNICIPAL ACCOUNTANT

MUNICIPAL ACCOUNTANT SG-24

Accountant III SG-19 Fiscal Examiner II SG-15

Bookkeeper I SG-08

Accounting Clerk II SG-06

PRE-AUDIT SECTION

Fiscal Examiner III SG-18 Fiscal Examiner I SG-11*

Accountant I SG-11* Accounting Clerk III SG-08 Accounting Clerk II SG-06 Accounting Clerk II SG-06* Accounting Clerk II SG-06*

Accounting Clerk II SG-06*

ACCOUNTING SECTION




OFFICE OF THE MUNICIPAL PLANNING AND

DEVELOPMENT COORDINATOR

MUNICIPAL PLANNING & DEV’T. COORDINATOR SG-24

Planning Officer I SG-11 Planning Assistant SG-08* Zoning Inspector II SG-08*

Draftsman II SG-08 Computer Operator I SG-07*

Illustrator I SG-03

Clerk I SG-03*

PLANS, PROGRAMS AND ZONING

ADMINISTRATION SECTION

Project Development Officer I SG-11 Statistician I SG-11*

Economic Researcher SG-09* Project Development Assistant SG-08

Computer Operator I SG-07

PROJECT RESEARCH AND

EVALUATION SECTION

Driver I SG-03*




OFFICE OF THE

MUNICIPAL TREASURER

MUNICIPAL TREASURER SG-24

Local Treasury Operations Officer III SG-18 Local Revenue Collection Officer II SG-15 Local Revenue Collection Officer I SG-11

Revenue Collection Clerk III SG-09 Revenue Collection Clerk III SG-09 Revenue Collection Clerk III SG-09

Revenue Collection Clerk III SG-09

REVENUE SECTION

Cashier II SG-14 Disbursing Officer II SG-08

Clerk III SG-06 Clerk II SG-04*


CASH SECTION

Assistant Municipal Treasurer SG-22

Driver I SG-03




OFFICE OF THE

MUNICIPAL ASSESSOR

MUNICIPAL ASSESSOR SG-24

Local Assessment Operations Officer SG-15

Tax Mapper I SG-11 Assessment Clerk III SG-09

Draftsman I SG-06 Assessment Clerk II SG-06

Assessment Clerk I SG-04*




OFFICE OF THE MUNICIPAL

CIVIL REGISTRAR

MUNICIPAL CIVIL REGISTRAR SG-24

Registration Officer II SG-14* Clerk III SG-06

Clerk II SG-04*

BIRTH SECTION

Registration Officer III SG-18

Registration Officer II SG-14 Clerk III SG-06*

Clerk II SG-04

RECORDS MANAGEMENT

SECTION

Registration Officer II SG-14* Clerk III SG-06

Clerk II SG-04*

MARRIAGE/DEATH

SECTION




OFFICE OF THE

MUNICIPAL ENGINEER

MUNICIPAL ENGINEER SG-24

Engineer I SG-12 Engineering Assistant SG-08*

Driver I SG-03


BUILDING/INSPECTION

SECTION

Engineer III SG-19

Warehouse I SG-06* Clerk I SG-03*

Engineer I SG-12 Draftsman I SG-06* Carpenter I SG-03*

Mason I SG-03 Laborer I SG-01*

Laborer I SG-01*

CONSTRUCTION AND

PLANNING SECTION

Engineer I SG-12 Const. Maint. General Foreman SG-11

Driver I SG-03* Laborer II SG-03 Laborer I SG-01*

Laborer I SG-01*

MAINTENANCE SECTION

Mechanic II SG-06 Mechanic I SG-04* Mechanic I SG-04*

Driver I SG-03*

Driver I SG-03*

MOTORPOLL SECTION





HEALTH OFFICER

MUNICIPAL HEALTH OFFICER SG-24

Dentist I SG-19

Dental Aide SG-04

DENTAL SERVICES

Medical Officer V SG-22

Sanitation Inspector II SG-08 Sanitation Inspector I SG-06 Sanitation Inspector I SG-06*

Laborer I SG-01

ENVIRONMENTAL

SANITATION SERVICES

Nurse III SG-16 Nurse II SG-14

Public Health Nurse I SG-12* Midwife III SG-11 Midwife III SG-11 Midwife III SG-11* Midwife II SG-08 Midwife II SG-08 Midwife II SG-08 Midwife II SG-08 Midwife II SG-08 Midwife II SG-08 Midwife II SG-08 Midwife II SG-08 Midwife II SG-08º Midwife I SG-06 Midwife I SG-06* Midwife I SG-06*

Midwife I SG-06*

MEDICAL SERVICES

Nutritionist Dietician SG-10*

NUTRITION SERVICES

Medical Technologist II SG-15

Medical Technologist I SG-11

LABORATORY SERVICES

Driver I SG-03 Driver I SG-03

Driver I SG-03*

º Vacant Position(s) * Unfunded Position(s)



MUNICIPAL SOCIAL WELFARE

AND DEVELOPMENT OFFICE

MUNICIPAL SOCIAL WELFARE & DEV’T. OFFICER SG-24

Social Welfare Officer I SG-11* Social Welfare Assistant SG-08

Day Care Worker II SG-08

Day Care Worker I SG-06

WELFARE/PROGRAM

SECTION

Social Welfare Officer II SG-15

Clerk III SG-06*

Community Affairs Officer I SG-11

Community Affairs Asst. II SG-08*

LIVELIHOOD/ SKILLS TRAINING/ SPECIAL PROJECT AND INSTITUTION

MANAGEMENT SECTION

Social Welfare Officer I SG-11 Social Welfare Aide SG-04

Social Welfare Aide SG-04*

CRISIS INTERVENTION AND DISASTER MANAGEMENT

SECTION





AGRICULTURIST

MUNICIPAL AGRICULTURIST SG-24

Agriculturist II SG-15 Livestock Inspector I SG-06* Livestock Inspector I SG-06*

Farm Worker I SG-02*

Farm Worker I SG-02*

LIVESTOCK

DEVELOPMENT PROGRAM

Senior Agriculturist SG-18

Clerk I SG-03

Cooperative Dev’t. Specialist I SG-11 Community Dev’t. Assistant I SG-07*

Community Dev’t. Assistant I SG-07*

COOPERATIVE AND

COMMUNITY DEV’T. SECTION

Agriculturist II SG-15 Engineer I SG-12*

Agriculturist I SG-11 Agricultural Technician I SG-06* Agricultural Technician I SG-06*

Agricultural Technician I SG-06*

CROPS DEVELOPMENT AND

AGRI. INFRA SECTION

Environment Mgt. Specialist I SG-11

Environment Mgt. Specialist I SG-11

ENVIRONMENT AND NATURAL

RESOURCES MGT. PROGRAM

Aquaculturist I SG-11 Aquacultural Technician I SG-06*

Com. Equipment Operator SG-04* Marine Engineman II SG-06* Marine Engineman II SG-06* Marine Engineman II SG-06*

Marine Engineman II SG-06*

FISHERIES

DEVELOPMENT PROGRAM




ECONOMIC ENTERPRISE

MANAGEMENT OFFICE

MUNICIPAL GOV’T. DEPARTMENT HEAD SG-24 (ECONOMIC ENTERPRISE MANAGER)

Meat Inspection II SG-08


OPERATION OF

SLAUGHTERHOUSE

Clerk I SG-03*

Plumber Foreman SG-08

Plumber II SG-05º

OPERATION OF

WATERWORKS

Market Supervisor III SG-18 Market Inspector II SG-08

Watchman III SG-07 Watchman III SG-07 Watchman I SG-02 Watchman I SG-02

Utility Worker I SG-01 Utility Worker I SG-01 Utility Worker I SG-01


OPERATION OF

MARKET

Cemetery Caretaker SG-02


OPERATION OF

CEMETERY

Driver I SG-03

OPERATION OF

GARBAGE COLLECTION

Cook I SG-03 Watchman I SG-02 Watchman I SG-02*

Laborer I SG-01


OPERATION OF MUNICIPAL

TRAINING CENTER

Heavy Equip. Operator I SG -04 Heavy Equip. Operator I SG -04 Heavy Equip. Operator I SG -04

Watchman I SG-02

Watchman I SG-02*

OPERATION OF

HEAVY EQUIPMENT

Utility Worker II SG-03 Utility Worker II SG-03

Watchman I SG-02 Watchman I SG-02

Utility Worker I SG-02*

OPERATION OF MUNICIPAL

INTEGRATED TERMINAL

º Vacant Position(s) * Unfunded Position(s)



HUMAN RESOURCE STRUCTURE




MUNICIPAL MAYOR

MUNICIPAL PLANNING AND

DEV’T. OFFICE

MUNICIPAL BUDGET OFFICE

MUNICIPAL ACCOUNTING

OFFICE

MUNICIPAL ASSESSOR’S

OFFICE

MUNICIPAL ENGINEER’S

OFFICE

MUNICIPAL HEALTH OFFICE

MUNICIPAL TREASURER’S

OFFICE

MUNICIPAL AGRICULTURE

OFFICE

MUNICIPAL CIVIL

REGISTRY

ECONOMIC ENTERPRISE MGT.

OFFICE

MUN. SOCIAL WELFARE AND DEV’T. OFFICE

BARANGAY

SANGGUNIANG BAYAN

MUNICIPAL VICE-MAYOR SANGGUNIANG BAYAN MEMBERS

OFFICE OF THE SECRETARY TO THE

SANNGGUNIAN

Exercise general supervision and control over all programs, projects, services and

activities of the municipality, enforces all laws and ordinances, initiates and maximizes

the generation of resources and revenues, ensure the delivery of basic services and the

provision of adequate facilities and exercises all the other powers to the performance of

an effective governance. Local legislative development in local governance is concerned of

rule-making the socio-cultural, economic and political development

needs and aspirations of the people within the territorial jurisdiction

of the Municipality of Santa Cruz, Davao del Sur.

The Secretariat of the Sangguniang Bayan

plays vital role to the legislative body in

effecting its function of coming up with a

propriety and quality of legislative

enactments of resolutions and ordinances in

the pursuance of the executive legislative

agenda for the general welfare of the

constituents.

The Office of the Municipal

Planning and Development

Coordinator serves as the core

in development planning of all

sectors/concerns of the entire

Local Government Unit.

Review and consolidate budget

proposals of different offices

and department of the Local

Government Unit and provide

technical assistance to the Local

Chief Executive and Sangguniang

Bayan on Budgetary and

appropriation matters.


Accountant takes charge of both

the accounting and internal

audit services of the

municipality and keeps all

accounts and financial records

of the Local Government Unit.


Treasurer takes custody and

exercise proper management of

the funds of the Local

Government Unit concerned as

well as other matters relative

to public finance.

To heighten the realty tax

collections and maintain

effective recording of

assessment rolls, preparing

notice of Assessment and Tax

Bills of 18 Barangays and

discovery of new or additional

improvements of perennial

plants/trees, buildings and

machineries.

Initiate, review and recommend

changes in policies and

objectives, plan and program,

techniques and procedures,

public works in general of the

Local Government Unit

concerned.


Health Officer is responsible for

the promotion of optimum

health of the populace through

various health programs.

Delivery of Social Welfare and

Development projects and

programs for the indigent

sectors.

Facilitates of community

development thru: agri-

livestock and fishery extension

services; institution building;

enterprise development;

resource management and

environmental protection; agri-

support facilities; agri-livestock

and fishery law enforcement;

external technical and financial

assistance and special projects.

The office is responsible for the

administration and

implementation of the Local

Civil Registration Program.

Manages and administers all

economic Enterprise

programs/projects of the

Municipal Government and

maintain a proper accounting

and financial management

system to monitor its income

and expenditures and provide

better facilities.

OFFICE OF THE MUNICIPAL ADMINISTRATOR

Provide services and general supervision in coordinating various thrusts and

programs of the Municipal departments/offices and support the activities of

the Office of the Municipal Mayor in the dissemination and implementation of

the governing policies, rules, laws, and regulations.

FUNCTIONAL

STRUCTURE


43 | H R S Y S T E M C H E C K L I S T

Human Resource

System Checklist


44 | H R S Y S T E M C H E C K L I S T

HR ACTIONS HR SYSTEMS

PRESENT ABSENT

WHY? Operational

(In All Aspect)

Non-Operation

(In What Aspect)

WHY?

Recruitment

Qualification Standards

Recruitment System

Personnel Selection Board

Promotion

Merit Promotion Plan

Career Pathing Program

Succession Planning

Retention

Performance Management

System

Career Pathing Program

Training and Development

Employee Welfare Program

Rewards and

Recognition

Program for Rewards and

Incentives on Service

Excellence (PRAISE)

Personnel

Relations

Grievance Machinery

Retirement

Pre-Retirement Program

Lack of

knowledge

how to prepare

Lack of

knowledge

how to prepare


45 | H E A L T H & W E L L N E S S A S S E S S M E N T

Employee Health and

Wellness Assessment



Assessment of the total well-being of employees in the agency. Such has the attributes of

physical and mental fitness as well as emotional, social, financial and spiritual well-being.

Health and Wellness Program PRESENT

ABSENT

WHY? Operational Non-Operation

WHY?

Physical

Physical Fitness Program

Strict “No Smoking” Policy

Annual Complete Medical Check-Up Not complete due to

lack of equipments

Mental

Forum Lack of Time

Discussion, Brown Bag Lack of Time

Thoughts for the Day/Trivia Lack of Time

Mind Games Lack of Time

Emotional

Counseling Service No expert who could provide

the service

Group Therapy

Social

Social Development (e.g. office outing or escursion, periodic socials,

social artistry – choral, dance, poetry, team building)

Piknik sa Kalikasan (Lunch within agency grounds with programme

centered on an agency’s environmental or other

theme)

Does Tree Planting,

Information

Dissemination on

proper waste

management, etc.

Outreach Program

Financial

Financial Forum

Welfare Benefits

Livelihood Program Lack of Funds

Spiritual

Bible/Quran

Spiritual Forum Lack of Time

Mass/Ecumenical Services

Retreat/Recollections Lack of Time

Other Religious Activities Lack of Time

Facilities

Medical Clinic with Competent Staff

Dental Clinic with Competent Staff

Potable Water

Sanitary Employee’s Canteen with

Quality Food and Service

Lack of Funds

Separate, Clean and Hygienic Rest

Rooms for Males and for Females



Gym

Proper Office Ventilation

Proper Lighting and Emergency

Power (i.e. Generator)

Library Lack of Funds

Proper Waste Disposal and

Segregation

Facilities for the Physically-

Challenged

Ecumenical Chapel Lack of Funds

Fire Exits

Functional Safety Devices for

Emergencies

Elevator Not appropriate since the

building has only two (2)

floors/stories.


48 | P S B

Personnel Selection

Board (PSB)


49 | P S B


Province of Davao del SUR


-o0o-

OFFICE OF THE MAYOR

EXECUTIVE ORDER NO. 06 Series of 2013

AN ORDER AMENDING EXECUTIVE ORDER NO. 02-11 RECONSTITUTING PERSONNEL SELECTION

BOARD (PSB) OF THE STA. CRUZ, DAVAO DEL SUR AND DESIGNATION OF MEMBERS HEREOF.

WHEREAS, the undersigned issued Executive Order No. 02-11 on the reconstituting of the

Personnel Selection Board (PSB) of Santa Cruz, Davao del Sur;

WHEREAS, one of the members that composed the Personnel Selection Board is a

representative from the first and second level rank and file employees who shall be nominated by the

accredited employee association in the agency;

WHEREAS, due to promotion of the representative of the rank and file employees, the

accredited employees union had nominated for replacement of such;

WHEREAS, the Division Chief where the vacancy occurs were inadvertently not included in the

E.O. 02-11 as member of the PSB;

NOW, THEREFORE, I, JOEL RAY L. LOPEZ, Municipal Mayor of Sta. Cruz, Davao del Sur, by

virtue of the powers vested in me by law, do hereby amend Executive Order No. 02-11 specifically

Section I which shall now read as;

SECTION 1. CREATION. A Personnel Selection Board (PSB) is hereby composed as:

Chairman: ADELAIDA S. BADILLA

Municipal Social Welfare and Dev’t. Officer

(LCE Authorized Representative)

HON. ALEXIS C. ALMENDRAS

Municipal Vice-Mayor

(if the vacant position is in his office or in the Sangguniang Bayan Office)

Members: ANITTA S. LUMANOG

Administrative Officer V (HRMO III)

(Highest official responsible for personnel management)


50 | P S B

ALEJANDRA A. MANTO

Administrative Officer V (Fiscal Examiner III)

(2nd

Level Representative)

JENAMIE A. MELLINA

Social Welfare Officer I

(2nd

Level Representative – Alternate)

JOEFFREY C. ESPINOSA

Administrative Assistant II (Accounting Clerk II)

(1st Level Representative)

EMILIA E. PANGANTIJON

Administrative Assistant II (Bookkeeper)

(2nd


Division Chief or the authorized representative from the career

service of the organizational unit where the vacancy is;

Done this 21st day of March, 2013 at Santa Cruz, Davao del Sur, Philippines.

(SGD) ATTY. JOEL RAY L. LOPEZ

Municipal Mayor


51 | P S B




-o0o-

OFFICE OF THE MAYOR

EXECUTIVE ORDER NO. 02-11

AN ORDER RECONSTITUTING PERSONNEL SELECTION BOARD (PSB) OF THE STA. CRUZ, DAVAO

DEL SUR AND DESIGNATION OF MEMBERS THEREOF.

WHEREAS, pursuant to CSC Resolution No. 0101140 dated January 10, 2001, the Civil Service

Commission hereby adopts revised policies on Merit Promotion Plan;

WHEREAS, selection of employees for appointment in the government service shall be open to

all qualified men and women according to the principle of merit and fitness;

WHEREAS, the Merit Promotion Plan shall cover positions on the first, second and third level

and shall also include original appointments and other related personnel actions;

WHEREAS, when a position in the first, second and third levels becomes vacant, applicants for

employment who are competent, qualified and possess appropriate civil service eligibility shall

considered for permanent appointment;

WHEREAS, there is a need to establish a Personnel Selection Board (PSB) to assist the

appointing authority in the judicious selection of personnel for employment as well as for promotion;

NOW, THEREFORE, I, JOEL RAY L. LOPEZ, Municipal Mayor of Sta. Cruz, Davao del Sur, by

virtue of the powers vested in me by law, do hereby ORDER:

SECTION 1. CREATION. A Personnel Selection Board (PSB) is hereby composed as:

Chairman: OTELIO R. MARTEL

Municipal Budget Officer

(LCE Authorized Representative)

HON. ALEXIS C. ALMENDRAS

Municipal Vice-Mayor

(if the vacant position is in his office or in the Sangguniang Bayan Officer)

Members: MARCELO A. BAUYA

Administrative Officer V

JULIUS CAESAR J. PEJO

Local Treasury Operations Officer III

(2nd



52 | P S B

IVY MAE L. ESTEBAN

Planning Officer I

(2nd


DORIS C. TUNGAL

Social Welfare Assistant


GENALYN G. DURANO

Administrative Aide IV

(2nd


ANITA S. LUMANOG

Administrative Officer V (HRMO III)

(Ex-Officio Member)

SECTION II. FUNCTION. The Personnel Selection Board (PSB) for 1st, 2

nd and 3

rd levels shall

have the following functions and responsibilities:

a. Adopt a formal screening procedure and formulate criteria for the evaluation of

candidates for appointment, taking into consideration the following:

a.1 Reasonable and valid standards and methods of applicants competing for

a particular position.

a.2 Criteria for evaluation of qualifications of applicants for appointment must

suit the job requirements of the position.

b. Disseminate screening procedure and criteria for selection to all agency officials and

employees and interested applicants. Any modification of the procedure and criteria for

selection shall likewise be properly disseminated.

c. Prepare a systematic assessment of the competence and qualifications of candidates for

appointment. Maintain fairness and impartiality in the assessment of candidates. Towards

this end, the PSB may employ the assistance of external or independent resource persons

and may initiate innovative schemes in determining the best and most qualified

candidate;

d. Evaluate and deliberate en banc the qualifications of those listed in the selection line-up;

e. Submit the list of candidates recommended for appointment from which the appointing

authority shall choose the applicant to be appointed.

The list of recommended candidates should specify the top five (5) ranking candidates

whose over-all point scores are comparatively at par based on the comparative

assessment under Procedure 3.1 therefore.


53 | P S B

f. Maintain records of the deliberations which must be made accessible to interested parties

upon written request and for inspection and audit by the C.S.C.; and

g. Orient the officials and employees in the agency pertaining to policies relative to

personnel actions, including the gender and development dimensions of the Merit

Promotion Plan.

SECTION III. EFFECTIVITY. This ORDER shall take effect immediately.

Done this 27th

day of January, 2011 at Santa Cruz, Davao del Sur, Philippines.


Municipal Mayor


54 | P S B

Republika ng Pilipinas

LALAWIGAN NG TIMOG DABAW

SANTA CRUZ

TANGGAPAN NG SANGGUNIANG BAYAN

16TH

REGULAR SESSION

November 28, 2001

RESOLUTION NO. 208

Authored and Sponsored by: Hon. Ignatius R. Bajo

Co-Sponsored by: Hon. Jerome A. Undalok

Hon. Wilfredo C. Bulat-ag

Hon. Manolito A. Lagrada

Hon. Philip R. Rizada, Sr.

Hon. Felicidad U. Grageda

Hon. Carlos G. Tablada

Hon. Oliver O. Enot

ADOPTING THE REVISED COMPOSITION OF PERSONNEL SELECTION BOARD

(PSB) PURSUANT TO CIVIL SERVICE COMMISSION (CSC) MEMORANDUM

CIRCULAR NO.03, SERIES OF 2001 RE: REVISED POLICIES ON MERIT

SELECTION PLAN

WHEREAS, the Civil Service Commission (CSC) had issued Memorandum Circular No. 03, s. 2001

regarding the Revised Policies on Merit Promotion Plan, the composition of Personnel Selection Board

(PSB) for first and second level positions shall be established in every agency, preferably with the

following composition, to wit:

a. Chairperson

a.1 Local Chief Executive or authorized representative from the career service

(Pursuant to RA 7160)

a.2 Vice-Mayor or the authorized representative from the career service if the

vacant position is in his/her Office of the Office of the Sangguniang Bayan;

b. Highest official responsible for personnel management;

c. Division Chief or the authorized representative from the career service of the

organizational unit where the vacancy is;

d. Two representatives of the rank-in-file employees, one from the first level and one from

the second level, who shall both be chosen by the duly accredited employee

association, in the agency.


55 | P S B

In case there is no accredited employee association in the agency, the

representatives shall be chosen at large by the employees through a general assembly or

any other mode of selection to be conducted for the purpose. The candidate who garnered

the second highest votes shall automatically be the alternative representative.

WHEREAS, the said revised composition was indorsed by Mayor Joel Ray L. Lopez to the Body

for adoption;

WHEREAS, the Committee on Good Government, to which the above-said matter was referred

to after a thorough discussions, recommended for the adoption of said new composition with the

inclusion of the Chairman of the Good Government, Public Ethics and Accountability as a sitting

member;

WHEREFORE, on motion of Hon. Ignatius R. Bajo, unanimously seconded, it was

RESOLVED, as it is hereby resolved by the Sangguniang Bayan of Santa Cruz, assembled in

session to adopt the Revised Composition of the Personnel Selection Board pursuant to CSC

Memorandum Circular No. 03, s. 2001;

RESOLVED FURTHER, that copies of this resolution be furnished to concerned offices for their

information and guidance.

UNANIMOUSLY APPROVED.

CERTIFIED CORRECT:

(SGD) BENBENUTO L. CASPI, JR.

Secretary to the Sanggunian

ATTESTED:

(SGD) LOLITA P. LEGASPI

SB Member/ OIC Vice-Mayor

(Presiding Officer)

APPROVED: December 11, 2001


Municipal Mayor


56 | M S P

Merit Selection

Plan (MSP)


57 | M S P


Province of Dave del Sur


-o0o-

MERIT SELECTION PLAN

Pursuant to the provision of Section 32, Book V of Administrative Code of 1987 (Executive Order

No. 292), CSC Memorandum Circular No. 3, s. 1979 as amended by CSC Memorandum Circular No. 18, s.

1988, and CSC Memorandum Circular No. 38, s. 1989, as further amended by CSC Memorandum Circular

No. 40, s. 1998, CSC Memorandum Circular No. 15, s. 1999, CSC Memorandum Circular No. 03, s. 2001

this Merit Selection Plan (MSP) is hereby established for the guidance of all concerned.

I. OBJECTIVES

It is the policy of this municipality to strictly adhere to the principles of merit, fitness and

equality. The selection of employees shall be based on their relative qualifications and

competence to perform the duties and responsibilities of the position. There shall be no

discrimination in the selection of employees on account of gender, civil status, disability,

religion, ethnicity, or political affiliation. In this pursuit, the municipality’s Merit Selection Plan

aims to:

1. Establish a system that is characterized by strict observance of the merit, fitness and

equality principles in the selection of employees for appointment to positions in the

career and non-career service in all levels.

2. Create equal opportunities for employment to all qualified men and women to enter the

government service and for career advancement in the LGU.

II. SCOPE

This Merit Selection Plan shall cover career position in the first, second and third level in the

municipality including its attached offices. It may also include non-career positions.

III. DEFINITION OF TERMS

Agency - refers to department, agencies, bureaus of the national government, government-

owned-and-controlled corporations with original characters, state universities and colleges and

local government units.

Career Services - position in the civil service characterized by (1) entrance based on merit and

fitness to be determined as far as practicable by competitive examination, or based on highly

technical qualifications; (2) opportunity for advancement to higher career positions; and (3)

security of tenure.


58 | M S P

Comparatively at Par - predetermined reasonable difference or gap between point scores

of candidates for appointment established by the PSB.

Deep Selection - the process of selecting a candidate for appointment who is not next-in-rank

but possesses superior qualifications and competence.

Discrimination - is a situation wherein a qualified applicant is not included in the selection line-

up on account of gender, civil status, pregnancy, disability, religion, ethnicity, or political

affiliation.

First Level Positions - shall include clerical, trades and crafts, and custodial service which

involve sub-professional work in a non-supervisory or supervisory capacity.

Hiring Quota - is the pre-determined ratio of applicants for appointment to ensure that one

gender does not fall short of the desired percentage of the selection rate for the other in

equivalent positions at every level, provided they meet the minimum requirements of the

position.

Job Requirement - requisites not limited to the qualification standards of the position, but may

include skills, competencies, potential, physical and psycho-social attributes necessary for the

successful performance of the duties required of the position.

Next-in Rank Position - refers to a position which by reason of the hierarchical arrangement of

positions in the agency or in the government is determined to be in the nearest degree of

relationship to a higher position as contained in the agency’s System of Ranking positions (SRP).

Non-Career Service - positions expressly declared by law to be in the non-career service; or

those whose entrance in the service is characterized by (1) entrance on bases other than those

of the usual tests of merit and fitness utilized for the career service; and (2) tenure which is

limited to the duration of a particular project for which purpose employment was made.

Personnel Actions - any action denoting the movement or progress of personnel in the civil

service such as original appointment, promotion, transfer, reinstatement, reemployment, detail,

reassignment, secondment and demotion.

Promotion - is the advancement of an employee from one position to another with an increase

in duties and responsibilities as authorized by law and usually accompanied by an increase in

salary.

Psycho-Social Attributes - refer to the characteristics or traits of a person which involved both

psychological and social aspects. Psychological includes the way he/she perceives things, ideas,

beliefs and understanding and how he/she acts and relates these things to others and in social

situations.


59 | M S P

Qualification Standards - is a statement of the minimum qualifications for a position which

shall include education, experience, training, civil service eligibility, and physical characteristics

and personality traits required in the performance of the job.

Qualified Next-in-Rank - refers to an employee appointed on a permanent status to a position

next-in-rank to the vacancy as reflected in the SRP approved by the head of agency and who

meets the requirements for appointment to the next higher position.

Second Level Positions - involve professional, technical and scientific work in a non-

supervisory or supervisory capacity up to Division Chief Level or its equivalent.

Selection - is the systematic method of determining the merit and fitness of a person on the

basis of qualifications and ability to perform the duties and responsibilities of the position.

Selection Line-Up - is a listing of qualified and competent applicants for consideration to a

vacancy which includes, but not limited to, the comparative information of their education,

experience, training, civil service eligibility, performance rating (if applicable), relevant work

accomplishments, physical characteristics, psycho-social attributes, personality traits and

potential.

Superior Qualifications - shall mean outstanding relevant work accomplishments, educational

attainment and training appropriate for the position to be filled. It shall include demonstration

of exceptional job mastery and potential in major areas of responsibility.

System of Ranking Positions - is the hierarchical arrangement of positions from highest to

lowest, which shall be a guide in determining which position is next-in-rank, taking into

consideration the following:

a. Organizational structure;

b. Salary grade allocation;

c. Classification and functional relationship of positions, and

d. Geographical location.

IV. PROCEDURE

1. Publish the vacant position in the CSC Bulletin of Vacant Position or through other

mode of publication and post the same in three (3) conspicuous places in the agency

for at least ten (10) calendar days. Men and women shall be encouraged to apply.

Vacant positions which are not filed within six (6) months should be re-published.

The following positions are exempt from the publication requirement:

a. Primarily confidential positions;

b. Positions which are policy determining;


60 | M S P

c. Highly technical positions;

d. Other non-career positions;

e. Third level positions (Career Executive Service); and

f. Positions to be filled by existing regular employees in the agency in case of

reorganization.

2. List candidates aspiring for the vacant position, either from within or outside the

agency, including qualified next-in-rank employees. In the process, the following should

be considered.

The pre-determined ratio of applicants for appointment or hiring quota.

An employee may be promoted or transferred to a position which is not more than

three (3) salary, pay on job grades higher than the employee’s present position

except, in very meritorious cases, such as; if the vacant position is next-in-rank as

identified in the SRP approved by the head of agency, or the lone or entrance

position indicated in the agency staffing pattern.

An employee who is on local or foreign scholarship or training grant or pregnant or

on maternity leave may be considered for promotion.

For this purpose, the performance ratings to be considered shall be the rating

immediately prior to or after the scholarship or training grant or maternity leave.

If promoted, the effectivity date of the promotional appointment shall be after the

scholarship or training grant or maternity leave.

Promotion within six (6) months prior to compulsory retirement shall not be allowed

except as otherwise provided by law.

3. Conduct preliminary evaluation of the qualification of all candidates. Those initially

found qualified shall undergo further assessment such as: written examination, skills

test, interview and others. After which, selection line-up shall be prepared and posted in

three (3) conspicuous places in the agency for at least fifteen (15) calendar days. The

date of posting shall be indicated in the notice.

3.1 The selection line-up shall reflect the comparative competence and qualification

of candidates on the basis of:

3.1.1 PERFORMANCE

For appointment by promotion, the performance rating of the

appointee for the position that rating period prior to the

effectivity date of he is handling the appointment should be at

least very satisfactory.


61 | M S P

For appointment by transfer involving promotion the

performance rating for the last rating period immediately

preceding the transfer from the former office or agency should

be at least very satisfactory.

3.1.2 EDUCATION and TRAINING - include educational background,

successful completion of training courses accredited by the Civil Service

Commission, scholarships, training grants and others which must be

relevant to the duties of the position to be filled.

3.1.3 EXPERIENCE and OUTSTANDING ACCOMPLISHMENTS - include

occupational history, relevant work experience acquired either from the

government or private sector, and accomplishments worthy of special

commendation.

3.1.4 PSYCHO-SOCIAL ATTRIBUTES and PERSONALITY TRAITS - refer to

the characteristics or traits of a person which involved both

psychological and social aspects. Psychological includes the way he/she

perceives things, ideas, beliefs and understanding and how he/she acts

and relates these things to other and in social situations.

3.1.5 POTENTIAL - refers to the capacity and ability of a candidate to

assume the duties of the position to be filled and those of higher or

more responsible positions.

A greater percentage weight shall be allocated to performance.

4. Notify all applicants of the outcome of the preliminary evaluation.

5. Submit the selection line-up to the PSB for deliberation en banc.

Appointment to the following positions shall no longer be screen by the PSB.

a. Substitute appointment due to their short duration and emergency nature.

However, should the position be filed by regular appointment, candidates for the

position should be screened and passed upon by the PSB;

b. Appointment of faculty members and academic staff of state universities and

colleges who belong to the closed career service;

c. Appointment to entry laborer positions;

d. Appointment to personal and primarily confidential positions; and

e. Renewal of temporary appointment issued to the incumbent personnel.

6. Make a systematic assessment of the competence and qualifications of candidates for

appointment to the corresponding level of positions. Evaluate and deliberate en banc

the qualifications of those listed in the selection line-up.


62 | M S P

7. Submit the list of candidates recommended for appointment from which the appointing

authority shall choose the applicant to be appointed.

The list of recommended candidates should specify the top five ranking candidates

whose over-all point scores are comparatively at par based on the comparative

assessment under Procedure 3.1 hereof.

8. Assess the merits of the PSB’s recommendation for appointment and in the exercise of

sound discretion, select, in so far as practicable, from among the top five ranking

applicants deemed most qualified for appointment to the vacant position.

The top five ranking candidates, however, should be limited to those whose overall

point scores are candidates for appointment.

9. Issue appointment in accordance with the provisions of the agency Merit Selection Plan.

10. Post notice announcing the appointment of an employee in three (3) conspicuous

places in the agency a day after the issuance of the appointment for at least fifteen (15)

days. The date of posting should be indicated in the notice.

V. GRIEVANCE

1. A qualified next-in-rank employee may present the grievance with the agency grievance

machinery under the following conditions:

a. Non-compliance with the selection process;

b. Discrimination of account of gender, civil status, disability, pregnancy, religion,

ethnicity or political affiliation;

c. Disqualification of applicant to a career position for reason of lack of confidence

of the appointing authority; and

d. Other violations of the provisions of this Merit Selection Plan

VI. COMPOSITION OF THE PERSONNEL SELECTION BOARD (PSB)

For first and second level positions:

a. As Chairperson:

a.1 Local Chief Executive or authorized representative from the career

service; (pursuant to RA 7160)

a.3 Vice-Mayor or the authorized representative from the career

service if the vacant position is in his/her Office or in the Office of

the Sanggunian.


63 | M S P

b. Highest official responsible for personnel management;

c. Division Chief or the authorized representative from the career service of the

organizational unit where the vacancy is;

d. Two representatives of the rank-and-file employees, one from the first level and

one from the second level, who shall both be chosen by the duly accredited

employee association, in the agency.

In case there is no accredited employee association in the agency, the

representatives shall be chosen at large by the employees through a

general assembly or any other mode of selection to be conducted for the

purpose. The candidate who garnered the second highest votes shall

automatically be the alternate representative.

The first level representative shall participate during the screening of candidates

for vacancies shall participate during the screening of candidates for vacancies

in the first level; the second level representative shall serve for a period of two

(2) years. For continuity of operation, the duly accredited employee association

may designate an alternate.

The HRM Unit shall act as the secretariat for the PSB of first, second and third

levels.

The agency head shall ensure equal opportunity for men and women to

be represented in the PSB for all levels.

VII. FUNCTIONS AND RESPONSIBILITIES

1. The Human Resource Management Officer (HRMO) shall have the following functions

and responsibilities:

a. Disseminate copies of the agency Merit Selection Plan (MSP) and its annexes to

all agency personnel after approval thereof by the Civil Service Commission. An

orientation shall also be conducted by the HRD Unit within six (6) months upon

approval of the MSP. This orientation is meant to ensure awareness and

understanding of the Plan. A report on the same shall be submitted to the Civil

Service Field Office concerned for record purposes;

b. Develop a System of Ranking Positions which will be submitted for approval of

the appointing authority, copy furnished the Civil Service Commission and its

Field Office concerned, for reference purposes;

c. Identify vacant positions that may be enrolled in the Brightest for the

Bureaucracy Program (BBP);


64 | M S P

d. Develop a Plan which shall set forth the number, knowledge and skills of

personnel needed to achieve the organization’s goals, objectives and programs;

e. Develop and maintain an updated qualification database of employees of the

agency to include education, training, experience, skills, competencies, and

other similar information;

f. Develop a program to fast track the career movement of employees with

superior qualifications; and

g. Publish vacant position in the CSC Bulletin of Vacant Position or through other

mode of publication and post the same in three (30 conspicuous places in the

agency for at least ten (10) calendar days;

Vacant positions which are not filled within six (6) months should be re-

published.

The following positions are exempts from the publication requirement:

Primarily confidential positions;

Positions which are policy determining;

Highly technical positions:

Other non-career positions;

Third level positions (Career Executive Service); and

Positions to be filled by existing regular employees in the agency in case

of reorganization.

Prepare list of candidates aspiring for the vacant position either from

within or outside the agency, including qualified next-in-rank employees

within fifteen (15) days from completion of the preliminary evaluation. In

the process, the following should be considered:

The pre-determined ratio of applicants for appointment or hiring quota.

An employee may be promoted or transferred to a position which is not

more than three (3) salary, pay or job grades higher than the employee’s

present position except, in very meritorious cases, such as: if the vacant

position is next-in-rank as identified in the SRP approved by the head of

agency, or the lone or entrance position indicated in the agency staffing

pattern.


65 | M S P

An employee who is on local or foreign scholarship or training grant or

pregnant or on maternity leave may be considered for promotion.

For this purpose, the performance ratings to be considered shall be the

rating immediately prior to or after the scholarship or training grant or

maternity leave.

If promoted, the effectivity date of the promotional appointment shall be

after the scholarship or training grant or maternity leave.

Promotion within six (6) months prior to compulsory retirement shall not be

allowed except as otherwise provided by law.

i. Conduct preliminary evaluation of the qualification of all candidates. Those

initially found qualification shall undergo further assessment such as: written

examination, skills test, interview and others. After which, selection line-up shall

be prepared and posted in three (3) conspicuous places in the agency for at

least fifteen (15) calendar days. The date of posting shall be indicated in the

notice;

j. Notify all applicants of the outcome of the preliminary evaluation;

k. Submit selection line-up to the PSB for deliberation en banc. Appointment to

the following positions shall no longer be screened by the PSB:

Substitute appointment due to their short duration and emergency nature.

However, should the position be filled by regular appointment, candidates

for the position should be screened and passed upon by the PSB;

Appointment of faculty members and academic staff of state universities

and colleges who belong to the closed career service;

Appointment to entry laborer positions;

Appointment to personal and primarily confidential positions; and

Renewal of temporary appointment issued to the incumbent personnel.

2. The employees shall be responsible for updating their Personal Data Sheet

annually, if deemed necessary, and submit supporting documents thereto to the HRD

Unit.

3. The Personnel Selection Board for 1st, 2nd and 3rd levels shall have the following

functions and responsibilities:

a. Adopt a formal screening procedure and formulate criteria for the evaluation of

candidates for appointment, taking into consideration the following:


66 | M S P

a.1 Reasonable and valid standards and methods of evaluating the

competence and qualifications of all applicants competing for a

particular position.

a.2 Criteria for evaluation of qualifications of applicants for appointment

must suit the job requirements of the position.

b. Disseminate screening procedure and criteria for selection to all agency officials

and employees and interested applicants. Any modification of the procedure

and criteria for selection shall likewise be properly disseminated;

c. Prepare a systematic assessment of the competence and qualifications of

candidates for appointment. Maintain fairness and impartiality in the

assessment of candidates. Towards this end, the PSB may employ the assistance

of external or independent resource persons and may initiate innovative

schemes in determining the best and most qualified candidate;

d. Evaluate and deliberate en banc the qualifications of those listed in the

selection line-up;

e. Submit the list of candidates recommended for appointment from which the

appointing authority shall choose the applicant to be appointed.

The list of recommended candidates should specify the top five ranking

candidates whose over-all point scores are comparatively at par based on the

comparative assessment under Procedure 3.1 hereof.

f. Maintain records of the deliberations which must be made accessible to

interested parties upon written request and for inspection and audit by the CSC;

and

g. Orient the officials and employees in the agency pertaining to policies relative

to personnel actions, including the gender and development dimensions of the

Merit Selection Plan.

4. The appointing authority shall have the following functions and responsibilities:

a. Establish a Personnel Selection Board and see to it that all PSB members

undergo orientation and workshop on the selection/promotion process and

CSC policies on appointments. The agency head shall, as far as practicable,

ensure equal opportunity for men and women to be represented in the PSB for

all levels;

b. Assess the merits of the PSB’s recommendation for appointment and in the

exercise of sound discretion, select, in so far as practicable, from among the

following.


67 | M S P

Top five ranking applicants deemed most qualified to the vacant position.

Applicants who have undergone deep selection and found to possess

superior qualifications; and

pool of the Brightest for the Bureaucracy Program (BBP)

c. Issue appointments in accordance with the provisions of the agency Merit

Selection Plan.

VIII. EEFECTIVITY

The Merit Selection Plan and subsequent amendments thereto shall take effect

immediately after approval by the Civil Service Commission Regional Office.

IX. COMMITMENT

I hereby commit to implement and abide by the provisions of this Merit Selection Plan.

It is understood that this MSP shall be the basis for expeditious approval of appointments.


Municipal Mayor

CSS Action:

I have evaluated the herein agency Merit Selection Plan and found it to be in accordance with

the provision of CSC MC 03, s. 2001 and may now be implemented.

(SGD) ELMER R. BARTOLATA

CSC Regional Director

February 18, 2002


68 | S R P

System of Ranking

Position (SRP)


69 | S R P




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SYSTEM OF RANKING POSITION

SECOND LEVEL POSTION

POSITION TO BE FILLED LOCATION SALARY

GRADE

POSITION

NEXT-IN-RANK

LOCATION SALARY

GRADE

Secretary to the Sanggunian SBO 24 OPEN - -

Mun. Plng. & Dev't. Coordinator MPDO 24 OPEN - -

Municipal Civil Registrar MCR 24 Registration Officer III MCR 18

Municipa Budget Officer MBO 24 OPEN - -

Municipal Accountant MAO 24 OPEN - -

Municipal Treasurer MTO 24 Assistant Mun. Treasurer MTO 22

Municipal Assessor MASSO 24 OPEN - -

Municipal Health Officer MHO 24 Medical Officer V MHO 22

Mun. Socia Welfare & Dev't. Officer MSWDO 24 OPEN - -

Municipal Agriculturist MAGRO 24 Senior Agriculturist MAGRO 18

Municipal Engineer MEO 24 Engineer III MEO 19

Assistant Municipal Treasurer MTO 22 Local Treasury Optn. Officer III MTO 18

Medical Officer V MHO 22 OPEN - -

Engineer III MEO 19 Engineer I MEO 12

Dentist III MHO 19 OPEN - -

Administrative Officer V All Offices 18 Administrative Officer IV MAO 15

Licensing Officer III MMO 18 Local Revenue Coltn. Officer II MTO 15

Senior Tourism Operations Officer MMO 18 Tourism Operation Officer I MMO 11

Planning Officer I All Offices 11

Registration Officer III MCR 18 Registration Officer II MCR 14

Local Treasury Optn. Officer III MTO 18 Local Revenue Coltn. Officer II MTO 15

Local Assessment Optn. Ofcr.II MASSO 15

Administrative Officer IV MAO 15

Senior Agriculturist MAGRO 18 Agriculturist II MAGRO 15

Market Supervisor III MEEO 18 OPEN - -

Nurse III MHO 16 Nurse II MHO 14

Housing & Homesite Reg. Ofcr. III MMO 16 Engineer I MEO 12

Administrative Officer IV MAO 15 Administrative Officer III MTO 14

Local Revenue Collection Officer II MTO 15 Administrative Officer III MTO 14

Local Assessment Operation Ofcr.II MASSO 15 Tax Mapper I MASSO 11

Medical Technologist II MHO 15 Medical Technologist I MHO 11

Social Welfare Officer II MSWDO 15 Social Welfare Officer I MHO 11

Agriculturist II MAGRO 15 Agriculturist I MAGRO 11

Aquaculturist I MAGRO 11

Cooperative Dev't. Officer I MAGRO 11


70 | S R P

Environment Mgt. Specialist I MAGRO 11

Administrative Officer III SBO 14 Administrative Officer I MMO 10

Nurse II MHO 14 OPEN - -

Registration Officer II MCR 14 OPEN - -

Engineer I MEO 12 OPEN - -

Computer Maint.Technologist MMO 11 OPEN - -

Tourism Operation Officer I MMO 11 OPEN - -

Planning Officer I All Offices 11 OPEN - -

Project Development Officer MPDO 11 OPEN - -

Administrative Officer II MAO 11 OPEN - -

Local Revenue Collection Officer I MAO 11 OPEN - -

Tax Mapper I MASSO 11 OPEN - -

Medical Technologist I MHO 11 OPEN - -

Social Welfare Officer I MSWDO 11 OPEN - -

Community Affairs Officer I MSWDO 11 OPEN - -

Agriculturist I MAGRO 11 OPEN - -

Aquaculturist I MAGRO 11 OPEN - -

Cooperative Dev't. Specialist I MAGRO 11 OPEN - -

Environment Mgt. Specialist I MAGRO 11 OPEN - -

Administrative Officer I MMO 10 OPEN - -

FIRST LEVEL POSTION

POSITION TO BE FILLED LOCATION SALARY

GRADE

POSITION

NEXT-IN-RANK

LOCATION SALARY

GRADE

Midwife III MHO 13 Midwife II MHO 11

Midwife II MHO 11 Midwife I MHO 9

Construction Maint. Gen. Foreman MEO 11 OPEN - -

Administrative Assistant III SBO 9 OPEN - -

Revenue Collection Clerk III MTO 9 Administrative Assistant II All Offices 8

Assessment Clerk III MASSO 9 Assessment Clerk II MASSO 6

Administrative Assistant II All Offices 8 Administrative Aide VI All Offices 6

Project Development Assistant MPDO 8 OPEN

Draftsman II MPDO 8 Draftsman I All Offices 6

Midwife II MHO 8 OPEN - -

Sanitation Inspector II MHO 8 Sanitation Inspector I MHO 6

Sanitation Inspector I MHO 6 OPEN - -

Social Welfare Assistant MSWDO 8 OPEN - -

Day Care Worker II MSWDO 8 OPEN - -

Market Inspector II MEEO 8 OPEN - -

Meat Inspector II MEEO 8 OPEN - -

Administrative Assistant I MPDO 7 OPEN - -

Watchman III MEEO 7 Watchman I MEEO 2

Administrative Aide VI All Offices 6 Administrative Aide IV All Offices 4

License Inspector I MMO 6 OPEN - -

Draftsman I All Offices 6 OPEN - -


71 | S R P

Legislative Staff Assistant SBO 6 Administrative Aide IV All Offices 4

Assessment Clerk II MASSO 6 Administrative Aide IV All Offices 4

Day Care Worker I MSWDO 6 OPEN - -

Mechanic I MEO 6 OPEN - -

Administrative Aide V MEEO 5 OPEN - -

Administrative Aide IV All Offices 4 Administrative Aide III All Offices 3

Dental Aide MHO 4 OPEN - -

Social Welfare Aide MSWDO 4 Administrative Aide III All Offices 3

Heavy Equipment Operator MEEO 4 OPEN - -

Administrative Aide III All Offices 3 Administrative Aide II All Offices 2

Cook I MEEO 3 OPEN - -

Mason I MEO 3 OPEN - -

Watchman I MEEO 2 OPEN - -

Cemetery Caretaker MEEO 2 OPEN - -

Administrative Aide II MMO 2 OPEN - -

x-x-x-x-x-x-x-x-x-x-x-x-x-x-x-x-x

Note: All Administrative Aide I (Laborers & Utility Workers) positions are open positions.

Concurred by: Approved:

(SGD) ATTY. ANNABELLE B. ROSELL (SGD) ATTY. JOEL RAY L. LOPEZ

Director IV Municipal Mayor

Civil Service Commission, Region XI


72 | P R A I S E

PRAISE

Program on Awards and Incentives

for Service Excellence


73 | P R A I S E




-o0o-

OFFICE OF THE MAYOR

EXECUTIVE ORDER No. 09-13

AN ORDER REORGANIZING THE PROGRAM ON AWARDS AND INCENTIVES FOR SERVICE

EXCELLENCE (PRAISE) OF SANTA CRUZ, DAVAO DEL SUR AND DESIGNATION OF MEMBERS HEREOF.

WHEREAS, in line with the Revised Policies on Employee Suggestions Incentives Awards System

(ESIAS) provided under CSC Resolution No. 010112 and CSC MC No. 01, series of 2001, the Local

Government Unit (LGU) of Santa Cruz, this municipality, adopts the herein Program an Awards and

Incentives for Service Excellence (PRAISE) to be referred to as LGUPRAISE;

WHEREAS, the general objectives for establishing LGUPRAISE is to encourage, recognize and

reward employees, individually and in groups, for their suggestions, innovative ideas, inventions,

behavior, extraordinary acts or services in the public interest and other personal efforts which contribute

to the efficiency, economy and improvement operations, which lead to organizational productivity;

WHEREAS, the specific objectives for establishing this personnel mechanism is to establish a

mechanism for identifying, selecting, rewarding and providing incentives to deserving employees at the

start of each year; to identify outstanding accomplishment, best practices of employees on a continuing

basis; to recognize and reward accomplishments and innovations to motivate employees who have

contribute ideas, suggestions, inventions, discoveries, superior accomplishments and other personal efforts;

WHEREAS, there is a need to create/establish a Program on Awards and Incentives for Service

Excellence (PRAISE) to assist the LCE for identifying, selecting, rewarding and providing incentives to

deserving employees, outstanding accomplishment best practices of employees on a continuing basis;

NOW, THEREFORE I, JOEL RAY L. LOPEZ, Municipal mayor of Santa Cruz, Davao del Sur, by virtue of

the powers vested in me by law, do hereby Order:

SECTION I. CREATION. The PRAISE Committee shall be created with one following

composition:

Chairman - ATTY. ENGELBERT R. CALGAS

Municipal Legal Officer/Acting Municipal Administrator

(Authorized Representative)

Members - Ms. DULA C. JUMILLA

Assistant Municipal Treasurer

Ms. AURORA S. HERBITO

Municipal Planning and Development Coordinator


74 | P R A I S E

Ms. RUFA T. MACROHON

Municipal Budget Officer

Ms. ANITA S. LUMANOG

HRMO III

Ms. MA. CHERYL D. SERENATAS

Tourism Operations Officer I

(2nd


Ms. RINA FE E. GAMAO

Administrative Assistant II


SECTION II. PRAISE COMMITTEE. The PRAISE Committee shall have the following specific

responsibilities and composition. It shall be responsible for the development, administration, monitoring

and evaluation of the awards and incentives system of the LGU. As such, the Committee shall meet

periodically to perform the following tasks:

Establish a system of incentives and awards to recognize and motivate employees for their

performance and conduct;

Formulate, adopt and amend internal rules, policies and procedures to govern the conduct

of its activities which shall include the guidelines in evaluating the nominees and the

mechanism for recognizing the awardees;

Determine the forms of awards and incentives to be granted;

Monitor implementation of approved suggestions and ideas through feedback and reports;

Prepare plans, identify resources and propose budget for the system on an annual basis;

Develop, produce, distribute a system policy manual and orient the employees on the same;

Document best practices, innovative ideas and success stories which will serve as

promotional materials to sustain interest and enthusiasm;

Submit an annual report on the awards and incentives system to the CSC on or before the

thirtieth day of January;

Monitor and evaluate the system’s implementation every year and make essential

improvements to ensure its suitability to the LGU; and

Address issues relative to awards and incentives within fifteen (15) days from the date of

submission.

SECTION III. FUNDING. The LGU shall allocate at least 5% of the Human Resource Development (HRD)

for the PRAISE and incorporate the same in its annual Work and Financial Plan and budget.

SECTION IV. EFFECTIVITY. This Order shall take effect immediately.

DONE this 24th

day of September 2013 at Santa Cruz, Davao del Sur, Philippines.


Municipal Mayor


75 | P R A I S E




-o0o-

PROGRAM ON AWARDS AND INCENTIVES FOR

SERVICE EXCELLENCE (PRAISE)

OF THE

LOCAL GOVERNMENT UNIT OF STA. CRUZ

In line with the Revised Policies on Employee Suggestions and Incentive Awards System

(ESIAS) provided under CSC Resolution No. 010112 and CSC MC No. 01 s. 2001, the Local

Government Unit (LGU) of Sta. Cruz, this municipality adopts the herein Program on Awards

and Incentives for Service Excellence (PRAISE) to be referred to as LGUPRAISE.

I. OBJECTIVES

1.1 General

To encourage, recognize and reward employees, individually and in groups, for their

suggestions, innovative ideas, inventions, discoveries, superior accomplishments, heroic

deeds, exemplary behavior, extraordinary acts or services in the public interest and

other personal efforts which contribute to the efficiency, economy and improvement in

government operations, which lead to organizational productivity.

1.2 Specific

1.2.1 to establish a mechanism for identifying, selecting, rewarding and providing

incentives to deserving employees at the start of each year;

1.2.2 to identify outstanding accomplishments, best practices of employees on a

continuing basis;

1.2.3 to recognize and reward accomplishments and innovations periodically or as

the need arises;

1.2.4 to provide incentives and interventions to motivate employees who have

contributed ideas, suggestions, inventions, discoveries, superior

accomplishments and other personal efforts.


76 | P R A I S E

II. SCOPE

The System shall apply to all employees in the career and non-career service of this agency.


AGENCY - refers to departments, agencies, bureaus of the national government,

government-owned-and-controlled corporations with original charters, state universities

and colleges and local government units.

AWARD - recognition which may be monetary or non-monetary conferred on individual or

group of individuals for ideas, suggestions, inventions, discoveries, superior

accomplishments, exemplary behavior, heroic deeds, extraordinary acts or services in the

public interest which contribute to the efficiency, economy, improvement in government

operations which lead to organizational productivity.

CAREER - positions in the civil service characterized by (1) entrance based on merit and

fitness to be determined as far as practicable by competitive examination, or based on

highly technical qualifications; (2) opportunity for advancement to higher career positions;

and (3) security of tenure.

CONTRIBUTION - any input which can be in the form of an idea or performance (See also

Idea Type and Performance type contribution).

DISCOVERY - is the uncovering of something previously existing but found or learned for

the first time which will improve public service delivery.

IDEA TYPE CONTRIBUTION - refers to an idea, a suggestion or an invention or discovery

for improvement to effect economy in operation, to increase production and improve

working conditions.

INCENTIVE - monetary or non-monetary motivation or privilege given to an official or

employee for contributions, suggestions, inventions, ideas, satisfactory accomplishment or

demonstration of exemplary behavior based on agreed performance standards and norms

of behavior.

INVENTIONS - the creation of something previously non-existent which will benefit the

government.

NON-CAREER - positions expressly declared by law to be in the non-career service; or

those whose entrance in the service is characterized by (1) entrance on bases other than

those of the usual tests of merit and fitness utilized for the career service and (2) tenure

which is limited to the duration of a particular project for which purpose employment was

made.


77 | P R A I S E

PERFORMANCE TYPE CONTRIBUTION - refers to performance of an extraordinary act or

service in the public interest in connection with, or related to one’s official employment; or

outstanding community service or heroic acts in the public interest; or sustained work

performance for a minimum period of one year which is over and above the normal position

requirement of the individual or group.

SUGGESTION - idea or proposal which improves work performance, systems and

procedures and economy in operations that will benefit the government.

SYSTEM - the agency awards and incentives program for employees.

IV. TYPES OF AWARDS

4.1 National Awards

The agency shall participate in the search for deserving employees who may be

included in the screening of candidates for awards given by other government

agencies, private entities, NGOs and other award giving bodies such as the:

4.1.1 Presidential or Lingkod Bayan Award - conferred on an individual for

consistent, dedicated performance exemplifying the best in any profession or

occupation resulting in the successful implementation of an idea or

performance, which is of significant effect to the public or principally affects

national interest, security and patrimony.

4.1.2 Outstanding Public Official/Employee or Dangal ng Bayan Award - granted

to any public official or employee in government who has demonstrated

exemplary service and conduct on the basis of his or her observance of one or

more of the eight (8) norms of behavior described under Republic Act No. 6713

of the Code of Conduct and Ethical Standards for Government Officials and

Employees.

4.1.3 Civil Service Commission of the PAGASA Award - conferred on a group of

individuals or team who has demonstrated outstanding teamwork and

cooperation, which resulted in the successful achievement of its goal or has

greatly improved public service delivery, economy in operation, improved

working conditions or otherwise benefited the government in many other ways.

4.1.4 Other Awards - given by other government agencies, private institutions of

NGOs to an individual or team for contributions of an idea or performance that

directly benefited the government.

4.2 Department or Agency Level Awards

The agency shall develop and initiate the search for deserving employees who

may be included in the screening of candidates for awards to be given such as:


78 | P R A I S E

4.2.1 Best Employee Award - granted to an individual or individuals who excelled

among peers in a functional group, position or profession. A cash award of not

less than the amount provided under relevant existing laws shall be given to

outstanding employees plus a certificate of recognition or other forms of

incentives as the committee may decide, e.g., Best Division Chief, Best Secretary,

Best Legal Officer, Best Driver, Best Utility Worker ad other similar awards.

4.2.2 Gantimpala Agad Award - given outright to employees commended by clients

for their courtesy, promptness, efficiency and dedication to duty.

4.2.3 Exemplary Behavior Award - based on the eight norms of conduct as

provided under RA 6713 (Code of Conduct and Ethical Standards). The awardee

will be automatically nominated by the LGU PRAISE Committee to the Dangal

ng Bayan Award.

4.2.4 Best Organizational Unit Award - granted to the top organizational unit

which may be a section, division or office on the basis of meeting organization’s

performance targets and other pre-determined criteria.

4.2.5 Cost Economy Measure Award - granted to an employee or team whose

contributions such as ideas, suggestions, inventions, discoveries or performance

of functions result in savings in terms of man-hours and cost or otherwise

benefit the LGU and government as a whole. The monetary award shall not

exceed 20% of the monetary savings generated from the contribution.

4.2.6 Service Award - conferred on retirees whether under optional or compulsory

retirement schemes held during a fitting ceremony on or before the date of

their retirement.

4.2.7 Such other awards which the LGU may decide to give.

V. TYPES OF INCENTIVES

The agency shall continuously search, screen and reward deserving employees to

motivate them to improve the quality of their performance and instill excellence in public

service. As such the following types of incentives shall be regularly awarded:

5.1 Loyalty Incentive - granted to an employee who has served continuously and

satisfactorily the LGU for at least ten (10) years. Under existing policies, the recipient

shall be entitled to a cash award of not less than P300.00 but not more than 3,000.00

per year during the first ten years. Succeeding awards shall be given every five years

thereafter. The Loyalty Cash Bonus shall be granted based on the following;


79 | P R A I S E

Cumulative

No. of Years

Annual Rate

per five years

10 yrs. P300.00

15 yrs. Plus P150.00 or P450.00

20 yrs. Plus P 50.00 or P500.00

25 yrs. Plus P 50.00 or P550.00

30 yrs. Plus P 50.00 or P600.00

35 yrs. Plus P 50.00 or P650.00

40 yrs. Plus P 50.00 or P700.00

Besides cash award, a lapel emblem/loyalty pin shall be given:

10 and 15 years Bronze

20 and 25 years Silver

30, 35 & 40 years Gold

Other token such as wrist watch, ring, and others.

5.2 Length of Service Incentive - given to an employee who has rendered at least three

(3) years of continuous satisfactory service in the same position. The cash award shall

be incorporated in the salary adjustments following the Joint CSC-DBM Circular No. 1, s.

1990.

5.3 Productivity Incentive - in the amount of Two Thousand Pesos (P2,000.00) shall be

given to an employee who has exceeded his target or has incurred incremental

improvement over existing targets and One thousand Pesos (P1,000.00) shall be given

to an employee who have performed at least satisfactory for the year covered in

accordance with the agency’s CSC-approved PES. This incentive shall follow relevant

existing guidelines.

5.4 Career and Self-Development Incentive - granted in recognition of an individual who

has satisfactorily completed a course or degree within or outside the country at one’s

own expense. A plaque of recognition may be given to qualified individuals during the

LGUs anniversary celebration.

5.5 Retirement Award shall be given to a retiree who has rendered at least fifteen (15)

years of satisfactory government service which shall be in the form of a plaque of

appreciation and a 14 karat ring for those 60 years old above with at least 20 years in

service and a token for those who have less than 20 years in service to be determined

by the PRAISE Committee.

5.6 Medical Allowance in the amount of Two thousand Pesos (P2,000.00) per year shall be

given to all regular employees who have rendered at least one year continuous service.

5.7 Free Medical Examination - Compulsory medical examination shall be provided to all

regular employees before entering the service in the Government and shall be repeated


80 | P R A I S E

once a year during the tenure of employment; Provided that where medical examination

shows that medical treatment and/or hospitalization is necessary for those already in

the government service, the treatment and/or hospitalization including medicines shall

be provided free by the municipal government paying the salary of such employees:

Provided further, that the cost of such medical examination and treatment shall be

included as automatic appropriation the municipal budget’s annual budget.

5.8 Staple Food Incentive – shall be given to all regular employees in the amount of Seven

Thousand Two Hundred Pesos (P7,200.00) to help the employees in coping the present

economic crisis.

5.9 All employees who are required to render overtime services shall be given day off in lieu

of overtime pay.

5.10 Fringe Benefits - shall be given to all employees based on the following manner:

a. P10,000.00 - shall be given to all municipal employees who have

rendered at least two (2) years continuous service in the LGU;

b. P5,000.00 - shall be given to all municipal employees who have

rendered at least one (1) year of continuous service in the LGU.

5.6 Other incentives which the LGUs PRAISE Committee may recommend on the basis of

special achievements, innovative approaches to assignments, exemplary service to the

public and recognition by an outside group of a particular achievement.

VI. FORMS OF AWARDS AND INCENTIVES

6.1 Compensatory Time-Off - granted to an employee who has worked beyond his

regular office hours on a project without overtime pay.

6.2 Flexiplace - work arrangement allowed for qualified employee/s who has demonstrated

responsibility, initiative, and capacity to produce output/result and accomplishment

outside of the workplace subject to established guidelines.

6.3 “Salu-salo” Together - meal hosted by superiors or supervisors for employees who

have made significant contributions.

6.4 Personal Growth Opportunities - incentives which may be in the form of attendance

in conferences on official business, membership in professional organizations, books,

journals, tapes, travel packages and other learning opportunities.

6.5 Trophies, Plaques and Certificates

6.6 Monetary Award

6.7 Travel Packages

6.8 Other Incentives - incentives in kind which may be in the form of merchandise,

computers, pagers, cellular phones, reserved parking space, recognition posted at the

Wall of Fame, feature in LGU publication, and others.


81 | P R A I S E

VII. PRAISE COMMITTEE

The PRAISE Committee shall have the following specific responsibilities and

composition. It shall be responsible for the development, administration, monitoring and

evaluation of the awards and incentives system of the LGU. As such, the Committee shall meet

periodically to perform the following tasks:

establish a system of incentives and awards to recognize and motivate employees for their

performance and conduct;

formulate, adopt and amend internal rules, policies and procedures to govern the conduct

of its activities which shall include the guidelines in evaluating the nominees and the

mechanism for recognizing the awardees;

determine the forms of awards and incentives to be granted;

monitor implementation of approved suggestions and ideas through feedback and reports;

prepare plans, identify resources and propose budget for the system on an annual basis;

develop, produce, distribute a System policy manual and orient the employees on the same;

document best practices, innovative ideas and success stories which will serve as

promotional materials to sustain interest and enthusiasm;

submit an annual report on the awards and incentives system to the CSC on or before the

thirtieth day of January;

monitor and evaluate the System’s implementation every year and make essential

improvements to ensure its suitability to the LGU; and

address issues relative to awards and incentives within fifteen (15) days from the date of

submission.

To implement the System effectively, the PRAISE Committee members are

expected to possess positive attitude; be capable of implementing submitted

ideas; open-minded; decisive; have tolerance for stress or pressure; and actively

participate in all committee meetings.

The head of the LGU of Sta. Cruz or authorized representative shall be responsible in

overseeing the System’s operations and the Human Resource Management Unit shall

serve as the System’s Secretariat.

The LGU may, however, employ an external or independent body to assist the

LGUPRAISE Committee to judiciously and objectively implement the system of

incentives and awards.

a. Municipal Mayor or authorized representative;

b. Highest ranking employee in charge of human resource management of the

career service employee directly responsible for personnel management;

c. The Municipal Planning and Development Officer

d. The Municipal Budget Officer

e. The Municipal Treasurer; and

f. Two (2) representatives of the career rank-and-file employee who shall serve for a

period of two years and chosen through a general assembly or any other mode of


82 | P R A I S E

selection to be conducted for the purpose or designated by the accredited union

(one from the first level and one from the second level).

VIII. FUNDING

The LGU shall allocate at least 5% of the Human Resource Development (HRD) for the

PRAISE and incorporate the same in its annual Work and Financial Plan and budget.

IX. EFFECTIVITY

The LGUPRAISE shall become effective after final evaluation by the CSC. Subsequent

amendments shall likewise be submitted to CSC Regional Office for evaluation and shall take

effect immediately.

X. COMMITMENT

I hereby commit to implement and abide by the provisions of this LGUPRAISE which

shall be the basis for the grant of awards and incentives including Productivity Incentive Bonus.

The annual PRAISE Report shall be submitted to the CSC Regional Office concerned on

or before the thirtieth day of January to enable our employees to qualify for nomination to the

CSC-sponsored national awards.


Municipal Mayor

CSC Action:

I have evaluated the herein agency PRAISE and found it to be in accordance with the

provision of CSC MC 01, S. 2001 and may now be implemented.


Director IV

Region XI

December 6, 2001


83 | G R I E V A N C E

Grievance

Machinery






-o0o-

OFFICE OF THE MAYOR

EXECUTIVE ORDER No. 08-13

AN ORDER RECONSTITUTING GRIEVANCE MACHINERY OF SANTA CRUZ, DAVAO DEL SUR AND

DESIGNATION OF MEMBERS THEREOF.

WHEREAS, CSC Resolution No. 010113, dated January 10, 2001, contained with the Revised Policies on

the Settlement of Grievance in the Public Sector and implemented through CSC Memorandum Circular

No. 2, series of 2001;

WHEREAS, the objectives of establishing this machinery are to created a work atmosphere conducive to

good supervisor-employee relations and improved employee morale; settle grievance at the lowest

possible level in the organization; and serve as the catalyst for the development of capabilities of

personnel on dispute settlement, especially among supervisors in the LGU;

WHEREAS, the Grievance Machinery applies to all levels of officials and employees in the LGU and it

may also apply to non-career employees whenever applicable;

WHEREAS, there is a need to establish a Grievance Machinery, a system or method of determining and

finding the best way to address the specific cause or causes of grievance.

NOW, THEREFORE, I, JOEL RAY L. LOPEZ, Municipal Mayor of Santa Cruz, Davao del Sur, by virtue of

the powers vested in me by law, do hereby ORDER:

SECTION I. CREATION. The Grievance Machinery shall be created/established with the following

composition:

Chairperson - ATTY. ENGELBERT R. CALGAS

Municipal Legal Officer/Acting Municipal Administrator

Members - Ms. ELSA L. VILLAFLOR

Administrative Officer III

(2nd


Ms. MARY GRACE A. BALINGAN

Administrative Officer V

(Authorized Representative)

Mr. MICHAEL RYAN D. BAJO

Planning Officer I

(2nd




Ms. OMMI KHARZOM L. BUAT

Administrative Aide VI

(1st Level Representative – Alternate)

SECTION II. FUNCTION. The Grievance Committee shall have the following functions and responsibilities:

1. Establish its own internal procedures and strategies. Membership in the grievance

committee shall be considered part of the members’ regular duties;

2. Develop and implement pro-active measures or activities to prevent grievance such as

employee assembly which shall be conducted at least once every quarter, “talakayan”,

counseling and other HRD interventions. Minutes of the proceedings of these activities

shall be documented for audit purposes;

3. Conduct continuing information drive on Grievance Machinery among officials and

employees in collaboration with the personnel unit;

4. Conduct dialogue between and among the parties involved;

5. Conduct an inquiry and hearing within ten (10) working days from receipt of the

grievance and render a decision within five (5) working days after the inquiry. Provided,

however, that where the object of the grievances is the grievance committee, the

aggrieved party may submit the grievance to top management;

6. Direct the documentation of the grievance including the preparation and signing of

written agreements reached by the parties involved;

7. Issue Certification on the Final Action on the Grievance (CFAG) which shall contain,

among other things, the following information: history and final action taken by the LGU

on the grievance; and

8. Submit a quarterly report of its accomplishments and status of unresolved grievances to

the Civil service Commission Regional Office concerned.

SECTION III. APPLICATION OF GRIEVANCE MACHINERY. The following instances shall be acted upon

through the grievance machinery:

a. Non-implementation of policies, practices and procedures on economic and financial

issues and other terms and conditions of employment fixed by law, including salaries,

incentives, working hours, leave benefits such as delay in the processing of overtime

pay, unreasonable withholding of salaries and inaction on application for leave;

b. Non-implementation of policies, practices and procedures which affect employees from

recruitment to promotion, detail, transfer, retirement, termination, lay-offs, and other



related issues that affect then such as failure to observe selection process in

appointment, and undue delay in the processing of retirement papers;

c. Inadequate physical working conditions such as lack of proper ventilation in the

workplace, and insufficient facilities and equipment necessary for the safety and

protection of employees whose nature and place of work are classified as high risk or

hazardous;

d. Poor interpersonal relationships and linkages such as unreasonable refusal to give

official information by one employee to another;

e. Protest on appointments; and

f. All other matters giving rise to employee dissatisfaction and discontentment outside of

those cases enumerated above.

The following cases shall not be resolved through the grievance machinery:

a. Disciplinary cases which shall be resolved pursuant to the Uniform Rules on

Administrative Cases;

b. Sexual harassment cases as provided for in RA 7877; and

c. Union-related issues and concerns.

SECTION IV. GRIEVANCE PROCEDURES. The procedures for seeking redress of grievances shall be as

follows:

1. Discussion with Immediate Supervisor. At the first instance, a grievance shall be presented

verbally or in writing by the aggrieved party to his or her immediate supervisor.

The supervisor shall inform the aggrieved party of the corresponding action within three

(3) working days from the date of presentation.

Provided, however, that where the object of the grievance is the immediate supervisor,

the aggrieved party may bring the grievance to the next higher supervisor.

2. Appeal to the Higher Supervisor. If the aggrieved party is not satisfied with the verbal

decision, he or she may submit the grievance in writing, within five (5) days to the next

higher supervisor who shall render his or her decision within (5) working days from receipt

of the grievance.

3. Appeal to the Grievance Committee. The decision of the next higher supervisor may be

elevated to the grievance committee within five (5) working days from receipt of the

decision of the next higher supervisor.



The grievance committee may conduct an inquiry and hearing within ten (10) working

days after the investigation. Provided, however, that where the object of the grievance

is the grievance committee, the aggrieved party may submit the grievance to top

management.

4. Appeal to Top Management. If the aggrieved party is not satisfied with the decision of the

grievance committee, he or she may elevate his or her grievance within five (5) working days

from receipt of the decision through the committee to top management who shall make the

decision within ten (10) working days after the receipt of the grievance. Provided, however,

that where the object of the grievance is the top management, the aggrieved party may

bring his or her grievance directly to the Civil Service Commission Regional Office.

5. Appeal to the Civil Service Commission Regional Office. If the aggrieved party is not

satisfied with the decision of top management, he or she may appeal or elevate his or her

grievance to the Civil Service Commission Regional Office concerned within fifteen (15)

working days from the receipt of such decision. Together with the appeal, the aggrieved

party shall submit a Certification on the final Action on the Grievance (CFAG). The Civil

Service Commission Regional Office shall rule on the appeal in accordance with existing civil

service law, rules and regulations.

SECTION V. EFFECTIVITY. This Grievance Machinery shall take effect immediately upon approval by the

Civil Service Commission Regional Office concerned.

SECTION VI. COMMITMENT. I hereby commit to implement the provisions of this Grievance Machinery

and take necessary action in accordance with existing civil service law and rules against supervisors or

officials who refuse to act on a grievance brought before their attention.


Municipal Mayor

September 24, 2013






-o0o-

OFFICE OF THE MAYOR

MEMORANDUM ORDER NO. 001-A

Series of 2003

T O : ALL LOCAL OFFICIALS AND EMPLOYEES

Sta. Cruz, Davao del Sur

SUBJECT : INSTALLATION OF GRIEVANCE MACHINERY

GRIEVANCE MACHINERY

In line with the Revised Policies on the Settlement of Grievance in the Public Sector

contained in CSC Resolution No. 010113, dated January 10, 2001 and implemented through

CSC Memorandum Circular No. 02, s. 2001, the Local Government Unit (LGU), this municipality

hereby adopts the herein Grievance Machinery.

I. OBJECTIVES

1. General

Create a work atmosphere conducive to good supervisor-employee relations

and improved employee morale.

2. Specific

2.1 Active and strengthen LGU’s existing grievance machinery;

2.2 Settle grievances at the lowest possible level in the organization; and

2.3 Serve as a catalyst for the development of capabilities of personnel on dispute

settlement, especially among supervisors in the LGU.

II. SCOPE

The Grievance Machinery applies to all levels of officials and employees in the LGU. It may also

apply to non-career employees whenever applicable.




Accredited or Recognized Employee Union – an employee union accredited pursuant

to Executive Order No. 180 and its implementing rules and regulations.

Bilis Aksyon Partner - is the counterpart Action Officer of the Civil Service Commission

under the Mamayan Muna Program in the LGU pursuant to CSC MC No. 3, s. 1994.

Grievance - a work-related discontentment or dissatisfaction which had been

expressed verbally or in writing and which, in the aggrieved employee’s opinion, has

been ignored or dropped without due consideration.

Grievance Machinery - a system or method of determining and finding the best way

to address the specific cause or causes of grievance.

IV. APPLICATION OF GRIEVANCE MACHINERY

The following instances shall be acted upon through the grievance machinery:

g. Non-implementation of policies, practices and procedures on economic and financial

issues and other terms and conditions of employment fixed by law, including salaries,

incentives, working hours, leave benefits such as delay in the processing of overtime

pay, unreasonable withholding of salaries and inaction on application for leave;

h. Non-implementation of policies, practices and procedures which affect employees from

recruitment to promotion, detail, transfer, retirement, termination, lay-offs, and other

related issues that affect then such as failure to observe selection process in

appointment, and undue delay in the processing of retirement papers;

i. Inadequate physical working conditions such as lack of proper ventilation in the

workplace, and insufficient facilities and equipment necessary for the safety and

protection of employees whose nature and place of work are classified as high risk or

hazardous;

j. Poor interpersonal relationships and linkages such as unreasonable refusal to give

official information by one employee to another;

k. Protest on appointments; and

l. All other matters giving rise to employee dissatisfaction and discontentment outside of

those cases enumerated above.



The following cases shall not be resolved through the grievance machinery:

d. Disciplinary cases which shall be resolved pursuant to the Uniform Rules on

Administrative Cases;

e. Sexual harassment cases as provided for in RA 7877; and

f. Union-related issues and concerns.

V. GRIEVANCE PROCEDURES

The procedures for seeking redress of grievances shall be as follows:

3. Discussion with Immediate Supervisor. At the first instance, a grievance shall be

presented verbally or in writing by the aggrieved party to his or her immediate supervisor.

The supervisor shall inform the aggrieved party of the corresponding action within three (3)

working days from the date of presentation.

Provided, however, that where the object of the grievance is the immediate supervisor, the

aggrieved party may bring the grievance to the next higher supervisor.

4. Appeal to the Higher Supervisor. If the aggrieved party is not satisfied with the verbal

decision, he or she may submit the grievance in writing, within five (5) days to the next

higher supervisor who shall render his or her decision within (5) working days from receipt

of the grievance.

3. Appeal to the Grievance Committee. The decision of the next higher supervisor may be

elevated to the grievance committee within five (5) working days from receipt of the

decision of the next higher supervisor.

The grievance committee may conduct an inquiry and hearing within ten (10) working days

after the investigation. Provided, however, that where the object of the grievance is the

grievance committee, the aggrieved party may submit the grievance to top management.

4. Appeal to Top Management. If the aggrieved party is not satisfied with the decision of the

grievance committee, he or she may elevate his or her grievance within five (5) working days

from receipt of the decision through the committee to top management who shall make the

decision within ten (10) working days after the receipt of the grievance. Provided, however,

that where the object of the grievance is the top management, the aggrieved party may

bring his or her grievance directly to the Civil Service Commission Regional Office.

6. Appeal to the Civil Service Commission Regional Office. If the aggrieved party is not

satisfied with the decision of top management, he or she may appeal or elevate his or her

grievance to the Civil Service Commission Regional Office concerned within fifteen (15)

working days from the receipt of such decision. Together with the appeal, the aggrieved



party shall submit a Certification on the final Action on the Grievance (CFAG). The Civil

Service Commission Regional Office shall rule on the appeal in accordance with existing civil

service law, rules and regulations.

VI. GRIEVANCE COMMITTEE

The composition and responsibilities are as follows:

COMPOSITION:

Chairperson : ATTY. JOEL RAY L. LOPEZ

Municipal Mayor

Members : REMEDIOS E. JULIAN

Market Supervisor (2nd

Level)

ROBERTO FLORENTINO

Agricultural Technician (2nd

Level)

ESTELA A. RAGAS

Revenue Collection Clerk (1st Level)

AIDELITA P. AGUILAR

Sanitary Inspector (1st Level)

Only permanent officials and employees, whenever applicable, shall be appointed or

elected as members of the grievance committee.

In the appointment or election of the committee members, their integrity, probity,

sincerity and credibility shall be considered.

The Local Chief Executive shall ensure equal opportunity for men and women to be

represented in the grievance committee.

a. The chairperson shall be the Chief or Head of the Administrative Division;

b. Two (2) Division Chiefs or their equivalent positions chosen from among themselves;

c. Two (2) members from the rank-and-file who shall serve for a term of two (2) years and

chosen through a general assembly or any mode of selection to be conducted for the

purpose; one from the first level and another from the second level. In offices where

there are accredited or recognized employee unions, the rank-and-file representatives

shall be those named by the employee union. The first level representative shall

participate in the resolution of the grievance of first level employees while the second



level representative shall participate in the resolution of grievance of second level

employees; and

d. The Bilis Aksyon Partner (BAP) duly designated.

e. The Local Chief Executive or his or her duly designated representative shall be

appointed as member of the grievance committee.

The personnel unit shall extend secretariat services to the grievance committee.

RESPONSIBILITIES

In addition to finding the best way to address specific grievance, the committee shall have the

following responsibilities:

1. Establish its own internal procedures and strategies. Membership in the grievance

committee shall be considered part of the members’ regular duties;

2. Develop and implement pro-active measures or activities to prevent grievance such as

employee assembly which shall be conducted at least once every quarter, “talakayan”,

counseling and other HRD interventions. Minutes of the proceedings of these activities

shall be documented for audit purposes;

3. Conduct continuing information drive on Grievance Machinery among officials and

employees in collaboration with the personnel unit;

4. Conduct dialogue between and among the parties involved;

5. Conduct an inquiry and hearing within ten (10) working days from receipt of the

grievance and render a decision within five (5) working days after the inquiry. Provided,

however, that where the object of the grievances is the grievance committee, the

aggrieved party may submit the grievance to top management;

6. Direct the documentation of the grievance including the preparation and signing of

written agreements reached by the parties involved;

7. Issue Certification on the Final Action on the Grievance (CFAG) which shall contain,

among other things, the following information: history and final action taken by the LGU

on the grievance; and

8. Submit a quarterly report of its accomplishments and status of unresolved grievances to

the Civil service Commission Regional Office concerned.



VII. GRIEVANCE FORMS

The following forms shall be used:

1. Grievance Form

GRIEVANCE FORM

_____________________

Date Filed

_______________________________________ _____________________________

Name of Aggrieved Party Section/Division/Office

_______________________________________ __________________________________________

Position Title/Designation (if any) Aggrieved Party’s Higher Supervisor

Nature/Subject of Grievance:

____________________________________

____________________________________

____________________________________

____________________________________

Action Desired

____________________________________

____________________________________

____________________________________

____________________________________

____________________________________________

Signature of Aggrieved Party



2. Grievance Agreement Form

GRIEVANCE AGGREEMENT FORM

Name of Parties to a Grievance___________________________________________________________________

Nature of the Grievance __________________________________________________________________________

Steps Toward Settlement__________________________________________________________________________

Agreement/s Reached_____________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

We promised to abide by the above-stated agree

_______________________________ __________________________________

Aggrieved Party Subject of Grievance

_____________________________________

Chairman-Grievance Committee

__________________

Date

3. Certificate of Final Action on the Grievance

CERTIFICATE OF FINAL ACTION ON THE GRIEVANCE

This certifies that the grievance file by _____________________________________________________________

(Aggrieved Party)

on _________________ has been acted upon by this Committee on ________________________________.

Final Action Taken: ____________________________________________

_____________________________________________

______________________________________

Chairman

Date __________________ Grievance Committee



VIII. EFFECTIVITY

This Grievance Machinery shall take effect immediately upon approval by the Civil Service

Commission Regional Office concerned.

IX. COMMITMENT

I hereby commit to implement the provisions of this Grievance Machinery and take necessary

action in accordance with existing civil service law and rules against supervisors or officials who

refuse to act on a grievance brought before their attention.


Municipal Mayor

January 3, 2003

CSC Action:

I have evaluated the herein agency Grievance Machinery and found it to be in accordance with

the provision of CSC MC 02, s. 2001 and may now be implemented.


CSC Regional Director

February 2003


96 | S P M S

SPMS Manual

Strategic Performance

Management System


97 | S P M S

CONTENTS

I. A Background 99

II. The Concept 100

III. The Objectives 100

IV. Basic Elements 101

V. Enabling Mechanism 102

VI. The Scope 103

VII. The Key Players 104

VIII. The SPMS Process

A. Performance Planning & Commitment 106

B. Performance Monitoring & Coaching 109

C. Performance Review & Evaluation 110

D. Performance Rewarding & Development Planning 112

IX. Rating Period 113

X. Computing the Rating 113

XI. Rating Scale 117

XII. Intervening Tasks 119

XIII. Uses of Performance Ratings 119

XIV. Sanctions 120

XV. Appeals 121

XVI. Transition 122

ANNEXES

ANNEX A: Executive Order Creating the PMT 124

ANNEX B: Quarterly Accomplishment Report 126

ANNEX C: Major Final Outputs and Success Indicators

C.1. Office of the Mayor

C.1.1. Administrative Section 127

C.1.2. Human Resource Management Section 128

C.1.3. Business Permits & Licensing Section 130

C.1.4. General Services Section 131

C.1.5. Housing & Homesite Regulation Office 132

C.1.6. Investment Promotion & Tourism Office 133

C.2. Office of the Sanggunian Bayan 134

C.3. Office of the Mun. Plng. & Development Coordinator 135

C.4. Office of the Municipal Budget Officer 137

C.5. Office of the Municipal Accountant 139

C.6. Office of the Municipal Assessor 141

C.7. Office of the Municipal Treasurer 142

C.8. Office of the Municipal Civil Registrar 143

C.9. Office of the Municipal Health Officer 145


98 | S P M S

C.10. Office of the Municipal Social Welfare & Dev’t. Officer 146

C. 11. Office of the Municipal Agriculturist 148

C.12. Office of the Municipal Engineer 151

C.13. Office of the Economic Enterprise Manager 154

ANNEX D: Performance Standard Guide

D.1. Office of the Mayor

D.1.1. Administrative Section 157

D.1.2. Human Resource Management Section 160

D.1.3. Business Permits & Licensing Section 177

D.1.4. General Services Section 179

D.1.5. Housing & Homesite Regulation Office 183

D.1.6. Investment Promotion & Tourism Office 186

D.2. Office of the Sanggunian Bayan 191

D.3. Office of the Municipal Planning & Dev’t. Coordinator 193

D.4. Office of the Municipal Budget Officer 197

D.5. Office of the Municipal Accountant 205

D.6. Office of the Municipal Assessor 216

D.7. Office of the Municipal Treasurer 218

D.8. Office of the Municipal Civil Registrar 225

D.9. Office of the Municipal Health Officer 234

D.10. Office of the Municipal Social Welfare & Dev’t. Officer 237

D. 11. Office of the Municipal Agriculturist 242

D.12. Office of the Municipal Engineer 251

D.13. Office of the Economic Enterprise Manager 259

D.14. Common Output 265

ANNEX E: SPMS Calendar 273

ANNEX F: Office Performance Commitment & Review (OPCR) 274

ANNEX G: Individual Performance Commitment & Review (IPCR) 275

ANNEX H: Monitoring and Coaching Journal 276

ANNEX I: Professional Development Plan 277

ANNEX J: Output Rating Sheet 278

ANNEX K: Monthly Performance Output Report (MPOR) 279

ANNEX L: Summary of MPOR 280

SPMS Manual Staff 281


99 | S P M S

SPMS Manual

Municipal Government of Sta. Cruz Davao del Sur

I. A BACKGROUND

The Local Government Unit of Sta. Cruz has adopted the Performance Evaluation

System (PES) in measuring/evaluating the employees’ performance. It was established in year

2003 and is still being used up to the present.

Since the implementation of the PES, there are many issues that the employees have

encountered as far as performance appraisal is concerned. The PES is found to be generally

ineffective in the sense that many department heads rely on their staff in setting individual

targets as well as in determining ratings without these being fully discussed between the rater

and the ratee. The members of the Performance Evaluation Review Committee (PERC)

experienced difficulty in discharging their duties and functions as they are the ones in-charge

in the review of employees Performance Target and Performance Rating because the

preparation of the employees Performance Target and Performance Rating was done at same

time at the end of the rating period. As to the employees, they do not take it seriously when

accomplishing the PES form. For some, the PES are done for mere compliance so as they can

receive Productivity Incentive Bonus (PIB) at the end of the year.

In the existing Performance Evaluation System (PES) of LGU Sta. Cruz, there are no

performance standards set. The ratings are subjective as all get either Very Satisfactory or

Outstanding even those who do not perform their work well. Further, there is no commitment

between the rater and the ratee.

To address all of these issues and weaknesses found in the existing performance

evaluation system, the LGU Sta. Cruz hereby adopts a new system, the so called Strategic

Performance Management System (SPMS). This is in pursuance to CSC Memorandum Circular

No. 6, s. 2012, which mandates all government agencies to establish the SPMS which gives

emphasis on the strategic alignment of the LGU’s thrusts with the day-to-day operations of the

LGU Offices. The SPMS focuses on measures of performance results that are reviewable over

the period of the implementation and provides a scientific and verifiable basis in assessing

organizational performance and the collective performance of individuals in the organization.

With the establishment of the SPMS in LGU Sta. Cruz, the culture of

performance and the accountability of the individuals are hoped to be

strengthened.


100 | S P M S

II. THE CONCEPT

The SPMS is a systematic process by which an agency involves its employees, as individuals and

as members of a work unit, in improving organizational effectiveness in the realization of the agency’s

vision, mission and strategic goals.

With SPMS, the accomplishment of work performance by employees is tightly linked with the

over-arching vision of the agency so that, whether as separate individuals or as a component of a

collective in the unit to which they belong, the employees’ work targets and subsequently their work

accomplishments serve to advance the attainment of organizational goals.

As a result, the SPMS shows an inextricable connection between individual performance and

organizational performance, hence, addressing the gap experienced in the past when individual work as

loosely hinged, if not often separate and distinct from, organizational objectives.

As an instrument that measures work performance by individual employees and the work units

to which they belong, including the work performance of the entire agency, the SPMS becomes a tool

for managing performance in ways whereby work accomplishments are monitored throughout the span

of the performance rating period, and not merely paid attention at the end of such period when ratings

are already determined. With a premium on performance management, the SPMS attempts to raise the

notch for work productivity both of the individual employee and of the whole organizational in tandem.

With work productivity raised at a higher level, expected to emerge as consequences are the

delivery of more efficient and more effective services to the public and the elevation of satisfaction on

the part of the clients.

III. THE OBJECTIVES

The core objectives of the SPMS of the Municipal Government of Sta. Cruz is to provide the

means through which better results can be attained from the organization, its work units, and the

individuals composing these work units by managing performance.

Specifically, the objectives of the SPMS of the Municipal Government of Sta. Cruz are as

follows:

To concretize the linkage of the overall performance of the Municipal Government of

Sta. Cruz with its Municipal Comprehensive Development Plan and the Philippine

Development Plan;

To ensure organizational effectiveness by cascading institutional accountabilities to the

various levels of the organization anchored on the establishment of a scientific basis for

performance targets and measures;

To link performance management with other HR systems using one platform, such that

only one basis is used in performance evaluation, HR planning and interventions,

rewards and incentives, discipline and personnel actions;


101 | S P M S

To improve organizational and individual performance through a systematic approach

via an ongoing process of establishing strategic performance objectives, measuring

performance, and collecting, analyzing, reviewing, and reporting performance data; and

To align individual and organizational performance with the latter’s strategic goals by

putting premium on performance results of the organization.

IV. BASIC ELEMENTS

The SPMS of the Municipal Government of Sta. Cruz is composed of these basic elements:

1. Goal Alignment Between the Mandate of the Municipal Government of Sta. Cruz

and its Organizational Priorities

Performance goals and measurements are aligned to the national development plans

and the mandate, vision, mission and strategic priorities of the Municipal Government

of Sta. Cruz. Standards are pre-determined to ensure efficient use and management

of inputs and work processes. These standards are integrated into the success

indicators of each Major Final Output. Organizational objectives are cascaded down

to operational level.

2. Objectivity

The results of the assessment of office performance and of individual performance

are impartial owing to scientific and verifiable basis for target setting and evaluation.

3. Outputs/Outcomes-Based

The system puts premium on Major Final Outputs that contribute to the realization of

organizational mandate, vision, mission, strategic priorities, outputs and outcomes.

4. 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.

Individual work plan or commitment and rating form is linked to the

division/unit/office work plan or commitment and rating form in order to establish a

clear linkage between organizational performance and personnel performance.

5. User-Friendly Forms

The forms used for both the organization and individual performance are similar and

easy to accomplish. The organizational and the individual performance forms are

similar and easy to accomplish. The organizational and individual Major Final Outputs

and their respective success indicators are aligned to facilitate cascading of

organizational goals to the individual staff members and the harmonization of

organizational and individual performance ratings.

6. Information System Supporting Monitoring and Evaluation

Monitoring and evaluation mechanisms and an information system are vital

components of the SPMS in order to facilitate the linkage between organizational and

employee performance. The monitoring and evaluation mechanisms and an

information system ensure the generation of timely, accurate and reliable information


102 | S P M S

for both performance monitoring/tracking, accomplishment reporting, program

improvement and policy decision-making.

7. Communication Plan

A program to orient agency officials and employees on the new and revised policies

on the SPMS is a must so as to promote awareness and interest on the system to

generate employees’ appreciation for the SPMS as a management tool for

performance planning, control and improvement, and to guarantee employees’

internalization of their role as partners of management and of their co-employees in

meeting organizational performance goals.

V. ENABLING MECHANISMS

For SPMS to be effective, an environment conducive to its full fruition, such that the objectives

it desires to attain can be realized to its maximum, needs to be in place.

This suitable environment for SPMS needs to possess the following factors as its enabling

mechanism:

A Recruitment System that identifies competencies and other attributes that are

required for particular jobs or functional groups;

Job Competency Standards that determine the necessary HR interventions in order to

address competency gaps;

An adequate Rewards and Incentives System that appropriately confers recognition to

deserving personnel;

An institutionalized Mentoring and Coaching Program that ignites work motivation

among lowly performing individuals while sparking higher work drive among highly

performing personnel;

An Information and Communication Program that supports project documentaries,

knowledge management, monitoring and evaluation;

A Change Management Program that inspires acceptance and enthusiasm from the

employees in the face of impending changes that are introduced or that naturally

happen as a consequence of changes in the external environment of the organization;

and

A Mechanism for Policy Review and Formulation that considers both the internal and

the external circumstances, shifting demands and opportunities, emerging trends vis-à-

vis traditional values, and other factors.


103 | S P M S

VI. THE SCOPE

The SPMS is an instrument for determining, managing and measuring the individual and the

office performances with success indicators anchored in the targets and measures set.

This applies to all officials and employees of the Municipal Government of Sta. Cruz, whether

they occupy first-level or second-level positions in the career service. Whenever appropriate, this also

applies to employees in the non-career service.

VII. THE KEY PLAYERS

Vital to the successful implementation to the SPMS are the human resources comprising the

Municipal Government of Sta. Cruz. Each individual, regardless of position, assumes a role to play in the

SPMS plot.

Hereunder are the key players of the SPMS and the respective functions they perform:

PLAYER ROLE

The SPMS Champion

(Municipal Mayor)

Asst. SPMS Champion

Primarily responsible and accountable for the establishment and

the implementation of the SPMS.

Sets agency performance goals/objectives and performance measures.

Determines agency target setting period.

Approves the performance commitment and rating of all work

units as reflected on their respective Office Performance

Commitment and Rating (OPCR) forms.

Assesses the performance of all work units.

The Performance

Management Team (PMT)

(Please see Annex A at page 123)

Sets consultation meeting of all heads of work units for the

purpose of discussing the targets set in the OPCR form.

Ensures that the performance targets and measures of work

units, as well as the budget for these, are aligned with those of

the agency, and that the distribution of work among the work

units is rationalized;

Consolidates, reviews, validates and evaluates the performance

assessment of work units after the SPMS pilot-testing period

based on these work units’ reported accomplishments against

the success indicators, and the allotted budget against the actual

expenses. The result of the assessment is its basis for

recommendation to the Municipal Mayor, who determines the

final rating of work units. During the SPMS pilot-testing period,

this role is assigned to the Planning Office.

Recommends approval of the office performance commitment

and rating of the work units to the Municipal Mayor.

Acts as the appeals body and the final arbiter for issues arising

from work performance management.


104 | S P M S

Identifies potential top performers and provides inputs to the

PRAISE Committee in the grant of awards and incentives.

Adopts its own internal rules, procedures and strategies in

carrying out the foregoing roles, including such matters as

setting the schedule of its meetings and deliberations and

delegating authority to representatives of its members in case of

their absence during meetings.

The Planning Office

Acts as the Secretariat of the PMT.

Monitors the submission of the OPCR form by various heads of

work units, and sets the schedule for the review/evaluation of the

commitments of all work units by the PMT before the start of the

performance period.

Consolidates, reviews, validates and evaluates the initial

performance assessment of all work units based on their

reported accomplishments against the success indicators, and

the allocated budget against the actual expenses. The result of

this assessment, which is done during the pilot-testing period of

the SPMS, is submitted to the PMT, which recommends the same

to the Municipal Mayor who shall determine the final rating of

the work units. After the pilot-testing period, this role pertaining

to the consolidation, review, validation and evaluation of

performance of the work units, is assumed by the PMT.

Conducts the agency’s Annual Performance Planning and Review

Conference of all heads of work units for the purpose of

discussing the performance assessment of these work units in

the preceding performance period and of planning for the

approaching performance period. This includes discussion

pertaining to budget utilization with relevant data being

provided by the Municipal Budget Officer, Municipal Accountant

and the Municipal Treasurer.

Provides to every work unit its final performance rating which

serves as basis by the heads of these work units in rating

individual staff members under them.

The Human Resource

Management Office

Monitors the submission of Individual Performance Commitment

and Review (IPCR) form by heads of work units.

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 performance rating of the

work unit to which these employees belong as recommended by

the PMT and as approved by the Municipal Mayor.

Provides analytical data on retention, skill/competency gaps, and

talent development plans that align with strategic plans.

Coordinates developmental interventions that will form part of

the HR Plan.


105 | S P M S

The Head of Work Unit

Assumes primary responsibility for the management of

performance in his/her work unit.

Conducts a strategic planning session with personnel under

him/her before the start of the performance period in order to

agree on the outputs that are to be accomplished in the ensuing

performance period as based on the goals/objectives of the

organization, and submits to the planning office the targets of

his/her work unit as reflected on the OPCR form.

Reviews and approves individual employee’s targets as shown on

their respective IPCR forms, and submits the same to the HRM

office before the start of the performance period.

Submits a Quarterly Accomplishment Report to the Planning

Office based on the SPMS Calendar.(Please see Annex B)

Does the initial assessment of his/her work units’ performance

using the OPCR form.

Determines the final performance rating of the individual

employees in his/her work unit based on proof of their

performance and using as reference the performance rating of

his/her work unit as approved by the Municipal Mayor, taking

into mind that the average performance rating of employees

should not be higher than the performance rating of the work

unit to which they belong.

Identifies necessary intervention to employees based on the

assessment of their developmental needs and consequently does

the following:

Recommends and discusses a development plan with the

individual employees who obtain Unsatisfactory

performance rating during the rating period not later than

one month after the end of said period, and prepares a

written notice to said employees that a succeeding

Unsatisfactory performance shall warrant their separation

from the service.

Provides preliminary rating to the employees showing Poor

performance rating not earlier than the third month of the

rating period, recommends a developmental plan for said

employees and discusses this with them, and issued a written

notice that failure to improve their work performance shall

warrant their separation from the service.

Individual Employees

Act as partners of the management in meeting performance

goals of the entire organization. Act as partners of their fellow

employees in meeting performance goals of their own work unit.

Table 1: Key Players and their Roles


106 | S P M S

PERFORMANCE

MONITORING

AND COACHING

PERFORMANCE

REVIEW AND

EVALUATION

PERFORMANCE

PLANNING AND

COMMITMENT

PERFORMANCE

REWARDING AND

DEVELOPMENT

PLANNING

START

HERE

VIII.THE SPMS PROCESS

The SPMS follows the four-stage performance management cycle framework (please see

Diagram 1 below). At the start of the SPMS cycle, Performance Planning and Commitment kicks off as

the first stage. It is followed by Performance Monitoring and Coaching stage, after which is Performance

Review and Evaluation stage as followed by Performance Rewarding and Development Planning stage.

The four stages take place one after another within the performance period such that the

cycle repeats itself in the next and succeeding performing periods.

Diagram 1: The SPMS Cycle

A. Performance Planning and Commitment

The cycle begins with this stage. Done even before the performance period

commences, Performance Planning and Commitment takes place when the heads of

work units meet the members of their respective staff in order to agree on the

outputs that should be accomplished in their own work unit as based on the larger

organizational goals.

At the initial stage of the SPMS implementation, particularly during the pilot-

testing period, success indicators of every output are determined and agreed upon by

both the head of the work units and their respective employees. Success Indicators

are the characteristic, property and attribute of achievements, accomplishments or

effectiveness in the fulfilment of work plans for the year. They refer to performance

level yardsticks consisting of performance measures and performance targets (please

see Diagram 2 below).


107 | S P M S

Diagram 2: Framework of Success Indicators

In the succeeding performance periods of the SPMS implementation after its

pilot test, the success indicators of recurring outputs may be refined, enhanced or

revised to make these more suitable and reliable as performance level yardsticks,

while success indicators of emerging outputs are also determined.

The success indicators serve as basis in the preparation of the OPCR by the

heads of the work units and in the preparation of the IPCR by the employees.

Into the success indicators of every output, performance measures are

integrated. These performance measures include Effectiveness (quality), Efficiency

(quantity), and Timeliness. The table below defines what these performance measures

mean.

CATEGORY

DEFINITION

Effectiveness/Quality

The 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.

In management, effectiveness relates to getting the right

things done.

Efficiency

The extent to which time or resources are used for the

intended task or purpose.

Measures whether targets are accomplished with a

minimum amount or quantity of waste, expense, or

unnecessary effort.

Timeliness

Measures 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.

Table 2: Performance Measures and their Definition

Measures

Targets

Success

Indicators


108 | S P M S

The SPMS target-setting period is set in the entire month of November in every

year. At the end of the month, particularly on November 29, or on any working day

before this day if November 29 falls on a weekend or if it is declared as non-working

holiday, the targets of work units and of individual employees should have already

been reflected on the OPCR and on the IPCR, respectively, and submitted to the PMT

and to the HRMO, further respectively.

The basis for setting targets of work units shall be the Municipal Annual

Investment Plan. Major Final Output (MFOs), which contribute to the attainment of

the organizational vision and mission and which form part of the core functions of the

work units, are indicated as performance targets.

In setting performance targets, the following factors are taken into account:

Historical Data. Targets reflect patterns or trends that data from past

performance imply.

Bench Marking. This involves identifying and comparing the best agencies or

institutions within the same category and/or classification as the Municipal

Government of Sta. Cruz, or the other agencies’ best units having similar

functions and processes as those units in the Municipal Government of Sta.

Cruz. This may also involve recognizing existing standards based on provisions

or requirements of the law.

Client Demand. This involves a bottom-up approach in which the work unit

heads set targets according to the needs and expectations of clients. The work

unit may consult with stakeholders and review the feedback on its services.

Instruction from Top Management and/or Regulatory Bodies. The

Municipal Mayor and/or heads of other government agencies which have

regulatory or oversight functions over the Municipal Government of Sta. Cruz

may prescribe targets and/or require compliance to special assignments that

become targets to accomplish.

Future Trend. Targets may be based from the results of the comparative

analysis between the actual performance of the work unit and its potential

performance.

In setting targets of work units in the OPCR form (please see Annex F at page

273), the detailed budget requirements per expense account is indicated to

instruct the Municipal Mayor in ensuring a strategy-driven budget allocation

and in measuring cost-efficiency. The OPCR shall also shows the employee or

group of employees who are primarily accountable for producing target

outputs per program/project/activity. Revisions to the OPCR may be allowed at

any time to accommodate intervening tasks subject to the review of the PMT

and the consequent approval of the Champion.


109 | S P M S

The approved OPCR of a work unit serves as basis for setting individual

performance targets and measures of employees in the IPCR form (please see

Annex G at page 274).

The performance standards of every output are to be agreed upon by and

between the work unit head as rater and the individual employees as ratees

unless outputs have already been assigned pre-set standards by management.

In the case of the latter, these management-assigned standards prevail.

It has to be assured at all times that individual employees’ performance

standards on the IPCR cannot be lower than their work unit’s performance

standards on the OPCR.

B. Performance Monitoring and Coaching

Regular monitoring of the work units and of the individual employees of every

unit is an essential aspect of this stage.

As heads of work units assume redefined roles as performance managers, they

as well take on new functions as coaches and mentors. In doing so, they provide an

enabling environment and, when needed, the necessary interventions in order to

improve team performance of their own units, and they also develop individual

potentials.

Throughout the performance period, regular monitoring by the heads of work

units on the progress and on the quality of work output of individual employees

happens such that the progress of work accomplishment of the work unit is also

being simultaneously monitored.

In the conduct of regular monitoring, the head of the work unit is expected to

address factors that either help or hinder effective work performance. The focus is

essentially on the critical function and strategic shift of work unit heads as

frontrunners of developmental planning with emphasis on the strategic role of being

an enabler, coach or mentor rather than being a mere evaluator.

Monitoring may be conducted through meetings, one-on-one discussions,

memorandum and review of pertinent documents, such as reports and

communications and tracking forms, to ensure timely completion and quality

execution of deliverables. Monitoring is also done to avert any untoward incident or

to address constraints and challenges, if these occur.

The work unit head maintains the Monitoring and Coaching Journal (please see

Annex H at page 275) to record the conduct of monitoring. The journal contains the

date and form of monitoring, name of persons being monitored and critical incidents

noted.


110 | S P M S

As coaches, the work unit head performs a critical function aimed at

empowering and helping individual employees in their work assignments.

C. Performance Review and Evaluation

This phase aims to assess the performance level of both the work unit and the

individual employees based on set performance targets and measures as approved in

the OPCR and in the IPCR, respectively.

The rater objectively determines the gaps between the actual and the desired

performance. In effect, the results of the assessment possess such elements as

impartiality and objectivity owing to scientific and verifiable basis for target setting

and evaluation.

Office Performance Assessment

At the end of the performance period, the head of a work unit initially

assesses the performance of his/her own unit using the OPCR form already

containing the targets earlier set before the start of the performance

period.

Comparing the targets set before the start of the performance period

and the accomplishments made at the culmination of the performance

period, the rating of every MFO is determined based on the success

indicators indicated on the OPCR using a five-point rating scale with 5

being the highest possible rating and 1 being the lowest possible rating.

Every MFO is rated of its performance measures on Effectiveness

(quality), Efficiency (quantity) and Timeliness, and the average of these

performance measures is taken to determine the overall rating of the MFO

in a given performance period.

Depending on whether the MFOs are categorized as under Strategic

Objectives, Core Functions, or Support Functions, specific percentages are

assigned to a group of MFOs belonging to any of these three categories.

Such distribution of percentages according to the category of MFOs varies

if the MFOs listed on the OPCR belong to any combination of only two of

these categories instead of all the three of them.

The initial rating of the work unit, as computed by its head during the

pilot-testing period of the SPMS, is submitted to the Municipal Planning

and Development Office for consolidation, review, validation and

evaluation. After the SPMS pilot testing, the rating of the work unit initially

done by its head is submitted to the PMT for the same purpose of

consolidation, review, validation and evaluation.


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From either the Municipal Planning and Development Office or the

PMT, the recommended rating of the work unit is forwarded to the

Municipal Mayor who issues the final rating of the work unit.

The Municipal Planning and Development Office provides all work

units with their respective final ratings. Such work unit ratings become the

basis of the work unit heads in rating the performance of individual

employees under them.

In case of a protest, an appeal or any issue arising from the final

rating of work units, the concerned head of work unit may bring up the

matter during the Annual Performance Review Conference, in which said

matter is taken up.

Any protest, appeal or issue pertaining to the work unit’s final

performance ratings can no longer be appealed or contested after the

conduct of the Annual Performance Review Conference.

Individual Performance Assessment

At the end of the performance period, the work unit head of the

individual employee assesses said employee’s performance based on

commitments made at the beginning of the rating period. The performance

rating is solely based on records of accomplishments.

In no case will the average of all individual performance ratings in a

work unit, as reflected on their respective IPCRs, be higher than the

performance rating of their work unit as reflected on its OPCR.

When intervening tasks may arise at anytime during the performance

period, the outputs arising from these tasks are immediately reflected on

the revised IPCR of the concerned employee after the success indicators of

the said outputs are agreed upon by the same employee and his/her work

unit head, in case these are new output which have yet no success

indicators. But in cases when the outputs arising from intervening tasks are

not new ones and their success indicators have already been set, these

success indicators are reflected on the revised IPCR as basis for rating.

An employees’ assessment shall be discussed by the work unit head

with the concerned ratee prior to the submission of said employee’s IPCR to

the HRM Office by the same work unit head within the prescribed time.

The head of a work unit releases the Summary List of Individual

Ratings and this is also submitted to the HRM Office as a cover page of all

the IPCRs of the employees of his/her work unit.


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An employee who is dissatisfied with his/her final performance rating

may file an appeal with the PMT within ten calendar days from the date of

receipt of notice of his/her final performance rating from his/her work unit

head. The PMT decides of the matter within one month from receipt of the

appeal.

D. Performance Rewarding & Development Planning

The final stage of the SPMS involves a scrutiny into the performance ratings of

work units and of individual employees so as to determine which of the work units

and individual employees are deserving of rewards and incentives, on the one hand,

and which of the same require HR interventions so as they can improve their work

performance in the ensuing performance period, on the other hand.

A component of the individual employee’s evaluation is the competency

assessment vis-à-vis the competency requirements of the positions they respectively

occupy. The HRM Office initiates this particular evaluation process and its results are

discussed by and between the heads of work units and each of the employees under

them at the end of the rating period. This discussion focuses on the competency-

related performance strengths and gaps of employees, including the opportunities

that are available to address these gaps. Career paths and alternatives may also

become part of the discussion.

The result of the competency assessment is treated independently of the

performance rating of the employee.

As needed, appropriate developmental interventions are provided to employees

requiring them in coordination with the HRM Office. In doing this, the use of the

Professional Development Plan sheet (please see Annex I at page 276) is used to

document the areas needing improvement, the proposals for addressing them, the

timelines involved, and other details.

Results arising from the performance evaluation of both work units and of

individual employees are used as inputs to:

the heads of work units in identifying and providing the type, the nature

and the length of time of interventions needed based on the

developmental needs identified;

the HRM Office in consolidating and coordinating developmental

interventions that will eventually form part of the HR Plan and that will

be used as basis for rewards and incentives;

the PMT in identifying potential PRAISE nominees for various award

categories; and


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the PRAISE Committee in determining top performers who qualify for

awards and incentives.

IX. RATING PERIOD

The performance rating period covers one semester such that there are two performance

rating periods in any given year. The first semester performance period begins on January 1 and ends on

June 30, while the second semester performance period begins on July 1 and ends on December 31.

However, if there is a need for a shorter or longer period, the minimum is not shorter than

three months while the maximum is not longer than one year.

X. COMPUTING THE RATING

Determining an employee’s performance rating in any given rating period begins with the

individual rating that each output, done by the employee, generates. This individual rating is recorded

on an Output Rating Sheet (ORS) or an Output Tracking Slip (OTS) or other mechanism adopted for

documenting such individual output rating.

The supervisor who checks an employee’s output becomes the rater of the output, and the

same supervisor uses the Performance Standards Guide as reference for rating each and every output to

ensure that every rating given complies with the adopted standards implemented uniformly throughout

the LGU Sta. Cruz. In effect, the employee becomes the ratee.

The overall performance rating of an employee in a given semester is a consolidation of all the

ratings given by the supervisor to all the employee’s outputs. Computing this on a weekly basis as

reflected on the employee’s Monthly Performance Output Report (MPOR) makes the consolidation

easier than when all individual ratings of all outputs of an employee were consolidated only at the end

of the semester.

To get the weekly performance rating, an employee simply gathers all ORSs and/or OTSs and

classifies these by output. For every output, the employee adds the number of outputs done in the week

to get Total Outputs (Efficiency/Quantity) for the Week, and this total is reflected on the particular week

under the Efficiency/Quantity column in the MPOR.

The same procedure is done to determine entries for Quality column and for Timeliness

column of a particular week in the MPOR. That is, to get the Total Quality Ratings for the Week, an

employee merely adds all Quality ratings of every output and reflects this total under the Quality column

in the MPOR. Likewise, to get the Total Timeliness Rating for the Week, an employee just also adds all

Timeliness ratings of every output and again reflects this total under the Timeliness column in the

MPOR.

After a month has passed, all weekly columns in the MPOR shall have been filled up for

outputs done in that month. To get the Total Monthly Outputs (Efficiency/Quantity), the Total Monthly

Quality Rating and the Total Monthly Timeliness Rating, an employee just adds all the weekly entries


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under Efficiency/Quantity, Quality, and Timeliness columns, respectively, as far as every output is

concerned, and reflects the figures under the appropriate Total column. It has to be noted that the

computation done so far only involves addition up to the accomplishment of the MPOR. No averaging

of figures is necessary to be done yet.

The MPOR is accomplished at the end of every month in triplicate copies: one is for the

employee’s own file, another copy is for the supervisor’s file, and one more copy is for submission to the

HRM Office for its file. The MPOR copy to be submitted to the HRM Office is attached to the Daily Time

Record (DTR) of the same month.

At the end of a semester, an employee accomplishes the Summary MPOR form using as

reference all the six MPORs of the particular semester by merely copying from these MPORs the Total

Monthly Output (Efficiency/Quantity), the Total Monthly Quality Rating, and the Total Monthly

Timeliness Rating of every output and reflecting these under the corresponding columns of the

particular month. To get the Semester’s Efficiency/Quantity Total of every output, the employee adds all

entries under Quantity column of all the six months of the semester.

To get the Semester’s Quality Total of every output, the employee adds entries under Quality

column of all the six months of the semester. To get the Semester’s Quality Average of an output, the

employee divides the Semester’s Total Quality by the Semester’s Efficiency/Quantity Total, and the

figure generated is reflected under the Average column of Quality. In doing this, fractions are done away

with and the whole numbers before the fractions are written as the figure.

In the same manner, to get the Semester’s Timeliness Total of every output, the employee

adds all entries under Timeliness column of all the six months of the semester. And to get the Semester’s

Timeliness Average of an output, the employee divides the Semester’s Timeliness Total by the

Semester’s Efficiency/Quantity Total, and the figure generated is reflected under the Average column of

Timeliness. In doing this, fractions are also done away with and the whole numbers before the fractions

are written as the figure.

Having completed the Summary MPOR, the IPCR is accomplished using the former as

reference. This is done by doing the following steps:

Consider one output at a time. Begin with the first output listed on the IPCR, then

review the Success Indicator already written for that output on the next column. The Success

Indicator pertains to the targets which were set at the start of the semester that the ratee

agreed upon with the rater to accomplish for the whole semester. Looking at the Summary

MPOR form, particularly at the total under Efficiency/Quantity column, the ratee compares the

target set at the start of the semester (as cited under the Success Indicator column of the IPCR)

and the accomplishment done at the end of the semester (as cited under the Total column

under Efficiency/Quantity of the Summary MPOR). Whatever the figure or the percentage that is

generated as Efficiency/Quantity accomplishment becomes the first segment for the Actual

Accomplishment column as far as this particular output is concerned.

Looking again at the Summary MPOR form, this time at the average under Quality

column, the Semester’s Quality Average of an output is taken and its Equivalent Numerical

Rating (ENR) on the SPMS Conversion Table (please see Table No. 3 below) is noted. The


115 | S P M S

descriptive Quality standard that corresponds to the ENR of this output, as indicated on the

Performance Standards Guide, becomes the second segment for the Actual Accomplishment

column of this particular output.

Average Rating (Quality and Timeliness)

(From Summary MPOR)

Equivalent Numerical Rating

(To be reflected on the IPCR)

5.00 5

4.00 - 4.99 4

3.00 - 3.99 3

2.00 - 2.99 2

1.00 - 1.99 1

Table No. 3: SPMS Conversion Table

Using the Summary MPOR as reference once more, this time looking at the Average

under Timeliness column, the Semester’s Timeliness Average of an output is taken and its ENR

on the SPMS Conversion Table is further noted. The descriptive Timeliness standard of this

output, as indicated on the Performance Standards Guide, becomes the third segment for the

Actual Accomplishment column of this particular output.

The rate is now ready to write the entry for an output under the Actual Accomplishment

column by weaving together in one seamless statement the first, the second and the third

segments thereof, necessarily in that order as respectively composed of the actual figure or

percentage accomplishment in Quantity, the corresponding narrative description of the ENR

reflecting actual Quality accomplishment, and the corresponding narrative description of the

ENR reflecting actual Timeliness accomplishment.

Moving to the Rating column of the same output in the IPCR, the first to be given a

rating is the output’s Efficiency/Quantity rating. there are two ways to rate Efficiency/Quantity:

(1) one way is used for fixed Quantity targets, of which the rate has no choice but to meet the

targets as set or else the ratee’s performance rating automatically becomes lower than

satisfactory if the targets set are not met; and (2) another way is used for surpass these targets.

An example of a fixed Quantity is a monthly report, for which only six reports can ever be

generated as maximum in any given semester as its total. Another example is when a fixed

percentage of quantity is made the target. For fixed tagets, Efficiency/Quantity rating is the

highest at “5” once the Quantity as targeted is accomplished at semester’s end, and it is either

“2” or “1”, as the Performance Standards Guide indicates, once the Quantity as targeted is not

reached. As for targets whose accomplishment is not fixed and can very well vary, the rating to

be given depends on the actual accomplishment done compared with the set target as Table 4

below shows.


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Quantity Rating Percentage of Actual Accomplishment

5 Accomplishment is 130 percent or more than the set target

4 Accomplishment is 115 to 129 percent more than the set target

3 Accomplishment is equal to the set target or 101 to 114 percent more

than the set target

2 Accomplishment is 51 to 99 percent of the set target

1 Accomplishment is below 50 percent of the target

Table No. 4: Rating for Quantity of Outputs that are not Fixed

Next to be given a rating is Quality under Rating column of the IPCR. Whatever is the

output’s ENR that corresponds to the Semester’s Quality Average becomes the Quality Rating.

As for Timeliness, whatever is the output’s ENR that corresponds to the Semester’s

Timeliness Average becomes the rating.

The average of the figures for Efficiency/Quantity, for Quality, and for Timeliness under

Rating column of the IPCR is computed and consequently written as the Average rating on the

last sub-column under Rating column.

The same process (all previous bullets in this enumeration) is done for every output on

the IPCR until all outputs shall have been computed of their respective Averages under Rating column.

Once the Average rating is taken for all outputs on the IPCR, the Average Rating of all

outputs belonging to Strategic Objectives category is further computed. The Average Rating of

all outputs belonging to Core Functions category is also computed. And so is the Average

Rating of all outputs belonging to Support Functions category similarly computed.

The Average Ratings of the three categories of outputs, such as Strategic Objectives,

Core Functions and Support Functions, are assigned corresponding percentages to arrive at the

Final Rating of the employee in a given semester. This percentage distribution is shown below:

If an employee has outputs in all three categories as reflected on the IPCR:

Strategic Priorities - 45%;

Core Functions - 45%;

Support Functions - 10%;

Total - 100%.

If an employee has outputs only in two out of three categories, as reflected on the IPCR:



Total - 100%.



Total - 100%.


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Total - 100%

If an employee has outputs only in one out of three categories, as reflected on the IPCR:



Support Functions - 100%.

After computing the Final Rating, the adjectival rating is added on the IPCR. The description of

each numerical rating and its corresponding adjectival rating is shown on Table No. 5 below.

Range Adjectival Rating

4.51-5.00 Outstanding (O)

3.51-4.50 Very Satisfactory (VS)

2.51-3.50 Satisfactory (S)

1.51-2.50 Unsatisfactory (US)

1.00-1.50 Poor (P)

Table 5: The Range of Overall Numerical Ratings and their Respective Adjectival Ratings

In computing the OPCR, the head of a work unit simply consolidates all the IPCRs of his/her

individual employees into his/her own MFOs on the OPCR. He/she also includes on the OPCR the rating

of outputs he/she himself/herself did. Following the steps enumerated above in computing the Final

Rating on the IPCR, the head of a work unit also computes his/her own Final Rating to be reflected on

his/her own OPCR. In no way should the OPCR of a head of a work unit be higher or lower than the

average of all IPCRs of individual employees under said head.

XI. RATING SCALE

The rating scale to be used in measuring the performance of individual employees in their

completion of targeted outputs uses a five-point rating scale, 5 being the highest and 1 being the

lowest. The same rating scale is used to show an individual employee’s overall performance rating in a

given performance period.

A similar five-point rating scale is used in measuring the performance of work units in their

accomplishment of targeted MFOs. The same rating scale is further used in determining the work unit’s

overall performance rating in a given performance period.


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The overall numerical performance ratings of work units and of individual employees in any

given performance period have their respective adjectival performance ratings. Table 3 below shows the

adjectival equivalent of each numerical rating, as well as its description.

RATING DESCRIPTION

Numerical Adjectival

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.

Performance exceeding targets by 30% and above of the

planned targets.

4

Very Satisfactory

Performance exceeded expectations. All goals, objectives

and targets were achieved above the established

standards.

Performance of 115% to 129% of the planned targets.

3

Satisfactory

Performance met expectations in terms of quality of

work, efficiency and timeliness. The most critical annual

goals were met.

Performance of 100% to 114% of the planned targets.

2

Unsatisfactory

Performance failed to meet expectations, and/or one or

more of the most critical goals were not met.

Performance of 51% to 99% of the planned targets

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.

Performance failing to meet the planned targets by 50%

or below

Table 3: The Rating Scale’s Numerical Values and their Respective Adjectival Nomenclature and Description


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In determining the equivalent adjectival rating of work units and of employees, the overall

numerical rating found in either the OPCR or the IPCR is converted to its adjectival rating within the

numerical range that Table 4 below shows.

Range Adjectival Rating

4.51-5.00 Outstanding (O)

3.51-4.50 Very Satisfactory (VS)

2.51-3.50 Satisfactory (S)

1.51-2.50 Unsatisfactory (US)

1.00-1.50 Poor (P)

Table 4: The Range of Overall Numerical Ratings and their Respective Adjectival Ratings

XII. INTERVENING TASKS

Intervening tasks are those which are performed by an employee at any time within the

performance period but the same have not been included in his/her IPCR as these have been assigned

to him/her after its preparation and subsequent approval. These tasks necessarily require a considerable

amount of effort and time in their completion.

Tasks that do not require the exertion of significant effort and/or do not require a period of

more than one month to accomplish are not considered as intervening tasks.

In cases when intervening tasks are assigned to an employee, the same needs to be

formalized although an office order issued by the Municipal Mayor specifying what the expected

outputs are in terms of efficiency (quantity) and effectiveness (quality), as well as the expected time

when these are to be completed. Such office order becomes the basis of both the head of the work unit

and the concerned employee in setting the success indicators of the outputs arising from the

intervening tasks, in case these outputs are new and have not yet been assigned their respective success

indicators. However, in cases when the outputs arising from the intervening tasks are not at all new and

success indicators have already been determined, existing success indicators apply.

Revisions on the concerned employee’s IPCR have to be done to include the outputs arising

from his/her performance of the intervening tasks. The revised IPCR is submitted to the HRM Office not

later than two weeks after the employee has received an office order instructing him/her to perform

intervening tasks.

The revised IPCR becomes the basis for rating the performance of the employee at the end of

the performance period. The initial IPCR submitted prior to the revised IPCR is deemed ineffective.

XIII. USES OF PERFORMANCE RATINGS

a. As security of tenure of those holding permanent appointments in the government

service is not absolute but is based on performance, the SPMS is a most useful

instrument to use in determining who should continue in the government service

and who will be separated therefrom.


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An employee who obtained an UNSATISFACTORY rating in one performance rating

period or who exhibited POOR performance determined in the middle of the

performance rating period is provided appropriate developmental intervention by

the head of his/her work unit, in coordination with the HRM Office, to address

competency-related performance gaps.

If the same employee still obtains an UNSATISFACTORY rating in the immediately

succeeding performance rating period or if he/she obtains a final rating of POOR at

the end of the performance rating period despite the developmental intervention

provided, he/she may be dropped from the rolls. A written notice from the

Municipal Mayor is required to be dispatched to the concerned employee before

he/she is dropped from the rolls.

b. The PMT validates the OUTSTANDING performance ratings and may subsequently

recommend concerned employees for performance-based awards and incentives.

The grant of performance-based awards and incentives is based on the final ratings

of employees as approved by Municipal Mayor.

c. Final performance ratings are also used as basis for the issuance of promotional

appointments, for providing training opportunities, for the grant of scholarship

benefits, and other personnel actions. The employees who obtain OUTSTANDING

or VERY SATISFACTORY performance ratings are those who are considered for

these personnel actions.

d. Officials and employees who are on official travel, approved leave of absence or

training or scholarship programs and who already meet the required minimum

rating period of 90 days are required to submit their respective IPCR citing their

performance ratings before they leave the office.

For purposes of performance-based benefits, employees who are on official travel,

scholarship or training within a rating period shall use their performance ratings

obtained in the immediately preceding rating period.

e. Employees who are on detail or secondment to another agency shall be rated in

their actual work station with a copy of their IPCRs furnished to their mother

agency. The performance ratings of the employees who were detailed or seconded

to another agency during the performance rating period are consolidated in the

agency, either the mother agency or the present agency, where the employees

spend majority of their time during the rating period.

XIV. SANCTIONS

The timely submission of the OPCR by the head of the work unit to the PMT and of the OPCR

by the individual employees to their respective work unit heads, who subsequently submit the same to

the HRM Office, forms part of the performance rating, the OPCR and the IPCR being outputs.


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Prescribed periods in the submission of the OPCR and the IPCR, whether containing only the

targets for an ensuing performance period or already containing the ratings after the culmination of a

performance period, are specified in the SPMS Calendar (please see Annex D at page 56).

Unless justified by the PMT, non-submission of the OPCR and/or the IPCR becomes a ground for:

a. The employees’ disqualification for performance-based personnel actions which

require the rating in a given period, such as promotion, training or scholarship

grants and performance-based incentives, if the failure of the submission of the

OPCR or the IPCR is the fault of the employees.

b. An administrative sanction for violation of reasonable office rules and regulations

and for simple neglect of duty for the work unit heads or employees who are

responsible for the delay or non-submission of the OPCR and/or IPCR.

c. Failure on the part of the work unit head to comply with the required notices to

their employees who have UNSATISFACTORY or POOR performance rating in any

given performance period is a ground for administrative offense for neglect of

duty.

XV. APPEALS

a. Any appeal, issue or concern on the initially approved final rating of a work unit may be

raised during the Annual Performance Review Conference. Once a decision on the

appeal, issue or concern raised to this conference is made, the same decision is

considered as final and can no longer be appealed.

b. Individual employees who feel aggrieved or dissatisfied with their final performance

ratings may file an appeal with the PMT within ten calendar days from the date of

receipt of notice of their final performance rating from their work unit head. The PMT

decides on the matter within one month from receipt of their appeal.

c. A work unit or an employee is not at all allowed to protest the performances ratings of

other work units or their co-employees, respectively. Performance ratings obtained by

other work units or by other employees can only be used as basis or reference for

comparison in appealing one’s own work unit or one’s own individual performance

rating.

d. Officials and employees who are separated from the service on the basis of

UNSATISFACTORY or POOR performance rating may appeal their separation from the

service to the CSC Regional Office within 15 days from receipt of the notice of

separation.


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XVI. TRANSITION

A series of orientation on the SPMS shall be made throughout the Municipal Government of

Sta. Cruz in order for officials and employees to have an adequate grasp of this new performance

appraisal system. This orientation takes place in the last two months of 2012, and well into the first

quarter of 2013.

As 2013 begins, the SPMS is pilot tested while orientation continues to take place. The first

pilot test is in the first semester of 2013, and the experience thereof becomes the basis for fine-tuning

and enhancing the SPMS so that in the second pilot test of the SPMS in the second semester of 2013,

modifications are in place. An evaluation of the second pilot test experience in the second semester of

2013 is made and the results thereof also become the basis for further fine-tuning and enhancing the

SPMS so that its processes and procedures become final for its post-pilot test implementation in 2014,

during which the performance ratings to be generated become the basis for providing incentives to

officials and employees, particularly the step increment based on meritorious performance as provided

for in CSC-DBM Joint Circular No. 1, series of 2012, and such other issuances that may be released

hereafter.


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ANNEXES


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ANNEX A: Executive Order Creating the PMT

EXECUTIVE ORDER NO. 19

SERIES OF 2012

ESTABLISHMENT AND IMPLEMENTATION OF AGENCY STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM (SPMS) OF THE MUNICIPALITY OF STA. CRUZ, DAVAO DEL SUR AND

DESIGNATING THE COMPOSITION OF THE PERFORMANCE MANAGEMENT TEAM.

WHEREAS, Section 33, Chapter 5, Book V of Executive Order No. 292, provides that “there shall

be established a performance evaluation system, which shall be administered in accordance with rules,

regulations and standards promulgated by the Civil Service Commission for all officers and employees in

the career service. Such performance evaluation system shall be administered in such manner as to

continually foster the improvement of individual employee efficiency and organizational effectiveness”;

WHEREAS, the Civil Service Commission through the years has implemented several

performance evaluation/appraisal system which focus only on individual appraisal as pre-requisites for

promotion and other related personnel actions, however, in order to address the gaps and weaknesses

found in previous performance system, the CSC promulgated Resolution No. 1200481 dated March 16,

2012 established and implemented the Strategic Performance Management System (SPMS) which links

individual performance to organizational performance, and the Results-Based Performance Monitoring

System (RBPMS);

WHEREAS, Administrative Order (AO) No. 25 series of 2011 seeks to establish a unified and

integrated RBPMS across all departments and agencies within the Executive Branch of Government,

incorporating a common set performance scorecard and creating an accurate, accessible, and up-to-

date government-wide, sectoral and organizational performance information system, which shall be

used as the basis for determining entitlement to performance-based allowances, incentives, or

compensation of government personnel;

WHEREAS, the Office of the president of the Republic of the Philippines has duly issued

Executive Order No. 80 on July 20, 2012 re: Directing the adoption of a Performance-based Incentive

System for government employees to strengthen performance monitoring and appraisal system and to

motivate higher performance and greater responsibility in the public sector and for the accomplishment

of commitments and targets of the Philippine Development Plan 2011-2016;

WHEREAS, in order to adhere with and institutionalize this national mandate, there is a need to

establish and implement the Strategic Performance Management System which will be anchored to the

mission and vision of this agency by organizing the Key Players of said system to follow through the

SPMS process;

NOW, THEREFORE, I, ATTY. JOEL RAY L. LOPEZ, Municipal Mayor, Municipality of Sta. Cruz,

Davao del Sur, by the power vested in me do hereby depose and designate the following as

Performance Management Team of Strategic Performance Management System (SPMS), this

municipality, to wit;


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I. COMPOSITION.

1. PMT Chairperson: - MR. ROBINSON B. PANUDA

Municipal Accountant

PMT Members: - MS. ANITA S. LUMANOG

Human Resource Management Officer

- MS. AURORA S. HERBITO

Municipal Planning & Development Coordinator

- MS. FLORENCIA A. CABALUNA

Municipal Treasurer

- MR. MICHAEL RYAN D. BAJO

President, SCMEU

II. FUNCTIONS AND RESPONSIBILITIES.

PERFORMANCE MANAGEMENT TEAM (PMT) :

1. Sets consultation meeting of all Heads of Offices for the purpose of discussing

the targets set in the office performance commitment and rating form;

2. Insures that Office performance targets and measure, as well as the budget are

aligned with those of the agency and that work distribution of Offices/units is

rationalized;

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

Head of Agency;

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

the agency;

5. Identifies potential top performers and provide inputs to the PRAISE

Committee for grant of awards and incentives;

6. Adopts its internal rules, procedures and strategies in carrying out the above

responsibilities including schedule of meetings and deliberations, and

delegation of authority to representatives in case of absence of its members.

III. EFFECTIVITY.

This Order takes effect immediately.

Issued this 12th

day of November, 2012 at Sta. Cruz, Davao del Sur, Philippines.


Municipal Mayor


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ANNEX B: Quarterly Accomplishment Report

Name of Work Unit: _____________________________

Date Accomplishment: ___________________________

MFO

Target Accomplishment Percentage of

Accomplishment

______________________________________

Head of Work Unit


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ANNEX C. Major Final Output and Success Indicators

C.1 Office of the Mayor

C.1.1. Administrative Section

MAJOR FINAL OUTPUT SUCCESS INDICATOR

1. Executive Order Executive Orders drafted with 3 minor errors within

days after instruction of the Local Chief Executive

(LCE).

2. Memorandum Order Memorandum Orders drafted with 3 minor errors

within 30 minutes after instruction of the LCE.

3. Endorsement Endorsements prepared with 2 minor errors within

3 working days after instruction of the LCE.

4. Recommendation Recommendations prepared with 3 minor errors

within 15 minutes after instruction of the LCE.

5. Mayor’s Clearance Mayor’s Clearance prepared with 3 minor errors

within 10 minutes after receipt of clients’ complete

pre-requisites.

6. Mayor’s Permit Mayor’s Permits prepared with 3 minor errors

within 10 minutes after receipt of clients’ complete

pre-requisites.

7. Mayor’s Certification Mayor’s certifications prepared with no error within

20 minutes upon request.

8. Marriage Contract Marriage Contracts prepared with 3 minor errors

within 30 minutes after interview of marriage

applicants and receipt of complete required

documents.

9. Customer Action Sheet Clients assisted/attended immediately with no

complaint.

10. Outgoing

Communications/Letters

(Request/Notices)

Outgoing communications/letters prepared with 3

minor errors within 30 minutes after instruction of

the LCE.

11. Plans, Program and Project

Designs

Program Designs prepared with at least 2 minor

revisions within 5 working days after approval of

the Annual Budget.

12. Office Performance Commitment

and Review

OPCR prepared with 3 minor revisions submitted

on the 15th day of October.

13. Quarterly Accomplishment

Report

Report prepared submitted on the 15th day after

the end of the quarter.


128 | S P M S

C.1.2. Human Resource Management Section


1. Report on Appointment Issued

(RAI)

Report on appointment issued submitted with

no error on the 15th day after end of the month.

2. Job Order Contract Job Order contract papers submitted with no

error 5 working days after instruction of the

Mayor/ Vice Mayor.

3. Leave Card Leave card of employees updated every last

week of the succeeding month with no error.

4. Service Record Service Records issued with no error within 20

minutes after request.

5. Plantilla

CSC version (Plantilla of Personnel)

DBM version (Personnel Schedule

Plantillas of Personnel submitted with no error

within the month of September to MBO/4th

week of January to CSC.

6. Notice of Salary Adjustment/Step

Increment (NOSA/NOSI)

Notice of Step Increment prepared with no error

5 working days before the month of employees'

entitlement.

7. Trainings/Activities conducted/

facilitated

Trainings/activities conducted/facilitated as

scheduled with 3 complaints.

8. Personnel Profile updated Personnel Profile updated with no error 5

working days after receipt of PDS.

9. Agency Remittance Advice

prepared/emailed

Forms A,B,C, D, & E

Agency Remittance Advice emailed with no error

3 working days after due notice.

10. Revised Personnel Mechanisms Mechanisms revised with 2 revisions submitted

For CSC review 15 days after approval of the

Mayor.

11. Customer Assisted Clients assisted immediately with no complaint.

12. Certifications Certifications issued with no error in the content

prepared within 20 minutes after request.

13. Minutes of Meeting Minutes of meeting prepared 5 working days

after meeting with 2 minor revisions.

14. Report on Accession/Separation Reports on accession and 6 report on separation

prepared with 3 revisions submitted on the 15th

day after end of the month.

15. Attendance Report Reports prepared with 3 revisions submitted on

the 15th day after end of the quarter.


129 | S P M S

16. Payrolls

(a) Regular

(b) J.O./Honorarium

Regular and 26 special payrolls submitted with

no error within the 15th working day of the

month.

Payrolls of Job Order and honorarium prepared

with 2 errors within 3-5 working days after

submission of all supporting documents.

17. Memorandum Order Memorandum Order submitted with 3 errors

within 5 working days after instruction.

18. Quarterly Accomplishment Report Reports prepared with 3 revisions submitted on

the 15th day after end of the quarter.

19. Monthly Monitoring Journal Monitoring journal prepared and conducted

monthly with no complaint.


Review Form (OPCR)

OPCR prepared in a semester with 3 revisions

submitted on the 15th day of April.

21. Reviewed/Validated Office

Performance Commitment Review

Form

Municipal offices’ OPCR reviewed/ validated

within 2 months after receipt of the OPCR.

22. Employees loan confirmed

recorded in the logbook

Employees’ loan with the GSIS confirmed 3

working days after text received from GSIS/

employee with 3 complaints.


130 | S P M S

C.1.3. Business Permits and Licensing Section

MAJOR FINAL OUTPUT

SUCCESS INDICATORS

1. Business Permit/Additional Line Permits with 1 error within 1 hour after

submission of all supporting documents.

2. Application Form of Retirement Of

Business

Application form for retirement prepared with

1 error within 1 hour after submission of all

supporting documents.

3. Motorized Tricycle Operators Permit

(MTOP) Franchise

Franchise prepared with 1 error within 1 hour

after submission of all supporting documents

per MTOP.

4. Order of Dropping of Franchise Form Order of dropping of franchise prepared with

1 error within 1 hour after submission of all

supporting documents per order of dropping.

5. Special Permit Special permits prepared with one error within

1 hour after submission of all supporting

documents per permit.

6. Registered Bicycles and Trisicads Bicycles/trisicads registered with 1 error within

1 hour after submission of all supporting

documents per registration.

7. Report of Inspected Business

Establishment

Business establishments inspected with 2

errors within 8 minutes per establishments.

8. Occupational Permit Occupational permit prepared with one error

within 1 hour after submission of all

supporting documents per permit.

9. Certification Certifications prepared with 1 error after 1

hour upon request.

10. Travel Order Travel orders prepared with 1 submitted 5

days before travel.

11. Indorsement Indorsement prepared with no error within 15

minutes.

12. Letters/Communications Certification prepared with no error within 15

minutes.

13. Annual Supplies Procurement

Plan/Project Program Management

Plan

ASPP/PPMP prepared with no error within 15

minutes.

14. Vouchers/PO/PR Vouchers/PO/PR prepared with no error within

15 minutes.


131 | S P M S

C.1.4. General Services Section

MAJOR FINAL OUTPUT

SUCCESS INDICATORS

1. LGU’s Annual Procurement Plan LGU’s APP prepared and done on the 2nd

week

of December with no error.

2. Inventory of Property, Plant and

Equipment Report

Inventory, Plant and Equipment Report prepared

and submitted with no error on the 31st day of

July.

3. Agency Procurement Request APRs prepared 15 minutes per APR with no error.

4. Annual Inventory Report Physical count conducted/done within 30

working days with no lapses every December.

5. Annual Suppliers Procurement Plan

Consolidated

Consolidated Annual Supplies Procurement Plan

(ASPP) done on the 15th

day of November with

no error.

6. Stock Cards Updated Stock cards maintained and updated within 3

minutes after issuance of supplies and materials

with no error.

7. Request for Quotation’s Delivered RFQs delivered within 5 days after receipt of the

RFQ with no error.

8. Request Issue Slip (RIS) RIS received and supplies released within 15

minutes after receipt of RIS with no error.

9. Certificate of Insurance Policy Insurance of motor vehicles renewed on the date

of registration with no error.

10. Certificate of Registration Registration of motor vehicles and buildings

renewed on the date of annual registration with

no error.

11. Property Issue Slip/ Memorandum

Receipt

PIS/MR prepared and issued within 5 working

days upon delivery of Office Equipment and

Property with no error.

12. Property Sticker Stickers attached within 2 working days per

property/equipment issued with no error.

13. Inspection and Acceptance Report Deliveries accepted/received and inspected upon

delivery of goods with no error.

14. Waste Material Report Waste materials reported within 5 minutes upon

receipt of goods with no error.

15. Request for Quotation Posted RFQs posted within 10 minutes upon receipt

with no error.

16. Summary of Supplies and Materials

Used

Reports of Summary of Supplies and Materials

used done every 3rd

week of September and

December with no error.

17. Property Card Property Cards prepared within 15 minutes/ card

after issuance of property/equipment with no

error.


132 | S P M S

C.1.5. Housing & Homesite Regulation Office

MAJOR FINAL OUTPUT

SUCCESS INDICATORS

1. Data Bank Data bank established on September 2013

with 3 lapses on data gathered.

2. Subdivision Plan and Design Plan and Design submitted with 2 revisions

submitted within 1 month after instruction of

the immediate supervisor.

3. Program of Works and Bill of Materials POW and Bill of Materials with an amount of

Php 100,000.00 and below submitted with 2

revisions within 3 working days after the

instruction from immediate supervisor.

4. Customer Action Sheet Clients assisted immediately with 2 minor

complaints

5. GK Houses Construction Unit constructed within 3 months from the

start of construction with 3 minor complaints.

6. Organized Homeowner’s Association Homeowner’s Association organized and

Homeowner’s Association functionalized in

December with 3 minor complaints.

7. Status Monitoring Report Report prepared and submitted within 5

working days after the activity done with 2

revisions.

8. Minutes of Meetings Document submitted within 5 working days of

no intervention after activity with 2 errors.

9. Activity Reports Document prepared within 5 working days of

after activity with 2 revisions.

10. Communications (meeting) Prepared and distributed 3 working days

before the date of meeting with 2 minor errors

11. Vouchers, Payroll, APP and PPMP Prepared and process within 2 hours after the

order the immediate supervisor with 2 errors.

12. Travel Orders and Pass Slips Prepared and submitted to concern office for

signature 1 day before the travel date with 2

minor errors.

13. Budget Proposal Prepared and submitted 2 working days

before deadline with 2 revisions.

14. Activity and Project Design Prepared and submitted 4 working days after

the order from the immediate supervisor with

2 revisions.


Review

Prepared and submitted not late from the

deadline with 2 revisions.


133 | S P M S

C.1.6. Investment Promotion & Tourism Office


1. Investors Profile and Databank Investors profile and data bank updated every 3

months with 3 errors.

2. Project Proposal Projects proposals prepared with 3 minor errors

within 3 days after receipt of notice.

3. Investor’s Assistance Sheet New investors assisted with complaint within 1

hour upon request.

4. Training/Activity Report Training/activity reports submitted within 5 days

after the activity with 2 minor revisions.

5. Certificate of Local Tax

Exemption

Certificate of Local Tax Exemption prepared with no

error and released within 1 day after approval of

the PAIC Board.

6. Research Documents Research works related to investment and tourism

conducted within 3 months with 2 errors.

7. Permit to Climb Mt. Apo Climbers given with permit to climb Mt. Apo with

no error within 1 hour after submission of required

documents.

8. Certificate of Mt. Apo Climb Certificates of Mt. Apo Climb issued to climbers

with no error within 1 hour upon request.

9. Monthly Report of Tourism

Statistics

Monthly reports of tourism statistics submitted to

the Department of Tourism XI with 2 minor errors

within 5 days of the succeeding month.

10. Local Tour Itinerary Local tour itineraries issued within 1 day upon

receipt of request with no revision.

11. Press and Photo Releases of LGU

Activities

Press and photo releases of LGU activities

submitted with no error within 3 days after the

activity.

12. LGU Website Maintained and

Updated

Website updated monthly with no error.


134 | S P M S

C.2. Office of the Sanggunian Bayan


1. Resolutions/Ordinances Resolutions and 3 ordinances prepared/encoded

within 7 working days after the session with 2

revisions allowed.

2. Minutes Minutes of sessions prepared within 7 working

days after the session with 2 revisions allowed.

3. Committee Reports Reports prepared within 3 working days after the

committee hearing/meeting with 1 revision

allowed.

4. Indorsments

(a) Legislations

(b) Barangay Annual and

Supplemental Budgets and

MTOPs

Legislations indorsed within 2 working days after

receipt from the LCE with 1 error allowed.

Budgets and 30 MTOPs indorsed within 2 days

after the session with 1 error allowed.

5. Certifications Certifications prepared and issued within 10

minutes upon request with 1 error allowed.

6. Notices

(a) Sessions

(b) Committee Works

Notices prepared and served within 1 working day

before the session with 1 error allowed.

Notices prepared and served within 1 working day

before the schedule with 1 error allowed.


135 | S P M S

C.3. Office of the Municipal Planning & Development Coordinator


1. Municipal Comprehensive

Land Use Plan (MCLUP)

Formulated (10 year plan)

MCLUP updated with 2 minor revisions by the end of

December.

2. Annual Investment Plan (AIP)

Formulated

Formulated and produced with 2 minor revisions by

last week of September.

3. Office Budget/ Program/

Project Proposals (LGU)

Project proposals prepared with 2 minor revisions and

submitted 3 working days before AIP workshop

schedule.

4. Project Proposals (NGA) Project proposals prepared and submitted with 2

minor revisions by the end of December.

5. Activity Design (20% LGDF)

Reviewed and Signed

Activity design reviewed with 2 minor lapses within 20

minutes upon receipt.

6. Quarterly Status Report QSR prepared with 2 minor revisions and submitted

to COA on the 25th day of the first month of the next

quarter.

7. Zoning Certification ZC prepared and issued with no error within 21

minutes after review of documentary requirements

and site inspection.

8. Locational Clearance LC prepared with no error within 1 day and 73

minutes from the time of documentary requirements

and project site inspection.

9. Minutes/Resolutions Facilitated conduct of MDC, BAC, MPMIU, MTRCPSAA,

LZBAA, CAU and other meetings as instructed by the

Mayor of SB with minutes ready 5 days before the

next meeting and resolutions ready 5 days after the

meeting with 2 minor revisions.

10. Reviewed and Validated OPCR Municipal offices OPCR reviewed/validated within 2

months after receipt of the OPCR.

11. Office Performance

Commitment Review Form


submitted on the 15th day of April.


Report

Reports submitted on the 15th day after the end of the

quarter with 3 revisions.

13. Monthly Monitoring Journal Monitoring journal prepared and conducted monthly

with no complaint.


Plan/ Project Program Mgt.

Plan (ASPP/PPMP)

ASPP/PPMP prepared with no error and submitted on

or before October 15.


136 | S P M S


Commitment Review

OPCR prepared with 3 revisions and submitted on last

day of July.

16. Results on Assessment for

Electric Subsidy

Favorably endorsed for the subsidy with no complaint

within 1 day after assessment.


137 | S P M S

C.4. Office of the Municipal Budget Officer

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. LGU Annual Budget LGU Annual Budget prepared with 3 minor revisions

submitted on the 15th day of October.

2. LGU Supplemental Budget LGU Supplemental Budget prepared within 5 working

days after instruction with 3 minor revisions.

3. Reviewed Barangay Annual

Budget

Barangay Annual Budget reviewed within 40 minutes

after receipt the documents with no error.

4. Reviewed Barangay

Supplemental Budget

Barangay Supplemental Budget reviewed within 20

minutes after receipt of the documents with no error.

5. Prepared Local Budget Matrix Local Budget Matrix prepared with 3 minor revisions

within 5 working days after receipt of the approval

Annual Budget/Appropriation Ordinance.

6. Prepared Allotment Release

Order

Allotment Release Order prepared with 3 minor

revisions within 5 working days after receipt of the

approved Appropriation Ordinance/Resolution/Request

7. Status Report Status Reports prepared with no error and submitted

every 20th day after end of the month.

8. Registry of Appropriation,

Allotment and Obligation

RAAO maintained weekly with 3 minor errors.

9. Registered Appropriation and

Obligation (RAO)

Registered Appropriation and Obligation (RAO) with 3

minor errors within 10 minutes per Obligation

Request.

10. Certified Appropriation on

Appointment of Job Order

Appointments certified with no error within 5 minutes

per appointment.

11. Subsidiary Account of

Programs and Projects

(Breakdown of Expenditures)

Programs and projects financial status maintained

weekly with 3 minor errors.


Plan and Project Procurement

Management Plan

(ASPP/PPMP)

ASPP and PPMP prepared with no error submitted on

or before October 15.

13. Minutes of Meeting (Local

Finance)

Minutes of meetings prepared with 2 minor revisions

within 5 working days after the meeting.

14. Monthly Performance

Monitoring Journal

Monthly Performance Monitoring Journal with no

complaint conducted monthly.


Commitment Review (OPCR)

OPCR prepared with 3 minor revisions submitted on

the 15th of October.

16. Payroll (Job Order) Payrolls prepared with 2 minor errors within 3-5 working

days after submission of all supporting documents.


138 | S P M S


Report

Reports prepared with 3 minor revisions submitted on

the 15th day after the end of the quarter.

18. Budget Proposal Budget proposal prepared with 2 minor revisions

submitted 2 weeks before the deadline.

19. Quarterly Status Report

(Program and Projects)

Quarterly status reports prepared with 2 minor

revisions submitted on the 7th day of the 1st month of

the preceding quarter.

20. Disbursed LCE IF Clients assisted with 3 minor errors within 5 minutes

per client.


139 | S P M S

C.5. Office of the Municipal Accountant

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Trial Balance Trial Balance prepared and submitted with no error on

the 20th day after the end of the month.

2. Balance Sheet Balance Sheet prepared and submitted with no error

on the 20th day after the end of a quarter.

3. Income and Expense

Statement

Income and Expense prepared and submitted with no

error on the 20th day after end of a quarter.

4. Schedule of Accounts Schedule of accounts prepared and submitted with no

error on the 20th day after end of a quarter.

5. Maintenance of GL and SL –

Book of Accounts

Schedule of accounts prepared and submitted with no

error on the 15th day after end of the month.

6. Cash Flow Cash Flow prepared and submitted with no error

within 20th day after end of a quarter.

7. Notes to Financial Statements Notes to Financial Statements prepared with no error

and submitted on the 14th day of February of the

succeeding year.

8. Bank Reconciliation Statement Bank reconciliation Statement prepared with no error

and submitted on 7th day upon receipt of bank

statement.

9. Accountants Advice of Local

Check Disbursement

Accountants Advice of Local Check Disbursement

prepared with no error daily.

10. Journal Entry Voucher Journal Entry Voucher prepared with no error 15 days

after end of the month.

11. Journal Journal prepared with no error 15 days after end of

the month.

12. Vouchers Vouchers processed with no error within 30 minutes

per voucher.

13. Payrolls Payrolls processed with no error within 20 minutes per

payroll.

14. Liquidation Reports Liquidation reports processed with no error within 30

minutes per liquidation report.

15. Employee Index Cards Employees’ earnings/deductions posted with no error

within 1 minute per employee.

16. Supplier Index Cards Suppliers transaction posted with no error within 20

seconds per voucher claim.

17. Signed Vouchers, Payroll,

Liquidation Reports, Financial

Statement, Net TakeHome Pay,

PHIC, Certification, Loan, etc.

Signed vouchers/payrolls/other official documents

with no error within 5 minutes upon receipts.


140 | S P M S

18. Receives and Segregates Paid

Vouchers

Received and segregated vouchers, payrolls and

liquidation reports with no error within 5 minutes per

voucher.

19. Receives and Segregates paid

Payrolls and Liquidation

Reports

Received and segregated paid payrolls, liquidation

reports with no error within 20 minutes per payroll

and liquidation report.

20. Certificate of Disbursement Certificate of Disbursement prepared within 15 days

upon request with no error.

21. Annual Alphalist – BIR

Officials/Employees/Suppliers

Annual alphalist prepared and submitted with no

error within one month (officials and employees)/

within 3 months (suppliers) after end of the year.

22. Remittance List Remittance list prepared and processed with no error

within the month and/or within 10 days after the end

of the month.

23. Preparation of Annual Budget

Proposal

Prepared annual budget proposal with 2 revisions

within 1 week before the deadline of submission.

24. Inventory/Disposal of Old

Accounting/Financial Records

Inventoried old accounting/financial records with no

error within 4 minutes per voucher/ payroll/

liquidation report from CY 2000-1990


141 | S P M S

C.6. Office of the Municipal Assessor

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Tax Declaration of Real

Property/ Field Appraisal

Assessment Sheet (FAAS)

TDs/FAAS prepared within 30 minutes per RPU after

inspection conducted with no error (for PASSO

approval).

2. Tax Map/ Tax Map Control Roll

(TMCR)

Tax Maps/TMCR updated within 20 minutes after

receipt of approved TD/FAAS with no error.

3. Notice of Assessment Notice of Assessments prepared within 15 minutes

after receipt of every approved RPU with no error.

4. Assessment Rolls Sets of assessment roll prepared every revision year

with no error.

5. Quarterly Report of Real

Property Assessments

Reports prepared with no error submitted to PASSO

within 3 days after end of the quarter.

6. Certified True Copy of Tax

Declaration (TD)

Tax Declaration certified within 15 minutes with no

error.

7. Certifications Certificates prepared within 15 minutes after

presentation of documents with no error.

8. Annotation of Bailbond Tax Declaration annotated/cancelled within 3 minutes

after receipt of annotated/TD/FAAS from PASSO with

no error.

9. Plans, Programs and Project

Proposal/Designs

Plans/Programs/Proposals prepared for with no error

and submitted 3 days after end of the month.

10. Budget Proposal Proposals prepared for with no error and submitted 3

days after end of the month.

11. Project Procurement

Management Plan/ Annual

Supplies Procurement Plan

PPMP and ASPP prepared within 4 days per program

with no error.


Report

Reports prepared with no error and submitted within

5 days after every end of quarter.

13. Quarterly Status Report Reports prepared with no error and submitted within

5 days after every end of quarter.

14. Payroll (Regular/Job Order) Payrolls prepared in 2-3 working days after

submission of all supporting documents with 2 errors.



OPCR submitted 15th of April/15th of October with 1-2

revisions.

16. Vouchers Voucher prepared 2 working days after instruction

with minor error.

17. Accomplished Statement of

Assets, Liabilities and Net Worth

SALN prepared and submitted on the 1st-15th day of

March with no revision.


142 | S P M S

C.7. Office of the Municipal Treasurer

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Collected Tax Revenues Collected within six months with no error.

2. Collected Non-Tax Revenues Collected within six months with no error.

3. Report of Checks Issued Report of Checks issued prepared with no error

submitted within 30 minutes after receipt of paid

vouchers.

4. Real Property Tax Account

Register (RPTAR)/ Business

License Cards

RPTARs/Business License Cards maintained and

inventory done twice a year with no cards lost.

5. Electronic Statement of

Revenues and Expenditures

Reports prepared with no error and submitted within

20 days after end of every quarter.

6. Report of Collections and

Deposits

RCD prepared daily within 1 hour before cut off time

with no error.

7. Tax Bills Tax bills prepared and delivered within 20 days after

every quarter with no error.

8. Report of Disbursement Reports prepared with no error immediately after

disbursement of payrolls.

9. Books of Accounts Maintained

(Cash Book)

Cash Books maintained with no error and updated 3

hours after report of disbursement is submitted to the

Accounting Office.

10. Checks Issued Checks prepared per check issued 30 minutes after

receipt of the approved voucher with no error.


Commitment and Review


submitted on the 15th day of April 2013.

12. Reviewed/Validated OPCR OPCR reviewed/validated with 3 minor errors within 2

months after receipt of OPCR.

13. Certificate of Non-Delinquency Certifications issued with no error in the content

prepared within 20 minutes after request.

14. Letters/Communications Letters/communications prepared with 2 revisions

within 5 hours.


Plan/ Project Procurement

Management Plan

Report/plan submitted on or before October 15, 2013

with no error.

16. Budget Proposal Proposal submitted 5 working days before the

deadline with 2 revisions.


Proposal

Plans, Programs and Project Proposal submitted 5

working days after approval of the budget.


Monitoring Journal

MPMJ conducted with no complaint.


143 | S P M S

C.8. Office of the Municipal Civil Registrar

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Certificate of Live Birth

(a) On Time

(b) Delayed Registration

Applications processed with no error and released

within 35 minutes after request.

Applications processed with no error and released on

the 1st day after the 10 days posting.

2. Certificate of Marriage

(a) On Time


Marriage certificates registered with no error and

released within 12 minutes (on time) and 22 minutes

(if delayed) from receipt of request.



3. Certificate of Death

(a) On Time



within 34 minutes from receipt of request.



4. Certified Copies Copies processed with no error and released within 25

minutes from receipt.

5. Amended Birth Certificate (Legal Instruments, RA 9048, Court

Order, Supplemental Report)


within 30 minutes after receipt of documentary

requirements.

6. Approved Petitions Petitions processed with no error and granted within 5

days after 10 days posting period.

7. Monthly Report Reports prepared with 3 minor revision and submitted

within 10th day of the following month.

8. Registry Book Registered documents posted in the Registry book

with no error within 1 minute per document.

9. PHILCRIS Database Registered documents encoded in the PHILCRIS

Database with no error within 1 minute per document.

10. Marriage License Applications processed with no error and released

within 1 day after the 10 days posting period.


144 | S P M S

11. Supplemental Report Supplemental report processed with no error

submitted on the 10th day of the following month.

12. Lecture/Speakership Lectures given during pre-marriage seminar with 3

minor complaints on the scheduled date. Certificate of

appearance during conduct.

13. Official Annual Budget Office annual budget prepared and revision with 3

minor revisions within 3 days.



Management Plan

Submitted on the 3rd week of September with no error.

15. Mobile Registration Applications processed with no error and released

within 20 days from receipt of request.

16. Customer Action Sheet Client assisted/attended immediately.



Submitted before 15th of October.

18. Payroll (Job Order) Payroll prepared with no error within the day after

submission of all supporting document.


Report

Submitted within 1-7 working days after the end of

the quarter.

20. Mobile Registration Applications processed with no error and released

within 20 days from receipt of request.

21. Budget Proposal Submitted 4-5 working days before the deadline.


Proposal

Submitted 1-2 working days after approval of the

budget.


145 | S P M S

C.9. Office of the Municipal Health Officer

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Home Based Maternal Record Pregnant women given prenatal check-up and

attended 15 minutes per patient with no error.

2. ECCD-Early Childhood Care

and Development Card

Children aged 0-9 months given immunization within

20 minutes with no error.

3. Family Planning Record Form Current users are given Family Planning Services within

15 minutes per Family Planning user with no error.

4. Tuberculosis Treatment Card Patients cured of TB given daily medication supervised

within 15 minutes with no error.

5. Individual Treatment Record

(ITR)

Patients attended within 15 minutes per patient with

no error.

6. Animal Bite Treatment Card Animal bite patients managed/given medication within

15 minutes per patient with no error.

7. Laboratory Result Slip Requests for routine laboratory examinations done in

15 minutes per procedure with no error.

8. Dental Screening Form/Card Dental patients given/oral care within 30 minutes per

patient with no error.

9. Water Sampling Result Form Water sampling done within 30 minutes per water

source with 3 minor errors.

10. PhilHealth ID Card PhilHealth members enrolled in NHIP Program

processed within 15 minutes with 1-2 minor errors.

11. Medical Certificates Medical Certifications processed and issued within 15

minutes with 1-2 minor errors.

12. Garantisadong Pambata Result

Form

Children 0-59 months given Vitamin A and Deworming

within 15 minutes per patient in the month of October

with no error.


146 | S P M S

C.10. Office of the Municipal Social Welfare & Development Officer

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Monthly Report (Day Care

Center Supplemental Feeding)

Monthly reports on Day Care Centers served with

supplementary feeding with no revision submitted on

the 15th day after the end of the month.

2. Social Case Study Report Social case study reports prepared with no revision

within 2 working days after request.

3. Case Recording Case records completely filed with 3 errors within 2

hours per client.

4. Closing Summary Closing Summary prepared with 3 minor errors within

1 hour.

5. Progress Report to the

Honorable Court and

Assessment on Discernment

Assessment report prepared and submitted with 3

minor errors within 3 working days after receipt of

court order/police request.

6. Customer Assistance Sheet on

WEDC and CNSP

Clients served by category with 2 minor complaints

within 30 minutes.

7. Travel Permit Permit to travel prepared with no error and issued

within 15 minutes per permit.

8. Bureau of Assistance Form 200

with Case Summary.

Bureau of Assistance forms filled-up with case

summary with 2 errors within 1 ½ hours.

9. Customer Assistance Sheet on

Community-based Services

Individuals/families provided with community-based

services with 3 minor complaints within 6 months.

10. Masterlist of Day Care Centers Day Care Centers maintained and operated with 3

minor complaints within school calendar year.

11. ID Card Issued (Senior Citizen,

Persons with Disability, Solo

Parent and Pag-asa Youth

Association)

ID Card issued with no error and issued in 8 minutes

per ID.

12. Training Report Training report prepared with 3 errors in content

within 5 working days after the activity.

13. Activity Design Designs prepared with 3 minor errors within 2 weeks

before the activity.

14. Activity Report Activity report prepared with 3 revision in content

within 5 working 5 working days after the activity.

15. Disaster Assitance Family

Access Card (DFAC)/Emergency

Assistance Family Access Card

Access card (DFAC/EAFAC) filled up with 2 errors

within 15 minutes.

16. Disaster Report/ Incident

Report

Reports with 3 revision submitted 8 hours after

incident/disaster.


147 | S P M S

17. Office Status Quarterly Report


Consolidated reports with 3 revision within 7 working

days after end of the quarter.


Monitoring Journal

Monitoring journal prepared and conducted monthly

with no complaint.


148 | S P M S

C.11. Office of the Municipal Agriculturist

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Vaccination Animals immunized with 2 complaints done within 2

working days after request.

2. Deworming Animals dewormed with 2 complaints done within 2


3. Treated Animals Animals treated with 2 complaints done within 2


4. Castrated Animals Animals castrated with 2 complaints done within 2


5. Animal Impregnated

6. (thru artificial insemination)

Sows impregnated thru artificial insemination with 2

complaints done within 2 working days after request.

7. Livestock Monitoring Report Livestock monitoring reports with 2 minor errors

submitted on day of deadline.

8. Trainings Conducted Trainings conducted on animal health care with 2

complaints done 7 working days upon request.

9. Farmers Assisted/Served Farmers assisted and served within 2 working days

after request.

10. Produced High Quality Hogs Produced hogs with 2 heads mortality with assistance

done 2 working days after request.

11. Mangrove Regeneration Barangays Zone II and III planted mangrove

propagules with 2 complaints at the end of December.

12. Seaborne/Foot Patrol

Operation Conducted

Seaborne patrol operation with 2 complaints at the

end of December.

13. Patrol Boat Maintained Patrol boats maintained with 60% accomplishment

done every 6 weeks.

14. Fish Sanctuaries Maintained Fish sanctuaries maintained with 60% accomplishment

at the end of December.

15. Monitoring Report of Fishpond

Production

Reports prepared with 2 minor errors submitted one

day before the deadline.

16. Pre-membership Education

Seminar Conducted

PMEs conducted with 2 complaints within 9 working

days after registration.

17. Monitoring Report Reports prepared with 3 minor errors submitted 1 day

before the deadline.

18. Case Study/Investigation and

Evaluation Report

Case study/investigation and evaluation report done

at the end of December with 2 minor complaints.

19. Distribution of quality planting

materials

Distribute assorted quality planting materials 15

working days after delivery with 2 minor complaints.


149 | S P M S

20. Distribution of Vegetable Seeds

(Pinakbet)

Distributed assorted vegetable seeds 15 working days

after delivery with 2 minor complaints.

21. Pets Monitoring and

Surveillance Conducted

Monitoring and surveillance conducted every 5

weekdays after end of each month with 2 minor errors.

22. Extended Technical Assistance Extended technical assistance to 240 farmers done 5

working days after client’s request with 2 minor

complaints.

23. Farmers’ Field School and

Package of technology

Conducted

Conducted FFS and POTs to farmers 15 working days

after approval of training design with 2 minor

complaints

24. Monitoring and Evaluation

Conducted

Conducted monitoring and evaluation to farmers done

every 5 working days after end of month with 2 minor

errors.

25. Technology Transfer

Conducted

Conducted 4 technology transfer to farmers done 10

working days after attending training with 2 minor

complaints.

26. Information Services Extended Served clients done 45 minutes after client’s request

with 2 minor errors.

27. Area Supervised and Reported

to DA-RFU XI

Area monitored and reports submitted on the day of

deadline.

28. Rice Farmers Assisted and

Monitored

Rice farmers assisted and monitored done 45 minutes

after clients’ request with 2 minor errors.

29. Livelihood Skills Training Livelihood skills training conducted 2 days after

scheduled date with 2 minor errors.

30. Organizational Meetings

Conducted

Organizational meetings conducted 2 days after

scheduled date with 2 minor errors.

31. Submitted Report on RBO

Livelihood Project

Reports submitted on day of deadline with 2 revisions.

32. Assisted Barangay Labor-based

Road Operation

Barangay labor-based road operation activity assisted

with 3 minor complaints done 3 weeks after schedule.

33. Extended Assistance to

Association

Associations assisted within 5 working days after

receipt of request with 2 minor errors.

34. Planted, Grown and Monitored

Trees under the Forest

Protection Program

Trees planted, grown and monitored 2 days delayed

from scheduled date 3 minor complaints.

35. Planted, Grown and Monitored

Trees under the Forest

Production Program

Trees planted, grown and monitored 2 days delayed

from scheduled date 3 minor errors.

36. Municipal Demo Farm

Operated and Maintained

Activities conducted/attained 4 months upon approval

of budget with 2 minor complaints.

37. Special Programs and Projects

Supervised and Implemented

Special projects implemented, assisted and monitored

with 3 minor complaints.


150 | S P M S

38. Agricultural Data Profile Report on Agricultural Data Profile submitted on the

last day of semester which is 60-79% completed.

39. Travel Orders Prepared TOs prepared with 2 minor errors submitted 1 day

before deadline.

40. Minutes of Meetings Prepared Minutes of meetings prepared with 2 revisions

submitted within 5 working days after instruction.

41. Disbursement Vouchers

Processed

DVs prepared with 2 minor errors done 2 working days

after instruction.



Management Plan

APP/PPMP submitted with 2 minor errors 3 weeks

after approval of budget.

43. Letters/Communications

Prepared

Letters/communications prepared with 2 minor errors

3 hours after instruction.


151 | S P M S

C.12. Office of the Municipal Engineer

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Project Implemented/

Constructed

Projects implemented/constructed with 2 revision 5

days after completed delivery of construction

materials.

2. Plans and Designs

(a) Project Cost below 100,000

(b) Project Cost above 100,000

Plan and design of a structure with 2 revisions

submitted within 7 working days per project after the

approval of Annual Budget.

Plans and designs of a structure with 2 revisions

submitted within 22 working days per project after the

approval of Annual Budget.

3. Program of Work

(a) Project Cost below 100,000

(b) Project Cost above 100,000

POW of a structure with 2 minor revisions completed

within 5 working days per project after the approval of

plans and designs/site inspection.

POW of a structure with 2 minor revisions completed

within 14 working days per project after the approval

of plans and designs/site inspection.

4. Inspection Report of

Completed Infrastructure

Project

Inspection report of an infrastructure projects with 2

minor errors completed within 2 days after the

inspection/project completed.

5. Checked and Reviewed

Infrastructure Project

POW of Barangay projects checked and reviewed with

2 minor errors completed within 2 days upon

submission.

6. Inspection Report on

Streetlights/ Electrical Facilities

Inspection report on electrical facilities within 2

working days after the inspection.

7. Electrical Permit Electrical permits with 2 complaints issued within 15

working days upon payment.

8. Building Permit Building permits with 2 errors issued within 15 working

days upon payment.

9. Fencing Permit Fencing permit with 2 errors issued within 15 working

days upon payment.


152 | S P M S

10. Mechanical Permit Mechanical permit with 2 errors issued within 15


11. Plumbing Permit Plumbing permit with 2 errors issued within 15


12. Occupancy Permit Occupancy permits with no error issued within 30 days

upon the submission of certificate of completion and

fire safety clearance.

13. Government Facilities

Maintained

Work order request acted (masonry, carpentry and

electrical works) with 2 complaints within 3 days after

the approval of work order.

14. Job Order Slip (a) Heavy Equipments (b) Light Vehicles

Job order request acted (heavy equipments) with 2

minor complaints within 15 days after the approval of

the Job Order.

Job order slip (light vehicles) with 2 minor complaints

within 9 days after the approval of the Job Order.

15. Barangay Road

Rehabilitated/Constructed

Barangay roads rehabilitated/constructed with 2 minor

complaints within 5 days after the approval of the job

order.

16. Daily Time Record (DTR) DTR with 2 errors completed within 5 working days

after the biometric printout.

17. Pre-Canvass of Construction

Materials and Spare Parts

Pre-canvass with 2 errors completed within 8 hour.

18. Work Order Slip

(a) Garbage Collection

(b) Electrical Works

Work order slip (garbage collection) with 2 minor

complaints within 8 hours after the approval of the

work order.

Work order slip (electrical works) with 2 minor

complaints within 1 day after the approval of the work

order.

19. Project Profile Project profiles with 2 errors completed within 3 days

after the approval of budget.

20. Certifications Certifications with 2 minor errors completed within 60

minutes.


153 | S P M S

21. Communications Communications with 2 minor errors completed within

60 minutes.

22. Purchase Request Purchase request with 2 minor errors completed within

5 hours.

23. Purchase Order Purchase order with 2 minor errors completed within 5

hours.

24. Payroll Payrolls with 2 minor errors completed within 5 hours

after filling up of daily time record.

25. Travel Order Travel orders with 2 minor complaints completed

within 5 minutes.

26. Trip Ticket Trip tickets with 2 minor complaints completed within

5 minutes.

27. Accomplishment Report Accomplishment report with 2 minor errors completed

within 30 minutes.

28. Activity Design Activity designs with 2 minor errors completed within

30 minutes after the approval of budget.

29. Breakdown of Budgetary

Requirements

Breakdown of budgetary requirements with 2 minor

errors completed within 1 day.


Program (ASPP)

ASPP with 2 minor errors completed within 4 hours.

31. Project Procurement

Management Plan (PPMP)

PPMP with 2 minor errors completed within 3 hours.

32. Released Program of Works POW released with 2 minor errors completed within 5

minutes after the approval of POW.

33. Itinerary Itinerary with 2 errors completed within 30 minutes

after the issuance of memo order.


154 | S P M S

C.13. Office of the Economic Enterprise Manager

MAJOR FINAL OUTPUT

SUCCESS INDICATOR

1. Local Economic Enterprise

Code

Endorsed the draft of the LEE Code to the

Sangguniang Bayan with 3 minor revisions within the

last month of the 3rd quarter.

2. Lease Contract Stall leases are given lease contracts with 2 revisions

after submission of application within 10 days.

3. Billing Statement/Order of

Payments

(a) Terminal

(b) MTC

(c) Slaughterhouse (ante

mortem)

(d) Slaughterhouse (post

mortem)

Stall lessees at the Integrated Terminal are given

monthly billing statement with 1 error on every 7th day

of the month.

Customers outside LGU are given billing statements

within 15 minutes with 2 revisions after the food

service.

Customer/meat vendors are issued order of payment

on ante mortem inspection of cattle and/ or livestock

to be butchered with no error within 1 hour before

butchery.

Customers/meat vendors are issued order of payments

on post mortem of their livestock/cattle butchered

with 1 error within 10 hours after display of meat.

4. Cash Tickets

(a) Integrated Terminal

(b) Market (vendors)

(c) Market (public vehicles)

Bus/jeepney/van/motorcycle/trisikad drivers are issued

cash tickets within 5 minutes with 1 error upon entry

to the Sta. Cruz Integrated Terminal.

Market vendors are issued daily cash tickets with 1

error within 4 hours in a day.

Motorcycle/trisikad/van drivers are issued cash tickets

as parking fee with 1 error within 5 minutes upon

entry.

5. Daily Cash Tickets Issuance

Report

Units of the Local Economic Enterprise have submitted

their daily cash tickets issuance report to the Municipal

Treasurer’s Office with no error within 3 hours the

following working day


155 | S P M S

6. Coordination Report Submitted coordination report with 2 revisions every

7th working day of the succeeding month

7. Meat Inspection Certificate Livestock butchered in a day are inspected with 1

complaint within 2 hours after butchery.

8. Food and Beverage Services Food and beverages are ready to be served to

customers with 2 complaints within 30 minutes before

12 nn for lunch, 7 pm for dinner, 7 am for breakfast

and 10 am and 3pm for snacks.

9. Program of Works POW from offices and barangays are prepared with

two (2) minor revisions within ten (10) working days

after approval by the Local Chief Executive.

10. Burial Permit Burial permits are issued to clients with 2 complaints

within five (5) days before burial.

11. Daily Security Report/

Government-Owned Buildings

and Properties Secured

Local Economic enterprises are safe and secured in a

day with 2 complaints.

12. Daily Maintenance Report Surroundings of the units of the Local economic

enterprises are kept clean with 2 complaints within 2

hours before opening of the economic enterprise

units: Market, Terminal, Slaughterhouse and MTC.

13. Investor’s Assistance Sheet New investors with 1 complaint within 1 hour upon

request


Plan/ Project Procurement Plan

(ASPP/PPMP)

ASPP/PPMP are submitted on the 3rd week of the

month of September with 2 revisions.

15. Customer Action Sheet Customer’s request are attended immediately upon

client’s request with no error.

16. Minutes of Meeting Minutes of meeting are prepared within 5 working

days after meeting with 2 minor revisions.


Commitment Review

OPCR are submitted on the 15th day of October with 3

minor revisions.

18. Payroll (Job Order) Payrolls are prepared within a day after supporting

documents are acquired with no error.


Report

QAR are prepared within 1-7 working days after the

end of the quarter with no minor revisions.


156 | S P M S

20. Training/Activities

Conducted/Facilitated

Trainings/Activities are conducted/ facilitated

immediately as scheduled with no complaints.

21. Budget Proposal Budget Proposal are submitted within 4-5 working

days before the deadline with no minor revisions.


Proposal

Submitted within 1-2 working days after approval of

the budget with no minor revisions.

23. Quarterly Status Report

(Programs and Projects)

QSR are submitted within 1-7 working days of the 1st

month of the preceding quarter with no minor

revisions.


157 | S P M S

ANNEX D. Performance Standard Guide

D.1. Municipal Mayor’s Office

D.1.1. Administrative Section

EXPECTED OUTPUT RATING

(per output) QUALITY STANDARD

(per output) RATING

(per output) TIME STANDARD

(per output)

Customer Action Sheet 5

4

3

2

1

No Complaint/Error

With Complaint/Error

5

4

3

2

1

Client assisted/attended Immediately

Not immediately attended/assisted

Not attended

Endorsement 5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1

Prepared within 1 working day after instruction of the Local Chief Executive




Prepared within 5 or more working day after instruction of the LCE

Letters/Outgoing

Communications

(Request/Notice)

5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Drafted within 10 minutes after instruction of the Local Chief Executive





Marriage Contract 5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Prepared within 10 minutes after receipt of client’s complete pre-requisites






158 | S P M S

Executive Order 5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Drafted within 1 day after instruction of the Local Chief Executive

Drafted within 2 days after instruction of the Local Chief Executive




Mayor’s Certification 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately upon request

Prepared 15 minutes upon request




Mayor’s Clearance 5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Prepared within 3-5 minutes after receipt of client’s complete pre-requisites





Mayor’s Permit 5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Prepared within 3-5 minutes after receipt of client’s complete pre-requisites





Memorandum Order 5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1






Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

More than 4 Revisions

5

4

3

2

1

Submitted before 15th

of April/15th

of October

Submitted on the 15th

of April/15th

of October

Submitted beyond April to June/October to December


159 | S P M S

Plans, Programs and Project

Proposal

5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1

Submitted 1-2 working days approval of the budget


Submitted 5 working days approval of the budget


Submitted 15 or more working days approval of the budget

Quarterly Accomplishment

Report

5

4

3

2

1

With No Revision

With 1-2 Revisions

With 3 Revisions

With 4-5 Revisions

More than Revisions

5

4

3

2

1

Submitted within 1-7 working days after the end of the quarter



day after the end of the quarter


Submitted beyond the 22nd


Recommendation 5

4

3

2

1

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Prepared within 5 minutes after instruction of the Local Chief Executive






160 | S P M S

D.1.2. Human Resource Management Section



(per output) RATING


(per output)

201 Index Card 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared less than 30 minutes per index card

Prepared 30 minutes per index card

Prepared 1 hour per index card

Prepared 2 hours per index card

Prepared more than 2 hours per index card

Accomplished Daily Time

Record (DTR)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1

Submitted 2-3 working days after the 15th

and/or end of the month



Submitted 6 working days after the 15th




Submitted more than 7 working days after the 15th

and/or end of the mo.

Accomplished Personal Data

Sheet (PDS)

5

4

3

2

1

No Items Unfilled

1-2 Items Unfilled

3 Items Unfilled

4 Items Unfilled

5 or more Items Unfilled

5

4

3

2

1

Submitted within the 1st-2

nd week of January

Submitted within the 3rd

-4th

week of January


week of January

Submitted on February and beyond

Accomplished Statement of

Assets, Liabilities and Net

Worth (SALN)

5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions

More than 3 revisions

5

4

3

2

1

Submitted on the 1st-15th

day of March


-30th

day of March

Submitted on the 31st day of March

Submitted later than March and beyond

Agency Remittance Advice

Prepared/Emailed

Forms A, B, C, D & E

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately when there is a need to report

Prepared 1-2 working days after need to report

Prepared 3 working days after need to report

Prepared 4-5 working days after need to report

Prepared beyond 5 working days after need to report


161 | S P M S

Annual Inventory of Records

Done

(Active & In-Active 201 Files)

5

4

3

2

1

No Records Lost

With Records Lost

5

4

3

2

1

Inventory done once a year

No inventory conducted

Annual Supplies

Procurement Plan/ Project

Procurement Management

Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September

Submitted within the 4th

week of October

Submitted on or before Oct. 15

Submitted beyond Oct. 15

Application for Leave 5

4

3

2

1

No Error

1-2 Minor Error

3 Minor Errors

4 Minor Errors

5 Minor Errors

5

4

3

2

1

Prepared immediately after request

Prepared on the following working day after request

Prepared on the 2nd

working day after request

Prepared on the 3rd


Prepared after 3rd


Application For Membership Prepared

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared within 1-7 working days after employees Assumption of Office

Prepared within 6-15 working days after employees Assumption of Office

Prepared within 1 month after employees Assumption of Office

Prepared within 2 months after employees Assumption of Office

Prepared after 2 months after employees Assumption of Office

Approved Appointment 5

4

3

2

1

No error

With 1-2 errors

With 3 errors

With 4 errors

With 5 or more errors

5

4

3

2

1

Prepared within 5 working days after instruction




Prepared beyond 20 working days after instruction

Attendance Report (CSC) 5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1

Submitted 1-5 working days after end of the month



day of January/April/July/October


to 22nd

day of the month


day of the month


162 | S P M S

Attendance Sheet 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Accomplished immediately upon schedule of activity

Not immediately accomplished

BAC Procurement 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after GSO P.O. coded

Prepared 1-2 working days after GSO P.O. coded



Prepared more than 7 working days after GSO P.O. coded

Budget Proposal 5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1

Submitted 4-5 WDs before the deadline

Submitted 3 WDs before the deadline


Submitted 1 WD before the deadline

Submitted after the deadline

Certifications

Certificate of Employment

Certificate of Leave Balances

Certificate of Employment and

Compensation

5

4

3

2

1

No Error

With Error

5

4

3

2

1


Prepared within 15 minutes upon request



Prepared more than 30 minutes upon request

Certificate of Assumption of

Office

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Within 10 minutes after instruction




Within 30 minutes or more after instruction

Certificate Of Training/

Participation

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Prepared 1-2 working days after instruction


Prepared 5 working days after instruction


Prepared More than 7 working days after instruction


163 | S P M S

Certificate Of Travel

Completed

(Appendix B)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Within 1 to 2 WDs after travel

Within 3 WDs after travel



More than 8 WDs after travel

Civil Service Month

Celebration Report

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Prepared within the 1-7th

working days of October



Prepared on the 15th

working day of October



Prepared more than 22 working days of October

Communications

(Reply)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1




Prepared 15 or more working days after instruction

Comparative Assessment

Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after PSB submitted their rating

Prepared within 3 working days after PSB submitted their rating



Prepared more than 7 working days after PSB submitted their rating

Customer Action 5

4

3

2

1

No Complaint/Error


5

4

3

2

1



Not attended

Disbursement Voucher 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared 30 minutes after all supporting documents completed


Prepared 1 hour after all supporting documents completed

Prepared 2 hours after all supporting documents completed

More than 2 hours after all supporting documents completed


164 | S P M S

Disposed/Returned

Documents/201 Files

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Returned 201 file of retired employees on the date of retirement

Returned 201 file 7 working days after retirement

Returned 201 file on 15 working days after retirement

Returned 201 file on 22 working days after retirement

Returned 201 file after 22 working days

Design/ Layout 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Finished 1-2 working days after instruction


Finished 5 working days after instruction


Finished more than 7 working days after instruction

Document Delivered

(Outside)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done immediately after instruction

Done 1-2 working days after instruction

Done 3 working days after instruction


Done more than 4 working days after instruction

Documents Posted

Employee’s Leave Balances

Attendance Summary Report

Birthday Celebrants

List Of Employees Entitled For

Increment/Loyalty

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done within 4 hours after instruction


Done within the day after instruction

Done within 2-3 working days after instruction

Done within 3 working days after instruction

Documents Prepared

(Retirement/Terminal Leave)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Processed one month before date of retirement

Processed 3 weeks before date of retirement

Processed 2 weeks before date of retirement

Processed 1 week before date of retirement

Processed less than a week before date of retirement

Documents Received

(Stamping Of Received On

Document And Doing Entry On

Incoming Logbook)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done 2 minutes after receipt



Done 6-10 minutes after receipt

Done 20 minutes or more after receipt


165 | S P M S

Document Reproduced 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Downloaded Data on

Biometric Machine

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done 1 working day after the end of quencena/end of month

Done 2 working days after the end of quencena/end of month



Done more than 4 working days after the end of quencena/end of month

Employee ID Card 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Produced not later than 1-2 working days after request


Produced not later than 5 working days after request


Produced later than 7 working days after request

Employee Profile Form 5

4

3

2

1

No Error in encoding

1 Error in encoding

2 Errors in encoding


More than 3 Errors in

encoding

5

4

3

2

1

Prepared not later than the month of August

Prepared not later than the month of September

Prepared not later than the month of October

Prepared not later than the month of November

Prepared not later than the month of December

Employees Loan Confirmed

Recorded in the Logbook

(Complaints do not include

the time of loans credited in

the bank)

5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints

5 or more Complaints

5

4

3

2

1

Immediately after text received from GSIS/employee

1-2 working days after text received from GSIS/employee

3 working days after text received from GSIS/employee

4 working days after text received from GSIS/employee

5 working days or more after text received from GSIS/employee


166 | S P M S

Endorsement Letter

Transmittal Letter

Acknowledgment Letter

Request Letter

5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1

Within 1 working day after instruction

Within 2 working days after instruction



Within 5 or more working days after instruction

Filed Documents

Leave

Memorandum Order

Communication/Certification

Nosi/Nosa

Dtr/Attendance Sheet

Saln/Per/Payrolls

201 Files/Request Slip

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Filed less than 30 minutes upon receipt of documents

Filed 30 minutes upon receipt of documents

Filed 1 hour upon receipt of documents

Filed 2 hours upon receipt of documents

Filed more than 2 hours upon receipt of documents

Individual Performance


(IPCR) Form

5

4

3

2

1

No Error

With Error

5

4

3

2

1


th day of June/December


-14th day of June/December


day of June/December


-22nd




Information Technology (IT)

Technical Support

5

4

3

2

1

No Error

1-2 Errors

3-5 Errors

6-8 Errors

More than 8 Errors

5

4

3

2

1

Acted immediately after request

Acted 1-2 working days after request

Acted 3 working days after request

Acted 4 working days after request

Acted more than 4 working days after request

Itinerary of Travel

(Appendix A)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately upon advise

Prepared 30 minutes after advise

Prepared 1 hours after advise


Prepared more than 2 hours after advise


167 | S P M S

Job Order (JO) Contract 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared within 1-2 working days upon instruction/advise


Prepared within 5 working days upon instruction/advise


Prepared more than 7 working days upon instruction/advise

Job Order Profile Updated 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done within the 1st-2nd week of the last month of every semester

Done within the 3rd week of the last month of every semester

Done within the 4th week of the last month of every semester

Done on the following month after end of the semester

Laundry Done 5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints

More than 4 Complaints

5

4

3

2

1

1 working day after changing of curtains

2 working days after changing of curtains



More than 4 working days after changing of curtains

Leave Cards Updated 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done on the 1st to 2

nd week of the succeeding month

Done on the 3rd

week of the succeeding month

Done on the last week of the succeeding month

Done beyond the succeeding month

Liquidation Report

(Travel)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately on the following day of travel

Prepared 2-3 working days after travel



Prepared more than 7working days after travel

List Of Employees Entitled

for Step Increment/ Loyalty

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1

Prepared within the month of July

Prepared within the month of August

Prepared within the month of September

Prepared within the month of October

Prepared within the month of November or after


168 | S P M S

List of Personnel Paid On

Honorarium Basis Updated

(Volunteer Teachers, Watchmen,

Traffic Aides, Madrasah Teachers,

Blp Facilitator, Als Instructional

Manager)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done within the 1st-2nd week of the last month of every semester

Done within the 3rd week of the last month of every semester

Done within the 4th week of the last month of every semester

Done on the following month after end of the semester

List of Vacant Plantilla

Positions

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1





Prepared more than 6 working days after instruction

Masterlist of Employees

Registered in the Biometric

Machine

5

4

3

2

1

No Error

1-2 Errors

3 Errors

4-5 Errors

More than 5 Errors

5

4

3

2

1

Immediately upon registration of employee

On the 1st-2

nd working day after employee registration

On the 3rd

working day after employee registration

On the 4th


Later than the 4th


Memorandum 5

4

3

2

1

No Error in the content

With 1-2 errors

With 3 errors

With 4- errors

With more than 4 errors

5

4

3

2

1

Within 1-2 WDs after instruction

Within 3-5 WDs after instruction

Within 5 WDs after instruction

Within 6 WDs after instruction

More than 6 WDs after instruction

Minutes of Meeting 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Prepared 1-2 working days after the meeting


Prepared 5 working days after the meeting


Prepared more than 7 working days after the meeting

Monthly Employees

Attending Flag Raising

Ceremony Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared on the 1st week of the following month

Prepared on the 2nd

week of the following month

Prepared on the 3rd

week of the following month

Prepared on the last week of the following month

Prepared beyond the following month


169 | S P M S

Monthly Performance

Monitoring Journal

5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Conducted monthly

No monitoring

Monthly Performance

Output Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1

Submitted within 1-7 working days after the end of the month



day after the end of the month




Notice of PSB Meeting 5

4

3

2

1

No error

1 error

2-3 errors

More than 4 errors

5

4

3

2

1

Prepared and delivered within 1-2 days after instruction

Prepared and delivered within 3-4 days after instruction

Prepared and delivered within 5 days after instruction

Prepared and delivered within 6 days after instruction

Prepared and delivered more than 6 days after instruction

Notice of Salary Adjustment/

Notice of Step Increment

(NOSI/NOSA)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared 1 month before the month of employees entitlement

Prepared 15 working days before the month of employees entitlement

Prepared 5 working days before the month of employees entitlement

Prepared within the month of employees entitlement

Prepared beyond the month of employees entitlement

Oath of Office Form Filled-

Up and Signed

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or More Revisions

5

4

3

2

1

Prepared 3-5 working days before appointee’s assumption

Prepared 1-2 working days before appointee’s assumption

Prepared on the day of assumption of employee

Obligation Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after instruction

Prepared I day after instruction

Prepared 2 days after instruction


Prepared more than 3 days after instruction


170 | S P M S

Office Area/Equipment

Cleaned/Maintained

5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints


5

4

3

2

1

Finished at 7:30 AM/12:30 PM



Finished beyond 8:00 AM/beyond 1:00 PM

Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted

Payroll/Voucher Rerouted 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Payroll

Regular

Special

Job Order, LSB Volunteer and

Madrasah Teacher, Watchman,

Traffic Aide, BLP Facilitator, ALS

Manager, Honorarium

5

4

3

2

1

5

4

3

2

1

No Error

With Error

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

5

4

3

2

1

Prepared within the 8th

working day of the month







Prepared within the 21st working day of the month and beyond

Prepared within the day after submission of all supporting documents

Prepared 1-2 working days after submission of all supporting documents



Prepared 9 working days after submission of all supporting documents


171 | S P M S

Plants Watered 5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints


5

4

3

2

1





Personnel Complement 5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4 Revisions

5 Revisions

5

4

3

2

1

Prepared/Posted on the 1st week after the end of the semester

Prepared/Posted on the 2nd

week after the end of the semester

Prepared/Posted on the 3rd


Prepared/Posted on the 4th


Prepared/Posted 1 month after the end of the semester

Personnel Profile Updated 5

4

3

2

1

With No Error

With 1 Error

With 2 Errors

With 3 Errors

With 4 or more Errors

5

4

3

2

1

Updated on the 1st week after the end of semester

Updated on the 2nd

week after the end of semester

Updated on the 3rd


Updated on the 4th


Updated on the 5th


Plantilla Prepared

DBM Version (Personnel Schedule)

CSC Version (Plantilla of Personnel)

5

4

3

2

1

No Error

With Error

5

4

3

2

1





Never prepared

Position Description Form 5

4

3

2

1

No Error

1-2 Errors

3 Errors

4 Errors

More than 4 Errors

5

4

3

2

1

Prepared within 5 working days after approval of appointment




Prepared more than 20 working days after approval of appointment

Posted Notice/

Announcement

5

4

3

2

1

No Error

With Error

5

4

3

2

1







172 | S P M S

PowerPoint Presentation 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1



Finished 5 working days after instruction


Finished more than 7 working days after instruction

Printed Employees’ Daily

Time Record

(Biometric Print-Out)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Done immediately after data has been downloaded

Done 1-2 working days after data has been downloaded

Done 3 working days after data has been downloaded

Done 4 working days after data has been downloaded

Done more than 4 working days after data has been downloaded

Profile of Applicant 5

4

3

2

1

No Error in encoding

1-2 Error in encoding



More than 4 Errors

5

4

3

2

1

Prepared 1-2 working days after submission of application


Prepared 5 working days after submission of application


Prepared more than 7 working days after submission of application

PSB Documents Filled-Up

Pf1-A (Individual Assessment Form)

Pf1-B (Interview Assessment Form)

Pf1-C (Potential Assessment Form)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1

Filled-up within 5 working days before the scheduled meeting




Filled-up on the scheduled meeting

Purchase Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1


Prepared I working day after instruction





Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1









173 | S P M S

Quick Count of Government

Personnel

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1


th day of January


-14th day of January


day of January


-22nd

day of January


day of January

Report on Appointment

Issued (RAI)

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4 Revisions


5

4

3

2

1

Submitted 1-5 working days after the end of the month

Submitted 6-14 working days after the end of the month



Submitted more than 16 working days after the end of the month

Requisition and Issue Slip 5

4

3

2

1

No Error

With Error

5

4

3

2

1



Prepared 1 hour after advise



Report on Accession/

Separation

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1




day of the month


-22nd

day of the month


day of the month

Report on Employees

Nominated/Recognized

Based on Approved PRAISE

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1

Submitted on the 23rd

day of the last month of every quarter


-25th





-30th


Submitted beyond 30th


Reviewed/Validated Office

Performance Commitment

Review (OPCR)

5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints


5

4

3

2

1

Within 15 working days after receipt of the OPCR

Within 1 month after receipt of the OPCR

Within 2 months after receipt of the OPCR

Within 3 months after receipt of the OPCR

Never reviewed/validated


174 | S P M S

Revised Personnel

Mechanisms

5

4

3

2

1

No revisions

With 1 revision

With 2 revisions

With 3 revisions

With more than 3 revisions

5

4

3

2

1

Submitted to CSC for review 5 days after signed by the LCE



Submitted to CSC for review 20 days after signed of the LCE

Submitted to CSC for review more than 20 days after signed by the LCE

Segregated Records/Files 5

4

3

2

1

No Error

1 error

2 errors

3 errors

More than 3 errors

5

4

3

2

1

Within 15 minutes for each 201 File




Within 40 minutes or more for each 201 File

Service Record

Updated

Created

Prepared

5

4

3

2

1

5

4

3

2

1

5

4

3

2

1

No Error

1-2 Errors

3 Errors

4 Errors

More than 4 Errors

No error

1-2 errors

3 errors

4 errors

More than 4 errors

No Error

With Error

5

4

3

2

1

5

4

3

2

1

5

4

3

2

1

Updated within 5 working days after approval of the NOSI/NOSA




Updated more than 20 working days after approval of the NOSI/NOSA

Created within 5 working days after approval of the appointment




Created more than 20 working days after approval of the appointment







175 | S P M S

Staffing and Compensation

Profile

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1





Never prepared

Study Leave Contract

Prepared

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4 Revisions


5

4

3

2

1

Prepared 1 month before employees’ enrollment

Prepared 3 weeks before employees’ enrollment

Prepared 2 weeks before employees’ enrollment

Prepared 1 week before employees’ enrollment

Prepared less than a week before employees’ enrollment

Summary Report on

Employees’ SALN

. Ombudsman

.CSC

5

4

3

2

1

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1

5

4

3

2

1

Submitted to Office of the Ombudsman within 1-5 working days of April

Submitted within 15 working days of April


day of April

Submitted within 1-15 working days of May

Submitted after the 15th

day of May

Submitted to CSC 1-7 working days OF May



day of May



day of May

Training/Activities


5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4-5 Complaints


5

4

3

2

1

As scheduled

Not able to comply with the schedule


176 | S P M S

Training Kits/Supplies/

IDs (For Participants)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared 15 working days before the scheduled training/activity




Prepared on the scheduled training/activity

Travel Order 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared and submitted 5 days before travel

Prepared and submitted 3-5 days before travel

Prepared and submitted 1 day before travel and on the day of travel

Prepared and submitted 1 day after travel

Prepared and submitted more than 1 day after travel

Validated Personal Data

Sheet (PDS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

5 minutes after PDS received




More than 20 minutes after PDS received


177 | S P M S

D.1.3. Business Permit and Licensing Section



(per output) RATING


(per output)

Additional Line of Business 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 40 minutes

After 40 minutes – 1 hour

After 1 hour – 1 hour and 30 minutes

After 1hour and 30 minutes – 2 hours

After 2 hours and onwards

Business Permit 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 40 minutes





Certification 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 15 minutes





Dropping of MTOP Franchise 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 5 minutes per establishment

After 5-8 minutes per establishment



After 12 minutes and onwards

Inspection of Business

Establishment

5

4

3

2

1

No Error

1 Error

2-3 Errors

3-4 Errors

More than 4 Errors

5

4

3

2

1

Within 5 minutes






178 | S P M S

Note: Action time for approval by the LCE/Administrator is excluded in the Time Standard of this office.

MTOP Franchise 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 30 minutes





Occupational Permit 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 15 minutes





Retirement of Business

Permit

5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 25 minutes





Special Permit 5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 25 minutes





Trisicad and Bicycle

Registration

5

4

3

2

1

No Error

1 Error

2-3 Errors

More than 3 Errors

5

4

3

2

1

Within 25 minutes






179 | S P M S

D.1.4. General Services Section



(per output) RATING


(per output)

Agency Procurement

Request

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 10 minutes per Agency Procurement Request





Annual Supplies

Procurement Plan

Consolidated

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within the 5th

day of November

Within the 10th day of November




BAC Request Form Coded

and Logged

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon receipt of BAC-R Form

Within 2 minutes upon receipt of BAC-R Form




Certificate of Insurance

Policy

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 1 week before the expiration date

Within 3 days before the expiration date

On the date of the expiration

Within 1 week after the expiration date

Within 2 weeks after the expiration date

Certificate of Registration 5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 1 week before the expiration date

Within 3 days before the expiration date

On the date of the expiration

Within 1 week after the expiration date

Within 2 weeks after the expiration date


180 | S P M S

Inspection and Acceptance

Report

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon receipt/delivery of goods

Within 3 minutes upon receipt/delivery of goods




LGU’s Annual Procurement

Plan

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within the 1st working day of December

Within the 1st week of December

Within the 2nd

week of December

Within the 3rd

week of December

Within the 4th

week of December

Property Card 5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 5 minutes after issuance




Within 30 minutes or more after issuance

Property Issue

Slip/Memorandum Receipt

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon delivery of the equipment/property

Within 3 working days upon delivery




Property, Plant and

Equipment Report Prepared

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within the 20th day of January

Within 25 day of January

Within 31st day of January

Within the 1st week of January

Within the 2nd

week of January

Property Sticker 5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon issuance of property/equipment

Within 2 working days after issuance




181 | S P M S

Purchase Order Reviewed,

Coded and Logged

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon receipt of Purchase Order

Within 3 minutes upon receipt of Purchase Order




Purchase Request Reviewed,

Coded and Logged

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon receipt of Purchase Request

Within 3 minutes upon receipt of Purchase Request




Request for Quotations

Delivered

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 3 days upon receipt of Request for Quotation





Request for Quotations

Posted

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon receipt of Request for Quotation

Within 5 minutes upon receipt of Request for Quotation




Requisition And Issue Slip

(RIS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Stock Cards Updated 5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 1 minute after issuance






182 | S P M S

Summary of Supplies and

Materials Used

5

4

3

2

1

No Error

With Error


5

4

3

2

1

Within 1st day of July

Within 1st week of July

Within 2nd

week of July

Within 3rd

week of July

Within 4th

week of July

Water Material Report 5

4

3

2

1

No Error

With Error


5

4

3

2

1

Upon receipt of waste material

Within 3 minutes after receipt of waste material





183 | S P M S

D.1.5. Housing and Homesite Regulation Office



(per output) RATING


(per output)

Activity Design and Project

Design

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1

2 days after the order from the supervisor




More than 5 days after the order from the supervisor

Activity Report

Emergency Meeting

Organizational Meeting

Monitoring

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1



Not attended

Budget Proposal 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Submitted 4-5 working days before the deadline

Submitted 3 working days before the deadline


Submitted 1 working day before the deadline


Communications

(Reply)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






4

3

2

1

No Complaint/Error


5

4

3

2

1



Not attended


184 | S P M S

Data Bank (Housing Data) 5

4

3

2

1

No Lapses on Data

1-2 Lapses on Data

3 Lapses on Data

4 Lapses on Data

More than 4 Lapses on Data

5

4

3

2

1

Within 40 minutes





GK Housing Constructed 5

4

3

2

1

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints

4 Minor Complaints


5

4

3

2

1

1 month from the start of construction

2 months from the start of construction




Homeowner’s Association

Organized

5

4

3

2

1

No Complaint

1-2 Minor Complaints

3 Minor Complaints

4 Minor Complaints


5

4

3

2

1

1 month from the start of construction






4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted

Program of Works

(Php 10,000 Below)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1

Submitted 1 week after instruction from supervisor

Submitted 2 weeks after instruction from supervisor



Not Submitted


185 | S P M S

Subdivision Plan and Design

(per 1.0 hectare)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1

Submitted 1-2 weeks after instruction from supervisor


Submitted 1 month after instruction from supervisor

Submitted 2 months after instruction from supervisor

Submitted more than 2 months after instruction from supervisor

Travel Order and Pass Slip 5

4

3

2

1

No Error

1 Minor Error

2 Minor Errors

3 or more Errors

5

4

3

2

1

2 days before travel

1 day before travel

On the day of travel

Late

Voucher, APP, PPMP 5

4

3

2

1

No Error

1 Minor Error

2 Errors

3 Errors

4 or more Errors

5

4

3

2

1

1 hour per document processed

2 hours per document processed

More than 2 hours per document


186 | S P M S

D.1.6. Investment Promotion (PAIC) and Tourism Office



(per output) RATING


(per output)

Attendance Sheet 5

4

3

2

1

No Revision

1-2 Minor Revisions

3 Minor Revisions

4-5 Minor Revisions


5

4

3

2

1

5 days before the training




1 day before the training

Certificate of Local Tax

Exemption

5

4

3

2

1

No Error

1 Error

5

4

3

2

1

Within 1 day after approval of the PAIC Board

Within 2 days after approval of the PAIC Board



More than 4 days after approval of the PAIC Board

Certificate of Training 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors

More than 5 Minor Errors

5

4

3

2

1

Within 1 working day

Within 2 working days




Certificate of Mt. Apo Climb 5

4

3

2

1

No Error

1 Error

5

4

3

2

1

Within 15 minutes upon request


Within 1 hour upon request

Within 2 hours upon request

More than 2 hours upon request

Communications 5

4

3

2

1

No Revision

1-2 Minor Revisions

3 Minor Revisions

4-5 Minor Revisions


5

4

3

2

1

Within 5 days before the training/activity




More than 6 days before the training/activity


187 | S P M S

Company Data 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Every month

Every 2 months

Every 3 months

Every 4 months

Every 5 months and beyond

Company Profile Form 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

1 day before the end of the quarter

2 days before the end of the quarter




Data 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Within 3 working days upon receipt of instruction




More than 6 working days upon receipt of instruction

Document Delivered

(outside)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Investor’s Assistance Sheet 5

4

3

2

1

No Complaint

1 Complaint

More than 1 Complaint

5

4

3

2

1

30 minutes upon request

45 minutes upon request

1 hour up[on request

More than 1 hour upon request

Investor’s Profile and Data

Bank

5

4

3

2

1

No Error

1 Error

5

4

3

2

1

Conducted every 1 month

Conducted every 2 months





188 | S P M S

LGU Website Maintained

and Updated

5

4

3

2

1

No Error

5

4

3

2

1

LGU website updated/maintained twice a week

LGU website updated/maintained once a week

LGU website updated/maintained once every 2 weeks

LGU website updated/maintained once every 3 weeks

LGU website updated/maintained once a month

Local Tour 5

4

3

2

1

With No Complaints

5

4

3

2

1

Within 1 day after instruction

Within 2 days after instruction



More than 4 days after instruction

Local Tour Itinerary 5

4

3

2

1

No Revision 5

4

3

2

1

Within 4 hours upon receipt of request

Within 6 hours upon receipt of request

Within 1 day upon receipt of request

Within 2 days upon receipt of request

More than 2 days upon receipt of request

Monthly Report 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Within 1 working day of the succeeding month

Within 2 working days of the succeeding month




Monthly Report of Tourism

Statistics

5

4

3

2

1

No Error

1 Minor Error

2 Minor Errors

3 Minor Errors


5

4

3

2

1

Within 3 days of the succeeding month




More than 1 week of the succeeding month

Permit to Climb Mt. Apo 5

4

3

2

1

No Error

1 Error

5

4

3

2

1

Within 15 minutes after submission of required documents

Within 30 minutes after submission of required documents

Within 1 hour after submission of required documents

Within 2 hours after submission of required documents

More than 2 hours after submission of required documents


189 | S P M S

Press and Photo Releases of

LGU Activities

5

4

3

2

1

No Error

5

4

3

2

1

Within 1 day after the activity

Within 2 days after the activity



More than 4 days after the activity

Posted News Articles 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Posted Pictures 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Project Proposal 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

1 day after receipt of notice

2 days after receipt of notice




Related Literature 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Within 1 day after receipt of request

Within 2 days after receipt of request




Research Documents 5

4

3

2

1

No Error

1 Minor Error

2 Minor Errors

3 Minor Errors


5

4

3

2

1

Conducted within 1 month

Conducted within 2 months





190 | S P M S

Survey Form

(Tourist Arrival at the Resorts

and Restaurants)

5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Within 1 day after the end of the month

Within 2 days after the end of the month




Training/Activity Report 5

4

3

2

1

No Error

1 Minor Error

2 Minor Errors

3 Minor Errors


5

4

3

2

1





More than 6 days after the activity

Training Design 5

4

3

2

1

No Revision

1-2 Minor Revisions

3 Minor Revisions

4-5 Minor Revisions


5

4

3

2

1

Within 7 working days before the training





Training Kits 5

4

3

2

1

No Error

1-2 Minor Errors

3 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Within 5 days before the training




Within 1 day before the training


191 | S P M S

D.2. Office of the Secretary to the Sangguian



(per output) RATING


(per output)

Certifications 5

4

3

2

1

No Error

1 Error

2 Errors

More than 2 Errors

5

4

3

2

1




More than 15 minutes upon request

Committee Reports 5

4

3

2

1

No Revision

1 Revision

2 Revisions


5

4

3

2

1

Within 2 working days after the committee hearing



More than 4 working days after the committee hearing

Indorsements of Approved:

(a) Legislations

(b) Barangay Annual and

Supplemental Budgets and

MTOPs

5

4

3

2

1

5

4

3

2

1

No Error

1 Error

2 Errors

More than 2 Errors

No Error

1 Error

More than 1 Error

5

4

3

2

1

5

4

3

2

1

Within 1 working day after receipt from the LCE

Within 2 working days after receipt from the LCE

Within 3 working days after receipt from the LCE

More than 3 working days after receipt from the LCE

Within 1 working day after the session

Within 2 working days after the session

More than 2 working days after the session


192 | S P M S

Minutes 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Notices

(a) Sessions

(b) Committee Works

5

4

3

2

1

5

4

3

2

1

No Error

1 Error

2 Errors

More than 2 Errors

No Error

1 Error

2 Errors

More than 2 Errors

5

4

3

2

1

5

4

3

2

1

Within 2 working days before the session

Within 1 working day before the session

Within the day of the scheduled session

Within 2 working days before the committee work

Within 1 working day before the committee work

Within the day of the scheduled committee work

Resolutions/Ordinances 5

4

3

2

1

No Revision

1 Revision

2 Revisions


5

4

3

2

1







193 | S P M S

D.3. Municipal Planning and Development Office



(per output) RATING


(per output)

Annual Investment Plan 5

4

3

2

1

No Revision

1 Minor Revision

2 Minor Revisions

3 Minor Revisions

4 or more Revisions

5

4

3

2

1

2nd

week of August

3rd

week of August

End of August

1st week of September

2nd

week of September

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October

Submitted on or before October 15

Submitted beyond October 15

Budget Proposal 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Locational Clearance Issued 5

4

3

2

1

No Error

With Minor Error

5

4

3

2

1

1 day and 73 minutes

More than 2 days

Minutes 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 Revisions

5

4

3

2

1

Ready 3 days before the next meeting




Not ready during the meeting


194 | S P M S

Monthly Monitoring Journal 5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Conducted monthly

No monitoring

Municipal Comprehensive

Land Use Plan (MCLUP)

5

4

3

2

1

No Revision

1 Minor Revision

2 Minor Revisions

3 Minor Revisions

4 or more Revisions

5

4

3

2

1

2nd

week of December

3rd

week of December

End of December

Beyond December

Notice of Meeting 5

4

3

2

1

No Error

1 Error

2-3 Errors

4 or more Errors

5

4

3

2

1

Within 1 hour after instruction

Within 2 hours after instruction



More than 4 hours after instruction

Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted

Payroll (Job Order) 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1






Project Design Prepared 5

4

3

2

1

No Revision

1 Minor Revision

2 Minor Revisions

3 Minor Revisions

4 or more Revisions

5

4

3

2

1

2 hours

3 hours

4 hours

5 hours

6 hours or more


195 | S P M S

Project Design/Activity

Design Reviewed

5

4

3

2

1

No Error

1 Minor Error

2 Minor Errors

3 Minor Errors

4 or more Minor Errors

5

4

3

2

1

20 minutes upon receipt




1 hour or more upon receipt

Project Proposal Prepared 5

4

3

2

1

No Revision

1 Minor Revision

2 Minor Revisions

3 Minor Revisions

4 or more Revisions

5

4

3

2

1

2 hours

3 hours

4 hours

5 hours

6 hours or more


Report

5

4

3

2

1

No Revision

1 or 2 Revisions

3 Revisions

4 Revisions

5 or more Revisions

5

4

3

2

1








Quarterly Status Report on

Programs/Projects/Activities

5

4

3

2

1

No Revision

1 Minor Revision

2 Minor Revisions

3 Minor Revisions

4 or more Revisions

5

4

3

2

1

15th

day of the 1st month of the next quarter

20th


25th


30th


More than a month

Resolution 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 Revisions

5

4

3

2

1

Ready 3 days after the meeting




Ready 7 days or more after the meeting

Subdivision Plans/

Development permit

5

4

3

2

1

No Error

With Minor Error

5

4

3

2

1

4 days and 48 minutes

More than 4 days and 48 minutes


196 | S P M S

Zoning Certification Issued 5

4

3

2

1

No Error

With Minor Error

5

4

3

2

1

1 day and 21 minutes

More than 1 day and 21 minutes


197 | S P M S

D.4. Municipal Budget Office



(per output) RATING


(per output)

Abstract Of Bids 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after Opening of Canvass

Prepared 1-3 working days after Opening of Canvass



Prepared more than 7 working days after Opening of Canvass

Act as Special Disbursing

Officer of the LCE IF

5

4

3

2

1

No Error

1 or 2 Minor Errors

3 Minor Errors

4 Minor Errors


5

4

3

2

1

3 minutes per client




10 or more minutes per client

Acceptance and Inspection

Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Accepted and signed immediately upon complete delivery of goods

Accepted and signed 1 day upon complete delivery of goods

Accepted and signed 2 days upon complete delivery of goods

Accepted and signed 3-4 days upon complete delivery of goods

Accepted and signed more than 4 days upon complete delivery of goods


Record (DTR)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1












Sheet (PDS)

5

4

3

2

1

No Items Unfilled

1-2 Items Unfilled

3 Items Unfilled

4 Items Unfilled


5

4

3

2

1


nd week of January


-4th

week of January


week of January



198 | S P M S



Worth (SALN)

5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1


day of March


-30th

day of March



Allotment Release Order 5

4

3

2

1

No Revision

1 or 2 Revisions

3 Revisions

4 Revisions

5 or more Revisions

5

4

3

2

1

Prepared within 3 working days after receipt of approved A.O./Resolution/Request




Prepared within 7 or more working days after receipt of approved A.O./Resolution/Request

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



BAC Procurement 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Budget Proposal 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Certified Appropriation of

Appointment (Job Order)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

3 minutes per appointment




10 or more minutes per appointment


199 | S P M S

Certificate of Travel 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Within 1-2 working days after travel

Within 3 working days after travel



More than 8 working days after travel

Consolidated Statement of

Receipts and Expenditures

5

4

3

2

1

No Error

1 or 2 Minor Errors

3 Minor Errors

4 Minor Errors


5

4

3

2

1







4

3

2

1

No Error

With Error

5

4

3

2

1






Endorsement Letter 5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1






Filed Documents 5

4

3

2

1

No Error

With Error

5

4

3

2

1







Commitment And Review

(IPCR) Form

5

4

3

2

1

No Error

With Error

5

4

3

2

1








-22nd





200 | S P M S

Itinerary of Travel 5

4

3

2

1

No Error

With Error

5

4

3

2

1






LGU Annual Budget

(Local Expenditures Program)

5

4

3

2

1

No revision

1 or 2 revision

3 revisions

4 revisions

5 or more Revisions

5

4

3

2

1

Submitted on the 1st week of October

Submitted on the 2nd

week of October


day of October


week of October

Submitted on the 1st week of November

LGU Supplemental Budget 5

4

3

2

1

No revision

1 or 2 revision

3 revisions

4 revisions

5 or more Revisions

5

4

3

2

1






Liquidation Report CA Travel 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately following day of travel




Prepared more than 7 working days after travel

Local Budget Matrix 5

4

3

2

1

No Revision

1 or 2 Revisions

3 Revisions

4 Revisions

5 or more Revisions

5

4

3

2

1

Prepared within 3 working days after receipt of approved Appropriation Ordinance




Prepared within 7 or more working days after receipt of approved Appropriation Ordinance

Minutes Of Meeting 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1







201 | S P M S

Monthly Performance

Monitoring Journal

5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Conducted monthly monitoring

No monitoring

Monthly Performance

Output Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1









4

3

2

1

No Error

With Error

5

4

3

2

1






Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted


4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1







4

3

2

1

No Error

With Error

5

4

3

2

1







202 | S P M S

Posted on Ledger 5

4

3

2

1

No Error

1 or 2 Minor Errors

3 Minor Errors

4 Minor Errors


5

4

3

2

1





10 or more minutes per appointment

Purchase Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1







Report

5

4

3

2

1

No Revision

1 or 2 Revisions

3 Revisions

4 Revisions

5 or more Revisions

5

4

3

2

1








Quarterly Status Report


5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1


day of the 1st month of the preceding quarter





Submitted after the 7th


Registry of Appropriation,

Allotment and Obligation

Personal Services

MOOE

Capital Outlay

Financial Expenses

5

4

3

2

1

No Error

1 or 2 Minor Errors

2 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Maintained daily

Maintained every other day

Maintained weekly

Maintained every other week

Maintained monthly

Registered Appropriation

and Obligation (RAO)

5

4

3

2

1

No Error

1 or 2 Minor Errors

2 Minor Errors

4-5 Minor Errors


5

4

3

2

1

5 minutes per Obligation Request




15 or more minutes per Obligation Request


203 | S P M S

Reviewed Barangay Annual

Budget

5

4

3

2

1

No Error

With Error

5

4

3

2

1

20 minutes after receipt




1 hour or more after receipt

Reviewed Barangay

Supplemental Budget

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Request for Quotation 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after approval of BAC request

Prepared 1-2 working days after approval of BAC request



Prepared more than 7 working days after approval of BAC request

Requisition and Issue Slip

(RIS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after upon advice

Prepared 30 minutes after advice

Prepared 1 hour after advice

Prepared 2 hours after advice

Prepared more than 2 hours after advice

Statement of Accounts

Payable

5

4

3

2

1

No Error

1 or 2 Minor Errors

2 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Prepared and submitted every 14 days after end of the year

Prepared and submitted every 15-19 days after end of the year



Prepared and submitted every 26 or more days after end of the year

Statement of Not Yet Due

and Demandable

5

4

3

2

1

No Error

1 or 2 Minor Errors

2 Minor Errors

4-5 Minor Errors


5

4

3

2

1







204 | S P M S

Status Report 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Subsidiary Account of

Programs and Projects

(Breakdown of Expenditures)

5

4

3

2

1

No Error

1 or 2 Minor Errors

2 Minor Errors

4-5 Minor Errors


5

4

3

2

1

Maintained daily

Maintained every other day

Maintained weekly

Maintained every other week

Maintained monthly

Travel Order 5

4

3

2

1

No Error

With Error

5

4

3

2

1


Prepared and submitted 3 to 4 days before travel

Prepared and submitted 1 day before and on the day of the travel


More than 1 day after travel

Utilization of 20% LGDF 5

4

3

2

1

No Error

1 or 2 Minor Errors

2 Minor Errors

4-5 Minor Errors


5

4

3

2

1







205 | S P M S

D.5. Municipal Accounting Office



(per output) RATING


(per output)

Abstract of Bids 5

4

3

2

1

No Error

With Error

5

4

3

2

1







Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1







Record (DTR)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1









Submitted more than 7 working days after the 15th and/or end of the month


Sheet (PDS)

5

4

3

2

1

No Items Unfilled

1-2 Items Unfilled

3 Items Unfilled

4 Items Unfilled


5

4

3

2

1


nd week of January


-4th

week of January


week of January




Worth (SALN)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1


day of March


-30th

day of March




206 | S P M S

Acknowledgment Receipt 5

4

3

2

1

No Error

With Error

5

4

3

2

1

1 day after receipt

2 days after receipt

3 days after receipt

Advice/ACCIC 5

4

3

2

1

No Error

With Error

5

4

3

2

1

2 minutes per check

3 minutes per check

5 minutes per check

6-9 minutes per check

10 or more minutes per check

Ageing of Receivables 5

4

3

2

1

No Error

With Error

5

4

3

2

1

14 days after end of quarter

15-19 days after end of quarter

20th

day after end of quarter

21-25 days after end of quarter

26 or more days after end of quarter

Annual Alpha List (BIR)

Suppliers – March 31

5

4

3

2

1

No Error

With Error

5

4

3

2

1

26 days after end of year




33 or more days after end of year

Annual Budget Proposal 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1

Prepared and submitted 5 days before deadline

Prepared and submitted 1 day before deadline

Prepared and submitted on the deadline

Prepared and submitted 1 day after the deadline

Prepared and submitted 2 or more days after the deadline

Annual Procurement Plan

and Project Procurement

Management Plan

5

4

3

2

1

No Revision

2 Revisions

3 Revisions

4 Revisions

5 or more Revisions

5

4

3

2

1

Prepared and submitted 5 days before deadline of submission

Prepared and submitted 1 day before deadline of submission

Prepared and submitted on the deadline of submission

Prepared and submitted 1 day after the deadline of submission

Prepared and submitted 2 or more days after the deadline of submission


207 | S P M S

BAC – TWG

SPMS – PMT

PFMAR – PFMAT

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared and submitted 5 days before deadline

Prepared and submitted 1 day before deadline

Prepared and submitted on the deadline

Prepared and submitted 1 day after the deadline

Prepared and submitted 2 or more days after the deadline

Balance Sheet 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Within 14 days

15-19 days after end of month

20th

day after end of month


26 or more days after end of a quarter

Bank Reconciliation

Statement

5

4

3

2

1

No Error

With Error

5

4

3

2

1

14 days after end of month


20th



26 or more days after end of month

Cash Flow 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Within 14 days


20th




Certificate of Disbursement 5

4

3

2

1

No Error

With Error

5

4

3

2

1



20th




Certificate of Premium and

Net Take Home Pay

5

4

3

2

1

No Error

With Error

5

4

3

2

1

1 hour after request

2 hours after request

3 hours after request

4-7 hours after request

1 day or more after request


208 | S P M S


Completed

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Communications

(Reply)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1





Creditors/Suppliers/BIR

Employees

5

4

3

2

1

No Error

With Error

5

4

3

2

1

8th

day of the succeeding month

9th


10th


11th

-12th


13th

-15th


Demand Letters (Billing) 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1



20th

day after end of quarter


21 or more days after end of quarter


4

3

2

1

No Error

With Error

5

4

3

2

1






Document Delivered

(outside)

5

4

3

2

1

No Error

With Error

5

4

3

2

1







209 | S P M S

Documents Posted 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Documents Received

(Stamping of Received Documents

and doing Entry on Incoming

Logbook)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Employees BIR 2316 5

4

3

2

1

No Error

With Error

5

4

3

2

1

5 days after end of January

6-9 days after end of January

10 days after end of January

11-14 days after end of January

15 or more days after end of January

Employees’ Index Card 5

4

3

2

1

No Error

With Error

5

4

3

2

1

50 seconds per employee

51-59 seconds per employee

1 minute per employee

1:01-1:30 minutes per employee

1:31 or more minutes per employee

Endorsement Letter

Transmittal Letter


Request Letter

5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1






Filed Documents 5

4

3

2

1

No Error

With Error

5

4

3

2

1







210 | S P M S

Financial Statement 5

4

3

2

1

No Error

With Error

5

4

3

2

1



20th




Income and Expense

Statement

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Within 14 days


20th




Indexing of Suppliers 5

4

3

2

1

No Error

With Error

5

4

3

2

1

20 seconds per supplier




32 or more seconds per supplier



(IPCR) Form

5

4

3

2

1

No Error

With Error

5

4

3

2

1








-22nd




Inventory Report 5

4

3

2

1

No Error

With Error

5

4

3

2

1

2 minutes per document




6 or more minutes per document


4

3

2

1

No Error

With Error

5

4

3

2

1







211 | S P M S

Journals 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Journal Entry Voucher 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Liquidation Report 5

4

3

2

1

No Error

With Error

5

4

3

2

1

20 minutes per claim

21-29 minutes per claim



36 or more minutes per claim

Liquidation Report of

Supplies and Materials

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared and submitted on the 5th






Prepared and submitted after the 10th


Liquidation Report

(Travel)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Maintenance of GL and SL

Book of Account

5

4

3

2

1

No Error

With Error

5

4

3

2

1



Every 15th

day of succeeding month

16 days of the succeeding month

More than 16 days of the succeeding month


212 | S P M S

Monthly Performance

Output Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1








Notes to Financial Statement 5

4

3

2

1

No Error

With Error

5

4

3

2

1

8 days of February of each year


14th

days of February of each year


16 or more days of February of each year


4

3

2

1

No Error

With Error

5

4

3

2

1







Cleaned/Maintained

5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints


5

4

3

2

1





Paid Payroll and Liquidation

Reports

5

4

3

2

1

No Error

With Error

5

4

3

2

1

5 minutes per payroll and liquidation report




12 or more minutes per payroll and liquidation report

Paid Voucher 5

4

3

2

1

No Error

With Error

5

4

3

2

1

3 minutes per voucher




7 or more minutes per voucher


213 | S P M S

Payroll 5

4

3

2

1

No Error

With Error

5

4

3

2

1







4

3

2

1

No Error

With Error

5

4

3

2

1






Purchase Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Remittance List

Employees/Suppliers/BIR

GSIS

PAG-IBIG

PHIC

Banks (Loan)

BIR (Employees/Supplier)

Differ on its deadline of submission

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Due date

Request for Quotation 5

4

3

2

1

No Error

With Error

5

4

3

2

1







214 | S P M S


(RIS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Schedule of Account 5

4

3

2

1

No Error

With Error

5

4

3

2

1



Every 20th

day of succeeding month

21 days to 30 days of the succeeding month

31 or more days of the succeeding month

Signed Voucher, Payroll,

Liquidation Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1

2 minutes per claim

4 minutes per claim

5 minutes per claim

6 minutes per claim


Travel Order 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Trial Balance 5

4

3

2

1

No Error

With Error

5

4

3

2

1



20th




Trip Ticket 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

4 or more Errors

5

4

3

2

1

Prepared 2 hours before travel

Prepared 1 hour before travel

Prepared 30 minutes before travel

Prepared after travel


215 | S P M S

Voucher 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Voucher/Payroll/Liquidation

Reports

5

4

3

2

1

No Error

With Error

5

4

3

2

1







216 | S P M S

D.6. Municipal Assessor’s Office



(per output) RATING


(per output)

Annotation of Bailbond

Court Order

5

4

3

2

1

No Error

1 Error

5

4

3

2

1

Annotated less than 3 minutes

Annotated more than 3 minutes

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



Assessment Roll

Tax Declaration/FAAS

5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1

Prepared immediately every revision year

Prepared within 2 days every revision year

Prepared within 3 days every revision year

Not prepared

Certifications

Request Dorm

FAAS

Inspection Report

5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1

Prepared within 5 minutes




Prepared more than 20 minutes

Certified True Copies

Request Dorm


Tax Map/TMCR

5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1







217 | S P M S

Notice of Assessment 5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1

Prepared within 5 minutes after receipt of approved RPU




Prepared more than 20 minutes after receipt of approved RPU

Quarterly Report of Real

Property Assessments


5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1

Prepared within 3 days




Prepared more than 6 days

Tax Declaration (TD)/

Field Appraisal Assessment

Sheet (FAAS)

5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1

Prepared within 20 minutes after inspection conducted




Prepared more than 35 minutes after inspection conducted

Tax Maps/

Tax Map Control Roll (TMCR)


5

4

3

2

1

No Error

1 Error

More than 1 Error

5

4

3

2

1






Vouchers 5

4

3

2

1

No Error

1 Error

5

4

3

2

1


Done 1 working day after instruction





218 | S P M S

D.7. Municipal Treasury Office



(per output) RATING


(per output)

Abstract of Bids 5

4

3

2

1

No Error

With Error

5

4

3

2

1







Record (DTR)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1









Submitted more than 7 working days after the 15th and/or end of the month

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



Books of Accounts

Maintained (Cash Book)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Updated within 30 minutes after Report of Disbursement submitted at MAO



Updated more than 1 hour after Report of Disbursement submitted at MAO

Budget Proposal 5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1







219 | S P M S

Certificate of Non-

Delinquency

5

4

3

2

1

No Error

With Error

5

4

3

2

1







Completed

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Checks Issued 5

4

3

2

1

No Error

With Error

5

4

3

2

1

10 minutes after receipt of approved vouchers



1 hour after receipt of approved vouchers

Communications

(Reply)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






4

3

2

1

No Error

With Error

5

4

3

2

1






Document Delivered

(outside)

5

4

3

2

1

No Error

With Error

5

4

3

2

1







220 | S P M S

Documents Posted 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Documents Received

(Stamping of Received Documents

and doing Entry on Incoming

Logbook)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Electronic Statement of

Revenues and Expenditures

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Submitted within 10 days after every quarter



Submitted after more than 20 days after every quarter

Endorsement Letter

Transmittal Letter


Request Letter

5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1






Filed Documents 5

4

3

2

1

No Error

With Error

5

4

3

2

1







4

3

2

1

No Error

With Error

5

4

3

2

1







221 | S P M S



(IPCR) Form

5

4

3

2

1

No Error

With Error

5

4

3

2

1








-22nd




Letters/Communications 5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1

Prepared 1-5 days after instruction



Liquidation Report

CA

Travel

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Monthly Monitoring Journal 5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Conducted monthly

No monitoring

Monthly Performance

Output Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1








Non-Tax Revenues Collected 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Collected within 4 months



Target not reached


222 | S P M S


4

3

2

1

No Error

With Error

5

4

3

2

1







Cleaned/Maintained

5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints


5

4

3

2

1






4

3

2

1

No Error

With Error

5

4

3

2

1







Proposal

5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1






Purchase Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Real Property Tax Account

Register (RPTAR) Business

License Cards Updated

5

4

3

2

1

No Error

With Error

5

4

3

2

1

1 day after turn-over of collections

2 days after turn-over of collections

3 days after turn-over of collections

More than 3 days after turn-over of collections


223 | S P M S

Report of Checks Issued 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared within 10 minutes after receipt of paid vouchers



Prepared more than 30 minutes after receipt of paid vouchers

Report of Collections and

Deposits

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

4 or more Errors

5

4

3

2

1

Within 30 minutes after the receipt

Within 45 minutes after the receipt

Within 1 hour after the receipt

Within 2 hours after the receipt

Within 3 hours or more after the receipt

Report of Disbursement 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Immediately

Not immediately


(RIS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Tax Bills 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

4 or more Errors

5

4

3

2

1

Prepared within 10 days after end of every quarter



Prepared more than 20 days after end of every quarter

Tax Revenues Collected 5

4

3

2

1

No Error

With Error

5

4

3

2

1




Target not reached


224 | S P M S

Travel Order 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Trip Ticket 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

4 or more Errors

5

4

3

2

1






225 | S P M S

D.8. Municipal Civil Registry Office



(per output) RATING


(per output)


Record (DTR)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1












Sheet (PDS)

5

4

3

2

1

No Items Unfilled

1-2 Items Unfilled

3 Items Unfilled

4 Items Unfilled


5

4

3

2

1


nd week of January


-4th

week of January


week of January


Accomplished Statement Of

Assets, Liabilities And Net

Worth (SALN)

5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1


day of March


-30th

day of March



Amended Birth Certificate

(Legal Instruments/RA 9255)

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Processed and released within 30 minutes after receipt of documentary requirements

Processed and released within 35-40 min. after receipt of documentary requirements


Processed and released within 1 hour after receipt of documentary requirements

Processed and released more than 1 hour after receipt of documentary requirements

Amended Birth, Marriage

and Death Certificate

(Supplemental Report)

5

4

3

2

1

No Error

With Error

5

4

3

2

1







226 | S P M S

Amended Certificate

(RA 9048 and Court Order)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



Approved Petitions 5

4

3

2

1

No Error

With 1 Minor Error

5

4

3

2

1

Petition processed and granted within 5 days after 10 days posting period



Petition processed and granted within 8-9 days after 10 days posting period

Petition processed and granted within 10 days after 10 days and beyond

BAC Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1


Prepared 1 day after instruction




Budget Proposal 5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1






Canvass Office Supplies and

Materials

5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Canvass supplies and materials 1 day after approval

Canvass supplies and materials 2 days after approval

Canvass supplies and materials 3 days after approval

Canvass supplies and materials 4 days and more after approval


227 | S P M S

Certificate of Finality 5

4

3

2

1

No Error

With Minor Error

5

4

3

2

1

Prepared immediately after received from NSO-OCRG

Prepared 1-3 days after received from NSO-OCRG



Prepared more than 7 days after received from NSO-OCRG

Certificate of Death

(a) On Time Registration


5

4

3

2

1

5

4

3

2

1

No Error

1 Minor Error

No Error

1 Minor Error

5

4

3

2

1

5

4

3

2

1

Prepare and registered death and release within 35 minutes after receipt




Prepare and registered death and release within 1 hour and beyond

Prepared documents and released on the 1st day after 10 days posting period

Prepared documents and released on the 2nd

day after 10 days posting period

Prepared documents and released on the 3rd day after 10 days posting period

Prepared documents and released on the 4th day after 10 days posting period

Prepared documents and released on the 5th day and beyond

Certificate of Live Birth



5

4

3

2

1

5

4

3

2

1

No Error

1 Minor Error

No Error

1 Minor Error

5

4

3

2

1

5

4

3

2

1

Prepare and registered birth and release within 35 minutes after receipt




Prepare and registered birth and release within 55 minutes and beyond








228 | S P M S

Certificate of Marriage



5

4

3

2

1

5

4

3

2

1

No Error

1 Minor Error

No Error

1 Minor Error

5

4

3

2

1

5

4

3

2

1

Prepare and registered marriage and release within 12 minutes after receipt




Prepare and registered marriage and release within 16 minutes and beyond







Certificate of Petition 5

4

3

2

1

No Error

With Minor Error

5

4

3

2

1

Prepared immediately after received from NSO-OCRG




Prepared more than 7 days after received from NSO-OCRG

Certificate of Travel

Completed

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Certified Copies 5

4

3

2

1

No Error

1 Minor Error

5

4

3

2

1

Prepared certified document within 25 minutes after receipt




Prepared certified document within 45 minutes and beyond after receipt


229 | S P M S

Coded (Birth, Marriage and

Death Certificate)

5

4

3

2

1

No Error

1 Minor Error

5

4

3

2

1

Coded registered documents within 1 minute per document

Coded registered documents within 2 minutes per document



Coded registered documents within 5 minutes and more per document

Communications

(Reply)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1





Documents Posted 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Documents Received

(Stamping of Received on Document

and doing Entry On Incoming

Logbook)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Encoded (Birth, Marriage and

Death Certificate)

5

4

3

2

1

No Error

1 Minor Error

5

4

3

2

1

Encoded registered documents within 1 minute per document

Encoded registered documents within 2 minutes per document



Encoded registered documents within 5 minutes and more per document

Endorsement Letter

Transmittal Letter


Request Letter

5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1







230 | S P M S

Filed Documents 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Filled-Up Birth Certificate 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared birth certificate within 10 minutes after receipt




Prepared birth certificate within 30 minutes and beyond after receipt

Filled-Up Marriage

Applications

5

4

3

2

1

No Revision

1 Minor Revision

5

4

3

2

1





Coded registered documents within 40 minutes and more per document

Filled-Up Petitions 5

4

3

2

1

No Error

With Minor Error

5

4

3

2

1

Filled-up immediately after receipt

Filled-up 1-3 working days after receipt



Filled-up more than 7 working days after receipt



(IPCR) Form

5

4

3

2

1

No Error

With Error

5

4

3

2

1








-22nd





4

3

2

1

No Error

With Error

5

4

3

2

1







231 | S P M S

Lecture/Speakership 5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Lectures during marriage seminar 30 minutes on scheduled date

Lectures during marriage seminar 45 minutes on scheduled date

Lectures during marriage seminar 1 hour on scheduled date

Lectures during marriage seminar 1 ½ hour on scheduled date

Lectures during marriage seminar 2 hours and more on scheduled date

Liquidation Report

CA

Travel

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Marriage License 5

4

3

2

1

No Error

1 Minor Error

5

4

3

2

1

Application processed and released on the 1st day after 10 days posting period

Application processed and released on the 2nd


Application processed and released on the 3rd day after 10 days posting period

Application processed and released on the 4th day after 10 days posting period

Petition processed and released on the 5th day and beyond

Mobile Registration

(a) Birth/Death Section

(b) Marriage Section

5

4

3

2

1

5

4

3

2

1

No Error

1 Minor Error

No Error

1 Minor Error

5

4

3

2

1

5

4

3

2

1







Conduct mobile registration immediately after the request of the Barangay Official

Conduct mobile registration 1 day after the request of the Barangay Official

Conduct 2 days after the request of the Barangay Official

Conduct 3 days after the request of the Barangay Official

Conduct 4 days and more after the request of the Barangay Official


232 | S P M S

Monthly Performance

Output Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1








Monthly Report 5

4

3

2

1

No Revision

1-2 Minor Revisions

3 Minor Revisions

4 Minor Revisions

5 or More Revisions

5

4

3

2

1


day of the following month






-12th



-14th



4

3

2

1

No Error

With Error

5

4

3

2

1






Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted

Philippine Civil Registry

Information System

(PHILCRIS) Database

5

4

3

2

1

No Error

1 Minor Error

5

4

3

2

1

Registered in PHILCRIS within 1 minute after receipt

Registered in PHILCRIS within 10 minutes after receipt



Registered in PHILCRIS within 30 minutes and beyond after receipt


Proposal

5

4

3

2

1

No Revisions

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1

Submitted 1-2 working days after approval of the budget


Submitted 5 working days after approval of the budget


Submitted 15 or more working days after approval of the budget


233 | S P M S

Purchase Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Registry Book Updated 5

4

3

2

1

No Error

With Error

5

4

3

2

1

Posted registered documents within 1 minute per document

Posted registered documents within 5 minutes per document



Posted registered documents within 20 minutes and more per document


(RIS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1







234 | S P M S

D.9. Municipal Health Office



(per output) RATING


(per output)

Conduct of Garantisadong

Pambata Activity

5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes

Dental Health Services 5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

20 minutes

25 minutes

30 minutes

35 minutes

40 minutes

Immunization of Children 5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

15 minute

18 minutes

20 minutes

22 minutes

25 minutes

Laboratory Examinations 5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes

Management of Animal Bite

Cases

5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes


235 | S P M S

Medical Certificates 5

4

3

2

1

No Revision

1-2 Revisions

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes

Patient Consultation 5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes

PhilHealth Membership 5

4

3

2

1

No Revision

1-2 Revisions

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes

Potable Water Sources 5

4

3

2

1

No Error

3 Minor Errors

4 or more Errors

5

4

3

2

1

20 minutes

25 minutes

30 minutes

35 minutes

40 minutes

Provision of Family Planning

Services

5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes

Safe Maternal Delivery 5

4

3

2

1

No Error

With Error

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes


236 | S P M S

Treatment of Tuberculosis

(TB) Patients

5

4

3

2

1

No Error

1 Error

2 or more Errors

5

4

3

2

1

10 minutes

12 minutes

15 minutes

18 minutes

20 minutes


237 | S P M S

D.10. Municipal Social Welfare and Development Office



(per output) RATING


(per output)

Activity Design

(Women, PYA, PWD, DCC)

5

4

3

2

1

No Error

3 Minor Errors

More than 3 Errors

5

4

3

2

1

3 working days

1 week before the activity

2 weeks before the activity

More than 2 weeks before the activity

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



Assessment Report on

Incoming Referrals

5

4

3

2

1

No Error

3 Errors

More than 3 Errors

5

4

3

2

1

2 hours after home visitation



More than 4 hours after home visitation

Attendance 5

4

3

2

1

No Error

1 Error

5

4

3

2

1

1 minute/filled up client

More than 1 minute

Budget Proposal 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1







238 | S P M S

Bureau of Assistance Form

with Case Summary

5

4

3

2

1

No Error

2 Errors

5

4

3

2

1

45 minutes

1 hour

1 ½ hour

More than 1 ½ hour

Case Recording 5

4

3

2

1

No Error

3 Errors

More than 3 Errors

5

4

3

2

1

1 working day

2 working days

More than 2 working days

Certification 5

4

3

2

1

No Error

With Error

5

4

3

2

1

5 minutes

10 minutes

15 minutes

More than 10 minutes

Closing Summary 5

4

3

2

1

No Error

3 Errors

More than 3 Errors

5

4

3

2

1

30 minutes

45 minutes

1 hour

More than 1 hour

Customer Assistance Sheets

on WEDC and CNSP

5

4

3

2

1

No Complaint/Error


5

4

3

2

1

1 working day

2 working days


Disaster Assistance Family

Access Card/Emergency

Assistance Family Access

Card

5

4

3

2

1

No Error

2 Errors

More than 2 Errors

5

4

3

2

1

7 minutes

10 minutes

15 minutes



239 | S P M S

Disaster Report/

Incident Report

5

4

3

2

1

No Revision

2 Revisions

3 Revisions

4 Revisions


5

4

3

2

1

6 hours after the incident



More than 8 hours after the incident

Endorsement of Disco Permit 5

4

3

2

1

No Error

1 Error

5

4

3

2

1

8 minutes

10 minutes

15 minutes


Master List of Day Care

Centers Maintained and

Operated

5

4

3

2

1

No Complaint

3 Minor Complaints


5

4

3

2

1

Monthly Performance

Monitoring Journal

5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Conducted monthly monitoring

No monitoring

Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted

Office Status Quarterly

Reports (Programs and

Projects)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Submitted within 1-7 working days of the 1st month of the preceding quarter


Submitted on the 15th day of the 1

st month of the preceding quarter




240 | S P M S

Payroll (Job Order, DCWs,

Senior Citizen and KALIPI

Organization)

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1







Proposal

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Progress Report to the

Honorable Court and

Assessment and Discernment

5

4

3

2

1

No Error

3 Errors

More than 3 Errors

5

4

3

2

1

Client assisted/attended immediately

Not immediately assisted/attended

Not attended


Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions


5

4

3

2

1








Results of Assessment for

Electric Subsidy

5

4

3

2

1

No Complaint

3 Complaints


5

4

3

2

1

5 hours after assessment

1 day after assessment

More than 1 day after assessment

Senior Citizen ID, Person with

Disability ID, Solo Parent

ID/Certification, PAG-ASA

Youth Association ID Issued

5

4

3

2

1

No Error

1 Error

5

4

3

2

1

6 minutes

8 minutes



241 | S P M S

Social Case Study 5

4

3

2

1

No Revision

1 Revision

5

4

3

2

1

1 working day

2 working days


Training Report

(Women, PYA, PWD, DCC,

Advocacy, IEC Trainings)

5

4

3

2

1

No Major Error

3 Errors

More than 3 Errors

5

4

3

2

1

3 working days

4 working days

5 working days


Travel Permit 5

4

3

2

1

No Error

1 Error

5

4

3

2

1

8 minutes

10 minutes

15 minutes



242 | S P M S

D.11. Municipal Agriculture Office



(per output) RATING


(per output)

Animals Castrated 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

Immediately attended

1 working day after request

2 working days after request


Not attended

Animals De-Wormed 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1





Not attended

Animals Impregnated thru

Artificial Insemination

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1





Not attended

Animals Treated 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1





Not attended

Animals Vaccinated 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1





Not attended


243 | S P M S

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



Area Monitored

Under the National Corn

Production Program

5

4

3

2

1

100% monitored

80% monitored

60% monitored

40% monitored

Below 40% monitored

5

4

3

2

1

2 days before deadline

1 day before deadline

On day of deadline

1 day after deadline

2 or more days after deadline

Assistance extended to

associations

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints

4 or more Minor Complaints

5

4

3

2

1

1-2 working days after receipt of request


5 working days after receipt of request


8 working days or more after receipt of request

Case Study/Investigation and

Evaluation Report Done

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

End of October of current year

End of November of current year

End of December of current year

End of January of the following year

End of February of the following year

Clients Served Thru

Information Services

5

4

3

2

1

No Error

1 Minor Error

2 Minor Errors

3 Minor Errors


5

4

3

2

1

15 minutes after client’s request




More than 60 minutes after client’s request

Complete Report on

Agricultural Data Profile

5

4

3

2

1

100% complete

80-99% complete

60-79% complete

40-59% complete

Less than 40% complete

5

4

3

2

1

A week before the end of semester

2 weeks before the semester

On the last day of semester

2 weeks after semester

A month after the semester


244 | S P M S

Conducted Barangay Labor-

Based Road Operation

Activity

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

On scheduled date

1 week after the scheduled date

2 weeks after the scheduled date


4 weeks or more after the scheduled date

Conducted FFS and POTS 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revisions

5

4

3

2

1

5 working days after approval of training design




More than 20 working days after approval of training design

Conducted Monitoring and

Evaluation to Farmers

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

1-2 working days after end of the month


5 working days after end of the month


8 or more working days after end of the month


4

3

2

1

No Error

With Error

5

4

3

2

1






Distributed Quality Planting

Materials

Coffee

Cacao

Rubber

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

5 working days after delivery of planting materials




More than 20 working days after delivery of planting materials

Distributed Vegetable Seeds 5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1





More than 20 working days after delivery of planting materials


245 | S P M S

Farmers Assisted/Served 5

4

3

2

1

160-200 farmers assisted




Less than 40 farmers assisted

5

4

3

2

1

Immediately assisted




Not attended

Farmers Served thru

Technology Transfer

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

7 working days after attending the training

8-9 working days after attending the training


11-12 working days after attending the training


Fish Sanctuaries Maintained 5

4

3

2

1

100% accomplished

80% accomplished

60% accomplished

40% accomplished

Below 40% accomplished

5

4

3

2

1






Hog Produced 5

4

3

2

1

No Mortality

1 Head Mortality

2 Heads Mortality

3 Heads Mortality

4 Heads Mortality

5

4

3

2

1





Not attended

Letters/Communications

Prepared

5

4

3

2

1

No Error

1 Error

2 Errors

3-4 Errors


5

4

3

2

1

Within 1 hour after instruction

2 hours after instruction



5 hours or more after instruction

Livestock Monitoring Report 5

4

3

2

1

No Minor Error

1 Minor Error

2 Minor Errors

3 Minor Errors


5

4

3

2

1


Day before deadline

On day of deadline




246 | S P M S

Livestock Skills Trainings 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

On date scheduled

1 day after schedule

2 days after schedule

3 days after schedule

4 or more days after schedule

Mangrove Propagules

Planted

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1






Minutes Of Meeting 5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Monitoring Reports

Submitted

5

4

3

2

1

No Minor Error

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5

4

3

2

1


Day before deadline

On day of deadline



Monthly Report on

Monitoring of Fishpond

Production

5

4

3

2

1

No Minor Error

1 Minor Error

2 Minor Errors

3 Minor Errors

4 Minor Errors

5

4

3

2

1


Day before deadline

On day of deadline



Municipal Demo Farm

Operated and Maintained

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

Attained 1 month after approval of budget

Attained 2-3 months after approval of budget

Attained 4 months after approval of budget




247 | S P M S

Organizational Meetings

Conducted

P4MP

RIC

4H

5

4

3

2

1

100% Documented

Not Properly Documented

Not Documented

5

4

3

2

1

Documents submitted 3 working days after the activity




Documents submitted 7 working days or more after the activity

Patrol Boats Maintained 5

4

3

2

1

100% accomplished

80% accomplished

60% accomplished

40% accomplished

Below 40% accomplished

5

4

3

2

1






Pest Monitoring and

Surveillance Conducted

5

4

3

2

1

No Minor Error

1 Minor Error

2 Minor Errors

3 Minor Errors


5

4

3

2

1

Within 3 working days after end of the month



Within 6-7 working days after end of the month

Within 8 or more working days after end of the month

P.O.s Assisted

(a) Livestock Development

Project

(b) Environmental/Natural

Resources Mgt. Program

(c) Fisheries Development

Program

5

4

3

2

1

5

4

3

2

1

5

4

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


No Complaint

1 Complaint

5

4

3

2

1

5

4

3

2

1

5

4







1 week after request

2 weeks after request


4 weeks or more after request


1 week after request


248 | S P M S

(d) Institutional Development

(e) Cooperative and

Community Dev’t. Section

(f) Support Function

3

2

1

5

4

3

2

1

5

4

3

2

1

5

4

3

2

1

2 Complaints

3 Complaints


No Complaint

1 Complaint

2 Complaints

3 Complaints


No Complaint

1 Complaint

2 Complaints

3 Complaints


No Complaint

1 Complaint

2 Complaints

3 Complaints


3

2

1

5

4

3

2

1

5

4

3

2

1

5

4

3

2

1



4 weeks or more after request

On scheduled date

1 week after scheduled date

2 weeks after scheduled date

3 weeks after scheduled date

4 weeks or more after scheduled date

Immediately upon request

1 day after request

2 days after request

3 days after request

More than 3 days after request





Not attended

P.O.s Assisted and Monitored 5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

On scheduled date






249 | S P M S

Pre-Membership Education

Seminars Conducted

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

5 working days after registration




More than 11 working days after registration

Report on RBO Livelihood

Project

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions

4 or more Revision

5

4

3

2

1


1 day before deadline

On day of deadline



Rice Farmers Assisted and

Monitored

5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1

Immediately assisted after request




Not attended

Seaborne/Foot Patrol

Operation Conducted

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1






Special Projects Monitored 5

4

3

2

1

No Minor Complaint

1 Minor Complaint

2 Minor Complaints

3 Minor Complaints


5

4

3

2

1






Support to HVCDP Activity 5

4

3

2

1

All activities

80% of Activities

60% of Activities

40% of Activities

Less than 30% of Activities

5

4

3

2

1

On scheduled date






250 | S P M S

Technical Assistance Served 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

1-2 working days after client’s request


5 working days after client’s request


8 working days or more after client’s request

Trainings Conducted 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

3 working days upon request




10 or more working days upon request

Travel Order 5

4

3

2

1

No Error

With Error

5

4

3

2

1


Prepared and submitted 3 to 4 days before travel

Prepared and submitted 1 day before and on the day of the travel


More than 1 day after travel

Tress Planted, Grown and

Monitored

Forest Protection

Forest Production

5

4

3

2

1

No Minor Complaint

1-2 Minor Complaints

3 Minor Complaints

4 Minor Complaints


5

4

3

2

1

On scheduled date

1 day delayed

2 days delayed

3 days delayed

4 days delayed


251 | S P M S

D.12. Municipal Engineering Office



(per output) RATING


(per output)

Activity Designs 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

10 minutes

20 minutes

30 minutes

40 minutes


Annual Supplies

Procurement Program

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

1 hour

2 hours

3 hours

4 hours

More than 4 hours

Breakdown of Budgetary

Requirements

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

40 minutes

50 minutes

1 day

2 days

More than 2 days

Burial Services 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

2 hours

3 hours

4 hours

5 hours

More than 5 hours

Certifications 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

30 minutes

40 minutes

60 minutes

70 minutes



252 | S P M S

Communications 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

30 minutes

40 minutes

60 minutes

70 minutes


Daily Time Report 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

3 working days

4 working days

5 working days

7 working days


Government Facilities

Maintained

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

1 day

2 days

3 days

4 days

More than 4 days

Hauling of Construction

Materials

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

1 day

2 days

3 days

4 days

More than 4 days

Inspection of Completed

Project Prepared and

Preparation of Inspection

Report

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

7 hours

1 day

2 days

3 days

4 days

Inspection of Proposed

Project (Survey, Data

Gathering and the like)

5

4

3

2

1

No Revisit

1 Revisit

2 Revisits

3 Revisits

More than 3 Revisits

5

4

3

2

1

1 day

2 days

3 days

4 days

5 days


253 | S P M S

Issuance of Building Permit 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

5 working days

7 working days

15 working days

20 working days


Issuance of Electrical Permit 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

4 hours

1 day

2 days

3 days

4 days

Issuance of Fencing Permit 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

5 working days

7 working days

15 working days

20 working days


Issuance of Mechanical

Permit

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

5 working days

7 working days

15 working days

20 working days


Issuance of Occupancy

Permit

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

3 working days

4 working days

5 working days

7 working days


Issuance of Plumbing Permit 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

5 working days

7 working days

15 working days

20 working days



254 | S P M S

Issuance of Sanitary Permit 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

5 working days

7 working days

15 working days

20 working days


Itinerary 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

20 minutes

24 minutes

30 minutes

35 minutes


Job Order Slip

(a) Heavy Equipment

(b) Light Vehicles

5

4

3

2

1

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

5

4

3

2

1

13 days

14 days

15 days

16 days

More than 16 days

7 days

8 days

9 days

10 days

More than 10 days

Payroll 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

3 hours

4 hours

5 hours

6 hours

More than 6 hours


255 | S P M S

Plans and Design

(a) Project Cost below Php

100,000.00

(b) Project Cost above Php

100,000.00

5

4

3

2

1

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

5

4

3

2

1

5 days

6 days

7 days

8 days

More than 8 days

15 days

20 days

22 days

25 days

More than 25 days

Program of Work

(a) Project Cost below Php

100,000.00

(b) Project Cost above Php

100,000.00

5

4

3

2

1

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

5

4

3

2

1

3 days

4 days

5 days

6 days

More than 6 days

10 days

12 days

14 days

18 days

More than 18 days

Project Implemented and

Constructed

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

30 minutes

40 minutes

50 minutes

60 minutes

3more than 60 minutes


256 | S P M S

Personnel Dispatched and

Timekeeper

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

5 minutes

10 minutes

20 minutes

25 minutes


Pre-Canvass of Construction

Materials

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

6 hours

7 hours

8 hours

9 hours

More than 9 hours

Project Designs 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

6 hours

7 hours

8 hours

9 hours

More than 9 hours

Project Procurement

Management Plan

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

1 hour

2 hours

3 hours

4 hours

More than 4 hours

Project Profile 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

1 day

2 days

3 days

4 days

More than 4 days

Purchase Order 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

3 hours

4 hours

5 hours

6 hours

More than 6 hours


257 | S P M S

Purchase Request 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

3 hours

4 hours

5 hours

6 hours

More than 6 hours

Released Program of Works 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

3 minutes

4 minutes

5 minutes

6 minutes

More than 6 minutes

Road Maintenance/

Rehabilitation/Construction

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

3 days

4 days

5 days

6 days

More than 6 days

Streetlight Report/

Inspection

5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1

2 hours

3 hours

4 hours

5 hours

More than 5 hours

Supervision of Projects 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

4 hours

3 hours

2 hours

1 hours

Less than 1 hour

Travel Order 5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

3 minutes

4 minutes

5 minutes

6 minutes

More than 6 minutes


258 | S P M S

Work Order Slip

(a) Plumbing Works

(b) Electrical Works

5

4

3

2

1

5

4

3

2

1

No Complaint

1 Complaint

2 Complaints

3 Complaints


No Complaint

1 Complaint

2 Complaints

3 Complaints


5

4

3

2

1

5

4

3

2

1

6 hours

7 hours

8 hours

9 hours

More than 9 hours

3 hours

½ day

1 day

2 days

More than 35 days


259 | S P M S

D.13. Local Economic Enterprise Management Office



(per output) RATING


(per output)

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



Billing Statement/ Order of

Payments

(a) Santa Cruz Integrated

Terminal

(b) Municipal Training Center

(c) Municipal Slaughterhouse

(Ante-Mortem)

5

4

3

2

1

5

4

3

2

1

5

4

3

2

With No Error

With 1 Error

With 2 Errors

More than 2 Errors

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


With 1 Revision

With 2 Revisions

5

4

3

2

1

5

4

3

2

1

5

4

3

2

On the 5th


On the 6th


On the 7th


More than 7 days of the following month

Within 10 minutes after the food services




More than 20 minutes after the food services

Within 1 hour before butchery

Within 2 hours before butchery


260 | S P M S

(d) Municipal Slaughterhouse

(Post-Mortem)

1

5

4

3

2

1


With No Error

With 1 Error

More than 1 Error

1

5

4

3

2

1

More than 2 hours before butchery

Within 3 hours after display of meat

Within 5 hours after display of meat

More than 5 hours after display of meat

Budget Proposal 5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1






Burial Permit 5

4

3

2

1

With No Major Complaint

With 1 Major Complaint

With 2 Major Complaints

More than 2 Major Complaints

5

4

3

2

1

Within 5 days before burial




Within 1 day before burial

Cash Tickets

(a) Santa Cruz Integrated

Terminal

(b) Municipal Public Market

5

4

3

2

1

5

4

3

2

1

With No Error

With 1 Error

More than 1 Error

With No Error

With 1 Error

More than 1 Error

5

4

3

2

1

5

4

3

2

1

Within 2 minutes upon entry



More than 5 minutes upon entry

Within 2 hours after display of goods in a day



More than 4 hours after display of goods in a day


261 | S P M S

(c) Municipal Public Market

(Vehicles)

5

4

3

2

1

With No Error

With 1 Error

More than 1 Error

5

4

3

2

1




More than 5 minutes upon entry

Coordination Report 5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1







Submitted more than the 7th



4

3

2

1

No Complaint/Error


5

4

3

2

1



Not attended

Daily Cash Tickets Issuance

Report

5

4

3

2

1

With no Error

With 1 Error

With 2 Errors

More than 2 Errors

5

4

3

2

1

Report submitted within 8:00 AM the following day



Report submitted beyond 11:00 AM the following day

Daily Maintenance Report 5

4

3

2

1

With No Complaint

With 1 Complaint

With 2 Complaints


5

4

3

2

1

Within 3 hours before 8:00 AM

Within 2 hours before 8:00 AM

Within 1 hour before 8:00 AM

After 8:00 AM


262 | S P M S

Daily Security Report

Government-Owned

Buildings and Properties

Secured

5

4

3

2

1

With No Complaint

With 1 Complaint

With 2 Complaints


5

4

3

2

1

Within 8 hours

Less than 8 hours

Food and Beverage Services 5

4

3

2

1

With No Complaint

With 1 Complaint

With 2 Complaints

With 3 Complaints


5

4

3

2

1

Ready to serve within 30 minutes before 7:00 AM for breakfast/ 12:00

NN for lunch/ 7:00 PM for dinner

Ready to serve within 20 minutes before 10:00 AM for snack and 3:00

PM for snack

Ready to serve within 10 minutes before snack/meal time

Ready to serve within 5 minutes before snack/meal time

Ready to serve less than 5 minutes before snack/meal time

Investor’s Assistance Sheet 5

4

3

2

1

With No Complaint

With 1 Complaint

More than 1 Complaint

5

4

3

2

1

Within 30 minutes upon receipt

Within 45 minutes upon receipt

Within 1 hour upon receipt

More than 1 hour upon receipt

Lease Contract 5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1

Within 5 working days after submission of contract





Local Economic Enterprise

Code

5

4

3

2

1

With 1 Revision

With 2 Revisions

With 3 Revisions

With 4 Revisions

With 5 or more minor

Revisions

5

4

3

2

1

Within the 1st month of the 3

rd quarter

Within the 2nd

month of the quarter

Within the last month of the 3rd

quarter within the fourth quarter

Within the fourth quarter

Within the 3rd

month of the last quarter


263 | S P M S

Meat Inspection Certificate 5

4

3

2

1

With No Complaints

With 2 Errors

More than 2 errors

5

4

3

2

1

Certificate issued within 1 hour after butchery

Certificate issued within 1 and a half hour after butchery

Certificate issued within 2 hours after butchery

Certificate issued more than 2 hours after butchery


4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Submitted beyond April to June/October to December


4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1







Proposal

5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1






Program of Works 5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1





More than 13 working day


264 | S P M S


Report

5

4

3

2

1

With No Revision

With 1-2 Revisions

With 3 Revisions

With 4-5 Revisions

More than Revisions

5

4

3

2

1










5

4

3

2

1

With No Revision

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1



Submitted on the 15th days of the 1

st month of the preceding quarter



Training/Activities


5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4-5 Complaints


5

4

3

2

1

As scheduled



265 | S P M S

D.14. COMMON OUTPUT



(per output) RATING


(per output)

Abstract of Bids 5

4

3

2

1

No Error

With Error

5

4

3

2

1







Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1







Record (DTR)

5

4

3

2

1

No Revision

With Revision

5

4

3

2

1












Sheet (PDS)

5

4

3

2

1

No Items Unfilled

1-2 Items Unfilled

3 Items Unfilled

4 Items Unfilled


5

4

3

2

1


nd week of January


-4th

week of January


week of January


Accomplished Statement Of

Assets, Liabilities And Net

Worth (SALN)

5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1


day of March


-30th

day of March




266 | S P M S

Annual Supplies



Plan (ASPP/PPMP)

5

4

3

2

1

No Error

With Error

5

4

3

2

1


week of September


week of October



BAC Procurement 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Budget Proposal 5

4

3

2

1

No revision

1 revision

2 revisions

3 revisions


5

4

3

2

1






Certifications 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Certificate of Travel

Completed

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Communications

(Reply)

5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






267 | S P M S

Comparative Assessment

Report

5

4

3

2

1

No Error

With Error

5

4

3

2

1

Prepared immediately after PSB submitted their rating




Prepared more than 7 working days after PSB submitted their rating

Customer Action 5

4

3

2

1

No Complaint/Error


5

4

3

2

1



Not attended


4

3

2

1

No Error

With Error

5

4

3

2

1






Document Delivered

(Outside)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Documents Posted 5

4

3

2

1

No Error

With Error

5

4

3

2

1






Documents Received

(Stamping of Received on Document

and doing Entry On Incoming

Logbook)

5

4

3

2

1

No Error

With Error

5

4

3

2

1







268 | S P M S

Endorsement Letter

Transmittal Letter


Request Letter

5

4

3

2

1

No Error

1 Error

2 Errors

3-5 Errors

6 or more Errors

5

4

3

2

1






Filed Documents 5

4

3

2

1

No Error

With Error

5

4

3

2

1








(IPCR) Form

5

4

3

2

1

No Error

With Error

5

4

3

2

1








-22nd




Itinerary of Travel

(Appendix A)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Liquidation Report

CA

Travel

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Liquidation Report of

Supplies and Materials

5

4

3

2

1

No Error

With Error

5

4

3

2

1







Prepared and submitted after the 10th



269 | S P M S


4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1






Monthly Performance

Monitoring Journal

5

4

3

2

1

No Complaint

With Complaint

5

4

3

2

1

Conducted monthly

No monitoring

Monthly Performance

Output Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1








Notice of Meeting 5

4

3

2

1

No error

1 error

2-3 errors

More than 4 errors

5

4

3

2

1

Prepared immediately

Prepared 30 minutes after instruction

Prepared 1 hour after instruction

Prepared 2 hours after instruction

Prepared more than 3 hours after instruction


4

3

2

1

No Error

With Error

5

4

3

2

1







Cleaned/Maintained

5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4 Complaints


5

4

3

2

1






270 | S P M S

Office Performance


5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions


5

4

3

2

1


of April/15th

of October


of April/15th

of October

Never submitted


4

3

2

1

No Error

1 Error

2 Errors

3 Errors

More than 3 Errors

5

4

3

2

1







4

3

2

1

No Error

With Error

5

4

3

2

1







Proposal

5

4

3

2

1

No Revisions

With 1 Revision

With 2 Revisions

With 3 Revisions


5

4

3

2

1






Purchase Request 5

4

3

2

1

No Error

With Error

5

4

3

2

1







Report

5

4

3

2

1

No Revision

1-2 Revisions

3 Revisions

4-5 Revisions

More than Revisions

5

4

3

2

1









271 | S P M S



5

4

3

2

1

No Revision

1 Revision

2 Revisions

3 Revisions


5

4

3

2

1

Submitted w/in 1-7 working days of the 1st mo. of the preceding quarter



day of the 1st mo. of the preceding quarter



Request For Quotation 5

4

3

2

1

No Error

With Error

5

4

3

2

1







(RIS)

5

4

3

2

1

No Error

With Error

5

4

3

2

1






Training/Activities


5

4

3

2

1

No Complaint

1-2 Complaints

3 Complaints

4-5 Complaints


5

4

3

2

1

As scheduled


Training Kits/Supplies/

IDs (For Participants)

5

4

3

2

1

No Error

With Error

5

4

3

2

1





Prepared on the scheduled training/activity

Travel Order 5

4

3

2

1

No Error

With Error

5

4

3

2

1







272 | S P M S

Trip Tickets 5

4

3

2

1

No Error

1 Error

2 Errors

3 Errors

4 Errors or more

5

4

3

2

1






273 | S P M S

ANNEX E. SPMS Calendar

SCHEDULE

Activity Submitted to Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

SPMS Orientation July 17 and 18, 2013

SPMS Pilot Test 2013 Second Semester

1. Planning and Commitment

Submission of OPCR PMT 15th

15th

PMT review of OPCR Champion 30th

31st

Approval of OPCR 15th

15th

Submission/Approval of IPCR Head of Work

Unit 31

st 29

th

Submission of IPCR HRMO 15th

15th

2. Performance Monitoring & Coaching

Monitoring By

Head of the Agency/Champion Once in 2 months

PMT Quarterly

Head of Work Unit As the need arises

HRMO

Submission of Performance

Monitoring & Coaching Journal HRMO

Quarterly

Submission of Quarterly

Accomplishment Report MPDO Quarterly

Developmental Intervention (Professional Developmental Plan)

HRMO As the need arises

3. Performance Review & Feedback

OPCR Submission PMT 15th

15th

Recommending Approval of OPCR

by PMT Champion 31

st 31

st

Final Approval of OPCR by

Champion MPDO 5

th 5

th

Release of OPCR Final Rating Head of Work

Unit 8

th 8

th

Meeting of Work Unit Head and

Employees 12

th 12

th

Submission of IPCR for Approval Head of Work

Unit 18

th 18

th

Submission of Approved IPCR HRMO 28th

28th

Annual Performance Review

Conference

4. Performance Rewarding and Development Planning

PMT to Submit Top Performers list

Municipal

Mayor/

PRAISE

15 days after OPCR has been determined

Developmental Intervention

(Professional Developmental Plan) Any day in March & September

Note: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.


274 | S P M S

ANNEX F. 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

accordance with the indicated measures for the period __________to________, 20__.

________________________

Municipal Mayor

Date:____________________

Approved by:

Date

ATTY. JOEL RAY L. LOPEZ

Municipal Mayor

5-outstanding

4-Very Satisfactory

3-Satisfactory

2-Unsatisfactory

1-Poor

MFO

Success

Indicators

(Targets +

Measures)

Allotted

Budget

Division/Individual

Accountable

Actual

Accomplishments

Rating Remarks

Q E T A

STRATEGIC PRIORITY

CORE FUNCTIONS

SUPPORT FUNCTIONS

Average Rating

Category MFO Rating

Strategic Priority

Core Functions

Support Functions

Total Overall Rating

Final Average Rating

Adjectival Rating

Assessed by: Final Rating Date

Date

Date

Planning Office PMT Head of Agency

LEGEND: 1-Quantity 2-Effectiveness 3-Timeliness 4-Average


275 | S P M S

ANNEX G. Individual Performance Commitment and Review Form

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 by:

Date:

Approved by:

Date

Immediate Supervisor Head of Office

Output Success Indicators

(Targets + Measures)

Actual

Accomplishments

Rating Remarks

Q(1) E(2) T(3) A(4)

STRATEGIC PRIORITY NO. Output no. 1: Output no. 2: Total CORE FUNCTIONS:

Output no. 1:

Output no. 2:

Total

SUPPORT FUNCTIONS:

Output no. 1:

Output no. 2:

Total

Final Ave. Rating

Comments and Recommendations for Development Purposes

Discuss with Date Assessed by Date Final Rating by: Date

I certify that the I discussed my

assessment of the performance with

the employment

Employee Supervisor

Head of Office

LEGEND: 1-Quantity 2-Effectiveness 3-Timeliness 4-Average


276 | S P M S

ANNEX H: Monitoring and Coaching Journal

1st

Q

U

A

R

T

E

R

2nd

3rd

4th

Name of Division/Field Office ________________________

Division Chief/Director II ____________________________

Number of the Personnel in the Division/FO _____________

Activity

Mechanism

Remarks Meeting Memo

Others

(Pls. Specify) One-in-One Group

Monitoring

Coaching

Please indicate the date in the appropriate box when the monitoring was conducted.

Conducted by:

Date: Noted by:

Date:

Immediate Supervisor Head of Office


277 | S P M S

ANNEX I. Professional Development Plan

Date

Aim

Objectives

Target date

Review date

Achieved date

Comments

Task

Outcome

Next Step


278 | S P M S

ANNEX J. Output Rating Sheet

MUNICIPALITY OF SANTA CRUZ MMO-Human Resource Management Section

OUTPUT RATING SHEET

Ratee’s Name: _______________________________

Output: _____________________________________

Date/Time Requested/Received: _________________

Date/Time Accomplished: ______________________

Date Submitted by Ratee to Rater: _______________

Rating:

Quantity: ______ Quality: ______ Timeliness: _____

Remarks: _____________________________________

_____________________________________

Rater’s Signature/Date: _________________________

Date Returned by Rater to Ratee: _________________


279 | S P M S

Name : _________________________ Office/Division: ___________________________ Month: _____________________

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

STRATEGIC PRIORITIES

1

2

3

CORE FUNCTIONS

1

2

3

4

5

6

7

8

SUPPORT FUNCTIONS

1

2

3

4

5

6

7

8

9

10

TOTAL

MAN DAY(S) LOST THRU ABSENCE

MAN HRS./MINUTES LOST THRU TARDINESS/UNDERTIME

CONFIRMED: Above entries are true & correct:

TOTALTOTAL

QUALITY

WEEK 2 WEEK 3 WEEK 4

EFFICIENCY

WEEKTOTAL

TIMELINESS

WEEK

WEEK 1

OBSERVATION/REMARKS

Rater Ratee



Municipality of Sta. Cruz

MONTHLY PERFORMANCE OUTPUT REPORT

EXPECTED OUTPUT WEEK

ANNEX K. Monthly Performance Output Report (MPOR)


280 | S P M S

Ratee's Name ________________________________

Ratee's Position ______________________________

Ratee's Work Station __________________________

JAN FEB MAR APR MAY JUN TOTAL AVE. JAN FEB MAR APR MAY JUN TOTAL AVE. JAN FEB MAR APR MAY JUN TOTAL AVE.

STRATEGIC PRIORITIES

1

2

3

CORE FUNCTIONS

1

2

3

4

5

6

7

8

SUPPORT FUNCTIONS

1

2

3

4

56

7

8

9

10



Municipality of Sta. Cruz

SUMMARY OF ACCOMPLISHMENT

Period

EXPECTED OUTPUTACCOMPLISHMENT

TIMEEFFICIENCY QUALITY

ANNEX L. Summary of Monthly Performance Output Report (MPOR)


281 | S P M S

ANITA S. LUMANOG Administrative Officer V

Human Resource Management Officer III

EMELDA B. RADA Human Resource

Management Aide

RINA FE E. GAMAO Human Resource

Management Assistant

BENBENUTO L. CASPI, JR. Secretary to the Sanggunian

RUFA T. MACROHON Municipal Budget Officer

ROBINSON B. PANUDA Municipal Accountant

FLORENCIA A. CABALUNA Municipal Treasurer

LOREMIE ANN M. LINDONG Municipal Health Officer

ADELAIDA S. BADILLA Mun. Social Welfare & Dev’t. Officer

AURORA S. HERBITO Mun. Planning & Dev’t. Coordinator

AZUCENA M. BUQUIA

Municipal Engineer

JOSE A. MARTORILLAS Municipal Agriculturist

MARIO M. TIZON Municipal Civil Registrar

CAMILA S. INFIESTO Local Economic Enterprise Manager

RAY R. SEALANA Municipal Assessor


282 | H R S Y S T E M S

Employee Welfare

Program


283 | H R S Y S T E M S




EMPLOYEE WELFARE PROGRAM

I. BASIC POLICIES

1. It is the policy of this agency to provide employees with safe and healthy workplace. A

proactive Employee Welfare Program shall make sure employee welfare is given priority.

2. This agency is committed to engage in personnel practices that are sensitive to the

welfare of the employees. Thus, it shall support procedures that are considerate of its

employees’ welfare.

3. Records documenting the identification of employees needs to relieve them from work

fatigue shall be maintained.

II. OBJECTIVES

1. General

This Employee Welfare Program shall provide better physical and mental health to the

workforce. This shall promote a healthy work environment for a more stable labor force

and thus enhance productivity and attain responsible public service.

2. Specific

a. Identify the needs of the workforce and establish an effective Employee Welfare

Program.

b. Implement a suitable Employee Welfare Program that will keep the high morale

and motivation of the workforce so as to retain them for longer duration.

c. Conduct a periodical assessment or evaluation on the feedback to further

enhance the program.

III. SCOPE

This Employee Welfare Program applies to all levels of officials and employees in the

organization regardless of the nature and status of their employment.


284 | H R S Y S T E M S

IV. DEFINITION OF TERMS

1. Employee Welfare

Is an effort of an employer to provide various services, benefits and facilities to the

employees. It includes anything, in addition to wage or salary, which is done for the

comfort and improvement of the workforce. Through such, the employees achieve more

productivity at work.

2. Flextime

This is a system wherein employees choose their starting and quitting times from a

range of available hours.

3. Ergonomics

Is the study of people and their interaction with the elements of their job or task

including equipment, tools, facilities, processes and environment. In a more practical

sense, ergonomics is the science of human comfort.

V. WELFARE PROGRAMS

1. Working Environment

Ventilation

Workplaces need to have an adequate supply of fresh air. In many cases suitable

ventilation can be achieved by opening windows and doors but where necessary,

mechanical ventilation shall be provided and maintained to an appropriate standard.

Office Temperature

Indoor temperature must provide comfort during working hours. Where work requires a

less physical effort, such as in an office, temperature shall be at least 17 degree Celsius,

subject to other conditions such as humidity, ventilation, etc.

Lighting

Lighting shall be sufficient to enable people to work and move about safely. Natural

light is preferable, although artificial lighting is acceptable and is often used to boost

light levels. Where loss of lighting could pose risk, independently powered automatic

emergency lighting shall be provided.

Cleanliness and Waste Disposal

Cleaning work and disposal of waste shall be carried out routinely in order to maintain

good standards of cleanliness and hygiene in the workplace.


285 | H R S Y S T E M S

Room Dimension and Space

Workrooms shall provide enough free space to allow people to freely access work areas

and move within the workplace, free from the risk of tripping or striking objects, etc.

Where space is limited, careful planning shall be considered.

Work Stations and Seating

Work stations and seating must be suitable for the work and the individuals using them.

All seats shall have adequate support particularly for the lower back. Footrests shall be

provided for employees that cannot place their feet on the floor to provide support.

Workstations shall allow individuals to leave them quickly in an emergency.

2. Welfare Facilities

Drinking Water

An adequate supply of clean drinking water (bottled water or water dispensing systems)

shall be available. Suitable drinking cups shall also be provided.

Sanitary Facilities

An appropriate number of sanitary conveniences must be provided and shall be

adequately ventilated, lit and kept clean. Separate facilities for males and females shall

be provided. Employee sanitary facilities shall be separated to those provided for the

public. In smaller areas, facilities can be used by both the employees and the public

provided the first are not delayed by this arrangement.

Washing Facilities

Washing facilities shall be readily accessible and adequate in number. These must have

running water, wash basins, soap and, if possible, hand-drying facilities.

Functional Canteens

Cafeteria or canteens shall be provided to the employees so as to provide healthy food.

These cafeteria or canteens shall also be used as rest facilities.

Rest Facilities for Mothers

There shall be rest facilities for pregnant and nursing mothers. These facilities shall have

spaces for pregnant employees to lie down. Also, these must be close to sanitary

facilities.

Ramps for differently-abled employees

A ramp shall be present in an office building for employees with wheelchairs, canes and

even for those with walking disabilities for them to gain access to a particular entrance.

3. Workplace Safety

Floors and Traffic Routes

Floors shall be of sound construction and in good condition, free from hazards which

could cause slips, trips or falls. Open-sided staircases shall be provided with upper and

lower rails.


286 | H R S Y S T E M S

Vehicle Traffic Routes

Vehicle traffic routes shall be wide enough and high enough to enable vehicles to move

about safely.

Transparent and Translucent Doors, Gates, Walls and Windows

Transparent and translucent doors, gates and windows shall be clearly identified and

made apparent to avoid accidental contact. Also, they shall be made of safety materials

or be protected against breakage.

4. Ergonomics Program at Work

Ergonomics Program puts people first, taking account of their capabilities and

limitations. It aims to make sure that tasks, equipment, information and the

environment suit each worker.

This program shall answer the typical ergonomic problems found in the workplace, such

as:

The poorly positioned computer screen

The computer screen must not be too high, too low, too close, too far or is offset to one

side from the worker.

The proximity of the computer mouse to the user

The computer mouse must not be placed too far away from the employee. Stretching

the arms to use the mouse must be avoided.

The unavailability of suitable workbenches

Chairs must be properly adjusted to fit the person to avoid awkward and uncomfortable

postures. Height-adjustable chairs must be used so employees can work at their

preferred work height. Also, obstacles from under desks must be removed to create

sufficient leg room.

The insufficiency of breaks or changes of activities

There must be enough breaks for employees. Insufficient breaks may result to mistakes

and poor productivity, stress, eye strain, headaches and other pains. Job rotation must

be introduced to reduce physical and mental fatigue.

The constant information overload

Each employee must be given just enough tasks to perform for the day. Too much

information may result to confusion, mistakes and panic.

The presence of work-related stress

Stresses like the work demands are too high or too low, poor support from the

management and/or colleagues and conflicting demands could lead to ill health and

reduced performance and productivity. To help employees cope with these, seminars on

how to handle work-related stress must be available.


287 | H R S Y S T E M S

5. Work Schedule

Flexible Work Time

This agency shall adopt flextime work arrangements wherein employees are given

greater scheduling freedom in how they fulfill the obligations of their positions. It shall

give employees far greater leeway in terms of the time when they begin and end work,

provided they put in the total number of hours required per week by this agency.

Through flextime, employees will have increased opportunity to fit other commitments

such as sending their children to school in the morning or fetching them from school in

the afternoon, etc.

6. Socialization/Team Building Activities

Summer Outings

Officials and employees shall undertake summer outings using a responsible amount

from its fund.

Off-site Development Sessions

Development staff outings shall be awarded to offices that have rated outstanding in

the last rating period. Other offices however, can avail of such sessions provided they

shoulder the expenses.

Inter-office Social Gatherings

This shall be encouraged as a form of informal interaction and socialization. This shall

however be sponsored by different “host offices” on a rotation basis.

VI. ROLES AND RESPONSIBILITIES

1. Employee Welfare Program Coordinators

The coordinators shall report directly to the management and are responsible for this

program. They shall monitor the results of the program to determine additional areas of

focus as needed. It may also assign offices, committees and persons to perform roles in

the implementation of the program.

2. Employees

Every employee in this agency shall be responsible for conducting himself/herself in

accordance with this Employee Welfare Program.

VII. SOURCE OF FUNDING

The office shall submit, for approval, a yearly budget for Employee Welfare Program.

Ten percent (10%) of the Gender and Development (GAD) budget for the year shall be

appropriately allocated for this program. The office shall ensure the budget is appropriately

allocated.


288 | H R S Y S T E M S

VIII. TRANSITORY POLICIES

All existing policies addressing Employee Welfare Program which are inconsistent with

these policies are superseded.

IX. EFFECTIVITY

The Employee Welfare Program shall take effect immediately. Any subsequent changes

or amendments shall be subject to the approval of the Civil Service Commission and shall

take effect six (6) months from date of approval.

X. COMMITMENT

I hereby commit to implement and abide by the provisions of this Employee Welfare

Program.


Municipal Mayor

October 17, 2013


289 | H R S Y S T E M S

Employee Learning and

Development Program


290 | H R S Y S T E M S




EMPLOYEE LEARNING AND DEVELOPMENT PROGRAM

I. BASIC POLICIES

1. This agency values its human resources and commits to a systematic employee learning

and development program for all its officials and employees.

2. Every official and employee is an asset to be valued, developed and utilized in the

delivery of public service. Thus, employee learning and development shall be one of the

main concerns of this agency to enable its officials and employees to contribute

meaningfully.

3. This agency shall be responsible for the coordination and integration of a continuing

program of personnel development for all employees at all levels.

4. An employee learning and development program that includes a variety of human

resource development interventions including seminars and enhancement activities

shall be established.

5. For the underperforming employees, it shall be the agency’s duty to provide avenues

for remedial actions. For the employees with exemplary performance, the agency, on

the other hand, shall provide rewards so as to encourage others to excellently perform

their duties and responsibilities

6. This agency shall include a specific budgetary allocation for employee learning and

development program. At least sufficient amount shall be set aside for this purpose.

II. OBJECTIVES

1. General

This Employee Learning and Development Program shall build public servants not only

competent and efficient but also with professional culture.

2. Specific

a. Determine an employee learning and development program appropriate to

the needs of the personnel of this agency.


291 | H R S Y S T E M S

b. Establish an employee learning and development program for all agency

personnel at all levels to create a work environment conducive to the

development of personnel for a better public service.

c. Conduct a periodical assessment or evaluation on the feedback to further

enhance the program.

III. SCOPE

This Employee Learning and Development Program applies to all levels of officials and

employees in the organization regardless of the nature and status of their employment.


1. Coaching

Deals essentially with a deliberated effort at developing subordinates; improve one’s job

skills, as well as technical knowledge through close “teaching” and supervision of

training for eventual promotion.

2. Counseling

Is a process by which a supervisor helps an employee with job-related concerns which

the employee cannot cope alone and which affects job performance. It is a set of

techniques, skills and attitudes in helping an employee manage his/her problems using

his/her own resources.

V. EMPLOYEE LEARNING AND DEVELOPMENT PROGRAMS

1. Induction Program

The agency shall conduct a one-day induction program for new entrants. This will be

beneficial as the new employees of the government develop their pride, belonging and

commitment to public service.

2. CSC Alay sa Bayan (ALAB) Induction Program

Attendance in this program shall be required to new entrants in the government service

belonging to the first and second level positions.

3. In-house Orientation Program for New Entrants

The agency shall set a three-day orientation program for its new employees. In the

three-day orientation, there shall be courses and activities designed to inform the new

entrants about the agency’s programs, thrusts and operations as well as their duties,

responsibilities and benefits.

4. Values Development Program for New Entrants

New entrants shall attend courses designed at enhancing and harnessing their public

service values to make them effective government workers.


292 | H R S Y S T E M S

5. Re-orientation Programs

Courses to introduce new duties and responsibilities, new policies and programs shall

be designed to employees who have in the service for quite some time.

6. Basic Skills Trainings

Personnel in the first level of the career service shall go through trainings aimed at

maintaining a high level of competence on basic workplace skills.

7. Professional/Technical/Scientific Programs

Personnel in the second level of the career service shall undergo substantive and

specific professional/technical/scientific programs for the enhancement of their skills

and knowledge.

8. Middle Management Development Programs

In preparation for greater responsibilities, there shall be resource interventions and

training courses designed to provide division chiefs and other officials of comparable

rank with management and administrative skills.

VI. OTHER HRD INTERVENTIONS

1. On-the-Job Training

Employees shall be given an informal training that will expose them to the job of a

particular position. This shall be a hands-on approach to actual work methods,

problems and solutions. Through this, employees will have the opportunity to develop

proficiency in the actual work situation. This is also helpful for career succession

purpose.

2. Job Rotation Program

This shall be established in this agency as a means of developing and enhancing the

potentials of people in the organization. This will expose them to the other work

functions of the agency. Thus, allows the employees to expand their learning horizon in

preparation for a career path.

3. Management-Training Program

Employees determined as outstanding performers in the entry-level position shall be

assigned to different offices in the agency for exposure and further development.

4. Coaching Program

A supervisor shall help employees improve their performance by providing technical

suggestions or advices related to the job being done. This shall not only build

employees’ skills but also develop teamwork between the employees and their

supervisor.


293 | H R S Y S T E M S

5. Counseling Program

A supervisor shall help employees cope with job-related problems. This shall be a

corrective approach in helping employees overcome their problems especially those

which affect their job performance. Counselling facilitates voluntary change on the part

of the employee to maintain high level of efficiency at work.

This Employee Welfare Program applies to all levels of officials and employees in the

organization regardless of the nature and status of their employment.

VII. ROLES AND RESPONSIBILITIES

1. A committee for Information System shall be established and maintained to facilitate

the implementation of this Employee Learning and Development Program.

2. A Resource Unit shall be set within the agency to act as a mechanism encouraging

learning and development awareness among employees.

3. The Head of Office and immediate supervisors shall be responsible for the monitoring

of the Employee Learning and Development Program.

VIII. SOURCE OF FUNDING

The office shall submit, for approval, a yearly budget for Employee Learning and

Development Program. The office shall ensure the budget is appropriately allocated.

IX. TRANSITORY POLICIES

All existing policies addressing Employee Learning and Development Program which are

inconsistent with these policies are superseded.

X. EFFECTIVITY

The Employee Learning and Development Program shall take effect immediately. Any

subsequent changes or amendments shall be subject to the approval of the Civil Service

Commission and shall take effect six (6) months from date of approval.

XI. COMMITMENT

I hereby commit to implement and abide by the provisions of this Employee Learning

and Development Program.


Municipal Mayor

October 17, 2013


294 | H R S Y S T E M S

Employee Health and

Wellness Program


295 | H R S Y S T E M S




EMPLOYEE HEALTH, WELLNESS AND SAFETY PROGRAM

I. BASIC POLICIES

1. As the workforce is the most valuable asset, the organization shall ensure the health,

wellness and safely not only of its officials but also of all its employees to achieve

organizational productivity and success.

2. As exercise is the key to maintaining employees’ health, the agency shall provide

necessary funds for the procurement and maintenance of physical fitness and sports

equipment and facilities.

3. As good nutrition is essential, the agency shall promote healthy lifestyle of each

employee.

4. As smoking is linked to many health conditions and diseases, the agency shall adopt a

no-smoking policy on its premises subject to areas designated for smoking.

5. As psycho-social and spiritual growth of its workforce lead to its development, the

agency shall conduct activities aimed at addressing the psycho-social and spiritual

development of its workforce.

6. As management of personal finances matters, the agency shall implement programs to

assist its personnel to manage one’s wealth.

7. As the preparation, establishment and implementation of a Disaster Preparedness and

Security Plan ensure occupational safety and health, the agency shall provide full

support on generally accepted principles and standards on occupational safety and

health as its own.

8. As the agency recognizes the indispensable roles of private and government entities, it

shall undertake partnerships with these agencies in the implementation of this

Employee Health and Wellness Program.

II. OBJECTIVES

1. General

This Employee Health, Wellness and Safety Program shall address the physical, mental,

emotional, psycho-social and spiritual needs of this agency’s officials and employees to

achieve overall organizational productivity and success.


296 | H R S Y S T E M S

2. Specific

a. Implement an Employee Health, Wellness and Safety Program suitable for the

agency’s officials and employees.

b. Continue monitoring and evaluating the said implemented program for future

enhancement.

c. Report regularly the outcome of the program in relation to reduced tardiness

and absenteeism due to sickness among others.

III. SCOPE

This Employee Health, Wellness and Safety Program applies to all levels of officials and

employees in the organization regardless of the nature and status of their employment.


1. Health

Is a state of complete physical, mental and social well-being and not merely the absence

of disease or infirmity (World Health Organization)

2. Wellness

Is a multidimensional state of being describing the existence of positive health in an

individual as exemplified by quality of life and a sense of well-being (Charles B. Corbin,

Arizona State University)

3. Occupational Health and Safety

Is the promotion and maintenance of the highest degree of physical, mental and social

well-being of workers in all occupations; the prevention amongst workers of departures

from health caused by their working conditions; the protection of workers in their

employment from risks resulting from factors adverse to health; the placing and

maintenance of the worker in an occupational environment adapted to his physiological

and psychological capabilities; and, to summarize, the adaptation of work to man and of

each man to his job. (Joint International Labor Organization/World Health Organization

Committee on Occupational Health)

V. HEALTH AND WELLNESS PROGRAMS

1. Physical-Medical Health Programs

a. Physical and Medical Examination

The agency’s personnel shall be given at least once a year a medical laboratory test

to be conducted by the Municipal Health competent personnel such as but not


297 | H R S Y S T E M S

limited to Complete Blood Count, Fasting Blood Sugar, Platelet Count, Chest X-Ray,

Drug Test, Urinalysis and other medical laboratory tests that the employee may

request provided that the requested lab test is available in the Municipal Health

Office.

b. Medical Database

A database containing medical records of individual employees taken from results

of laboratory tests and other diagnostic procedures undertaken as pre-employment

requirement or as directed by the employees’ attending physician shall be

established by the agency’s clinic.

New entrants are required to submit the results of the following laboratory tests:

Complete Blood Count

Fasting Blood Sugar

Platelet Count

Chest X-ray

Drug Test

Urinalysis

c. Physical Fitness, Sports and Recreation

The following activities may be conducted for an allotted time which shall not

exceed two (2) hours per week.

Sports clinic to include various games like basketball, volleyball, badminton,

tennis, table tennis, and other sports activities.

Conduct aerobics sessions to include brisk walking, jogging, gymnastics,

Pilate’s sessions, Yoga and other similar activities.

The organization of an Office Olympics as well as Inter-agency Tournaments is

allowed provided that they would not paralyze the delivery of the agency’s services.

The procurement of new physical and sports equipment and replacement of

unserviceable ones may be necessary. Thus, the agency shall appropriate funds for

this purpose and shall allow the expenditure in accordance with pertinent

guidelines.

d. Nutrition and Food Sanitation Programs

The ways the officials and employees live inside and outside of their workplace

directly affect productivity and success of the agency. To encourage the workforce

to become healthier individuals, the agency shall adopt and promote a Healthy

Food and Lifestyle Program for its officials and employees. Toward this end, the

agency may tap services of nutritionist, dieticians and/or medical personnel to

perform among others, the following functions:

Conduct assessment of each employee health habits and suggest required

weekly diet and exercise based on existing medical condition; and


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Assess the food or menu plan of the canteen and suggest improvements

whenever necessary especially with regards to the preparation of healthy

foods.

e. Dental and Optical Services

The agency shall formulate a scheme to ensure each employee is given the

opportunity to be diagnosed and/or be treated by a dentist and by an

ophthalmologist. It shall then coordinate with a dentist and with an

ophthalmologist to provide the personnel with proper dental and eye care services.

These services may however be subject to the existing fund policies of the agency.

f. Other Health Conditions

The agency, through coordination with government agencies and non-government

organizations concerned with the promotion and development of health and well-

being, shall enact measures to effectively provide its personnel with relevant and

timely information on the diagnosis, treatment and prevention of medical, mental,

psychological and emotional health conditions that the personnel may be exposed

to.

Policies issued by the Department of Health on the following medical conditions in

the workplace shall be adopted and implemented as part of this Program:

Human Immunodeficiency Virus-Acquired Immune Deficiency Syndrome

(HIV-AIDS)

Hypertension and High Blood Pressure

Tuberculosis

Diabetes

Smoking-related Illnesses

Other Common Medical Conditions

2. Financial Wellness Programs

The agency shall schedule, on a regular basis, the conduct of trainings, seminars and

other related activities aimed at addressing financial management to assist both existing

personnel and retirees to properly manage their finances.

3. Psycho-Social Development Programs

To provide everyone a time to gather and socialize with one another and to ensure

increased and renewed rapport, camaraderie and better understanding among

themselves, the following activities may be conducted:

Employees Family Day

Teambuilding Activities

Executive Bonding


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4. Spiritual Health Promotion

Activities which shall address the spiritual dimension shall be incorporated in

Teambuilding and other Staff Development Activities of the agency.

The agency respects the right of its employees to the free exercise of religion provided

that such activities related to one’s religious convictions shall not jeopardize the delivery

of public service.

VI. OCCUPATIONAL SAFETY AND HEALTH PROGRAMS

The agency shall institute and maintain a workable Occupational and Health Program

taking into consideration both international and local standards. Toward this end, an

Occupational Safety and Health (OSH) Committee shall be created.

The Committee shall be responsible for the planning, development and implementation

of accident and illness prevention programs; conduct of safety and health meetings; review

of reports of inspections, accident investigations and implementation of programs; and the

provision of occupational safety and health training for the employees.

The Committee shall have officers required to attend advanced and specialized training

courses and capability building programs on Occupational Safety and Health to harness

their capabilities in discharging their functions.

The following Occupational Safety and Health programs and activities shall be

implemented in the agency:

1. 5 “S” Housekeeping Program

This program shall address not only the cleanliness but also the management of

occupational hazards. To ensure its effective implementation, regular unannounced or

unscheduled sanitary inspections of offices and premises including canteen, walkway,

gymnasium, multipurpose hall, and other areas in the premises shall be conducted. A

report of inspection shall be submitted at least once per semester. As the need arises,

fumigation and disinfection may be conducted in the office premises to contain the

possible spread or virus and contagious diseases.

2. Electrical and Fire Safety Programs

Electrical and fire safety measures as well as techniques on the prevention and

management of electrical and fire hazards shall be disseminated to all personnel.

Educational materials shall be provided and seminars on this matter shall be conducted.

Electricians shall be regularly updated on electrical safety information considering the

fact that most mismanaged electrical systems cause the more common incidents of fire.

Firefighting equipment such as standpipe and hose, automatic sprinkler system, fire

hydrant and portable fire extinguishers of the approved type shall be installed within

the office buildings and premises.


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3. Disaster Response and Preparedness

To proactively address the hazards of natural calamities, the agency shall adopt

measures for the preparedness and response to disasters. A Disaster Preparedness and

Response Plan defining activities that would be undertaken in case of natural calamities

shall be prepared. A regular conduct of disaster response simulations shall be included

in the Plan. It shall likewise address the particular needs of women from a gender

perspective to ensure their full protection.

VII. SUCCESS FACTORS

The following are the key success factors that will ensure the accomplishment of this

Employee Health, Wellness and Safety Program:

1. Support and participation from the management;

2. Worker involvement in planning;

3. Programs that meet staff members needs;

4. A realistic budget; and

5. Continuous review.

VIII. ROLES AND RESPONSIBILITIES

In the implementation of the Employee Health, Wellness and Safety Program, the

agency shall act as the over-all authority to ensure objectives are attained and programs are

successfully implemented in all offices of the organization. The agency shall also collaborate,

coordinate and/or consult with concerned offices, committees and persons. It may also

assign offices, committees and persons to perform roles in the implementation of the

Employee Health, Wellness and Safety Program.

IX. SOURCE OF FUNDING

The office shall submit, for approval, a yearly budget for Employee Health, Wellness and

Safety Program. The office shall ensure the budget is appropriately allocated.

X. TRANSITORY POLICIES

All existing policies addressing Employee Health, Wellness and Safety Program which

are inconsistent with these policies are superseded.

XI. EFFECTIVITY

The Employee Health, Wellness and Safety Program shall take effect immediately after

the approval by the Civil Service Commission Regional Office XI.


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XII. COMMITMENT

I hereby commit to implement and abide by the provisions of this Employee Health,

Wellness and Safety Program.


Municipal Mayor

October 17, 2013


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Committee on Decorum

and Investigation (CODI)

Internal Administrative Disciplinary

Rules on Sexual Harassment


303 | H R S Y S T E M S




-o0o-

OFFICE OF THE MAYOR

EXECUTIVE ORDER NO. 06 Series of 2005

AN ORDER ESTABLISHING AN INTERNAL ADMINISTRATIVE DISCIPLINARY RULES ON SEXUAL

HARASSMENT OF SANTA CRUZ, DAVAO DEL SUR AND DESIGNATION OF MEMBERS HEREOF.

WHEREAS, Section 11, Article II of the Philippine Constitution provides that the State values the

dignity of every human person and guarantees full respect for human rights;

WHEREAS, the Philippine Congress enacted on February 14, 1995 Republic Act No. 7877,

otherwise known as the :Anti-Sexual Harassment Act of 1995”, which took effect on March 5, 1995 and

declares unlawful sexual harassment against women and men in the employment, education and

training environment;

WHEREAS, Section 4(a) of Republic Act No. 7877 mandates every employer or head of agency

in the public and private sectors to promulgate rules and regulations prescribing the procedure for the

investigation of sexual harassment cases and the administrative sanctions therefore;

WHEREAS, there is a need to devise uniform rules and regulations particularly in the definition

of the administrative offense of sexual harassment and the sanctions therefore, and the procedures for

the administrative investigation, prosecution and adjunction of sexual harassment cases;

WHEREAS, sexual harassment violates the dignity of workers and their right to a humane, just

and safe work environment, defeats and impairs morale and efficiency in the workplace, and violates the

merit and fitness principle in the civil service;

NOW, THEREFORE, I, JEROME A. UNDALOK, Municipal Mayor of Santa Cruz, Davao del Sur,

by virtue of the powers vested in me by law, do hereby established the Internal Administrative

Disciplinary Rules on Sexual Harassment of Santa Cruz;

DECLERATION OF PRINCIPLE

The Local Government of Santa Cruz, Davao del Sur believes that the working environment

should be at all times supportive of the dignity as well as self-esteem of individuals.

Achieving this desired environment greatly depends upon mutual respect, cooperation and

understanding among officials and employees. Attitudes and behaviors that undermine these goals are


304 | H R S Y S T E M S

detrimental to all and should not be tolerates. High on the list of unacceptable behavior is sexual

harassment.

Inherent in its responsibility, the Local Government of Santa Cruz, Davao del Sur, is committed

to promote a culture of gender responsiveness in the workplace ensuring equality and equity. Likewise,

it commits to maintain learning and working environment that is free of sexual harassment and all forms

of sexual intimidation and exploitation.

Along this context, it is hereby promulgated that these rules and regulations form as an internal

policy of this that will govern the procedures for the investigation of sexual harassment cases and

administrative sanctions thereof.

RULE I. TITLE

Section 1. These Rules shall be known as the Internal Administrative Disciplinary Rules

Governing Sexual Harassment Cases.

Section 2. These Rules shall apply to all appointive officials and employees in this Local

Government Unit, regardless of status. It shall also include teachers under the Local School

Board.

In the case of elective local officials, it must conform with the provisions of the Local

Government Code of 1991 (RA 7160).

RULE II. COVERAGE

Section 3. As used in this policy, the following shall mean and be understood as defined

below:

a. Committee refers, to the Committee on Decorum and Investigation of the Office

b. LGU refers to the Local Government Unit of Sta. Cruz, Davao del Sur.

c. Complaint refers to the person who filed an action or complaint for sexual harassment.

d. Respondent refers to the person who is formally charged by the disciplining authority.

e. Person complained of refers to the person who is the subject of a complaint before

another agency or any tribunal against the same party involving the same acts or

causes of action and relief.

Section 4. For the purpose of these Rules, the administrative offense of sexual harassment is

an act, or a series of acts, involving any unwelcome sexual advances, request or demands for a

sexual favour, or other verbal or physical behaviour of a sexual nature, committed by a

government employee or official in a work-related, training or education related environment

of the person complained of.


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a. Work-related sexual harassment is committed under the following

circumstances;

1. Submission to or rejection of the act or series of acts, is used as a basis

for any employment decision including, but not limited to, matters

related to hiring, promotion, raise in salary, job security, benefits and any

other personnel action affecting the applicant/employee; or

2. The act or series of acts have the purpose or effect of interfering with

the complainant’s work performance, or creating an intimidating, hostile

or offensive work environment; or

3. The act or series of acts might reasonably be expected to cause

discrimination, insecurity, discomfort, offense or humiliation to a

complainant who may be a co-employee, applicant, customer or ward of

the person complained of.

b. Education of training-related sexual harassment is committed against one who

is under the actual or constructive care, custody or supervision of the offender,

or against one whose education, training, apprenticeship, internship or

tutorship is directly or contractively entrusted to, or is provided by, the offender,

when:

1. Submission to or rejection of the act or series of acts, is used as a basis

for any decision affecting the complainant including, but not limited to,

the giving of a grade, the granting of ho9nors or a scholarship, the

payment of a stipend or allowance, or the giving of any benefit, privilege

or consideration;

2. The act or series of acts have the purpose or effect of interfering with

the performance, or creating an intimidating, hostile or offensive

academic environment of the complainant; or

3. The act or series of acts might reasonably be expected to cause

discrimination, insecurity, discomfort, offense or humiliation to a

complainant who may be a trainee, apprentice, intern tutee or ward of

the person complained of.

Section 5. Sexual harassment may take place;

1. In the premises of the workplace or office or the school or training institution;


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2. In any place where the parties were found as a result of work education or

training responsibilities or relations;

3. At work of education or training-related social functions;

4. While on official business outside of the office or school or training institution

or during work or school or training-related level;

5. At official conferences, for a, symposia or training sessions; or

6. Be telephone, cellular, fax machine or electronic mail.

RULE IV. FORMS OF SEXUAL HARASSMENT

Section 6. The following are illustrative forms of sexual harassment:

a. Physical

1. Malicious touching

2. Overt sexual advances

3. Gestures with lewd insinuation

b. Verbal, such as, but not limited to, request or demands for sexual favors and

lurid remarks;

c. Non-verbal such as, but not limited to, the use of objects, pictures or graphics,

letters or written notes with sexual underpinnings;

d. Other forms analogous to the foregoing.

RULE V. PERSONS LIABLE FOR SEXUAL HARASSMENT

Section 7. Any government official or employee, regardless of sex, is liable for sexual

harassment when he/she:

a. Directly participates in the execution of any act of sexual harassment as defined

by these Rules;

b. Induces or directs another or others to commit sexual harassment as defined by

these Rules;

c. Cooperates in the commission of sexual harassment by another through an act

without which the sexual harassment would not have been accomplished;

d. Cooperates in the commission of sexual harassment by another through

previous or simultaneous acts.


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RULE VI. COMMITTEE ON DECORUM AND INVESTIGATION OF

SEXUAL HARASSMENT CASES

Section 8. A committee on Decorum and investigation shall be created with membership

stipulated in Section 9. The Committee shall perform the following functions:

a. Receive complaints of sexual harassment;

b. Investigate sexual harassment complaints in accordance with the prescribed

procedure;

c. Submit a report of its findings with the corresponding recommendation to the

disciplining authority for decision;

d. Lead in the conduct of discussions about sexual harassment within the agency

or institution to increase understanding and prevent incidents of sexual

harassment;

When a member of the Committee is the complainant or the person complained of in a

sexual harassment case, he/she shall be disqualified from being a member of the committee.

In a situation contemplated above, the vacancy shall be filled up immediately. The

member who will substitutes shall be determined by the concerned level.

Section 9. Composition. The Committee on Decorum and Investigation of Sexual

Harassment Cases shall be composed of the following:

Chairman - ADELAIDA S. BADILLA

MSWDO

Members - MARCELINO A. BAUYA

Administrative Officer IV

EMERENCIANO C. ALQUIZOLA

RCO II

President Employees Union

Section 10. Term of Office. The term of office of its members should not be more than two

years. It shall be the duty of the members to formulate other matters pertaining to the

functions of the Committee not otherwise provided in these Rules.


308 | H R S Y S T E M S

RULE VII. PRE-FILING STANDARD OPERATING PROCEDURES IN ATTENDING TO VICTIMS

OF SEXUAL HARASSMENT

Section 11. The Pre-filing Stage. The LGU hereby commits to provide assistance to an

alleged victim of sexual harassment which may include but not limited to counselling, referral

to an agency offering professional help and advice on potions available before the filing of the

complaint.

RULE VIII. STANDARD PROCEDURAL REQUIREMENTS

Section 12. The procedural rules provided hereunder are the standard requirements in

handling a sexual harassment case.

Section 13. Complaint.

a. The complaint may be filed at anytime with the disciplining authority of the

LGU, or the Committee. Upon receipt of the complaint by the disciplining

authority of the office or agency, the same shall be transmitted to the

Committee.

b. The complaint must be in writing, signed and sworn to by the complainant. It

shall contain the following;

1. The full name and address of the complainant;

2. The full name, address, and position of the person complained of;

3. A brief statement of the relevant facts;

4. Certified true copies of documentary evidence and affidavits of his

witnesses, if any;

5. A certification or statement of non-forum shopping.

In the absence of any of the aforementioned requirements, the complaint shall be

dismissed without prejudice to its refilling.

Where the complainant in not under oath, the complainant shall be summoned by the

Committee to swear to the truth of the allegations in the complaint.

c. Complaints sent by telegram, radiogram, electronic mail or similar means of

communication shall be considered non-filed unless the complainant shall

comply with the requirements provided in Section 13(b) within ten (10) days

from receipt of the notice for compliance.


309 | H R S Y S T E M S

d. Withdrawal of the complaint at any stage of the proceedings shall not preclude

the Committee from proceedings with the investigation where there is obvious

truth or merit to the allegations in the complaint or where there is documentary

or direct evidence that can prove the guilt of the person complained of.

Section 14. Action on the Complaint. Upon receipt of a complaint that is sufficient in form

and substance, the Committee shall require the person complained of to submit a Counter-

Affidavit/Comment under oath within three (3) days from receipt of the notice, furnishing a

copy thereof to the complainant, otherwise the Counter-Affidavit/Comment shall be

considered as not filed.

Section 15. Preliminary Investigation. The Committee shall conduct a preliminary

investigation. The investigation involves the ex parte examination of documents submitted by

the complainant and the person complained of, as well as documents readily available from

other government offices.

During the preliminary investigation, the parties may submit affidavits and counter-

affidavits.

Upon receipt of the counter-affidavit or comment under oath, the Committee may now

recommend whether a prima facie case exist to warrant the issuance of a formal charge.

During preliminary investigation, proceedings before the Committee shall be held

under strict confidentiality.

Any person violating the rule on confidentiality under this Section shall be held

administratively liable for violation of reasonable office rules and regulations under CSC

Resolution No. 99-1936.

Section 16. Duration of Investigation. A preliminary investigation shall commence not later

than five (5) days from receipt of the complaint by the Committee on Decorum and

Investigation and shall be terminated within fifteen (15) working days thereafter.

Section 17. Investigation Report. Within five (5) working days from the termination of the

preliminary investigation, the Committee shall submit the Investigation Report and the

complete records of the case to the disciplining authority.

Section 19. Formal Charge. After finding a prima facie case, the disciplining authority shall

formally charge the person complained of. The formal charge shall contain a specification of

the charge(s); a brief statement of material or relevant facts accompanied by certified copies of

the documentary evidence, if any; sworn statements covering the testimony of witnesses; a

directive to answer the charge(s) in writing under oath in not less than seventy-two (72) hours


310 | H R S Y S T E M S

from the receipt thereof; an advice for the respondent to indicate in his/her answer whether or

not he/she elects a formal investigation of the charge(s); and a notice that he/she is entitled to

be assisted by a counsel of his/her choice.

If the respondent has submitted his/her comment and counter-affidavits during the

preliminary investigation, he/she shall be given the opportunity to submit additional evidence.

The Committee shall not entertain request for clarification, bills of particulars or

motions to dismiss which are obviously designed to delay the administrative proceeding. If any

of these pleadings is filed by the respondent, the same shall be considered as part of his/her

answer which he/she may file within the remaining period for filing the answer.

Section 20. Answer. The answer, which must be in writing and under oath, shall be specific

and shall contain material facts and applicable laws, including documentary evidence, sworn

statements covering testimonies of witnesses, if any, in support of respondent’s case. It shall

also include a statement indicating whether he/she elects formal investigation.

Section 21. Failure to File an Answer. If the respondent fails or refuses to file/his/her answer

to the formal charge within seventy-two (72) hours from receipt thereof without justifiable

cause, he/she shall be considered to have waived his right to file an answer and formal

investigation may commence.

Section 22. Preventive Suspension. Upon petition of the complainant or motu propio upon

the recommendation of the Committee, at any time after the service of the Formal Charge to

the respondent, the proper disciplining authority may order the preventive suspension of the

respondent during the formal investigation, if there are reasons to believe that he/she is

probably guilty of the charges which would warrant his/her removal from the service.

An order of preventive suspension may be issued to temporary remove the respondent

from the scene of his/her exerting undue influence or pressure on the witness against him/her

or tampering of documentary evidence on file with this office.

Section 23. Duration of Preventive Suspension. When the administrative case against the

respondent under preventive suspension is not finally decided by the disciplining authority

within the period of ninety (90) days after the date of his/her preventive suspension, unless

otherwise provided that when the delay in the disposition of the case is due to the fault,

negligence or petition of the respondent, the period of delay should not be included in the

counting of the ninety (90) days period of preventive suspension. Provided further that should

the respondent be on paternity/maternity leave, said preventive suspension shall be deferred

or interrupted until such time that said leave has been fully enjoyed.


311 | H R S Y S T E M S

Section 24. Remedies from the Order of Preventive Suspension. The respondent may file a

motion for reconsideration with the disciplining authority or may elevate the same to the Civil

Service Commission by way of an appeal within fifteen (15) days from receipt thereof.

Section 25. Conduct of Formal Investigation. Although the respondent does not request for

a formal investigation, one shall nevertheless be conducted by the Committee on Decorum

and Investigation if it deems such investigation is necessary to decide the case judiciously.

The investigation shall be held not earlier than five (5) days not later than ten (10) days

from receipt of the respondent’s answer. Said investigation shall be finished within thirty (30)

days from the issuance of the formal charge or the receipt of the answer unless the period is

extended by the disciplining authority in meritorious cases.

Section 26. Pre-Hearing Conference. At the commencement of the formal investigation, the

Committee may conduct a pre-hearing conference for the parties to appear, consider and

agree on any of the following:

a. Stipulation of facts;

b. Simplification of issues;

c. Identification and marking of evidence of the parties;

d. Waiver of objections to admissibility of evidence;

e. Limiting the number of witness, and their names;

f. Dates of subsequent hearings;

g. Such other matters as may aid in the prompt and just resolution of the case.

The parties may submit position papers/memoranda and submit the case for resolution

based on the result of the pre-hearing conference without any need for further hearing.

Section 27. Continuous Hearing Until Terminated; Postponement. Hearings shall be

conducted on the hearing dates set by the Committee or as agreed upon during the pre-

hearing conference.

Where no pre-hearing conference is conducted, the parties, their counsel and

witnesses, if any, shall be given a notice of at least five (5) days before the first schedule

hearing specifying the time, date and place of the said hearing and subsequent hearings.

Thereafter, the schedule of hearings previously set shall be strictly followed without further

notice. A party shall be granted only three (3) postponements upon oral or written requests. A

further postponement may be granted only upon written request and subject to the discretion

of the Committee.

If the respondent appears without the aid of a counsel, he/she shall be deemed to have

waived his/her right to counsel.


312 | H R S Y S T E M S

Section 28. Preliminary Matters. At the start of the hearing, the Committee shall note the

appearances of the parties and shall proceed with the reception of evidence for the

complainant.

If the respondent appears without the aid of a counsel, he/she shall be deemed to have

waived his/her right to counsel.

Before taking the testimony of a witness, the Committee shall place him/her under oath

and then take his/her name, address, civil status, age and place of employment.

Section 29. Appearance of Parties. Any person representing any of the parties before any

hearing or investigation shall manifest orally or in writing his/her appearance for either the

respondent or complainant, stating his/her full name and exact address where he/she can be

served with notices and other documents. Any pleading or appearance made without

complying with the above stated requirements shall not be recognized.

Section 30. Order of Hearing. Unless the Committee directs otherwise, the order of the

hearing shall be as follows:

a. The complainant shall present evidence in support of the charges;

b. The respondent shall then offer evidence in support of his/her defense;

c. The complainant may then offer rebuttal evidence, and the respondent sur-

rebuttal evidence.

Every witness may be examined in the following order:

a. Direct examination by the proponent;

b. Cross-examination by the opponent;

c. Re-direct examination by the proponent;

d. Re-cross examination by the opponent.

A sworn statement of a witness properly identified and affirmed by the witness before

the Committee shall constitute his/her direct testimony.

When the presentation of evidence has been conducted, the parties shall formally offer

their evidence either orally or in writing. Thereafter, both parties may be given time to submit

their respective memorandum which in no case shall be beyond five (5) days after the

termination of the investigation. Failure to submit the memorandum within the given period

shall be considered a waiver thereof.

Section 31. Objections. All objections raised during the hearing shall be resolved by the

Committee. However, objections that cannot be ruled upon by the Committee shall be noted


313 | H R S Y S T E M S

with the information that the same be included in the memorandum of the concerned party to

be ruled upon by the proper disciplining authority.

The committee shall accept all evidence deemed material and relevant to the case. In

case of doubt, the Committee on Decorum and investigation shall allow the admission of

evidence subject to the objection interposed against its admission.

Section 32. Markings. All documentary evidence or exhibits shall be properly marked by letter

(A,B,C, etc.) if presented by the complainant and numbers (1,2,3, etc.) if presented by the

respondent. These shall form part of the complete records of the case.

Section 33. Request for Subpoena. If a party desires the attendance of a witness or the

production of documents or things, he/she shall make a request for the issuance of the

necessary subpoena, at least three (3) days before the scheduled hearing.

Section 34. Issuance of Subpoena. The Committee may issue subpoena ad testificandum to

compel the attendance of witnesses and subpoena duces tecum for the production of

document or object.

Section 35. Records of Proceedings. The proceedings of the formal investigation must be

recorded either through shorthand or stenotype or by any other method.

Section 36. Effect of the Pendency of an Administrative Case. The pendency of any

administrative case shall not disqualify the respondent for promotion or from calming

maternity/paternity benefits. For this purpose, an administrative case shall be construed as

pending when the disciplining authority has issued a formal charge.

Section 37. Formal Investigation Report. When fifteen (15) days after the conclusion of the

formal investigation, a report containing a narration of the material facts established during

the investigation, the finding and the evidence supporting said findings, as well as the

recommendations, shall be submitted by the Committee to the disciplining authority. The

complete records of the case shall be attached to the Report of Investigation.

The complete record shall be systematically and chronologically arranged, paged and

securely bound to prevent loss. A table of content shall be prepared. Whoever is in charge of

the transmittal of the complete records shall be held responsible for any loss or suspension of

pages thereof.

Section 38. When case is decided. The disciplining authority shall render his decision on the

case within thirty (30) days from receipt of the Report of Investigation.

Section 39. Finality of Decision. A decision rendered by the disciplining authority where the

penalty of suspension for not more than thirty (30) days of fine in an amount not exceeding


314 | H R S Y S T E M S

thirty (30) days salary is imposed, shall be final and executor. However, if the penalty imposed

is suspension exceeding thirty (30) days or a fine exceeding thirty (30) days salary, the same

shall be final and executor after the lapse of the reglementary period for filing a motion for

reconsideration or an appeal and no such pleading has been filed.

RULE IX. REMEDIES AFTER A DECISION

Section 40. Filing of Motion for Reconsideration. The party adversely affected by the

decision may file a motion for reconsideration with the disciplinary authority who shall render

the decision within (15) days from receipt thereof.

Section 41. When Deemed Filed. A motion for reconsideration shall be deemed filed on the

date stamped on the official copy by the proper receiving authority, and in case it was sent by

mail, on the date shown by the postmark on the envelope which shall be attached to the

records of the case.

Section 42. Grounds for Motion for Reconsideration. The motion for reconsideration shall

be based on any of the following:

a. New evidence has been discovered which materially affects the decision

rendered; or

b. The decision is not supported by the evidence on record; or

c. Errors of law or irregularities have been committed prejudicial for the interest of

the movant.

Section 43. Limitation. Only one motion for reconsideration shall be entertained.

Section 44. Effect of Filing. The filing of a motion for reconsideration within the reglementary

period of fifteen (15) days shall stay the execution of the decision sought to be reconsidered.

Section 45. Appeals. In case the party adversely affected is not satisfied with the decision of

the Disciplining Authority, he/she may file his/her appeal to the Civil Service Commission

Proper pursuant to CSC Resolution Number 01-0940.

Pending appeal, the same be executory.

RULE X. CLASSIFICATION OF ACTS OF SEXUAL HARASSMENT

Section 46. Classification of Offenses. Sexual harassment is classified as grave, less grave and

light offenses.


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A. Grave Offense shall include but are not limited to:

1. Unwanted touching of private parts of the body (genitalia, buttocks

and breast);

2. Sexual assault;

3. Malicious touching/pinching;

4. Requesting for sexual favour in exchange for employment, promotion,

local or foreign travels, favourable working conditions or assignments,

a passing grade, the granting of honors or scholarship, or the grant of

benefits or payment of a stipend or allowance; and

5. Other analogous cases.

B. Less Grave Offenses shall include but are not limited to:

1. Unwanted touching or brushing against a victim’s body.

2. Pinching not failing under grave offences;

3. Derogatory or degrading remarks or innuendoes toward the members

of one sex or one’s sexual orientation or used to described a person.

4. Verbal abuse or threat with sexual overtones; and

5. Other analogous cases.

C. The following shall be considered Light Offenses;

1. Surreptitiously looking or stealing a look at a person’s private parts or

worn undergarments;

2. Telling sexest/smutty jokes or sending theses through text, electronic

mail or other similar means, causing embarrassment of offense and

carried out after the offender has been advised that they are offensive

or embarrassing or, even without such advice, when they are their

nature clearly embarrassing, offensive or vulgar;

3. Malicious leering or ogling;

4. The display of sexually offensive pictures, materials or graffiti;

5. Unwelcome inquiries or comments about a person’s sex life;

6. Unwelcome sexual flirtation, advances, propositions;

7. Making offensive hand and body gestures at an employee;

8. Persistent unwanted attention with sexual overtone;

9. Unwelcome phone calls with sexual overtones causing discomfort,

embarrassment, offense or insult to the receiver; and

10. Other analogous case.


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RULE XI. ADMINISTRATIVE LIABILITIES

Section 47. Imposition of Proper Penalty. Any person who is found guilty of sexual

harassment shall, after the investigation, be meted with penalty corresponding to the gravity

and seriousness of the offense.

.

Section 48. The Penalties for light, less grave offenses are as follows:

A. For Light Offense:

1st Offense - Reprimand

2nd Offense - Fine or Suspension not exceeding thirty (30) days

3rd Offense - Dismissal

B. For Less Grave Offense

1st Offense - Fine or Suspension not less than thirty (30) days and not

exceeding six (6) months

2nd Offense - Dismissal

C. For Grave Offense:

1st Offense - Dismissal

Section 49. Penalty for Multiple Offenses. If the respondent is found guilty of two or more

charges or counts, the penalty to be imposed should be that corresponding to the most

serious charge or count and the rest shall be considered as aggravating circumstances.

RULE XII. CASES DURING THE INTERVENING PERIOD

Section 50. Retrosactive Application. The rule shall have a retroactive application insofar as ll

complaints alleging acts constituting sexual harassment filed before the Local Government

Unit of Santa Cruz, Davao del Sur and shall be administratively prosecuted, resolved and

adjudicated based on these rules.

RULE XIII. FORUM SHOPPING

Section 51. under the same set of ultimate facts, the filing of a complaint based on an

agency’s rules and regulations on sexual harassment shall preclude the filing of another

administrative complaints under any other law.


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RULE XIV. REPEALING CLAUSE

Section 52. Rules and regulations and other issuances or parts thereof inconsistent with the

provisions of these are hereby repealed or modified accordingly.

RULE XV. EFFECTIVITY CLAUSE

Section 53. These rules shall take effect fifteen (15) days after its approval by the Civil Service

Commission Regional Office and proof of posting in two (2) conspicuous places in the Local

Government Unit of Santa Cruz, Davao del Sur.

Done this 25th day of April, 2005 at Santa Cruz, Davao Del Sur, Philippines.

(SGD) ATTY. JEROME A. UNDALOK

Municipal Mayor

APPOVED AS TO THE INTERNAL

ADMINISTRATIVE DISCIPLINARY

RULES ON SEXUAL HARASSMENT:

(SGD) ATTY. ANNABELLE B. ROSELL

Director IV


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Pre-Retirement

Program


319 | H R S Y S T E M S




PRE-RETIREMENT PROGRAM

I. BASIC POLICIES

1. This agency values the human resource, thus, it shall design, implement and evaluate

programs to honor its retiring officials and employees.

2. The agency shall provide courses intended to familiarize retiring officials and employees

on the government retirement plans and benefits as well as available business

opportunities or other productive options or pursuits.

3. This agency shall establish a systematic and planned pre-retirement program as

determined appropriate and practicable by the management.

II. OBJECTIVES

1. General

This Pre-Retirement Program of the agency shall provide continuing opportunities for

advancement to officials and employees who opt to retire from the government service.

2. Specific

a. Develop innovations and options which will sustain the retiring officials and

employees physically, mentally, socially and financially after service.

b. Determine the appropriate livelihood programs for the agency’s officials and

employees.

c. Understand the importance of counseling as retirement is one area that needs

proper and careful attention for it to be progressive, productive and

meaningful.

d. Develop exit interviews to bring closure to the years of service of officials and

employees and help the transition from service to retirement with greater ease

and success.


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III. SCOPE

This Pre-Retirement Program applies to all levels of retiring officials and employees in

the organization regardless of the nature and status of their employment.


1. Retirement

Retirement generally implies the terminal cessation, relaxation or changeover of

financially remunerative employment. It is a life stage because it is a period of economic

inactivity or a change over in one’s economic activity, socially/legally prescribed for

workers in later life. Retirement is a phenomenon characterized by separation of the

worker from paid employment, which has the characteristic of an occupation or a career

over a period of time. It is essentially, a period of adjustment (Oniye, 2001).

2. Retirement Counseling

Retirement counseling is the process of providing prospective retirees with factual

information needed to make a pleasant transition from world of work into the world of

less rigorous occupational schedules – retirement. The concept includes a review of all

insurance policies, management of personal income during retirement, explanation of

the retirement process, general information about social security, medicare coverage

and acquisition of life skills needed for optional adjustment to retirement roles.

Retirement counseling is also interested in sensitizing prospective retirees and retired

people about issues bothering on the effect or problems of retirement (Adeloye, 1999).

3. Retirement Planning

Retirement planning involves identifying retirees’ wants and needs, developing a plan to

achieve them, acting on the plan and continually reviewing and revising the plan. Early

planning means that just a small investment each year given reasonable profit margin

could create a portfolio large enough to meet the needs later in life (Solutions Colony

1998-2003).

V. PRE-RETIREMENT PROGRAMS

1. Livelihood Skills Development Programs

a. There shall be a course on Basic Management Skills. This will be helpful to

retiring officials and employees as they learn the necessary skills to operate

business and creative solutions to actual business problems.

b. Retiring officials and employees shall have training on Effective Negotiating and

Assertive Skills. Included in the training are alternatives for networking with

community and other organizations.


321 | H R S Y S T E M S

c. A Basic Business Plan shall be provided to retiring officials and employees.

Schemes for financial and/or livelihood management shall be given emphasis in

this course.

2. Salamat-Paalam Program

The agency shall adopt the Salamat-Paalam Program held to honor all retiring

officials and employees, whether under optional or compulsory retirement. In

the ceremony, the retiring officials and employees may be given a plaque of

appreciation and/or recognition signed by the heads of their concerned offices.

3. Counseling Program

The agency shall come up with a counseling program that meets the needs and

expectations of the retiring officials and employees as per their present and

anticipated conditions.

a. Emotional Counseling

This shall instil rationality in retiring officials and employees regarding their

perception of retirement. It aims to reduce anxiety, panic and depression. Thus,

results to seeing retirement as a natural growth process and so should be

accepted as a normal developmental process.

b. Reality Counselling

This shall provide conditions that will help clients develop their psychological

strength to evaluate their present behavior. The overall goal is for individuals to

find more effective ways of meeting their needs for belonging, power, freedom,

and fun. The workshop shall stress helping clients learn ways to regain control

of their lives and to live more effectively after service.

c. Steps in Retirement Planning

This shall teach the retiring officials and employees the setting of financial

goals, investing in appropriate modes, calculating of net worth, monitoring

regularly the financial plan and incorporating amendments in the retirement

plan.

d. Preparing the Senior Life

This shall discuss the importance of staying fit and healthy and the beauty of

staying active in the community. This shall also discuss joining charities,

humanitarian organizations and community work.

e. Spiritual Promotion

The agency respects the right of its employees to the free exercise of religion.

This program shall not promote religion but shall highlight the importance of

spiritual well-being of the retiring officials and employees.


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4. Exit Interview

Exit interviews are essential part of the cycle of service for both employees and the

organization. These shall enable employees to transition from service into the next

stage of their lives.

How to Conduct Exit Interviews

a. An employee shall be informed that he/she will be subjected for an exit

interview.

b. The purpose of the interview shall be explained to the employee.

c. The interview shall be scheduled two (2) weeks after the actual

departure of the employee to give him/her ample time to generate a

more honest and accurate information.

d. The interviewer shall be a Division Chief but not the immediate

supervisor of the employee to avoid hesitations under certain

circumstances.

e. Confidentiality of the one-on-one exit interview shall be ensured.

Employee’s answers shall not be used against him/her and shall not be

divulged to their supervisors.

Guidelines for the Exit Interview

a. Broader measures about the employee’s attitude and experiences shall

be identified and issues and concerns shall be resolved before the

retirement.

b. The employee shall be allowed to express his/her feelings. Open-ended

questions shall be prepared to give the employee the chance to

comment.

c. Key attitudinal measures such as the employee's satisfaction with the job

itself, an assessment of the organization's work culture and effectiveness

of its various lines of communication, how well the employee's job

responsibilities were defined, perceived opportunities for advancement

and the employee's perspective on the amount of training, feedback and

recognition received shall be included in the interview.


323 | H R S Y S T E M S

d. The exit interview shall be implemented consistently and in such a way

as to encourage employees to share their opinions as honestly and

candidly as possible.

5. Other Pre-Retirement Programs

a. Information Services

The agency shall supply valid and reliable information on various issues

related to retirement, like retirement policies, when and how to retire,

how to merge services before retirement, how gratuity and pension are

computed or and what to do after retirement.

b. Vocation Services

The agency shall assist retiring officials and employees to explore career

alternatives and develop leisure interest in which they can utilize their

knowledge and skills.

c. Planning, Placement and Follow-up Services

The agency shall help the retiring officials and employees plan their lives

realistically and effectively. Planning herein connotes taking cognizance

of retiring employees’ abilities, interests, value system, personality

disposition, aptitude and so on. The appropriate planning and

placement shall however be accompanied with periodic follow-up to

ascertain the effectiveness.

d. Referral Services

The agency shall send special cases to specialists for appropriate

treatment; like dentists to ascertain healthiness of aging person’s teeth,

medical doctors to check blood pressure or psychiatrists to proffer

therapeutic insights.

VI. ROLES OF THE HRMP

The HRMP shall be responsible for:

1. Assisting officials and employees to plan their retirement and conduct exit interview;

2. Informing the retiring officials and employees on the best retirement package to avail of;

3. Conducting orientation/trainings in relation to the retiring officials and employees’

second career such as livelihood options, etc.

4. Submitting the names of retirees, to the Ombudsman and CSC for verification of

pendency of cases within one (1) month after the official or employee has submitted

his/her written expression of intent to retire (Section 7, Rule III of the Implementing

Rules and Regulation of RA 10154 as amended).


324 | H R S Y S T E M S

5. Sending the retiring employee a letter not later than one (l) year prior to the effectivity

date of his/her retirement, informing him/her to submit his/her expression of intent to

retire and notifying him/her to submit the necessary requirements at least one hundred

(100) days prior to the effectivity date of his/her retirement;

6. Computing the retiree’s total number of accumulated years of government service;

7. Providing the retiring employee with the retirement application form, with the

accompanying checklist of all the requirements for retirement purposes;

8. Stamp marking, upon submission of the requirements, the date on the corresponding

item in the retirement application form in clear bold marks, countersigned by the

proper receiving and validating employee;

9. Processing the application for retirement, computing the appropriate retirement

benefits and verifying the authenticity, accuracy and consistency of the data contained

in the documents submitted;

10. Endorsing, not later than ninety (90) days prior the actual date of retirement, to GSIS

and other concerned agencies the request of the retiring employee together with the

complete set of documentary requirements (Section 8, Rule IV of the Implementing

Rules and Regulation of RA 10154 as amended).

11. Submitting, as part of its budget proposal to the Municipal Budget Office, a list of

officials and employees who shall compulsorily retire in the next succeeding fiscal year

for the latter’s incorporation in the Annual Budget.

VII. TRANSITORY POLICIES

All existing policies addressing Pre-Retirement Program which are inconsistent with

these policies are superseded.

VIII. EFFECTIVITY

The Pre-Retirement Program shall take effect immediately after the approval by the Civil

Service Commission Regional Office XI.

IX. COMMITMENT

I hereby commit to implement and abide by the provisions of this Pre-Retirement

Program.


Municipal Mayor

October 17, 2013


325 | A C K N O W L E D G M E N T

oremost, I would like to express my heartfelt thanks and gratitude to Director

Richard T. Ortiz, Civil Service Field Office, Province of Davao del Sur, for the technical

assistance he extended in making this Human Resource (HR) Plan a realization.

To the Human Resource Management Staff, especially to Rina Fe. E. Gamao and

Omar Jason B. Martel, for helping me in the encoding of the data as well as in the

binding and reproduction of the HR Plan.

Also, I would like to thank the Municipal Government Department Heads and

the supervisors of each office for their immediate response in time when I need data

and for the prompt submission of their offices’ Major Final Output (MFO) and the

Performance Standard Guide.

Last but not the least, I would like to thank Mayor Joel Ray L. Lopez for his

support – for without him the HR Plan would not have been possible.

ANITA S. LUMANOG

Administrative Officer V (HRMO III) Office of the Municipal Mayor Human Resource Management Section

F