The PMS-OPES

Performance Management System -

Office Performance Evaluation System
 PART 1

Civil Service Commission

2007
Rationale
CSC Mandate
 Strengthen the merit and rewards
system
 Institutionalize a management climate
conducive to public accountability
 Establish a culture of performance
in the bureaucracy
 Provide mechanisms to evaluate and
reward employee performance
CSC – Performance Management System
CSC – Performance Management System
Vision of a Civil Service . . .
 Governed by merit and fitness
 Insulated from politics
 Respected for its efficiency, effectiveness
and integrity
 Compensated based on rational, realistic and
uniform parameters
 Recognized for its own identity, autonomy and
expertise
 Motivated by service and committed to a
mission marked by transparency and
accountability
 Protected by performance-based security of
tenure
CSC – Performance Management System
Why improve the
existing system?
 Performance evaluations are prone to
subjectivity
 Individual ratings are not reflective of actual
performance – everyone gets VS or O
 PMS systems for different levels are not
integrated
 No system implements a consistent measure
that allows comparison of contributions
between units or agencies
 It is not linked to other systems
CSC – Performance Management System
Features of a good performance
management system

 Objectivity
 Comprehensiveness (individual, rank,
outputs, behavior)
 Comparability
 Linked to other systems (CESPES,
MTPDP, OPIF)
 Ease of use

CSC – Performance Management System

Linkages of a PMS
Medium Term Philippine Development Plan (MTPDP)

Agency Strategic Plan

Organizational Performance Indicators Framework

(OPIF)

Agency Performance Management System (PMS)

Career Executive Service Performance Evaluation System (CESPES)
Office Performance Evaluation System (OPES)
Performance Evaluation System (PES)

CSC – Performance Management System

Current Practice: Performance
Evaluation Systems

Career Executive Service – Performance

Evaluation System (CESPES)

Performance Evaluation System (PES)

for Individual Staff

CSC – Performance Management System

Introduction of OFFICE
Performance Evaluation System

OPES
Career Executive Service – Performance
Evaluation System (CESPES)

Office Performance Evaluation System

for Units and Division Chiefs

Performance Evaluation System (PES)

for Individual Staff

CSC – Performance Management System

Why measure office performance?
 Directly translates the agency’s strategic
direction into more specific and
measurable objectives
 Serves as mechanism for better
alignment of individual objectives to
agency objectives
 Enhances objectivity of individual
performance evaluations

CSC – Performance Management System

Why measure office performance?

 For accountability

 As anchor for individual

performance
 As standard-setting
mechanism

CSC – Performance Management System

The Office Performance
Evaluation System (OPES)

Features
OPES Features
 Measures the collective performance
of an office
 Focuses on outputs
 Uses a standard unit of measure
 Allows comparison of performance
across offices or function
 Applies to smallest output-producing
units, i.e., divisions or sections
CSC – Performance Management System
OPES Features
 Standard unit of measure through a
point system
 Each output is assigned a number of
points
 Points are based on the length of time it
takes one person to produce the output
 Points are exclusive of rank/position

CSC – Performance Management System

OPES Features
 Example

Time to
Output Points
complete
Disciplinary case 15 hours 15 points

Exam applications 3 minutes .05 points

CSC – Performance Management System

OPES Reference Table
 A list of the major final outputs of an
office given its functions
 Indicates corresponding points that
an output would earn when
completed
 Defines the standards that must be
met for completed outputs to earn
points

CSC – Performance Management System

 Sample
OPES Reference Table
PERFORMANCE OPERATIONAL
FUNCTION OUTPUT INDICATOR POINTS DEFINITION
The major The countable Specifies the Correspond Provides further
activities work products unit of output to the clarification on the
that are or deliverables to be counted. number of expectations about the
undertaken for each hours (or output. Defines what
to achieve function of the fraction of standards an output must
the office. an hour) meet to earn points.
objectives of needed to Good standards
the office produce the guarantee timeliness and
output quality of work output.
Work and Office Work Number of 12 Consolidated WFP
Financial & Financial Office WFP approved by the
Plan Plan (WFP) Head of Office

Division Number of 24
WFP Division WFP

CSC – Performance Management System

 Sample
OPES Reference Table
PERFORMANCE OPERATIONAL
FUNCTION OUTPUT INDICATOR POINTS DEFINITION
Project Project Number of 8 Paper defining the need,
Proposal Overview Project   problem or opportunity
Preparation   Overviews to be addressed by the
 
    project, project goals
    and objectives,
     
  preliminary resources,
      assumptions and
 
      risks. Must be approved
    by the Head of Office.
 
  Project Number of 25 Proposal includes Work
  Proposal Project   Breakdown Structure,
  Proposals Project Network, and
   
    Critical Path. Must be
  approved by the
   
Commission.
 
CSC – Performance Management System
Benefits/ Uses of OPES
Benefits/ Uses of OPES
 Addresses the demand to produce tangible results
WHY POINT SYSTEM?
 To measure tangible results/ outputs that will:
 Indicate the level of performance of units
 Minimize subjective factors
WHAT CAN IT DO?
 Set uniform standards for common outputs
 Translate different targets into one unit of measure
 Facilitate comparison of outputs
 Allow management to look at relative efficiencies of units
under them and determine appropriate actions

CSC – Performance Management System

Benefits/ Uses of OPES
WHY DO WE NEED POINTS?
 To provide objective measurements
 To account for the productivity and efficiency of
individuals and operational units (divisions, FOs, offices)
 To compare the performance of these operational
units
 To compare the outputs of:
 similarly situated units in Offices, in terms of size and
functions
 one unit with outputs of other units
 To condense a great deal of information into one
number that will give an indication of the overall
performance of the office.

CSC – Performance Management System

The OPES and the Performance
Management System Cycle
OPES as the critical link
in the PMS Cycle
1. P ing
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and rman onit
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rding
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4. tion ew
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CSC – Performance Management System

 The PMS Cycle and OPES
Performance Planning and Commitment
 Performance objectives and
expectations
 Methods/mechanisms for OPES
performance tracking
 INPUTS to planning
OPIF
Agency Strategic Plan
OPES Reference Table
Performance Management System Calendar
 OUTPUTS of planning
Office Work Plan
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Performance Contracts
 The PMS Cycle and OPES
Performance Monitoring and Coaching
 On going monitoring of performance
 Assessing progress
 Provision of feedback, coaching; OPES
promoting development

 INPUTS to monitoring
OPES Reference Table
Office Work Plan
Performance Contracts & Supplemental Contracts
 OUTPUTS of monitoring
Accomplished Performance Monitoring Form
CSC – Performance Management System
 The PMS Cycle and OPES
Performance Review and Evaluation
 Reviewing accomplishments
 Analyzing and comparing/ OPES
ranking performance results
 INPUTS to review and evaluation
Accomplished Performance Monitoring Form
Office Work Plan
Performance Contract & Supplemental Contracts
 OUTPUTS of review and evaluation
Validated Accomplishment Reports
OPES, PES, ePMS, CESPES
 Performance
CSC Review Report
– Performance Management System
 The PMS Cycle and OPES
Performance Rewarding and Development Planning
 Determining improvement needs and
action plan to address them
 Career Planning, Reward and OPES
Recognition
 INPUTS to rewarding & development planning
 Validated Accomplishment Reports
 OPES, ePMS, PES, CESPES
 Performance Review Report
 OUTPUTS of rewarding & development planning
 Office Development Plan
 Proposed changes to OPES Reference Table
and/or next Office Work Plan
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 Awardees/Recognition List
Using OPES for Planning
Using OPES for Planning
 Inputs to planning
 OPIF
 Agency Strategic Plan
 OPES Reference Table
 Outputs of planning
 Office Work Plan

CSC – Performance Management System

Determining Outputs
Every office has a mix of quantifiable and
non-quantifiable outputs:
 QUANTIFIABLE outputs refer to
measurable results
 NON-QUANTIFIABLE outputs refer to
everything that consumes time but output of
which is not measurable e.g., meetings, office
programs/ceremonies, filing, phone calls, and
other support functions
CSC – Performance Management System
Determining the Percentage
of Non-quantifiable Activities
 Proportion of quantifiable and non-quantifiable hours
is determined by the agency
 Considerations in determining this proportion:
 Overall proportion of support staff to technical staff
 Hours spent on non-quantifiable activities typical to
the agency
 Nature of agency work
 Quantifiable hours could be more than 50%, e.g., if
office has fairly routine or automated processes and
therefore higher productivity and volume of output is
expected
 Non-quantifiable hours should not be more than 50%!

CSC – Performance Management System

Total Target Points
 Each unit computes its annual target points by
multiplying the annual target points by the
number of personnel.
 The number of personnel in an office/division
determines the collective target output of that
division/office for the year.
 Similar outputs earn the same points,
regardless of division, area of expertise and
geographical location. This shall provide
performance standards.

CSC – Performance Management System

Total Target Points:
365 Days in a year
Less 104 Saturdays and Sundays
Less 10 Legal Holidays
Less 8 Mandatory and Special Leave
--------
243 working days in a year
X 8 hours in a day
--------
1944 working hours in a year

LESS 50% estimated non-quantifiable outputs

=====
972 points x no. of staff = Total Target Points

CSC – Performance Management System

Total Target Points:
365 Days in a year
Less 104 Saturdays and Sundays
Less 10 Legal Holidays
Less 8 Mandatory and Special Leave
--------
243 working days in a year
X 8 hours in a day
--------
1944 working hours in a year

LESS 50% estimated non-quantifiable outputs

=====
972 points x no. of staff = Total Target Points

CSC – Performance Management System

Using the OPES Table
for Planning

a ble
S T
PE
O
How many of each
output should my
office produce?

Need to determine
Total Target Points
for my office

CSC – Performance Management System

Using the OPES Table
for Planning

a ble
S T
PE
O Total Target Points
Example: 972 points x 10 staff = 9720

Reflect in the Office Work Plan

the number and combination of
outputs the office must produce
to meet target of 9720 points
Plan
ork
e W
f fi c
O
CSC – Performance Management System
 Using the OPES Table
for Planning
OPES Table
Outputs Points
Manual 120
Training 40
Post Training Report 16
Annual Training Report 120
Office Work Plan
Outputs Points Required Number Total
Manual 120 10 1200
Training 40 150 6000
Post Training Report 16 150 2400
Annual Training Report 120 1 120
Total Target Points 9720
CSC – Performance Management System
Considerations
 Total Target Points computed based
on number of employees represents
only the minimum target points for a
unit/office
 Total Target Points may need to be
raised to ensure that agency
commitments are met

CSC – Performance Management System

Considerations

 Organizational Performance
Indicators Framework (OPIF)
 Spells out agency commitments in terms
of major final outputs (MFO)
 Total Target Points in OPES should be
consistent with committed MFOs

CSC – Performance Management System

 Work and Financial Plan Form
Target
OPES Staff
KRA KPI Output Budget Deadline
Pts Qty Pts Resp.

CSC – Performance Management System

Sample Work Planning

 Compute minimum target points

 Example:
 10 employees x 972 points = 9,720

minimum target
points for your
number of staff
(Directors included)

CSC – Performance Management System

Sample Work Planning

 Arrange outputs according to MFO

OUTPUTS Expected OPES points Total
quantity
Number of certificates 300 40/ certificate 12,000
distributed
Seminars conducted 40 60/ seminar 2,400
Manuals prepared 3 80/ manual 240
Target points of unit based on work plan 14,640

CSC – Performance Management System

Sample Work Planning

 Compare Step 1 and Step 2

 Your target points based on the work plan
should approximate the unit’s minimum target
points for your number of staff.
 Increasing work plan outputs should be done
carefully. Focus on outputs. Do not simply add
“extenders”.

CSC – Performance Management System

Sample Work Planning

 If work plan target points are much

higher than the unit minimum
targets, this could mean:
 Number of personnel is not enough for the
tasks
 Unrealistic targets (too high)
 Review point assignments in OPES table
(might be too low)
CSC – Performance Management System
Sample Work Planning

 If work plan target points are lower

than unit minimum targets, these are
the possible explanations:
 Too many personnel
 Lack of outputs
 Review point assignment in OPES
table (might be too high)
CSC – Performance Management System
TARGET SETTING
 Management Decision Points:
 Increase work plan targets to be able to reach
high standards
 Review/revise assignments; check budgets and
timelines
 Get good staff or provide training to improve
performance
 Ensure you have lean and mean unit; everyone is
a high producer – let go of your NPA
 Plan for slack periods

CSC – Performance Management System

Using OPES in Evaluation
 Using OPES Table
in Evaluation
OPES-based Office Work Plan
Outputs Points Required Number Total
Manual 120 10 1200
Training 40 150 6000
Post Training Report 16 150 2400
Annual Training Report 120 1 120

Total Target Points 9720

Actual Office Performance
Outputs Points Actual Number Total
completed
Manual 120 8 960 Target
Training 40 175 7000 exceeded!
Post Training Report 16 175 2800
Annual Training Report 120 1 120
CSC – Performance Management System
Actual Points Delivered 10880
 Using OPES Table
in Evaluation
 Compare performance across offices
 Sample

Office Number of Total Target Actual Points %

Employees Points Delivered
A 10 9,720 10,453 108%

B 16 15,552 20,478 132% Most

productive
C 200 194,400 211,284 109%

D 96 93,312 86,794 93% Least

productive

CSC – Performance Management System

The OPES and CESPES
 CESPES
 Performance Contracts
 Leading and Innovating Milestones
 Regular and Routine Milestones
 Behavioral Competence
 Areas of Improvement
 Critical Incidents
 Incentive Points
OPES
Rating of units
under the CEO

CSC – Performance Management System

The OPES and PES
PES for Division Chiefs
 Performance Dimensions – 80%
 Managerial Competencies – 20%
Subordinates’ performance feedback through the
ePMS shall serve as inputs to the Directors in
their rating of the DCs

NOTE:
The highest rating
OPES
Total OPES rating earned
a DC can get is the
rating of the Division
by the DC’s office

CSC – Performance Management System

The OPES and PES
PES for Individuals
 Performance Dimensions – 80%
 Behavioral Dimensions – 20%

OPES
Individual Work Plans are based on
the unit targets.

CSC – Performance Management System

Using PMS-OPES as a Major
Management Tool
 Unit/office/agency cohesion
 Snap shot of office/agency
performance (total and comparative)
 Competition and unit scores vs.
actual performance
 Identification of problem areas
 Identification of high flyers

CSC – Performance Management System

THANK YOU!
PMS-OPES Presentation: Part 1
4 May 2007