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Philippine Civil Service Commission:Philippine Civil Service Commission:

Asia’s Leading Center for Asia s Leading Center for Excellence in Human Resource

d O i i D land Organization Development

ORGANIZATION ORGANIZATION ASSESSMENT AND

TRANSFORMATION

Adoption of Performance Governance System (PGS)

PGS• Local adaptation of Balanced Scorecard

developed at the Harvard Business School• Performance management and measurement

ltool

Qualitative and Measurable Qualitative and word-based

interpretations

Measurable targets and

metricsp


Examples of international organizations that have adopted the Balanced Scorecard:

International

Abu Dhabi GovernmentKorea Customs ServiceCity Gov’t. of Brisbane

MotorolaHilton HotelsBMW Motors

H K Sh h i Hong Kong Shanghai Banking Corp. (HSBC)


Examples of organizations in the Philippines that have adopted the PGS:

Private sectorPublic sector

Iloilo City GovernmentSan Fernando City Government

Marikina City GovernmentPhilippine Army

Philex Mining CorporationPhilippine ArmyPhilippine Navy

Philippine National PoliceDevelopment Academy of the Phils.

DPWH

Philippine Institute of Certified Public

AccountantsDPWHDSWD


NEW VISION OF THE CSC:

To be Asia’s leading Center of Excellence for Strategic Human

Resource and Organization Development

Perspective Objectives

Owne

r

MeasuresLEA

LAG

Base 2011 2012 2013 2015

O

DG

LDER

S

ARecognized as a Center for Excellence

Commission 1 Percentage of agencies accredited under the Enhanced PMAAP N/A N/A

10%(211)

15%(316)

30%(632)

2 CSC Client Satisfaction Rating (CSC frontline services) N/A S VS VS EF | G G G

Percentage of agencies accredited under PRIME‐HRM

STAK

EHOL

BHigh performing,competent , and credible civil servants Co

mmission

3 Percentage of assisted agencies which failed in ARTA‐RCS N/A 60% 80% 90% 100%

4 Percentage of agencies with HR Plan N/A N/A 12.5% 20% 50%

5Percentage of agencies with functional Strategic Performance Management System (SPMS)

0 .66%(14)

20%(422)

30%(632)

60%(1265)

80% 67%

g y ( )

CProvide excellent HR processes

Commission

6Number of ISO certified processes

N/A N/A

3 Exam

System, Appointm

ents Processing, Legal Processes

4Accredita

tion process

4(sustained)

PROCE

SS

7

Percentage of high density/most complained agencies surveyed under ARTA 1% 20% 40% 55% 85%

D

Ensure fairness and efficiency in

mission

8Percentage of indirect contempt cases filed against agencies not implementing CSC decisions

70% 80% 85% 90% 100%

100%

60% 70% 90%30%

40%56%

100%100%

Dperforming Quasi‐Judicial functions

Comm

9 Percentage of cases decided within 40 days from the time the case is ripe for resolution

N/A 30% 40% 50% 70%

PEOPLE

EEnhance the competency of our workforce Co

mmission

10Percentage of CSC employees meeting their job competency standards

N/A N/A 80% 90% 100%

62%70% 90%

50%

40% (36M)87% (32M)

FINAN

CE

FEnsure efficient management of financial resources Co

mmission

11 Percentage increase of net income from 2010 figures 26M 20% 40% 60% 100%

12 Amount of funds from partners 5M 20M 25M 40M 50M

ARTN

ERS

G

Cultivate partnerships with local and international

Commission

13Number of priority programs implemented through technical cooperation with local and international partners

4 6 7 8 10

25M46M


GGovernanceTrailblazer Seal

98% ratingin the Awareness,

Score:9 03 out of 10

Availment, and Satisfaction Ratings

f S l d G ’ 9.03 out of 10 of Selected Gov’t Agencies Survey by

Pulse AsiaPulse Asia

DECENTRALIZATION OFHRM FUNCTIONS

CSC A A dit ti P (CSCAAP)CSC Agency Accreditation Program (CSCAAP)- accredited agencies can take final action on

appointments for government positionsappointments for government positions

Program to Institutionalize Meritocracy d E ll i H R and Excellence in Human Resource Management (PRIME-HRM)

PRIME HRMPRIME‐HRM

Levels of assessment:

Recommendation asCenter for Excellence

Retention of accreditation

Capability for accreditation

FROM EXCESSIVE FROM EXCESSIVE REGULATION TO

SIMPLIFIED TRANSACTIONS

Anti Red Tape Act of 2007 (ARTA)Anti‐Red Tape Act of 2007 (ARTA)

Review and streamlining of frontline service proceduresprocedures

• Limiting signatories to five (5) signaturesLimiting signatories to five (5) signatures

• Time frame to act on requests/applications:Simple transactions – 5 working daysComplex transactions – 10 working days

Citizen’s CharterCitizen s Charter

What it contains:

• List of frontline services• Step-by-step proceduresp y p p• Employee responsible for each step• Amount of fees• Documents to be presented by the client• Venue and procedure for filing complaints

Citizen’s CharterCitizen s Charter

• Frontline service staff will be guided by a clear set of be guided by a clear set of procedures

• Public will know what to • Public will know what to expect from the agency

Fi i i i i b • Fixing activities can be prevented

FROM REGULATORYTO ASSISTORIAL

Report Card Survey(RCS)(RCS)

Al id d i h • Also provided in the ARTA law

• Mechanism to rate an agency’s quality of g y q yfrontline service delivery

Report Card Survey (RCS)Report Card Survey (RCS)

R ti i b d Rating is based on:

Compliance with ARTACompliance with ARTA• Presence of Citizen’s Charter• Presence of anti-fixer campaign p g

materials• Presence of a manned

help desk• Observance of

“N N B k” l“No Noon Break” rule


Client satisfaction• Quality of service rendered

Ti it t k t l t th t ti• Time it took to complete the transaction

• Physical setup of the agency (presence of directional (presence of directional signages, accessibility, cleanliness)A il bili f b i f ili i • Availability of basic facilities (comfort rooms, waiting area, facilities for PWDs/pregnant f fo /p gwomen/elderly


Target : 469 agencies

Adj i l R i f

Target : 469 agenciesActual surveyed : 497 agencies (105.97%)

4%

Adjectival Ratings ofSelected Gov’tAgencies

Excellent 22

27%27%

ExcellentGood

Good 133Acceptable 206Failed 136

42%

GoodAcceptableFailed

Failed 136Total 497

(as of Dec 2011) 42%(as of Dec. 2011)


Conducted byPulse Asia, Inc.

(i d d (independent survey service provider)


Result of Report Card SurveyResult of Report Card Survey

AssistanceRecognition

Citizen’s Satisfaction

Service Delivery Satisfaction

Center Seal of Excellence

Excellence Program (SDEP)

ARTAWatchARTA Watch

2011195 95

agencies visited

2012 440 target

agencies to be visitedbe visited

FROM INDIVIDUAL EFFORT TO TEAMWORK

Strategic Performance Management System (SPMS)

• Links individual performance management with agency’s organizational vision core purpose and agency s organizational vision, core purpose, and strategic goals

di id lOrganizational

Individual commitments

gobjectives


• Links performance management with other HR systemssystems


• Links performance management with other HR systemssystems

Training/ Training/ Grant of Grant of PromotionPromotionDisciplineDisciplinePerformance scholarshipsscholarshipsincentive/awardincentive/award

PromotionPromotionDisciplineDisciplinerating


Performance indicators

SuccessindicatorsVS.

No. of appointments Response time

Quantity/I

Quantity/I

Outcome/O

Outcome/O

indicators indicators

processedResponse timeInputInput OutputOutput


SPMS Roll-out

All

SPMS Roll-out

All government

performance-based HR

movements and

Pilot testing

government agencies

should have a CSC d

movements and interventions

should be based SPMS

Pilot testing CSC-approved SPMS

on SPMS

TIGHTENING TIGHTENING RECRUITMENT AND

SELECTION STANDARDS

Qualification Standard

Eligibility Education Experience Trainingg y p g

Competency‐Based HR System in the Public Sector

• Project aims to develop/design Competency Models

Skills

Knowledge CompetencyModel

AttitudesModel

Competency‐Based HR System in the Public Sector

Eligibility Education Experience TrainingEligibility Education Experience Training CompetenciesEligibility Education Experience TrainingEligibility Education Experience Training Co pete c es

May be used for HR processes such as:• Recruitment• Performance management• Compensation planning• Career development• Career development• Succession planning

GREATER FOCUS ON HUMAN RESOURCES

Civil Service InstituteCivil Service Institute

R h d t i i f th CSCResearch and training arm of the CSC

LEGAL EMPOWERMENT

Legal empowermentLegal empowerment

C di i i i hi d• Case disposition within 40 days(law requires 60 days)CSC s rpassed its target to resol e 30% of cases • CSC surpassed its target to resolve 30% of cases within the 40-day period

Total no of resolved 5 276Total no. of resolved cases

5,276

Cases resolved within 40 days from the time the case

3,459 (50.34%)2011days from the time the case is ripe for resolution

• 36 indirect contempt cases filed

Legal empowermentLegal empowerment

• Revision of form and guidelines on filing the SALN

• Technical Working Group▫ CSC

Offi f th P id t▫ Office of the President▫ Senate and House of Representatives▫ Supreme Courtp▫ Constitutional Offices▫ Line agencies

bl▫ Public sector unions

RECOGNITION AND REWARDS

Honor Awards Program (HAP)Honor Awards Program (HAP)

Three (3) types of awards:

• Outstanding performance or contribution▫ Lingkod Bayan AwardLingkod Bayan Award▫ Pagasa Award

• Consistent exemplary ethical behavior▫ Dangal ng Bayan Award

Honor Awards Program (HAP)Honor Awards Program (HAP)

Helen M. CailingState Auditor VState Auditor VCommission on Audit Regional Office No. 12Regional Office No. 12Cotabato City

2011 Dangal ngBayan awardee

Thank youy

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