THE CSC PMS-OPES MODEL

1. THE CSC PMS-OPES MODEL A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System

2. Conceptual Framework “What is not measured, cannot be managed.” ISO 9001:2000 “Making Plan Do Check Act a daily habit “ Enforce CSC PMS-OPES

3. 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) Linkages of a PMS Medium Term Philippine Development Plan (MTPDP) CSC – Performance Management System

4. Career Executive Service – Performance Evaluation System (CESPES) Office Performance Evaluation System for Units and Division Chiefs Performance Evaluation System (PES) for Individual Staff Introduction of OFFICE Performance Evaluation System OPES CSC – Performance Management System

5. 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

6. 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

7. 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 1 hour of work = 1 point CSC – Performance Management System

8. OPES Reference Table • A list of themajor final outputsof an office given its functions • Indicates corresponding pointsthat an output would earn when completed • Defines the standardsthat must be met for completed outputs to earn points CSC – Performance Management System

9. Sample OPES Reference Table CSC – Performance Management System

10. 2. Performance Monitoring and Coaching 1. Performance Planning and Commitment 4. Performance Rewarding and Development Planning 3. Performance Review and Evaluation OPES as the critical link in the PMS Cycle PMS CSC – Performance Management System

11. Determining Outputs Every office has a mix of quantifiable and non-quantifiable outputs: • QUANTIFIABLEoutputs refer to measurable results • NON-QUANTIFIABLE outputs refer to everything that consumes time but output of which is not measurablee.g., meetings, office programs/ceremonies, filing, phone calls, and other support functions CSC – Performance Management System

12. 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

13. 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

14. Total Target Points:CSC-CO 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 forCentral Office CSC – Performance Management System

15. Total Target Points:CSC-RO 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 1360.8 points x no. of staff = Total Target Points for Regional Offices CSC – Performance Management System

16. 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

17. Work and Financial Plan Form CSC – Performance Management System

18. 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 completed Total Target exceeded! Manual 120 8 960 Training 40 175 7000 Post Training Report 16 175 2800 Annual Training Report 120 1 120 Actual Points Delivered 10880 Using OPES Tablein Evaluation CSC – Performance Management System

19. Office Number of Employees Total Target Points Actual Points Delivered % A 10 9,720 10,453 108% Most productive B 16 15,552 20,478 132% C 200 194,400 211,284 109% Least productive D 96 93,312 86,794 93% Using OPES Tablein Evaluation • Compare performance across offices • Sample CSC – Performance Management System

20. In TESDA, the OPES will be deployed in support of the PEG PEG KPIs (what we intend to track & monitor based on OPES-anchored WFP) MoNet -Based Scorecard (measures & displays real-time COROPOTI performance in terms of PEG KPIs) The CSC PMS-OPES 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 Goal/Standard (desired & defined in the PEG guideline). COROPOTI Decision-Maker (makes change needed to bring performance attuned to goal or standard set) TESDA Employee (s) (compares actual performance with goal or standard; if difference warrants action, reports to responsible decision-maker).

21. Thank You. . .