- Количество слайдов: 21
THE CSC PMS-OPES MODEL A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System
Conceptual Framework “What is not measured, cannot be managed. ” “Making Plan Do Check Act Enforce CSC PMS -OPES a daily habit “
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
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
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 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 FUNCTION Project Proposal Preparation OUTPUT PERFORMANCE INDICATOR OPERATIONAL DEFINITION POINTS Project Overview Number of Project Overviews 8 Project Proposal Number of Project Proposals 25 Paper defining the need, problem or opportunity to be addressed by the project, project goals and objectives, preliminary resources, assumptions and risks. Must be approved by the Head of Office. Proposal includes Work Breakdown Structure, Project Network, and Critical Path. Must be approved by the Commission. CSC – Performance Management System
OPES as the critical link in the PMS Cycle 1. g rin o Pe rfo an rm d C an om ce P mi lan tm en ning t t ni o M ng e i nc ach a rm Co fo er and. P 2 PMS g din g r wa nnin e e R t Pla c an en m m for lop r Pe eve 4. d D an 3. P er f an orm d a Ev nce alu R at evi io n ew 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: CSC-CO Less X LESS 365 Days in a year 104 Saturdays and Sundays 10 Legal Holidays 8 Mandatory and Special Leave -------243 working days in a year 8 hours in a day -------1944 working hours in a year 50% estimated non-quantifiable outputs ===== 972 points x no. of staff = Total Target Points for Central Office CSC – Performance Management System
Total Target Points: CSC-RO Less X 365 Days in a year 104 Saturdays and Sundays 10 Legal Holidays 8 Mandatory and Special Leave -------243 working days in a year 8 hours in a day -------1944 working hours in a year 1360. 8 points x no. of staff = Total Target Points for Regional Offices 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 KRA KPI Output Target OPES Pts Qty Pts Budget Deadline CSC – Performance Management System Staff Resp.
Using OPES Table in Evaluation Outputs OPES-based Office Work Plan Points Required Number Total Manual 120 10 1200 Training 40 150 6000 Post Training Report 16 150 2400 120 1 120 Total Target Points 9720 Annual Training Report Outputs Actual Office Performance Points Actual Number completed Total Manual 120 8 960 Training 40 175 7000 Post Training Report 16 175 2800 120 1 120 Annual Training Report Actual Points Delivered System 10880 CSC – Performance Management Target exceeded!
Using OPES Table in Evaluation Compare performance across offices ◦ Sample Office Number of Employees Total Target Points Actual Points Delivered % A 10 9, 720 10, 453 108% B 16 15, 552 20, 478 132% C 200 194, 400 211, 284 109% D 96 93, 312 86, 794 93% CSC – Performance Management System Most productive Least productive
In TESDA, the OPES will be deployed in support of the PEG The CSC PMSOPES model is a practical translation of a good performance management system. As such, its OPES point-scoring feature is adopted in the TESDA PEG PMS PEG KPIs (what we intend to track & monitor based on OPESanchored WFP) COROPOTI Decision-Maker (makes change needed to bring performance attuned to goal or standard set) Mo. Net -Based Scorecard (measures & displays real-time COROPOTI performance in terms of PEG KPIs) Goal/Standard (desired & defined in the PEG guideline). TESDA Employee (s) (compares actual performance with goal or standard; if difference warrants action, reports to responsible decisionmaker).
Thank You. . .