4 Surge Tesda Pms Opes

A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System

CO

• Policy Development/formulation/review

• Programming

• Performance Setting/Evaluation

• Driver of Excellence(ISO 9001:2000)

• Common understanding/ harmonizing of goals

• Converting strategic policies/plans to action

• Problem solving

• Innovating/ benchmarking/modeling/ sharing

• Regular reporting/ feed backing evaluating

• Co-creating values

ROPOTI

• Policy/Program implementationdevelopment/review

• Geo strategic planning

• Field coordination

• Area Management

• Corporate Excellence

-

COHERENCECOHERENCE

HARMONYHARMONYCADENCECADENCE

Securing a

Unified

Response to

Gaps in

Excellence thru

Technology-

Enabled

Service

Delivery and

Accountability

ICT-enabled

core TESD processes

TDI- SDP linked with

OD

Purposive TESDA

community advocacy

CSC PMS-OPES Model

installed & enforced

“Making

Plan

Do

Check

Act

a daily habit “

“Making

Plan

Do

Check

Act

a daily habit “

“What is not measured, cannot be managed.”

CSC – Performance Management System

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)


Performance Evaluation System (PES) for Individual Staff

Career Executive Service – Performance Evaluation System (CESPES)

Introduction of OFFICE Introduction of OFFICE Performance Evaluation SystemPerformance Evaluation System

Office Performance Evaluation System for Units and Division Chiefs

OPES


Why measure office Why measure office performance?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


OPES FeaturesOPES 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


OPES FeaturesOPES 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


OPES Reference TableOPES Reference Table

A list of thelist of the major final outputsmajor final outputs of an office given its functions

Indicates corresponding pointscorresponding points that an output would earn when completed

Defines the standardsDefines the standards that must be met for completed outputs to earn points


Sample Sample OPES Reference TableOPES Reference Table

FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS

OPERATIONAL DEFINITION

Project Proposal Preparation

Project Overview

Number of Project Overviews

8

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.

Project Proposal

Number of Project Proposals

25

Proposal includes Work Breakdown Structure, Project Network, and Critical Path. Must be approved by the Commission.


1. Performance Planning

and Commitment

PMS

4. Performance Rewarding

and Development Planning3. Performance Review

and Evaluation

2. Perfo

rmance Monito

ring

and Coaching

OPES as the critical OPES as the critical link in the PMS link in the PMS CycleCycle


Determining OutputsDetermining 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


Determining the Determining the Percentage of Non-Percentage of Non-quantifiable Activitiesquantifiable 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%!


Total Target PointsTotal 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.


Total Target Points:Total Target Points: CSC-COCSC-CO

365 Days in a yearLess 104 Saturdays and SundaysLess 10 Legal HolidaysLess 8 Mandatory and Special

Leave -------- 243 working days in a yearX 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 for

Central Office


Total Target Points:Total Target Points: CSC-ROCSC-RO

365 Days in a yearLess 104 Saturdays and SundaysLess 10 Legal HolidaysLess 8 Mandatory and Special

Leave -------- 243 working days in a yearX 8 hours in a day -------- 1944 working hours in a year

1360.8 points x no. of staff = Total Target Points for Regional Offices


ConsiderationsConsiderations

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


Work and Financial Plan Work and Financial Plan FormForm

KRA KPI OutputOPES Pts

TargetBudget Deadline

Staff Resp.Qty Pts


Using OPES TableUsing OPES Tablein Evaluationin Evaluation

240015016Post Training Report

1201120Annual Training Report

97209720Total Target PointsTotal Target Points

600015040Training

120010120Manual

TotalRequired NumberPointsOutputsOPES-based Office Work PlanOPES-based Office Work Plan

280017516Post Training Report

1201120Annual Training Report

1088010880Actual Points DeliveredActual Points Delivered

700017540Training

9608120Manual

TotalActual Number completed

PointsOutputsActual Office PerformanceActual Office Performance

Target Target exceededexceeded

!!


Using OPES TableUsing OPES Tablein Evaluationin Evaluation

Compare performance across offices◦ Sample

86,794

211,284

20,478

10,453

Actual Points Delivered

93%93,31296D

109%194,400200C

132%15,55216B

108%9,72010A

%Total Target Points

Number of Employees

Office

Most Most productiveproductive

Least Least productiveproductive

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

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)

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).

4 Surge Tesda Pms Opes

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