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ROGRAM ON AWARDS AND INCENTIVESFOR SERVICE EXCELLENCE

(PRAISE)

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IRIGA CITY WATER DISTRICT PROGRAM ON AWARDS AND INCENTIVES FOR SERVICE EXCELLENCE

(ICWD-PRAISE)

In line with the Revised Policies on Employee Suggestionsand Incentive Awards System (ESIAS) provided under CSCResolution No. 010112 and CSC MC No. 01, S. 2001, the IrigaCity Water District adopts the herein program on Awardsand Incentives for Service Excellence (PRAISE) referred to asthe ICWD-PRAISE.

I. BASIC POLICIES

1.1 The Iriga City Water District shall establish its ownEmployee Suggestions and Incentives Awards System.

1.2 The system shall be designed to encourage creativity,innovativeness, efficiency, integrity and productivity inthe public service by recognizing and rewardingofficials and employees, individually or in groups fortheir suggestions, inventions, superioraccomplishments and other personal efforts whichcontribute to the efficiency, economy, or otherimprovement in government operations, or for otherextraordinary acts or services in the public interest.

1.3 The PRAISE shall adhere to the principle of providingincentives and awards based on performance,innovative ideas and exemplary behavior.

1.4 The PRAISE shall give emphasis on the timeliness ofgiving award or recognition. Aside from conferment ofawards during the traditional or planned awardingceremonies, the spirit of on-the-spot grant ofrecognition is hereby institutionalized.

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1.5 The PRAISE shall provide for both monetary and non-monetary awards and incentives to recognize andreward productive, creative, innovative and ethicalbehavior of employees through formal and informalmode.

For this purpose, the system shall encourage the grant ofnon-monetary awards. However, monetary awards aregranted only when the suggestions, inventions, superioraccomplishments and other personal efforts result inmonetary savings which shall not exceed 20% of the savingsgenerated

1.6 At least 5% of the HRD funds shall be allocated for thePRAISE and incorporated in the ICWD’s Annual Workand Financial Plan and Budget.

1.7 The PRAISE shall be institutionalized through theICWD-PRAISE Committee.

1.8 Following is the composition of the ICWD-PRAISECommittee: The General Manager or his authorized

representative who will act as Chairperson. The Head of the Financial Unit or its equivalent The Head of the Planning Unit or its Equivalent The HRMO or Officer-in-Charge of personnel Two (2) representatives from the Career Rank-and-

File Employees

1.9 The General Manager or his authorized representativeshall be responsible for overseeing the System’soperation and the Administrative Service ManagementOfficer shall serve as the Secretariat.

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1.10 The PRAISE Committee shall ensure that productivity,innovative ideas, suggestions and exemplary behaviorcan be identified, considered, managed andimplemented on a continuing basis to cover employeesat all levels.

1.11 The PRAISE committee shall be responsible for thedevelopment, administration, monitoring andevaluation of the awards and incentives system of thedistrict. The ICWD of the committee may, however,employ an external or independent body to assist thePRAISE Committee to judiciously and objectivelyimplement the system of incentives and awards.

1.12 The PRAISE Committee shall establish its own internalprocedures and strategies which may be independentfrom but not contrary to CSC established rules as thecommittee deems applicable. Membership in theCommittee shall be considered part of the member’sregular duties and functions.

1.13 The Iriga City Water District shall submit its ownProgram on Awards and Incentives for ServiceExcellence (PRAISE) and its subsequent amendments, ifany, to the Civil Service Commission Regional Office Vwhich shall provide technical assistance, if deemednecessary, to ensure proper implementation.

1.14 The CSC approved PRAISE shall be the basis of thegrant of Productivity Incentive |Bonus (PIB), otherawards and incentives. The Annual PRAISE Reportshall be submitted by the Committee to the CivilService Commission Regional Office V on or before theThirtieth (30th) day of January to enable its employeesto qualify for nomination to the CSC sponsorednational awards.

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1.15 Issues relative to awards and incentives shall bebrought before the PRAISE Committee which shalladdress the same within fifteen (15) days from the dateof submission.

II. OBJECTIVES

2.1 General

To encourage, recognize and reward employees,individually and/or in groups, for their creativity,suggestions, innovative ideas, inventions, discoveries,superior accomplishments, heroic deeds, exemplarybehavior, extraordinary acts or services to the publicinterest and other personal efforts which contribute tothe efficiency, economy and improvement ingovernment operations, which in turn lead toorganizational productivity.

2.2 Specific

2.2.1 To establish a mechanism foridentifying, selecting, rewarding andproviding incentives to deservingemployees at the start of each year;

2.2.2 To identify outstandingaccomplishments, best practices ofemployees on a continuing basis;

2.2.3 To recognize and rewardaccomplishments and innovationsperiodically or as the need arises;

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2.2.4 To provide incentives and interventionsto motivate employees who havecontributed ideas, suggestions,inventions discoveries, superioraccomplishments and other personalefforts;

2.2.5 To foster awareness and desire to exceland maintain remarkable performanceand noteworthy accomplishments

2.2.6 To encourage creativity, efficiency andintegrity in the public service amongofficials and employees of the ICWD;

2.2.7 To motivate officials and employees tocontribute more, and be moreresponsive to the community in whichthey serve.

III. SCOPE

The system shall apply to all permanent officials andemployees (Career and Non-Career Service) of theIriga City Water District (effective May 2004 with CSCApproved Amendment).

IV. DEFINITION OF TERMS Agency–Iriga City Water District Award–recognition which may be monetary or non-

monetary conferred on individual or group ofindividuals for ideas, suggestions, inventions,discoveries, superior accomplishments, exemplarybehavior, heroic deeds, extraordinary acts or servicein the public interest which contribute to the

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efficiency, economy, improvement in governmentoperations which lead to organizationalproductivity.

Career–positions in the Civil Service characterizedby (1) entrance based on merit and fitness to bedetermined as far as practicable by competitiveexamination, or based on highly technicalqualifications; (2) opportunity for advancement tohigher career positions; and (3) security of tenure.

Committee–The PRAISE Committee Contribution–any input which can be in the form of

an idea, invention, or performance. Discovery–is the uncovering of something

previously existing but found or learned for the firsttime which will improve public service delivery.

District–Iriga City Water District Idea Type Contribution–refers to an idea, a

suggestion, or discovery for improvement to effecteconomy in operation, to increase production andimprove working conditions.

Incentive–monetary or non-monetary motivation orprivilege given to an official or employee forcontributions, suggestions, inventions, ideas,satisfactory accomplishment or demonstration ofexemplary behavior based on agreed performancestandards and norms of behavior.

Invention-the creation of something previously nonexistent which will benefit the government.

Non-Career-positions expressly declared by law tobe in the non-career service, or those whoseentrance in the service is characterized by (1)entrance on bases other than those of the usual tests

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of merit and fitness for the career service and (2)tenure which is limited to the duration of aparticular project for which purpose of employmentwas made.

Officials-refer to the General Manager, DivisionManagers and other positions with supervisoryfunctions. (effective May 2004 with CSC approvedamendment)

Performance Type Contribution - refers toperformance of an extraordinary act or service in thepublic interest in connection with, or related toone’s official employment; or outstandingcommunity service or heroic acts in the publicinterest; or sustained work performance for aminimum period of one (1) year which is over andabove the normal requirement of the individual orgroup.

PRAISE-Program on Awards and Incentives forService Excellence.

Suggestion-idea or proposal which improves workperformance, systems and procedures and economyin operations that will benefit the government.

System-the ICWD awards and incentives programfor officials and employees.

V. TYPES OF AWARDS

5.1 National Awards

The Iriga City Water District shall participate in thesearch for deserving employees who may be includedin the screening of candidates for awards given by

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other government agencies, private entities, NGO’sand other award giving bodies at the:

5.1.1 Presidential or Lingkod Bayan Award-conferred on an individual forconsistent, dedicated performanceexemplifying the best in any professionor occupation resulting in the successfulimplementation of an idea orperformance, which is of significanteffect to the public or principally affectsnational interest, security andpatrimony.

5.1.2 Outstanding Public Official/Employeeor Dangal ng bayan Award-granted toany public official or employee ingovernment who has demonstratedexemplary service and conduct on thebasis of his or her observance of one ormore of the eight (8) norms of behaviordescribed under Republic Act |No. 6713or the Code of Conduct and EthicalStandards for Government Officials andEmployees.

5.1.3 Civil Service Commission or thePAGASA AWARD-conferred on agroup of individuals or team who hasdemonstrated outstanding teamworkand cooperation, which resulted in thesuccessful achievement of its goal or hasgreatly improved public servicedelivery, economy in operation,

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improved working conditions orotherwise benefited the government inmany other ways.

5.1.4 GOCC Award or the Kapwa Award-conferred on an individual or group ofindividuals or team in recognition ofhis/her contributions from an idea orperformance resulting to direct benefitsto the ICWD. Nominations for thiscategory need not be submitted to theCSCROV for screening & evaluation.The PRAISE Committee shall evaluatethe nominations & recommends to theGeneral Manager the most qualifiednominee/s.

5.1.5 Other Awards-given by othergovernment agencies, privateinstitutions or NGO’s to an individualor team for contributions of an idea orperformance that directly benefited thegovernment.

5.2 Agency Level Awards

The agency shall develop and initiate the search fordeserving employees who may be included in thescreening of candidates for awards to be given suchas:

5.2.1 Best Employee Award-granted to anindividual or individuals who excelledamong peers in a functional group, or

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profession. A cash award of not lessthan the amount provided underrelevant existing laws shall be given tooutstanding employees plus aCertificate of Recognition or other formsof incentives as the committee maydecide, e.g., Best Division Chief, BestSecretary, best Driver, Best UtilityWorker and other similar awards.

5.2.2 Gantimpala Agad Award-given outrightto employees commended by clients fortheir courtesy, promptness, efficiency,and dedication to duty.

5.2.3 Exemplary Behavior Award-an awardgiven based on the eight (8) norms ofconduct as provided under RA 6713(Code of conduct and EthicalStandards). The awardee shall beautomatically nominated by the ICWD-PRAISE Committee to the Dangal ngBayan Award.

5.2.4 Best Organizational Unit Award-granted to the top organizational unitwhich may be a section, division, oroffice on the basis of meeting theorganization’s performance targets andother pre-determined criteria.

5.2.5 Cost Economy Measures Award-granted to an employee or team whosecontributions such as ideas, suggestions,inventions, discoveries or performanceof functions resulted in savings in terms

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of manhours and cost or otherwisebenefited the agency and government asa whole. The monetary award shall notexceed 20% of the monetary savingsgenerated from the contribution.

5.2.6 Service Award-conferred on retireeswhether under optional or compulsoryretirement schemes held during a fittingceremony on or before their retirement.

5.2.7 Such other awards the ICWD or PRAISECommittee may decide to give.

VI. TYPES AND FORMS OF INCENTIVES

The Iriga City Water District shall continuouslysearch, screen and reward deserving officials andemployees to motivate them to improve the quality oftheir performance and instill excellence in publicservice. As such, the following types of incentives butnot limited to the following shall be awarded:

6.1 Performance Incentive-shall be given to anofficial or employee who has obtained anOutstanding or Very Satisfactory Rating inaccordance with the approved Merit PromotionPlan and the Performance Evaluation System ofthe ICWD for the last two (2) succeeding ratingperiods. The incentive shall be in the form of stepincrements in accordance with the following:

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a. Outstanding performance for two (2)consecutive rating periods shall be given two(2) step increments.

b. Very Satisfactory performance for two (2)consecutive rating periods shall be given aone (1) step increment.

These step increments shall be based from theprevailing existing law, rules and regulations andshall take effect following the end of the second ratingperiod. Provided however, that the total number ofrecipients in any calendar year shall not be more than10% of the total number actually employed in thedistrict. Of this, the total number of recipients of twostep increments shall not exceed 3%.

6.2 Length of Service Incentive-shall be given to anofficial or employee who has rendered at leastthree (3) years of service and every three yearsthereafter for continuous satisfactory service inthe same position. The cash award shall beincorporated in the salary adjustments followingthe CSC-DBM Joint Circular No. 1, S. 1990,provided, the grant of step increment shall notexceed the maximum.

6.3 Productivity Incentive-given to all employeeswho have performed satisfactorily for the yearcovered in accordance with the agency’s CSC-approved PES. This incentive shall followrelevant existing guidelines.

6.4 Career and Self-Development Incentive-grantedin recognition to an individual who hassatisfactorily completed a course or degree within

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or outside the country at one’s own expense. Aplaque of recognition may be given during thedistrict’s anniversary celebration.

6.5 Loyalty Incentive-granted to an official oremployee who has completed at least ten (10)years of continuous satisfactory service in theICWD. This award shall consist of cash bonusplus loyalty pin, 14K ring or wristwatch withICWD emblem differentiated as follows:

First ten (10) years Gold Pin plus P500 per year ofservice

11 – 15 years P1,000 per year of service16 – 20 years P1,000 per year of service21 – 25 years P1,500 per year of service26 – 30 years P1,500 per year of service31 – 35 years P2,000 per year of service36 – 40 years P2,000 per year of service

Thereafter, succeeding awards shall be given every fiveyears and be awarded only in cash bonus equivalent to thefive years additionally served. The 14k ring and thewristwatch shall be awarded only upon reaching the 15th

and 25th year of service respectively.

6.6 Service Incentive-shall be given to an employeeor official who has rendered an aggregatenumber of years of service enumerated herein:

Below 15 yrs of service - 1 month salary per yr. of service15 yrs & below 25 yrs - 1½ half month salary per year25 yrs & below 35 yrs - 2 month salary per year35 years & above - 2½ month per year

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Provided, the official or employee was not separated forcause. The manner of computation shall not be cumulativefollowing the principle in paragraph 6.5 as underscored.However, a fraction of at least six (6) months shall becomputed as one whole year.

6.7 A Financial Assistance equivalent to one monthsalary shall be given to officials and employees.Provided, the same shall be included in thedistrict’s annual budget and in accordance withexisting MC’s, rules & regulations as the casemay be.

6.8 A Efficiency Incentive Bonus equivalent to TenThousand (P10,000.00) Pesos shall be granted toall officials and employees of the district,regardless of salary. Provided, the followingparameters are met, and shall be given only,during the first quarter of the succeeding yearwhen said parameters shall have beendetermined.

o Collection Efficiency of at least 95% of thepreceding year

o Average of less than 25% of Non-Revenue Watero Fifteen (15%) Percent Net Income before tax on

total operating revenueso Staff ratio of 1:120o Up-to-date debt service paymento Strict compliance of the above conditions

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VII. OTHER INCENTIVES

7.1 An Economic Relief Assistance in the amountof Seven Thousand (P7,000.00) Pesos per yearshall be granted to officials and employees withpermanent status regardless of salary.Employees who have rendered less than one (1)year but not less than four (4) months of servicebe entitled to an amount proportionate to the

total number of months of continuous service.7.2 Medical and Dental Assistance shall be granted

to officials and employees in the amount notexceeding Five Thousand (P5,000.00) Pesos peryear reimbursable upon presentation of a receiptin accordance with CSC MC No. 17, S. 1989, orthe prevailing law, rules and regulations.

7.3 A Grocery Allowance shall be granted to eachofficial and employee in the amount of SevenHundred Fifty (P750.00) Pesos per month whichshall be taken from the yearly budgetappropriation effective August 2004 (with CSCapproved amendment).

7.4 A Monthly Rice Allowance shall be given toofficials and employees in the amountequivalent but not to exceed an average of OneThousand Pesos per month for one year.

7.5 Compensatory Time-Off shall be granted to anemployee who has worked beyond his regularoffice hours without overtime pay.

7.6 Flexiplace-a work arrangement allowed forqualified employee/s who has demonstratedresponsibility, initiative, and capacity to produce

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output/result accomplished outside of theworkplace subject to established guidelines.

7.7 Salu-salo Together – A meal hosted by thesupervisor/s for employees in theirdivision/department who have made significantcontributions.

7.8 Personal Growth Opportunities – Incentives inthe form of attendance in conferences on officialbusiness, membership in professional or civicorganizations, books, journals, tapes and thelike, travel packages and other learningopportunities shall be granted to employees whohave given significant contributions in line withtheir job accomplishments.

7.9 Gratuities – in the form of merchandise,computers, cellular phones, reserved parkingspace, recognition posted at the Wall of Fame,feature in Agency Publication, and others shallbe given to employees in accordance with theirdegree of accomplishment or contribution to theagency.

VIII. PRAISE COMMITTEE

8.1 Composition

The PRAISE Committee in the ICWD withoutprejudice to future changes in its compositionshall be comprised of the following:

o The General Manager or his AuthorizedRepresentative

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o The Head of the Financial Division of Unit orEquivalent

o The Head of the Planning Division or Unit orEquivalent

o The HRMO of Officer-in-Charge of Personnelo Two (2) Representatives of the Career Rank-

and-File Employees representing levels I & II,who shall serve for two (2) years, chosenthrough a General Assembly or, any mode ofselection applicable, or designated by theregistered union, if any.

8.2 Duties and Responsibilities

The PRAISE Committee shall be responsible for thedevelopment, administration, monitoring andevaluation of the awards and incentives system of thedistrict. As such, the committee shall meetperiodically to perform the following tasks:

8.2.1 Establish a system of incentives andawards to recognize and motivateemployees for their performance andconduct;

8.2.2 Formulate, adopt and amend internalrules, policies and procedures to governthe conduct of its activities which shallinclude the guidelines in evaluation thenominees and the mechanism forrecognizing the awardees;

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8.2.3 Monitor implementation of approvedsuggestions and ideas throughfeedbacks and reports;

8.2.4 Prepare plans, identify resources andpropose budget for the system on anannual basis;

8.2.5 Develop, produce, distribute a SystemPolicy Manual and orient the employeeson the same;

8.2.6 Document best practices, innovativeideas and success stories which willserve as promotional materials tosustain interest and enthusiasm;

8.2.7 Submit an annual report on the awardsand incentives system to the CSCROVon or before the thirtieth (30th ) day ofJanuary;

8.2.8 Monitor and evaluate the System’simplementation every year and makeessential improvements to ensure itssuitability to the agency, and;

8.2.9 Address issues relative to awards andincentives within fifteen (15) days fromthe date of submission.

To implement the System effectively, the PRAISECommittee members are expected to possess positiveattitude, be capable of implementing submittedideas, open-minded, decisive, have high tolerance forstress or pressure, and actively participate in allcommittee meetings.

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The Chairperson shall be responsible for overseeingthe system’s operations and the Human ResourceManagement Unit or its equivalent shall serve asthe System’s Secretariat.

The District may, however, employ an external orindependent body to assist the PRAISE Committeeto judiciously and objectively implement the systemof awards and incentives.

IX. FUNDING

The Iriga City Water District in coordination with thePRAISE Committee shall allocate sufficient funds forthe PRAISE and incorporate the same in the AnnualWork and Financial Plan and Budget.

X. EFFECTIVITY

The Iriga City Water District PRAISE shall becomeeffective immediately after final evaluation andapproval by the Civil Service Commission RegionalOffice V. Subsequent amendments shall likewisebecome effective immediately after its evaluation andapproval.

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XI. COMMITMENT

I hereby commit to implement and abide by theprovisions of this ICWD-PRAISE which shall be thebasis for the grant of awards and incentives toofficials and employees of the ICWD.

Original Signed:

ENGR. BEDA B. MALAZARTEGeneral Manager

CSC Action:

I have evaluated the herein ICWD-PRAISE and foundit to be in accordance with the provision of CSC MC 01Series of 2001, and may now be implemented.

Signed:

Atty. DAVID E. CABANAG, JR.Regional DirectorCivil Service CommissionRegional Office VRawis, Legaspi City

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IRIGA CITY WATER DISTRICT PROGRAM FOR AWARDS &INCENTIVES FOR SERVICE EXCELLENCE (ICWD-PRAISE)

SUPPLEMENTAL GUIDELINE

In line with the ICWD-PRAISE, following shall be adoptedfor STRICT implementation as Supplemental Guideline forthe grant of Awards and Incentives to officials andemployees.

1. The PRAISE Committee with the concurrence of allits members shall have the sole authority to nominate,grant awards and incentives to qualified officials andemployees.

2. The grant of national awards shall be governed bythe criteria being followed by the CSC or other awardgoverning bodies concerned.

3. The grant of the performance incentive shall begoverned by the rules stipulated in paragraph 6.1 ofthe ICWD-PRAISE.

4. Length of Service Incentive shall be governed bythe CSC-DBM Joint Circular No. 1, S. 1990 or itsexisting equivalent prevailing law, rules andregulations.

5. The Productivity Incentive Bonus shall be grantedonly to those officials and employees who haveadhered and submitted their PES in accordance withOffice Order No. 23-01. Likewise, the following shallbe instituted:

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5.1 A RANKING SYSTEM for giving the PIB beadopted including the amount to be granted toeach official and employee.

5.2 The PIB be granted only to those officials andemployees with a performance rating of at leastSATISFACTORY.

5.3 A penalty of REPRIMAND and above during thepreceeding year where the PIB will be grantedshall automatically disqualify the individual toreceive the PIB.

6. To be entitled to the Career and Self-DevelopmentIncentive, the following criteria shall be the basis:

The course that was taken shall have been completedafter the employee was hired;

The course completed is his/her second course and takenat one’s own expense.

7. The criteria for the grant of the Loyalty Incentive shallbe the following:

The official/employee must have completed ten (10)years of continuous (uninterrupted) satisfactory service.

He/she must not have received a rating belowSatisfactory for that 10 year period.

He/she must not have been penalized administrativelyfor that 10 year period.

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The Certificate of Award shall indicate the ten yearperiod at which the individual was entitled to receiveregardless of his/her date of employment.

Paragraph 6.5 of the PRAISE shall be the basis forcomputation for the grant of loyalty incentive regardlessof the years of service rendered by the employee.

8. The aggregate total of years of service shall be thebasis for giving out the Service Incentive. Theemphasis shall be, that when SEPARATED FORCAUSE, NO SEVERANCE PAY nor service incentiveshall be given away.

9. Financial Assistance shall be granted as governed byexisting law, MC’s rules and regulations.

10. The Efficiency Incentive Bonus shall be grantedONLY when the parameters enumerated inparagraph 6.9 and its subsequent amendments, if any,are met.

11. The Economic Relief Assistance shall entitle allofficials and employees regardless of salary.

12. Medical and Dental Assistance is a supplementalhealth program for officials and employees.

13. The Monthly Rice Allowance is a necessarysupplemental aid to officials and employees.

14. Compensatory Time-Off may be applied to OFFSETthe number of hours or day that an employee had

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spent without being paid overtime pay. However, thesame shall not apply to tardiness an employee hadcommitted in coming late for office.

15. A flexiplace arrangement may be applied if the ICWDadopts the flexitime with CORE HOURS beingobserved.

16. A Salu-salo together may be initiated by aSupervisor/Division Chief for employees who hadgiven significant contribution to the district. ThePRAISE Committee at its discretion may recommendthe incentive if the recommendation of thesupervisor/division head is deemed meritorious.

17. For Personal Growth Opportunities and Gratuities,the following qualifications should be met:

The incentive shall be appropriate to the position held.

Availability of the fund in the budget.

Evaluation and Favorable Recommendation from thePRAISE Committee.

The PRAISE committee is hereby given the discretion togrant the above but in no case the fund intended for theincentives adversely affect the financial viability of theICWD.

The PRAISE Committee shall issue a certification on theevaluation conducted including all data/documents

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necessary and subsequent confirmation on the type andform of award to be granted to an official or employee.

The PRAISE Committee are committed to uphold the aboveprovisions of the supplemental guideline set forth for theimplementation of the ICWD PRAISE.

APPROVED:

Signed: Signed:

MARIETTA H. CRUZATA JUVENAL B. NERIMember Member

LEDA V. GONZAGA MARGARITO M. CERILLOMember Member

SALVADOR D. ALCOMENDAS BEDA B. MALAZARTEMember Member

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Strategic performancemanagement system

(SPMS)

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STRATEGIC PERFORMANCE MANAGEMENT SYSTEM(SPMS)

In line with CSC Memorandum Circular No. 6, s.2012, the Iriga City Water District (ICWD) adopts the hereinStrategic Performance Management System to be referred toas Iriga City Water District -SPMS.

I. General Policies

This Iriga City Water District -SPMS:

a. Adheres to the principle of performance-basedsecurity of tenure which provides motivationand basis for incentives to performers, appliesdevelopmental plans for poor performers andsanctions for non-performers.

b. Operates on the basis that performance goalsand measurements are aligned to the nationaldevelopment plans, agencymandate/vision/mission and strategicpriorities and/or organizational performanceindicator framework.

c. Puts premium on major final outputs thatcontributes to the realization of organizationalmandate, mission/vision, strategic priorities,outputs and outcomes.

d. Adopts a team-approach to performancemanagement such that accountabilities andindividual roles in the achievement oforganizational goals are clearly defined to give

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way to collective goal setting and performancerating.

e. Provides mechanism for appeals andresolutions of conflicts and/or disagreements.

II. General Objectives

This Iriga City Water District -SPMS shall be preparedand administered to:

a. Concretize the linkage of organizationalperformance with the Philippine DevelopmentPlan, the Agency Strategic Plan and theOrganizational Performance IndicatorFramework (OPIF).

b. Ensure organizational effectiveness andimprovement of individual employeeefficiency by cascading institutionalaccountabilities to the various levels of theorganization anchored on the establishment ofrational and factual basis for performancetargets and measures.

c. Link performance management with other HRsystems and ensure adherence to the principleof performance-based tenure and incentivesystem.

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III. Key Players and Responsibilities

A. SPMS Champion (Agency Head)1. Primarily responsible and accountable

for the establishment andimplementation of the SPMS.

2. Sets agency performancegoals/objectives and performancemeasures.

3. Determines agency target setting period.4. Approves office performance

commitment and rating.5. Assesses performance of

Offices/Divisions.6. Constitutes a Performance Management

Team (PMT) through an Office Orderindicating the duties and responsibilitiesof its members.

B. Performance Management Team (PMT). ThePMT shall be composed of the following:

1. Executive Official designated by theAgency Head as Chairperson.

2. Highest Human Resource ManagementOfficer or the career service employeedirectly responsible for human resourcemanagement.

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3. Highest Human Resource DevelopmentOfficer or the career service employeedirectly responsible for personneltraining and development.

4. Highest Finance Officer or the careerservice employee directly responsiblefor financial management.

5. Highest Planning Officer or the careerservice employee directly responsible inPlanning, if there is any.

6. Unit/Division designated by theAgency Head as PMT Secretariat.

7. President of the accredited employeeassociation in the agency of theauthorized alternate representative. Inoffices where there are no accredited orrecognized employeeassociation/unions, the rank and filerepresentative shall be chosen through ageneral election or assembly.

The PMT shall have the following functions andresponsibilities:

1. Sets consultation meeting of all UnitHeads for the purpose of discussing thetargets set in the office performancecommitment and rating form.

2. Ensures that Office performance targetsand measures, as well as the budget are

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aligned with those of the agency andthat work distribution of offices/units isrationalized.

3. Recommends approval of the officeperformance commitment and rating tothe Agency Head.

4. Acts as appeals body and final arbiterfor performance management issues ofthe agency.

5. Identifies potential top performers andprovide inputs to the PRAISECommittee for grant of awards andincentives.

6. Adopts its own internal rules,procedures and strategies in carryingout the above responsibilities includingschedule of meetings and deliberations,delegation of authority torepresentatives in case of absence or itsmembers.

7. Conducts agency performance planningand review conference annually for thepurpose of discussing the officeassessment for the precedingperformance period and plans for thesucceeding rating period withconcerned Heads of Offices. This shallinclude participation of the FinancialOffice as regards budget utilization.

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C. PMT Secretariat

1. Monitors submission of OfficePerformance Commitment and ReviewForm and schedule thereview/evaluation of OfficeCommitments by the PMT before thestart of a performance period.

2. Consolidates, reviews, validates andevaluates the initial performanceassessment of the Heads of Officesbased on reported officeaccomplishments against the successindicators, and the allotted budgetagainst the actual expenses. The resultof the assessment shall be the basis ofPMT’s recommendation to the Head ofAgency who shall determine the finaloffice rating.

3. Records proceedings of the agencyperformance planning and reviewconference annually for the purpose ofdiscussing the office assessment for thepreceding performance period andplans for the succeeding rating periodwith concerned Heads of Offices. Thisshall include participation of the

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Financial Office as regards budgetutilization.

4. Provides each office with the final OfficeAssessment to serve as basis of offices inthe assessment of individual staffmembers.

5. Prepares the agency’s Listing of MajorFinal Outputs (MFO) (Annex A).

6. Prepares a listing of concerns vis-a-visagency’s MFO, the correspondingPrograms and Projects and their outputs(which will be derived from a particularMFO), the Department(Division/Section) responsible for it,success measure and target.

D. Human Resource Management Office

1. Monitors submission of IndividualPerformance Commitment and ReviewForm by heads of offices.

2. Reviews the Summary List of IndividualPerformance Rating to ensure that theaverage performance rating ofemployees is equivalent to or not higherthan the Office Performance Rating asrecommended by the PMT andapproved by the Agency Head.

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3. Provides analytical data on retention,skill/competency gaps and talentdevelopment plans that align withstrategic plans.

4. Coordinates developmentalinterventions that will form part of theHuman Resource (HR) Plan.

5. Prepares semestral and annualSummary Listing of Performance Rating(Annex B) earned by the different offices(departments and/or sections) and theofficials and employees actuallyassigned thereat.

6. Makes said listing readily available atthe HR Office for reference, storageperiod of which is five (5) years.

E. Head of Unit/Department

1. Assumes primary responsibility forperformance management in his/herunit/department.

2. Conducts strategic planning sessionwith the supervisors and staff and agreeon the outputs that should beaccomplished based on thegoals/objectives of the organization andsubmits the Office Performance

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Commitment and Review (OPCR) Formto the Planning Office.

3. Reviews and approves individualemployee’s Performance Commitmentand Review (IPCR) Form for submissionto the HRM Office/Personnel Officebefore the start of the performanceperiod.

4. Does initial assessment ofunit/department performance using theapproved OPCR Form.

5. Determines final assessment ofperformance level of the individualemployees in his/her unit/departmentbased on proof of performance.

6. Informs employees of the final ratingand identifies necessary interventions toemployees based on the assessment ofdevelopmental needs.

i. Recommends and discusses adevelopment plan with thesubordinates who obtainedUnsatisfactory performance duringthe rating period not later than one(1) month after the end of the saidperiod and prepares writtennotice/advice to subordinates that asucceeding Unsatisfactory

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performance shall warrant theirseparation from the service.

ii. Provides preliminary rating tosubordinates showing Poorperformance not earlier than the 3rd

month of the rating period. Adevelopment plan shall be discussedwith the concerned subordinate andissue a written notice that failure toimprove their performance shallwarrant their separation from theservice.

F. Division Chief or Equivalent

1. Assumes joint responsibility with theHead of Office in ensuring attainment ofperformance objectives and target

2. Rationalizes distribution oftargets/tasks.

3. Monitors closely the status of theperformance of his/her subordinates(see Annex C1) and provides supportand assistance through the conduct ofcoaching for the attainment of targetsset by the Division/Unit and individualemployee.

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4. Assesses individual employees’performance.

5. Recommends developmentalintervention.

6. Prepares and submits necessaryevaluation report to the Head of Agencya week before the end of any ratingperiod in cases of underperformingsubordinate employees despite conductof on-the-job coaching or mentoring.Said report must be duly supportedwith report of the coaching andmentoring assistance (Annex C2)provided.

7. Distribute to specific personnel withinthe unit (department or division orsection) the tasks and activities pertinentto the delivery of an outcome thedepartment is expected to deliver perAgency’s OPCR (see Annex C3).

Note: In cases of agencies with less than ten(10) personnel, items E & F shall be mergedtogether.

G. Individual Employees

1. Act as partners of management andtheir co-employees in meetingorganizational performance goals.

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2. Keep track and accomplish necessaryreports in monitoring individual workprogress through submission ofMonthly Accomplishment Report tounit/department head or division chief.

IV. Timetable of SPMS Activities

A. Performance Planning and Commitment (Setting ofPerformance Targets)

1. Organizational Targets - OfficePerformance Commitment and Review(OPCR)

Not later than the last quarterimmediately preceding the rating periodis devoted to preparation and setting oforganizational targets.

Organizational targets refer to short-range (annual or semi-annual) expectedaccomplishments set to achieveobjectives.

The approved OPCR (Annex D) shallserve as basis for individualperformance targets and measures to beprepared in the Individual Employee’sPerformance Commitment and Review(IPCR) Form (Annex E).

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2. Employee/Individual Targets

Employee/individual targets aredetermined by the unit heads ofconcerned employees through a workdistribution plan (WDP). This shall beprepared semi-annually.

Each employee/individual thenprepares his/her IPCR based on theWDP and submits the same to the unithead for approval and submission to theHR Office. It is a must that the unithead/supervisor and the employeeagree on the targets set.

Employees’ performance targets for agiven rating period may still bemodified based on changes broughtabout by new mandates and programsof the agency in general and theorganizational unit in particular.Modifications of the originally plannedtargets may also be allowed in caseswhere an employee is given specialassignments that would significantlyaffect the accomplishment of theoriginal targets.

B. Performance Monitoring and Coaching

During the performance monitoring andcoaching phase, the performance of the

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offices and every individual shall beregularly monitored at various levels:i.e. the Head of Agency, HRM Office,Division Head and individual, on aregular basis.

Performance monitoring and mentoringshall be done quarterly using thePerformance Monitoring and CoachingJournal (Annex C1, C2 & C3).

Division chiefs/unit heads shallmaintain a logbook to record criticalincidents and schedule of coaching andaction plan. Interventions are given tothose behind work targets; in theEmployee Feedback Form (Annex F), aspace is provided for recommendedinterventions.

C. Performance Review and Evaluation

1. Office Performance Assessment

The PMT Secretariat in the agency shallconsolidate, review, validate andevaluate the initial performanceassessment of the Heads of Officesbased on reported officeaccomplishments against successindicators as may be found in the MFOListings (Annex A) as well as theallotted budget against actual expenses.

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The result of the assessment shall besubmitted to the PMT for calibrationand recommendation to the AgencyHead. The Agency Head shalldetermine the final rating ofunits/departments/divisions.

An agency performance reviewconference shall be conducted annuallyby the PMT Secretariat for the purposeof discussing the Office assessment withconcerned Unit Heads. This shallinclude participation of the FinanceOffice as regards budget utilization. Toensure complete and comprehensiveperformance review, all units shallsubmit a quarterly accomplishmentreport to the PMT Secretariat based onthe SPMS calendar (Annex G).

2. Performance Assessment forIndividual Employees

The immediate supervisor shall assessthe individual employee performancebased on the commitments made at thebeginning of the rating period. Theperformance rating shall be based solelyon records of accomplishment; hence,there is no need for self-rating.

The SPMS puts premium on major finaloutputs towards realization of

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organizational mission/vision. Hence,rating for planned and/or interveningtasks shall always be supported byreports, documents or any output asproofs of actual performance. In theabsence of said bases or proofs, aparticular task shall not be rated andshall be disregarded.

The supervisor shall include qualitativecomments, observations andrecommendations in the individualemployee’s performance commitmentand review form to include competency1

assessment and critical incidents2 whichshall be used for human resourcedevelopment purposes such aspromotion and other interventions.

Employee’s assessment shall bediscussed by the supervisor with theconcerned ratee prior to the submissionof the individual employee’sperformance commitment and reviewform to the Head of Office.The Head of Office shall determine thefinal assessment of performance level ofthe individual employees in his/herunit/division based on proof of

1 Competencies are observable, measurable and vital behavioural skills, knowledge and personalattributes that are translations or organizational capabilities deemed essential for success.Competencies shall be identified for a particular position or job family.

2 Record of events, happenings or actual information affecting the overall accomplishments of theemployee during the particular rating period.

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performance. The final assessment shallcorrespond to the adjectival descriptionof Outstanding, Very Satisfactory,Satisfactory, Unsatisfactory or Poor.

The average of all individualperformance assessments shall not gohigher than the collective performanceassessment of the Office.

The Head of Unit/Department shallensure that the employee is notified ofhis/her final performance assessmentand the Summary List of IndividualRatings with the attached IPCRssubmitted to the HRM Office/PersonnelOffice within five (5) working days afterthe end of the rating period (3 months, 6months or 1 year).

D. Performance Rewarding and DevelopmentPlanning

Part of the individual employee’s evaluation isthe competency assessment vis-à-vis thecompetency requirements of the job. Theresult of the assessment shall be discussed bythe Heads of Offices and supervisors with theindividual employee at the end of each ratingperiod. The discussion shall focus on thestrengths, competency-related performancegaps and the opportunities to address thesegaps, career paths and alternatives.

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The result of the competency assessment shallbe treated independently of the performancerating of the employee.

Appropriate developmental interventions shallbe made available by the Agency Head andsupervisors in coordination with the HRMSection of the Administrative Division.

A Professional Development Plan (Annex H1& H2) to improve or correct performance ofemployees with Unsatisfactory and Poorperformance ratings must be outlined,including timeliness, and monitored tomeasure progress.

The results of the performanceevaluation/assessment shall serve as inputs tothe:

1. Heads of Offices in identifying andproviding the kinds of interventionsneeded, based on the developmentalneeds identified.

2. Agency HRM Office/Personnel Officein consolidating and coordinatingdevelopmental interventions that willform part of the HR Plan and the basisfor rewards and incentives.

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3. PMT in identifying potential PRAISEAwards nominees for various awardscategories

4. PRAISE Committee in determining topperformers of the Iriga City WaterDistrict who qualify for awards andincentives.

V. Rating Period

Performance evaluation shall be done semi-annually.However, if there is a need for a shorter or longerperiod, the minimum appraisal period is at least 90calendar days or 3 months while the maximum is notlonger than one (1) calendar year.

Various rating scales may be used for specific sets ofmeasures. However, in general, there shall be five-point rating scale (1 to 5), 5 being the highest and 1,the lowest.

VI. SPMS Rating Scale

This shall refer to the over-all rating earned (ofan official or employee) for a given period, taking inconsideration the parameters (which can either beone, two or all three parameters, namely:Effectiveness, Efficiency, Timeliness) aspredetermined during the targeting period and foundnecessary as contained in the OPCR and IPCR (of thesubject official or employee).

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Results of the total rating as derived from thecomputation, shall determine the would-be adjectivalrating of an official or employee.

General Rating ScaleRating DescriptionNumerical Adjectival

4.50 to 5.00 Outstanding

Performance represents anextraordinary level of achievementand commitment in terms of qualityand time, technical skills andknowledge, ingenuity, creativity andinitiative. Employees at thisperformance level should havedemonstrated exceptional jobmastery in all major areas ofresponsibility. Employeeachievement and contributions to theorganization are marked excellence.

3.51 – 4.49 VerySatisfactory

Performance exceededexpectations. All goals,objectives and targets wereachieved above the establishedstandards.

2.50 – 3.50 Satisfactory

Performance met expectations interms of quality of work,efficiency and timeliness. Themost critical annual goals weremet.

1.50 – 2.49 UnsatisfactoryPerformance failed to meetexpectations, and/or one or moreof the critical goals were not met.

1.00 – 1.49 Poor

Performance was consistentlybelow expectations, and/orreasonable progress towardcritical goals was not made.Significant improvement isneeded in one or more importantareas.

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The General Rating Scale shall be used indetermining the final equivalent adjectival rating ofthe office and individual.

Performance measures shall include any one,combination of, or all of the following generalcategories, whichever is applicable.

Category Definition

Quality /Effectiveness

The extent to which actualperformance compares with targetedperformance.The degrees to which objectives areachieved and the effectiveness to whichtargeted problems are solved.In management, effectiveness relates togetting the right things done.

Efficiency

The extent to which time or resourcesis used for the intended task orpurpose. Measures whether targets areaccomplished with a minimum amountor quantity of waste, expense, orunnecessary effort.

Timeliness

Measures whether the deliverable wasdone on time based on therequirements of the law and/orclients/stakeholders.Time-related performance indicatorsevaluate such things as projectcompletion deadlines, timemanagement skills and other time-sensitive expectations.

This description shall be operationalized through theRating Scale provided below.

Rating Scale:

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This shall guide assignment of rating, taking inconsideration status of accomplishment vis-a-vistarget set, for specific programs/projects.

a. Quality / Effectiveness

a. Written WorkThis shall cover output in writtenformat.

Rating Description

5

Output is substantially correct andcomplete; no major mistakes or deficiency;every aspect of the work assignment wellcovered; clearly presented; wellorganized.No error in content, requiring restudyingor major rehash of the output submitted.

4 10% of the output subjected tomodifications or not organized.

325% of the substantial aspect of the workhad to be revised; orGrammatically incorrect.

2 50% of the substantial aspect of the workhad to be revised.

1 Work not acceptable. Needs total revision.Assignment has to be given to another.

b. Non Written Work

This shall cover output in non-writtenformat.

Rating Description

5Excellent results; all aspects of workassignment thoroughly covered; Nomistakes in performing the duty.

4 One or two minor errors in execution

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of work assignment; results still verygood. 1-2 mistakes in performing theduty.

3

More than two minor errors ordeficiencies in the execution of workassignment. Results are acceptable. 3mistakes in performing duty.

2

One major error or deficiency that canbe overcome with help fromsupervisor; 4-5 mistakes inperforming the duty.Had been a cause of delay tocolleagues who uses the particularoutput as input to their work.Was subject of written complaint ornegative comment from colleague,client(s) or general public.

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Haphazard or careless execution ofwork assignment; unacceptableresults. 6 or more mistakes inperforming the duty.Had caused organizational problem.

b. Efficiency

This shall refer to rate of turn-over ofaccomplishment; subsuming availableadministrative resources.

Rating Description

5Target or quota exceeded by 30% ormore; planned quantity for the ratingperiod exceeded by at least 30%.

4 Target or quota exceeded by at least15% but short of 30%.

3 Target or quota accomplished asexpected or had exceeded up to 14%

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or less.

2 Only 51 to 99% of target or quota wasaccomplished

1 Less than 50% of quota or target wasaccomplished

Formula for Efficiency Rating (ER):ER = accomplished_ x 100%

target / quota

Illustration : (Collection Services)

Accomplished = P100,000.00Target / quota = P80,000.00

ER = 100,000.00 x 100 %80,000.00

= 100,000.00 x 100 %80,000.00

= 125%

The illustration shows that employee exceededhis target / quota by 25%. Therefore, hisequivalent efficiency rating is 4.

c. Timelinessa. Work which can be prepared and

submitted earlier than scheduled date

Rating Description

5Task completed at least two (2) daysbefore the scheduled date ofcompletion or deadline.

4 Task completed at least one (1) day

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before the scheduled date ofcompletion or deadline.

3 Task completed on the scheduled dateof completion or deadline.

2 Task completed after the deadline orplanned time.

1 Task not completed at all.

b. Work which cannot be completedand/or submitted earlier thatscheduled date (such as accountingreports due end of month, etc)

Rating Description

5 Task completed on the scheduled dateof completion or deadline.

4Task completed one (1) day after thescheduled date of completion ordeadline.

3Task completed two (2) days after thescheduled date of completion ordeadline.

2Task completed three (3) days ormore after the scheduled date ofcompletion or deadline.

1 Task not completed at all.

Note: In case an official or employee is reassigned oris separated from the service prior to end orcompletion of rating period, provided that the setminimum rating period is completed,accomplishment shall be rated using principle of ratioand proportion. The total period served and itscorresponding record of accomplishment for theperiod, shall be viewed against supposed totalworking period and target for the period.

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Critical factors affecting the delivery of workoutput shall be reflected and computed/averaged (A)in the columns provided for in the OPCR / IPCRForm using the standards for Quality/Effectiveness(Q), and the rating scales for Efficiency (E) andTimeliness (T).

In computing the final rating of the office andindividual performance, the following weightallocation shall be followed:

Strategic Objectives 45% Core Functions 45% Support Functions 10%

Sample Computation:MFOs/PAP* Q1 E2 T3 A4

Strategic Objectives:

Program/Activity 1 4.00 4.00 1.00 3.00

Program/Activity 2 5.00 5.00 5.00Program/Activity 3 4.00 4.00 4.00

Core Functions:Program/Activity 1 2.00 3.00 5.00 3.33Program/Activity 2 4.00 2.00 3.00Program/Activity 3 4.00 3.00 3.50Support Functions:Program/Activity 1 1.00 5.00 3.00Program/Activity 2 5.00 4.00 4.50

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PAP* = Program/Activity/ Project; Q1 = Quality;E2 = Efficiency; T3 = Timeliness; A4 = Average

EMPLOYEE RATINGCATEGORY AVERAGE RATING WEIGHTED RATING

Strategic Priority(45%) (3.00 + 5.00 + 4.00)/3 = 4.00 (4.00 x 45%) = 1.80

Core Functions (45%) (3.33 + 3.00 + 3.50)/3 = 3.277 (3.277 x 45%) = 1.47Support Functions

(10%) (3.00 + 4.50)/2 = 3.75 (3.75 x 10%) = 0.375

Final Numerical Rating 1.800 + 1.47 + 0.375 = 3.645Final Adjectival Rating Very Satisfactory (VS)

The computation shows that the final numericalrating of the employee is 3.645 with an adjectival ratingof Very Satisfactory derived from computing the averagerating of all MFOs/PAP classified under StrategicObjectives, Core Functions and Support Functions andthen multiplying the result by the weight allocation percategory.

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VII. SPMS Initiation / Implementation

The Agency Head shall:

a. Submit Iriga City Water District -SPMS to theCivil Service Commission Regional Office No. 5for review/approval.

b. Conduct orientation/reorientation on the newIriga City Water District -SPMS to all employees.This is to promote awareness and interest on thesystem, generate employees’ appreciation for theagency SPMS as a management tool forperformance planning, control and improvement,and guarantee employees’ internalization of theirrole as partners of management and co-employeesin meeting organizational performance goals.

c. Administer the approved Iriga City Water District-SPMS in accordance with theguidelines/standards set herein.

d. Provide the CSC – Camarines Sur Field Officewith a copy of the consolidated IndividualPerformance Review Reports indicating alignmentof the collective individual performance ratingwith the Organizational/Office PerformanceRating.

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VIII. Sanctions

Unless justified and accepted by the PMT, non-submission of the Office Performance Commitmentand Review (OPCR) form to the PMT, and theIndividual employee’s Performance Commitment andReview (IPCR) forms to the HRM Section ofAdministrative Division within the specified datesshall be ground for:

1. Employee’s disqualification for performance-based personnel actions which would require therating for the given period such as promotion,training or scholarship grants and performanceenhancement bonus, if the failure of thesubmission of the report form is the fault of theemployees.

2. An administrative sanction for violation ofreasonable office rules and regulations and simpleneglect of duty for the supervisors or employeesresponsible for the delay or non-submission of theOPCR and IPCR report.

3. Failure on the part of the Head ofAgency/Unit/Department Head to comply withthe required notices to their subordinates for theirunsatisfactory or poor performance during arating period shall be a ground for administrativeoffense for neglect of duty.

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4. Non-submission of agency SPMS to the CivilService Commission for review/approval shall bea ground for disapproval of promotionalappointments issued by concerned agency head.

IX. Uses of Performance Ratings

1. Security of Tenure of those holdingpermanent appointments is not absolutebut based on performance.

Employees who obtainedUNSATISFACTORY rating for one (1)rating period or exhibited poorperformance shall be provided appropriatedevelopmental intervention by the AgencyHead and supervisor (Division/UnitHead), in coordination with the HRMSection of Administrative Division, toaddress competency-related performancegaps.

If after advice and provision ofdevelopmental intervention, the employeestill obtains UNSATISFACTORY rating inthe immediately succeeding rating periodor POOR rating for the immediatelysucceeding rating period, he/she may bedropped from the rolls. A writtennotice/advice from the Agency Head atleast 3 months before the end of the ratingperiod is required.

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2. The PMT shall validate the Outstandingperformance ratings and may recommendconcerned employees for performance-based awards. Grant of performance-basedincentives shall be based on the final ratingsof employees as approved by the AgencyHead.

3. Performance ratings shall be used as basisfor promotion, training and scholarshipgrants and other personnel actions.

Employees with Outstanding and VerySatisfactory performance ratings shall beconsidered for the above mentionedpersonnel actions and other related matters.

4. Officials and employees who shall be onofficial travel, approved leave of absence ortraining or scholarship programs and whohave already met the required minimumrating period of 90 days shall submit theperformance commitment and rating reportbefore they leave the office.

For purposes of performance-basedbenefits, employees who are on officialtravel, scholarship or training within arating period shall use their performance

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ratings obtained in the immediatelypreceding rating period.

5. Employees who are on detail orsecondment to another office shall be ratedin their present or actual office, copyfurnished their mother office. The ratingsof those who were detailed or seconded toanother office during the rating period shallbe consolidated in the office, either themother (plantilla) office of present office,where the employees have spent majorityof their time during the rating period.

X. Appeals

1. Office performance assessment as discussed inthe performance review conference shall befinal and not appealable. Any issue/appeal onthe initial performance assessment of an Officeshall be discussed and decided during theperformance review conference.

2. Individual employees who feel aggrieved ordissatisfied with their final performanceratings can file an appeal with the PMT withinten (10) days from the date of receipt of noticeof their final performance evaluation ratingfrom the Agency Head.

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3. The PMT shall decide on the appeals withinone month from receipt.

4. Officials or employees who are separated from theservice on the basis of Unsatisfactory or Poorperformance rating can appeal their separation to theCSC or its regional office within 15 days from receipt ofthe order or notice of separation.

XI. Effectivity

This Iriga City Water District -SPMS shall take effect on January2013 and thereafter. Pilot-testing shall be done during the firstsemester of 2013.

Original Signed:

ROMULO M. CORPORAL, JR.General Manager

Date: November 28, 2012

CERTIFICATION OF APPROVAL

This Iriga City Water District -SPMS is hereby conditionallyapproved for initial implementation subject to the completion ofessential aspects of the MFO herein provided on or before January 10,2013. A report of implementation of this SPMS shall be submitted tothe CSCRO5 not later than April 5, 2013 (covering implementation ofJanuary-March OPCR), which shall be the basis for final approval ofthis SPMS.

Original Signed:

CECILIA R. NIETOCSCRO5 Director IVDate Signed: 12/04/12

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MERIT SELECTION PLAN(MSP)

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Pursuant to the provisions of Section 32, Book V ofAdministrative Code of 1987 (Executive Order No. 292) CSCMemorandum Circular No. 3, S. 1979 as amended by CSCMemorandum Circular No. 18, S. 1988 and CSCMemorandum Circular No. 38, S. 1989, as further amendedby CSC Memorandum Circular No. 40, S. 1998, CSCMemorandum Circular No. 15, S. 1999, CSC MemorandumCircular No. 8, S. 1999, and CSC Memorandum Circular No.03, S. 2001 this Merit Selection Plan (MSP) is herebyestablished for the Iriga City Water District.

I. BASIC POLICIES

1. Selection of employees for appointment in thegovernment service shall be open to all qualified menand women according to the principle of merit andfitness.

2. The Merit Selection Plan shall cover positions in thefirst, second and third levels and shall also includeoriginal appointments and other related personnelactions.

There shall be no discrimination in the selection ofemployees on account of gender, civil status,disability, religion, ethnicity or political affiliation.

3. When a position in the first, second or third levelbecomes vacant, applicants for employment who arecompetent, qualified and possess appropriate civil

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service eligibility shall be considered for permanentappointment.

In addition to the required qualifications, applicantsfor third level positions must possess executive andmanagerial competence.

4. Vacant positions marked for filling shall be publishedin accordance with Republic Act 7041 (PublicationLaw). The published vacant positions shall also beposted in at least three (3) conspicuous places in theagency for at least then (10) calendar days. Otherappropriate modes of publication shall also beconsidered.

Filing of vacant positions shall be made after ten (10)calendar days from publication. The publication of aparticular vacant position shall be valid until filled upbut not to extend beyond six (6) months reckonedfrom the date the vacant position was published.

5. The following positions are exempt from thepublication requirement:

a. Positions which are Policy Determining;b. Highly Technical Positions;c. Other Non-Career Positions;d. Third Level Positions (Career Executive

Service); and

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e. Positions to be filled by existing regularemployees in the agency in case ofreorganization.

6. A Personnel Selection Board (PSB) for first andsecond level positions shall be established with thefollowing composition:

a. The General Manager or his AuthorizedRepresentative;

b. The Division Chief where the vacancy is;c. The Human Resource Management Officer

or the career service employee directlyresponsible for personnel management; and

d. Two (2) Representatives of the Rank-and-File career employees, one from the firstlevel and one from the second level, whoshall both be chosen by the duly accreditedemployee association. In case there is noaccredited employee association in theagency, the representatives shall be chosenat large by the employees through GeneralAssembly. The candidate who garnered thesecond highest votes in each level shallautomatically be the alternaterepresentative. However, any other modeof selection may also be conducted for thepurpose.

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The first level representative shallparticipate during the screening ofcandidates in the first level while thesecond level representative shall participatein the screening for vacancies in the secondlevel. Both rank-and-file representativesshall serve for a period of two (2) years. Forcontinuity of operation, the alternaterepresentative of each level may take theplace of the duly elected/designatedrepresentative.

e. A member of the ICWD Board of Directors.

7. The PSB members including the alternaterepresentatives shall undergo orientation andworkshop on the selection/promotion process andCSC policies on appointments.

8. All candidates for appointment to first and secondlevel positions shall be screened by the PSB.Candidates for appointment to third level positionsshall be screened by the PSB for third level positionscomposed of at least three (3) career executive serviceofficers as may be constituted in the Agency.

Appointment to entry laborer positions, casual andrenewal of temporary appointment issued to theincumbent personnel shall no longer be subject to PSBscreening.

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9. The Agency Head, shall, as far as practicable, ensureequal opportunity for men and women to berepresented in the PSB for all levels.

10. For vacancies in the first and second levels, allqualified next-in-rank employees shall beautomatically considered candidates for promotion tothe next higher position.

11. The PSB shall maintain fairness and impartiality inthe assessment of candidates for appointment.Towards this end, the PSB may employ the assistanceof external or independent resource persons and mayinitiate innovative schemes in determining the bestand most qualified candidate.

12. The appointing authority shall assess the merits of thePSB’s recommendation for appointment and in theexercise of sound discretion, select, in so far aspracticable, from among the top three (3) rankingapplicants deemed most qualified for appointment tothe vacant position.

13. The appointing authority may appoint an applicantwho is not next-in-rank but possesses superiorqualification and competence, and has undergoneselection process.

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14. The comparative competence and qualification ofcandidates for appointment shall be determined onthe basis of the following:

A. PERFORMANCE

For appointment by promotion the performancerating of the appointee for the last rating periodprior to the effectivity date of the appointmentshould be at least VERY SATISFACTORY.

For appointment by transfer-the performancerating for the last rating period immediatelypreceding the transfer from the former office oragency should be at least VERY SATISFACTORY.

B. EDUCATION AND TRAINING

C. EXPERIENCE & OUTSTANDINGACCOMPLISHMENTS

D. PSYCHO-SOCIAL ATTRIBUTES ANDPERSONALITY TRAITS

E. POTENTIAL

15. An employee may be promoted or transferred to aposition, which is not more than three (3) salary, payor job grades higher than the employee’s presentposition except in very meritorious cases, such as: if

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the vacant position is next-in-rank as identified in theSystem of Ranking Positions (SRP) approved by thehead of the agency, or the lone or entrance positionindicated in the agency staffing pattern.

16. An employee should have rendered at least VerySatisfactory service for the last rating period in thepresent position before being considered forpromotion.

17. An employee who is on local or foreign scholarship,or training grant, or on maternity leave may beconsidered for promotion.

For this purpose, performance rating to be consideredshall be the rating immediately prior to thescholarship, or training grant, or maternity leave.

If promoted, the effectivity date of the promotionalappointment shall be on the assumption to duty.

18. Promotion within six (6) months prior to compulsoryretirement shall not be allowed except as otherwiseprovided by law.

19. A notice announcing the appointment of an employeeshall be posted in three (3) conspicuous places in theagency a day after the issuance of the appointment forat least fifteen (15) days.

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20. The approved agency Merit Selection Plan shall beused as one of the bases for the expeditious approvalof appointments, for attestation and accreditation totake final action on appointments.

21. All appointments shall be subject to the confirmationand be with the concurrence of the ICWD Board ofDirectors.

22. This Merit Selection Plan and its subsequentamendments shall be submitted to the Civil ServiceCommission Regional Office V which shall take effectimmediately.

II. OBJECTIVES

It is the policy of the agency to strictly adhere to theprinciples of merit fitness and equality. The selectionof employees shall be based on their relativequalifications and competence to perform the dutiesand responsibilities of the position. There shall be nodiscrimination in the selection of employees onaccount of gender, civil status, disability, religion,ethnicity, or political affiliation. In this pursuit, theIriga City Water District Merit Selection Plan aims to:

1. Establish a system that is characterized by strictobservance of the merit, fitness and equalityprinciples in the selection of employees forappointment to positions in the career and non-careerservice in all levels.

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2. Create equal opportunities for employment to allqualified men and women to enter the governmentservice and for career advancement in the agency.

III. SCOPE

This Merit Selection Plan shall cover career positionsin the first, second and third levels in the agencyincluding its attached offices. It may also include non-career positions.

IV. DEFINITION OF TERMS

1. Agency-refers to the Iriga City Water District2. Career Service-positions in the civil service

characterized by (1) entrance based on merit andfitness to be determined as far as practicable bycompetitive examination, or based on highlytechnical qualifications; (2) opportunity foradvancement to higher career positions; and (3)security of tenure.

3. Comparatively at Par-pre-determined reasonabledifference or gap between point scores ofcandidates for appointment established by thePSB.

4. Deep Selection-the process of selecting a candidatefor appointment who is not next-in-rank butpossesses superior qualifications and competence.

5. Discrimination-is a situation wherein a qualifiedapplicant is not included in the selection line-up

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

6. District-refers to the Iriga City Water District7. First Level Positions-shall include clerical, trades

and crafts, and custodial service which involvesub-professional work in a non-supervisory orsupervisory capacity.

8. Hiring Quota-is the pre-determined ratio ofapplicants for appointment to ensure that onegender does not fall short of the desiredpercentage of the selection rate for the othergender in equivalent positions at every level,provided they meet the minimum requirement ofthe position.

9. Job Requirements-requisite not limited to thequalification standards of the position, but mayinclude skills, competences, potential, physicaland psycho-social attributes necessary for thesuccessful performance of the duties required ofthe position.

10. Next-in-Rank-refers to a position which by reasonof the technical arrangement of positions in theagency or in the government is determined to bein the nearest degree of relationship to a higherposition as contained in the agency’s System ofRanking Positions (SRP).

11. Non-Career Service-positions expressly declaredby law to be in the non-career service or those

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whose entrance in the service is characterized by(1) entrance on bases other than those of the usualtests of merit and fitness utilized for the careerservice; and (2) tenure which is limited to theduration of a particular project for which purposeemployment was made.

12. Personal Actions-any action denoting themovement or progress of personnel in the civilservice such as original appointment, promotion,transfer, reinstatement, reemployment, detail,reassignment, secondment and demotion.

13. Promotion-is the advancement of an employeefrom one position to another with an increase induties and responsibilities as authorized by lawand usually accompanied by an increase in salary.

14. Psycho-Social Attributes-refer to thecharacteristics or traits of a person which involvedboth psychological and social aspects.Psychological includes the way he/sheperceives things, ideas, beliefs and understandingand how he/she acts and relates these things toothers and in social situations.

15. Qualifications Standards-is a statement of theminimum qualifications for a position which shallinclude education, experience, training, civilservice eligibility, and physical characteristics andpersonality traits required in the performance ofthe job.

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16. Qualified Next-in-Rank-refers to an employeeappointed on a permanent status to a positionnext-in-rank to the vacancy as reflected in the SRPby the head of the agency and who meets therequirements for appointment to the next higherposition.

17. Second Level Positions-involve professional,technical and scientific work in a non- supervisorycapacity up to Division Chief Level or itsequivalent.

18. Selection-is the systematic method of determiningthe merit and fitness of a person on the basis ofqualifications and ability to perform the dutiesand responsibilities of the position.

19. Selection Line-Up-is a listing of qualified andcompetent applicant for consideration to avacancy which includes, but not limited to, thecomparative information of their education,experience, training, civil service eligibility,performance rating, performance rating (ifapplicable), relevant work accomplishments,physical characteristics, psycho-social attributes,personality traits and potential.

20. Superior Qualifications-shall mean outstandingrelevant work accomplishments, educationalattainment and training appropriate for theposition to be filled. It shall include demonstration

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of exceptional job mastery and potential in majorareas of responsibility.

21. System of Ranking Positions-is the hierarchicalarrangement of positions from highest to lowestwhich shall be a guide in determining whichposition is next-in-rank, taking into considerationthe following:

a. Organizational structure;b. Salary grade allocation;c. Classification and functional relationship of

positions; andd. Geographical locations

22. Third level positions-generally require eitherCareer Service Executive Eligibility (CSEE) orCareer Executive Service Eligibility (CES). Thisincludes Undersecretary, Assistant Secretary,Bureau Director, Assistant Bureau Director,Regional Director, Assistant Regional Director,Chief of Department Services and other officers ofequivalent rank.

V. PROCEDURE

1. Publish the vacant position in the CSC Bulletin ofVacant Position or through other mode ofpublication and post the same in three (3)

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conspicuous places in the agency for at least ten(10) calendar days. Men and women shall beencouraged to apply.

Vacant positions which are not filled within six (6)months should be republished.The following positions are exempt from thepublication requirement:a. Primarily Confidential Positions;b. Positions which are Policy Determining;c. Highly Technical Positions;d. Other Non-Career Positions:e. Third Level Positions (Career Executive

Service);f. Positions to be filled by existing regular

employees in the agency in case ofreorganization.

2. List candidates aspiring for the vacant position,either from within or outside the agency,including qualified next-in-rank employees. In theprocess, the following should be considered:

a. The pre-determined ratio of applicants orhiring quota.

b. An employee may be promoted or transferredto a position which is not more than three (3)salary, pay or job grades higher than theemployee’s present position, except, in verymeritorious cases, such as, if the vacant

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position is next-in-rank as identified in the SRPapproved by the head of agency, or the lone orentrance position indicated in the agencystaffing pattern.

c. An employee who is on local or foreignscholarship or training grant or on maternityleave may be considered for promotion. Forthis purpose, the performance ratings to beconsidered shall be the rating immediatelyprior to or after the scholarship or traininggrant or maternity leave.

If promoted, the effectivity date of thepromotional appointment shall be after thescholarship or training grant or maternityleave.

Promotion within six (6) months prior tocompulsory retirement shall not be allowedexcept as otherwise provided by law.

3. Conduct preliminary evaluation of thequalification of all candidates. Those initiallyfound qualified shall undergo further assessmentsuch as: written examination, skills test, interviewand others. After which, selection line-up shall beprepared and posted in three (3) conspicuousplaces in the agency for at least fifteen (15)calendar days. The date of posting shall beindicated in the notice.

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3.1 The selection line-up shall reflect thecomparative competence and qualificationcandidates on the basis of:

3.1.1 PERFORMANCE

For appointment by promotion, theperformance rating of the appointee for therating period prior to the effectivity date ofthe appointment should be at least VerySatisfactory.

For appointment by transfer, theperformance rating for the last ratingperiod immediately preceding the transferfrom the former office or agency should beat least Very Satisfactory.

3.1.2 EDUCATION AND TRAINING

Include educational background, successfulcompletion of training courses accreditedby the Civil Service Commission,scholarships, training grants and otherswhich must be relevant to the duties of theposition to be filled.

3.1.3 EXPERIENCE AND OUTSTANDINGACCOMPLISHMENTS

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Include occupational history, relevant workexperience acquired either from thegovernment or private sector, andaccomplishments worthy of specialcommendation.

3.1.4 PSYCHO-SOCIAL ATTRIBUTESAND PERSONALITY TRAITS.

o Refer to the characteristics or traits ofa person which involved bothpsychological and social aspects.Psychological includes the wayhe/she perceives things, ideas,beliefs, & understanding and howhe/she acts and relates these thingsto others and in social situations.

3.1.5 POTENTIAL

Refers to the capacity and ability of acandidate to assume the duties of theposition to be filled and those of higher ormore responsible positions.

A greater percentage weight shall beallocated to performance.

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

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5. Submit the selection line-up to the PSB fordeliberation en banc:

Appointment to the following positions shall nolonger be screened by the PSB:

a. Casual appointmentb. Appointment through Job Orderc. Appointment to entry laborer positionsd. Appointment to personal and primarily

confidential positions; ande. Renewal of temporary appointment issued to

the incumbent personnel.

6. Make a systematic assessment of the competenceand qualifications of candidates for appointmentto the corresponding level of positions. Evaluateand deliberate en banc the qualifications of thoselisted in the selection line-up.

7. Submit the list of candidates recommended forappointment from which the appointing authorityshall choose the applicant to be appointed.

The list of recommended candidates shouldspecify the top three (3) ranking candidates whoseover-all point scores are comparatively at parbased on the comparative assessment underprocedure 3.1 hereof.

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8. Assess the merits of the PSB’s recommendation forappointment and in the exercise of sounddiscretion, select, in so far as practicable, fromamong the top three ranking applicants deemedmost qualified for appointment to the vacantposition.

The top three ranking candidates, however,should be limited to those whose overall pointscores are comparatively at par, based on thecomparative assessment under procedure 3.1hereof.To determine candidates who are comparatively atpar, the PSB set reasonable difference or gapbetween point scores of candidates forappointment.

9. Issue appointment in accordance with theprovisions of the Merit Selection Plan with theconfirmation and concurrence of the ICWD Boardof Directors.

10. Post a notice announcing the appointment of anemployee in three (3) conspicuous places in theagency a day after the issuance of the appointmentfor at least fifteen (15) days. The date of postingshould be indicated in the notice.

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VI. GRIEVANCE

1. A qualified next-in-rank employee may presentthe grievance with the agency grievancemachinery under the following conditions:

a. Non compliance with the selection process;b. Discrimination on account of gender, civil

status, disability, pregnancy, religion, ethnicity,or political affiliation;

c. Disqualification of applicant for a careerposition for reason of lack of confidence of theappointing authority; and

d. Other violations of the provisions of the MeritSelection Plan.

VII. COMPOSITION OF THE PERSONNELSELECTION BOARD (PSB)

For first and second level positions:

a. General Manager or his AuthorizedRepresentative

b. Human Resource ManagementOfficer/Personnel Officer

c. Division Chief of the organizational unit wherethe vacancy is.

d. Two Representatives of the Rank-and-Fileemployees, one from the first level and onefrom the second level, who shall be chosen by

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the duly accredited employees association inthe agency.

In case there is no accredited employeeassociation in the agency, the representativesshall be chosen at large by the employeesthrough a general assembly or any other modeof selection to be conducted for the purpose.The candidate who garnered the secondhighest votes in each level shall automaticallybe the alternate representative.

The first level representative shall participateduring the screening of candidates forvacancies in the first level; the second levelrepresentative shall participate in the screeningof candidates for vacancies in the second level.Both rank-and-file representatives shall servefor a period of two (2) years. For continuity ofoperation, the duly accredited employeeassociation or in its absence, the alternate maytake the place of the duly designated/electedrepresentative.

e. A member of the ICWD Board of Director

For third level positions:

a. Chairman of the Board

b. Two Career Executive Officers to bedesignated by the Chairman

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The HRM unit shall act as the secretariat for the PSBof first, second and third level.

The Agency Head shall ensure equal opportunity formen and women to be represented in the PSB in alllevels.

VIII. FUNCTIONS AND RESPONSIBILITIES

8.1 The Human Resource Management Officer(HRMO) shall have the followingfunctions and responsibilities:

a. Disseminate copies of the Merit SelectionPlan (MSP) and its annexes in all personnelafter approval thereof by the Civil ServiceCommission Regional Office V. Anorientation shall also be conducted by theHRD unit within six (6) months uponapproval of the MSP. This orientation ismeant to ensure awareness andunderstanding of the Plan. A report on thesame shall be submitted to the CSC Fieldoffice for record purposes;

b. Develop a System of Ranking Positionswhich shall be submitted for approval ofthe appointing authority. Copy furnishedthe CSCROV and field office for referencepurposes;

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c. Identify vacant positions that may beenrolled in the brightest for theBureaucracy Program (BSP);

d. Develop a Plan which shall set forth thenumber, knowledge and skills of personnelneeded to achieve the organization’s goals,objectives and programs;

e. Develop and maintain an updatedqualification database of employees of theagency to include education, training,experience, skills, competences, and othersimilar information;

f. Develop a program to fast track the careermovement of employees with superiorqualifications; and

g. Publish vacant position in the CSC Bulletinof Vacant Positions or through other modesof publication and post the same inthree (3) conspicuous places in the agencyfor at least ten (10) calendar days.

Vacant positions which are not filled withinsix (6) months should be republished.The following are exempt from thepublication requirement.

a. Primarily confidential positions;b. Positions which are policy

determining;c. Highly technical positions;

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d. Other non-career positions;e. Third level positions (Career

Executive Service); andf. Positions to be filled by existing

regular employees in the agency incase of reorganization.

h. Prepare list of candidates aspiring for thevacant position either from within oroutside the agency, including qualifiednext-in-rank employees within fifteen (15)days from completion of the preliminaryevaluation, in the process, the followingshould be considered:

1. The pre-determined ratio of applicantsfor appointment or hiring quota.

2. An employee may be promoted ortransferred to a position which is notmore than three (3) salary, pay or jobgrades higher than the employee’spresent position except, in verymeritorious cases, such as; if the vacantpositions is next-in-rank as identified inthe SRP approved by the head ofagency, or the lone or entrance positionindicated in the agency staffing pattern.

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3. An employee who is on local or foreignscholarship or training or pregnant oron maternity leave may be consideredfor promotion.

For this purpose, the performanceratings to be considered shall be therating immediately prior to or after thescholarship or training or maternityleave.If promoted, the effectivity date of thepromotional appointment shall be afterthe scholarship or training grant ormaternity leave.

4. Promotion within six (6) months prior tocompulsory retirement shall not beallowed except as otherwise providedby law.

i. Conduct preliminary evaluation of thequalification of all candidates. Thoseinitially found qualified shall undergofurther assessment such as: writtenexamination, skills test, interview andothers. After which, selection line-up shallbe prepared and posted in three (3)conspicuous places in the agency for at leastfifteen (15) calendar days. The date ofposting shall be indicated in the notice;

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

k. Submit selection line-up to the PSB fordeliberation en banc. Appointment to thefollowing positions shall no longer bescreened by the PSB:

o Casual or Job Order Appointments;o Appointment to entry laborer

positions;o Appointment to personal and

primarily confidential positions; ando Renewal of temporary appointment

issued to the incumbent personnel.

8.2 The employees shall be responsible forupgrading their Personal Data Sheetannually, if deemed necessary, andsubmit supporting documents thereto tothe HRD Unit.

8.3 The Personnel Selection Board for first,second and third levels shall have thefollowing functions and responsibilities:

a. Adopt a formal screening procedure andformulate criteria for the evaluation ofcandidate for appointment, taking intoconsideration the following:

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a.1 Reasonable and valid standardsand methods of evaluating thecompetence and qualifications of allapplicants competing for a particularposition.a.2 Criteria for evaluation ofqualifications of applicants forappointment must suit the jobrequirements of the position.

b. Disseminate screening procedure andcriteria for selection to all agency officialsand employees and interested applicants.Any modification of the procedure andcriteria for selection shall likewise beproperly disseminated;

c. Prepare a systematic assessment of thecompetence and qualifications ofcandidates for appointment. Maintainfairness and impartiality in theassessment of candidates. Towards thisend, the PSB may employ the assistanceof external or independent resourcepersons and may initiate innovativeschemes in determining the best and mostqualified candidate;

d. Evaluate and deliberate en banc thequalifications of those listed in theselection line-up;

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e. Submit the list of candidatesrecommended for appointment fromwhich the appointing authority shallchoose the applicant to be appointed;

The list of recommended candidates shouldspecify the top three (3) ranking candidateswhose over-all point scores are comparativelyat par based on the comparative assessmentunder procedure 3.1 hereof.

f. Maintain records of the deliberationswhich must be made accessible tointerested parties upon written requestand for inspection and audit by the CSC;and

g. Orient the officials and employees in theagency pertaining to policies relative topersonnel actions, including the genderand development dimensions of the MeritSelection Plan.

8.4 The Appointing Authority shall have thefollowing functions and responsibilities:

a. Establish a Personnel Selection Board andsee to it that all PSB members undergoorientation and workshop on the

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selection/promotion process and CSCpolicies on appointments. The AgencyHead, shall, as far as practicable, ensureequal opportunity for men and women tobe represented in the PSB in all levels.

b. Assess the merits of the PSB’srecommendation for appointment and inthe exercise of sound discretion, select, in sofar as possible, from among the following:

o The top three (3) applicants deemedmost qualified to the vacant position;

o Applicants who have undergonedeep selection and found to possesssuperior qualifications; and

o Pool of the Brightest for theBureaucracy Program (BBP).

c. Issue appointment in accordance with theprovisions of the Merit Selection Plan withthe confirmation and concurrence of theICWD Board of Directors.

IX. EFFECTIVITY

This Merit Selection Plan and subsequentamendments thereto shall take effect immediatelyafter the approval by the Civil ServiceCommission Regional Office V.

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X. COMMITMENT

I hereby commit to implement and abide by theprovisions of this Merit Selection Plan. It isunderstood that this MSP shall be the basis forexpeditious approval of appointment.

Original Signed:

ENGR. BEDA B. MALAZARTEGeneral Manager

___________________________Date

Approved by:

Original Signed:

ATTY. JUDITH D. CHICANORegional DirectorCivil Service CommissionRegional Office VRawis, Legaspi City

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GRIEVANCEMACHINERY

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In line with the Revised Policies on the Settlement of Grievance inthe Public Sector contained in CSC Resolution No. 010113 datedJanuary 10, 2001 and implemented through CSC MemorandumCircular No. 02, S. 2001, the Iriga City Water District adopts theherein Grievance Machinery.

I. BASIC POLICIES

1. A grievance shall be resolved expeditiously at alltimes at the lowest level possible in the agency.However, if not settled at the lowest level possible, anaggrieved party shall present his or her grievance stepby step following the hierarchy of positions.

2. The Iriga City Water District (ICWD) shall establish aGrievance Machinery that is the best way to addressgrievances between or among officials andemployees.

3. The aggrieved party shall be assured freedom fromcoercion, discrimination, reprisal and biased action onthe grievance.

4. Grievance proceedings shall not be bound by legalrules and technicalities. Even verbal grievance mustbe acted upon expeditiously. The service of a legalcounsel shall not be allowed.

5. A grievance may be presented verbally or in writingin the first instance by the aggrieved party to his orher immediate superior. The latter shall, within three(3) working days from the date of presentation,

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inform verbally, the aggrieved party of thecorresponding action.

If the aggrieved party being complained of is theimmediate supervisor, the grievance shall bepresented to the next higher supervisor.

6. Grievance refers to work related issues giving rise toemployee dissatisfaction. The following cases shall beacted upon through the grievance machinery;

a. Non-implementation of policies, practicesand procedures on economic and financialissues and other terms and conditions ofemployment fixed by law including salaries,incentives, working hours, leave benefits andother related terms and conditions;

b. Non-implementation of policies, practicesand procedures which affect employees fromrecruitment to promotion, detail, transfer,retirement, termination, lay-offs, and otherrelated issues that affect them.

c. Physical working conditions;d. Interpersonal relationships and linkages;e. Protest on appointments; andf. All other matters giving rise to employee

dissatisfaction and discontentment outside ofthose enumerated in item no. 6.

7. The following cases shall not be acted upon throughthe grievance machinery;

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a. Disciplinary cases which shall be resolvedpursuant to the Uniform Rules onAdministrative Cases;

b. Sexual harassment cases as provided for inRA 7877; and

c. Union-related issues and concerns.

8. Only permanent officials and employees wheneverapplicable, shall be appointed or elected as membersof the grievance committee.

In the appointment or election of the committeemembers, their integrity, probity, sincerity andcredibility shall be considered.

9. In the Iriga City Water District, the composition of thegrievance committee is as follows:

a. The General Manager;b. The Human Resource Management Officer;c. The Division Manager concerned where the

grievance is filed, except when the DivisionManager is the subject of the grievance;

d. The Administrative Division Managere. Two (2) Representatives from the Rank-and-

File employees representing the first andsecond levels who shall serve for two (2)years and chosen through a general assemblyor any other mode of selection conducted forthe purpose. The first level representativeshall participate in the resolution of thegrievance of first level employees while thesecond level representative shall participate

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in the resolution of grievance of second levelemployees; and

f. The Bilis Aksyon Partner (BAP) dulydesignated.

10. The Agency Head shall ensure equal opportunity formen and women to be represented in the grievancecommittee.

11. The agency grievance committee shall develop andimplement pro-active measures that would preventgrievance, such as: Employees Assembly which shallbe conducted at least once every quarter,“Talakayan”, Counseling, HRD Interventions andother similar activities.

12. The personnel unit, in collaboration with the agencygrievance committee, shall conduct a continuinginformation drive on grievance machinery among itsofficials and employees.

13. The grievance committee may conduct aninvestigation and hearing within ten (10) workingdays from receipt of the grievance and render adecision within five (5) working days after theinvestigation. Provided, however, that where theobject of the grievance is the grievance committee, theaggrieved party may submit the grievance to the topmanagement.

14. A grievance may be elevated to the Civil ServiceCommission Regional Office V only upon submissionof a Certification on the Final Action on the Grievance(CFAG) issued by the grievance committee. The

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CFAG shall contain, among other things, thefollowing information: History and Final Action takenby the agency on the grievance.

15. The personnel unit of the agency shall extendsecretariat services to the grievance committee.

16. The grievance committee shall establish its owninternal procedures and strategies. Membership in thegrievance committee shall be considered part of themember’s regular duties.

17. The grievance committee shall submit a quarterlyreport of its accomplishments and status ofunresolved grievances to the Civil ServiceCommission Regional Office V.

18. Supervisors or officials who refuse to take action on agrievance brought to their attention shall be liable forneglect of duty in accordance with existing civilservice law, rules and regulations.

19. The agency grievance machinery shall be submittedto the Civil Service Commission Regional Office V forapproval. Subsequent amendments shall be subject toCSCROV approval and shall take effect immediately.

II. OBJECTIVES1. General

Create a work atmosphere conducive to goodsupervisor-employee relations and improvedmorale.

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2. Specific2.1 Activate and strengthen agency’s existing

grievance machinery;2.2 Settle grievance at the lowest possible level

in the organization; and2.3 Serve as a catalyst for the development of

capabilities of personnel on disputesettlement especially among supervisors inthe agency.

III. SCOPE

The Grievance Machinery applies to all levels ofofficials and employees in the Iriga City WaterDistrict. It may also apply to non-career employeeswhenever applicable.

IV. DEFINITION OF TERMS

Accredited or Recognized Employee Union-anemployee union accredited pursuant to ExecutiveOrder No. 180 and its implementing rules andregulations.

Bilis Aksyon Partner-is the counterpart ActionOfficer of the Civil Service Commission under theMamamayan Muna Program in every agencypursuant to CSC MC No. 3, S. 1994.

Grievance-a work-related discontentment ordissatisfaction which has been expressed verballyor in writing and which, in the aggrieved

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employee’s opinion, has been ignored or droppedwithout due consideration.

Grievance Machinery-a system or method ofdetermining and finding the best way to addressthe specific cause or causes of a grievance.

Public Sector Labor Management Council (PSLMC)-the Council responsible for the promulgation,implementation and administration of theguidelines for the exercise of the right ofgovernment employees to organize pursuant toExecutive Order No. 180.

V. APPLICATION OF GRIEVANCE MACHINERY

The following instances shall be acted upon throughthe grievance machinery:

a. Non-implementation of policies, practicesand procedures on economic and financialissues and other terms and conditions ofemployment fixed by law, including salaries,incentives, working hours, leave benefits,such as delay in the processing of overtimepay, unreasonable withholding of salariesand inaction on application for leave;

b. Non-implementation of policies, practicesand procedures which affect employees fromrecruitment to promotion, detail, transfer,retirement, termination, lay-offs, and otherrelated issues that affect them such as, failureto observe selection process in appointment,

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and undue delay in the processing ofretirement papers;

c. Inadequate physical working conditions suchas: lack of proper ventilation in theworkplace, and insufficient facilities andequipment necessary for the safety andprotection of employees whose nature andplace of work are classified as high risk orhazardous;

d. Poor interpersonal relationships and linkagessuch as unreasonable refusal to giveinformation by one employee to another;

e. Protest on appointments; and

f. All other matters giving rise to employeedissatisfaction and discontentment outside ofthose cases enumerated above.

The following cases shall not be acted upon throughthe grievance machinery:

Disciplinary cases which shall be resolvedpursuant to the Uniform Rules on AdministrativeCases;

Sexual harassment cases as provided for in RA7877; and

Union-related issues and concerns.

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VI. GRIEVANCE PROCEDURES

The procedures for seeking redress of grievance shallbe as follows:

1. Discussion with the immediate supervisor. At thefirst instance, a grievance shall be presentedverbally or in writing by the aggrieved party tohis/her immediate supervisor.

The supervisor shall inform the aggrieved party ofthe corresponding action within three (3) workingdays from the date of presentation.

Provided, however, that where the object of thegrievance is the immediate supervisor, theaggrieved party may bring the grievance to thenext higher supervisor.

2. Appeal to the Higher Supervisor. If the aggrievedparty is not satisfied with the verbal decision, heor she may submit the grievance in writing withinfive (5) days to the next higher supervisor whoshall render his or her decision within five (5)working days from receipt of the grievance.

3. Appeal to the Grievance Committee. The decisionof the next higher supervisor may be elevated tothe grievance committee within five (5) workingdays from receipt of the decision of the nexthigher supervisor.

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The grievance committee may conduct aninvestigation and hearing within ten (10) workingdays from receipt of the grievance and render adecision within five (5) working days after theinvestigation. Provided, however, that where theobject of the grievance is the grievance committee,the aggrieved party may submit the grievance tothe top management.

4. Appeal to Top Management. If the aggrievedparty is not satisfied with the decision of thegrievance committee, he or she may elevate his orher grievance within five (5) working days fromreceipt of the decision through the committee totop management who shall make the decisionwithin ten (10) working days after the receipt ofthe grievance. Provided however, that where theobject of the grievance is the top management, theaggrieved party may bring his or her grievancedirectly to the Civil Service Commission RegionalOffice.

5. Appeal to the Civil Service Commission RegionalOffice. If the aggrieved party is not satisfied withthe decision of top management, he or she mayappeal or elevate his or her grievance to the CivilService Commission Regional Office within fifteen(15) working days from the receipt of suchdecision. Together with the appeal, the aggrievedparty shall submit a Certification on the FinalAction on the Grievance (CFAG). The Civil ServiceCommission Regional Office shall rule on the

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appeal in accordance with existing Civil Servicelaw, rules and regulations.

VII. GRIEVANCE COMMITTEE

7.1 Criteria for the Selection of the Members of theGrievance Committee:

7.1.1 Only permanent officials and employees,whenever practicable, shall be appointed orelected as members of the grievancecommittee;

7.1.2 In the appointment or election of thecommittee members, their integrity, probity,sincerity and credibility shall be considered;

7.1.3 The agency head shall ensure equalopportunity for men and women to berepresented in the grievance committee.

7.2 Composition of the Grievance Committee

The Iriga City Water District GrievanceCommittee shall be composed of the following:

a. The General Manager;b. The Human Resource Management

Officer/Personnel Officer;

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The personnel unit of the agency shallextend secretarial services to the grievancecommittee.

c. The Division Manager of the divisionwhere the grievance is filed, except whenthe Division Manager is the subject of thegrievance.

d. The Administrative Division Manager;e. Two Representatives from the Rank-and-

File employees representing the first andsecond levels who shall serve for two (2)years and chosen through a generalassembly or any other mode of selectionconducted for the purpose. Then first levelrepresentative shall participate in theresolution of the grievance of first levelemployees while the second levelrepresentative shall participate in theresolution of grievance of second levelemployees; and

f. The Bilis Aksiyon Partner (BAP) dulydesignated.

7.3 Responsibilities of the Grievance Committee:

In addition to finding the best way to addressspecific grievance, the committee shall have thefollowing responsibilities:

7.3.1 Establish its own internal procedures andstrategies. Membership in the grievance

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committee shall be considered part of themember’s regular duties;

7.3.2 Develop and implement pro-active oractivities to prevent grievance such asEmployee Assembly which shall be conductedat least once every quarter, “Talakayan”,Counseling and other HRD interventions.Minutes of the proceedings of these activitiesshall be documented for audit purposes.

7.3.3 Conduct continuing information drive onGrievance Machinery among officials andemployees in collaboration with the personnelunit;

7.3.4 Conduct dialogue between and amongthe parties involved;

7.3.5 Conduct an investigation and hearingwithin ten (10) working days from receipt ofthe grievance and render a decision within five(5) working days after the investigation.Provided however, that where the object of thegrievance is the grievance committee, theaggrieved party may submit the grievance tothe top management;

7.3.6 Direct the documentation of thegrievance including the preparation andsigning of written agreements reached by theparties involved;

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7.3.7 Issue Certification on the final action onthe Grievance (CFAG) which shall contain,among other things, the following information:History and Final Action taken by the agencyon the grievance; and

7.3.8 Submit a Quarterly Report of itsaccomplishments and status of unresolvedgrievances to the Civil Service CommissionRegional Office V.

VIII. GRIEVANCE FORMS

The following forms shall be used:

1. Grievance Form

Iriga City Water DistrictGRIEVANCE FORM

________________Date Filed___________________________ ______________________________Name of Aggrieved Party Division/Office___________________________ ______________________________Position Title/Designation Aggrieved Party’s Supervisor

Nature/subject of grievance: __________________________________________________________________________________________________________________

______________________________Signature of Aggrieved Party

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2. Grievance Agreement Form

3. Certificate of Final Action on the Grievance

Iriga City Water DistrictGRIEVANCE AGREEMENT FORM

Name of Parties to a Grievance: ____________________________________Nature of the Grievance: __________________________________________Steps Toward Settlement: _________________________________________Agreements Reached: __________________________________________________________________________________________________________

We promise to abide by the above-stated agreement

__________________________ ______________________________Aggrieved Party Subject of Grievance

____________________________Chairman, Grievance Committee

Iriga City Water DistrictCERTIFICATE OF FINAL ACTION ON THE GRIEVANCE

This certifies that the grievance filed by ______________________on _____________________________ has been acted upon by the GrievanceCommittee on __________________________.

Final Action Taken:____________________________________________________________________________________________________________________________

______________________________Chairman, Grievance Committee

_________________________Date

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IX. EFFECTIVITY

The Grievance Machinery and its subsequentamendments shall take effect immediately after itsapproval by the Civil Service Commission RegionalOffice V.

X. COMMITMENT

I hereby commit and abide by the provisions of thisGrievance Machinery. It is understood that thisgrievance machinery shall be the basis for theexpeditious resolution of grievances in the Iriga CityWater District.

Signed:

ENGR. BEDA B. MALAZARTEGeneral Manager

____________________________Date

Approved by:

Signed:

Atty. DAVID E. CABANAG, JR.Regional DirectorCivil Service CommissionRegional Office VRawis, Legaspi City