QUICK REFERENCE GUIDE

STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
 COVERAGE
GUIDELINES FOR THE IMPLEMENTATION OF THE STRATEGIC
PERFORMANCE MANAGEMENT SYSTEM IN THE JUDICIARY

Title V (Scope and Coverage), Section 1

THE SPMS SHALL APPLY TO ALL OFFICIALS AND EMPLOYEES OF THE

JUDICIARY EXCEPT:
• JUSTICES OF THE SC, CA, SB and CTA
• PHILJA CHANCELLOR
• JBC MEMBERS
• JUDGES and
• PART-TIME EMPLOYEES
1 WHAT IS SPMS?

The Strategic Performance Management System (SPMS) is a mechanism that links

employee performance with organizational performance.

It ensures that the employee achieves the objectives set by the organization and the
organization, in turn, achieves the objectives that it has set in its strategic plans

PARADIGM SHIFT

AREA PARADIGM SHIFT

From To
Perspective Performance evaluation Performance management
Focus Activities and inputs Outputs and outcomes
Indicators Performance indicators (e.g. Success indicators (e.g.
number of appointments response time)
processed)
Performance alignment Focus on individual Align individual to
(competition) office/organization
(teamwork and
collaboration)
Role of supervisor Evaluator Coach and mentor
 SPMS BASIC ELEMENTS

• Goal aligned to agency mandate and organizational priorities

Performance goals and measurements are aligned to national development plans,
agency mandate, vision, mission, and strategic priorities, and/or organizational
performance indicator framework. Predetermined standards are integrated into the
success indicators as organizational objectives are cascaded down to the operational
level.
• Outputs/outcomes-based.
The SPMS focuses on the major final outputs (MFOs) that contribute to the realization of
the organization’s mandate, vision, mission, strategic priorities, outputs, and outcomes.
• Team approach to performance management.
Accountabilities and individual roles in the achievement of organizational goals are
clearly defined to facilitate collective goal setting and performance rating. The
individual’s work plan or commitment and rating form is linked to the division, unit,
and office work plan or commitment and rating form to clearly establish the connection
between organizational and employee performance.
• User-friendly.
The suggested forms for organizational and individual commitments and performance
are similar and easy to complete. The office, division, and individual major final
outputs and success indicators are aligned to cascade organizational goals to
individual employees and harmonize organizational and staff performance ratings.
• Information system that supports monitoring and evaluation.
The SPMS promotes the establishment of monitoring and evaluation (M&E) and
information systems that facilitate the linkage between organizational and employee
performance and generate timely, accurate, and reliable information that can be used to
track performance, report accomplishments, improve programs, and be the basis for
policy decision-making.

• Communication Plan.
Establishing the SPMS in the organization must be accompanied by an orientation
program for agency officials and employees to promote awareness and interest on the
system and generate appreciation for the SPMS as a management tool to engage officials
and employees as partners in the achievement of organizational goals.
 SPMS CYCLE AND CALENDAR

The SPMS follows a four-stage cycle:

• Performance Planning and Commitment
Done prior to the start of the performance period where heads of offices meet with the
supervisors and staff and agree on the outputs that should be accomplished based on the
goals and objectives of the organization. Usually done during the last quarter of the year.
• Determination of success indicators and targets
• Performance Monitoring and Coaching
Done regularly during the performance period by the Heads of Agency, Planning Office,
Division and Office Heads, and the individual. The focus is creating an enabling
environment to improve team performance and develop individual potentials.
• Performance Review and Evaluation
Done twice a year (first week of July and the first week of January the following year)
• Office Performance
• Individual Performance
• Performance Rewarding and Development Planning
• Identification of developmental interventions
• Implementation of a results-based/performance-based incentive scheme
2 SPMS KEY
PLAYERS &
RESPONSIBILITIES

SPMS CHAMPION
Together with the PMT, the SPMS Champion is responsible and
accountable for the establishment and implementation of the SPMS.
•Sets agency performance goals/objectives and performance measures.
•Determines agency target setting period.
•Approves office performance commitment and rating.
•Assesses performance of offices.

PERFORMANCE
MANAGEMENT TEAM Sets consultation meetings with all Heads of Offices to discuss the office
performance commitment and rating system and tools.
•Ensures that office performance management targets, measures, and
budget are aligned with the goals of the agency.
•Recommends approval of the office performance and rating system
and tools.
•Acts as appeals body and final arbiter.
•Identifies potential top performers for awards.
•Adopts its own internal rules, procedures, and strategies to carry out
its responsibilities.
HEAD OF OFFICE •Assumes primary responsibility for performance
management in his/her office.
•Conducts strategic planning session with supervisors and
staff.
•Reviews and approves individual performance
commitment and rating form.
•Does initial assessment of office’s performance.
•Determines final assessment of individual employees’
performance level.
•Informs employees of the final rating and identifies
necessary interventions to employees.
•Provides written notice to subordinates who obtain
Unsatisfactory or Poor rating.
INDIVIDUAL
EMPLOYEES

•Act as partners of management and co-employees in

meeting organizational performance goals.
3 UNDERSTANDING
YOUR MAJOR FINAL
OUTPUT

MAJOR FINAL OUTPUTS refer to the goods

and services that the agency is mandated to
deliver to external clients through the
implementation of programs, projects, and
activities.
WHERE CAN YOU FIND YOUR MAJOR FINAL OUTPUT?

Article VIII of the 1987 Constitution vests the Supreme Court and lower
courts with judicial power which “includes the duty of the courts to settle
actual controversies x x x”

OPERATING UNITS VS SUPPORT UNITS?

Offices/units that do not directly deliver goods and services to external clients
contribute to the delivery of the agency’s MFOs through Support to
Operations (STO) or General Administration and Support (GAS) activities.
 SUPREME COURT OF THE PHILIPPINES
Manila
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) FORM

___________________________________________, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for
the period ___________________________________.

_____________________________________________
Signature of Head of Office

Date: ________________________________________

Rating:
APPROVED BY: 5 - Outstanding
Name : 4 - Very Satisfactory
Position : 3 - Satisfactory
Date : 2 - Unsatisfactory
1 - Poor

SUCCESS INDICATORS
Divisions
MAJOR FINAL OUTPUT (TARGETS + MEASURES) Alloted Budget Accountable Actual Accomplishments Rating Remarks

Q E T Ave.
MFO1

MFO2

Total Rating
Final Average Rating
Assessed by PMT Secretariat Reviewed by PMT Chairman Final Rating by:
Start of rating period End of rating period Start of rating period End of rating period

Position: Position: Position: Position: Position:

Date: Date: Date: Date: Date:
 EXAMPLE OF MAJOR FINAL OUTPUTS

MFO:
Supreme Court
Adjudication of
Tertiary Courts Cases
Trial Courts

Office of the MFO:

Clerks of Court Adjudicative
Support
Services
 4 SUCCESS
INDICATORS

Quantitative or qualitative factor or variable

that provides a simple and reliable means to measure
achievement in order to reflect the changes connected
to an intervention

DIMENSIONS OF PERFORMANCE

• QUANTITY/EFFICIENCY is the extent to which targets are accomplished using the minimum
amount of time or resources.
➢Number of cases disposed
➢Number of requests/applications acted upon over number of requests/applications
received

• QUALITY/EFFECTIVENESS
➢Quality or effective performance involves the following elements:
▪Acceptability; Meeting standards; Client satisfaction with services rendered;
Accuracy; Completeness
• TIMELINESS measures if the targeted deliverable was done within the scheduled or expected
timeframe.
➢Meeting deadlines as set in the work plan

➢Meeting timelines provided by law:

» Cases decided within 90 days from time case is submitted for decision –
regular courts
» Cases decided within 15 days from time case is submitted for decision –
drugs courts
» Cases decided within 30 days from time case is submitted for decision –
Summary Proceedings
» Cases decided within 1 day from time case is submitted for decision –
Small Claims
 SUPREME COURT OF THE PHILIPPINES
Manila
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) FORM

___________________________________________, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for
the period ___________________________________.

_____________________________________________
Signature of Head of Office

Date: ________________________________________

Rating:
APPROVED BY: 5 - Outstanding
Name : 4 - Very Satisfactory
Position : 3 - Satisfactory
Date : 2 - Unsatisfactory
1 - Poor

SUCCESS INDICATORS
Divisions
MAJOR FINAL OUTPUT (TARGETS + MEASURES) Alloted Budget Accountable Actual Accomplishments Rating Remarks

Q E T Ave.
MFO1

MFO2

Total Rating
Final Average Rating
Assessed by PMT Secretariat Reviewed by PMT Chairman Final Rating by:
Start of rating period End of rating period Start of rating period End of rating period

Position: Position: Position: Position: Position:

Date: Date: Date: Date: Date:
 SAMPLE MFO AND SUCCESS INDICATORS (OPCR)
MFO Success Indicator Q E T Ave
(Targets +Measures) Measure of
MFO 1: > 100 cases Quantity
Adjudication of > disposed with optimum use of
Cases resources Measure of
> within the period prescribed by law. Effectiveness

Measure of
Timeliness
MFO 2: > 14 reports
Reports > prepared and submitted accurately
prepared and with optimum use of resources.
Measure of
submitted > within the prescribed period.* Quantity

Measure of
Effectiveness
Adjectival Rating
Measure of
Timeliness
 5 TARGETS

Quantifiable levels of the indicator that the organization

wants to achieve at a given point in time

FACTORS TO CONSIDER WHEN SETTING TARGETS

• Clear understanding of baseline starting point.

• Funding and level of resources expected throughout target period, both internal
and external that will supplement existing resources

• Only one target is desirable for each indicator

• Be realistic in setting targets

7 FILLING UP THE
FORMS

OFFICE PERFORMANCE COMMITMENT

& RATING FORM (OPCR)
 At the beginning of the rating period, only the
first two (2) columns will be filled up for OPCR
SUPREME COURT OF THE PHILIPPINES
Manila
OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR) FORM

___________________________________________, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for
the period ___________________________________.

_____________________________________________
Signature of Head of Office

Date: ________________________________________

Rating:
APPROVED BY: 5 - Outstanding
Name : 4 - Very Satisfactory
Position : 3 - Satisfactory
Date : 2 - Unsatisfactory
1 - Poor

SUCCESS INDICATORS

MAJOR FINAL OUTPUT (TARGETS + MEASURES) Alloted Budget Divisions Accountable Actual Accomplishments Rating Remarks

Q E T Ave.
MFO1

MFO2

Total Rating
Final Average Rating
Assessed by PMT Secretariat Reviewed by PMT Chairman Final Rating by:
Start of rating period End of rating period Start of rating period End of rating period

Position: Position: Position: Position: Position:

Date: Date: Date: Date: Date:
INDIVIDUAL PERFORMANCE COMMITMENT
& REVIEW FORM (IPCR)
 At the beginning of the rating period, only the
first two (2) columns will be filled up for IPCR
SUPREME COURT OF THE PHILIPPINES
Manila

INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR) FORM

I, ___________________________________________, commit to deliver and agree to be rated on the attainment of the following ta rgets in accordance with the indicated measures for
the period ___________________________________.

_____________________________________________
Signature of Employee

Rating: Date: ________________________________________

5 - Outstanding
APPROVED BY: 4 - Very Satisfactory
Name : 3 - Satisfactory
Position : 2 - Unsatisfactory
Date : 1 - Poor

SUCCESS INDICATORS

MAJOR FINAL OUTPUT (TARGETS + MEASURES) Alloted Budget Divisions Accountable Actual Accomplishments Rating Remarks

Q E T Ave.
MFO1

MFO2

Total Rating
Final Average Rating
Rater's comments and recommendations for Development purposes or Rewards/Promotion:

The above rating has been discussed with

Name and Signature of Ratee: Name and Signature of Rater: Final Rating by the Head of Office:

Position: Position: Position:

Date: Date: Date:
MAJOR FINAL OUTPUT for the IPCR

Not all functions and duties should be indicated in the

MFO in the IPCR.

Only those deliverables and services that contribute to

the MFOs of a particular office should be indicated in
the MFO of an Individual Employee.

Just like in the OPCR, an Individual Employee should

also have a Target.
 SAMPLE MFO AND SUCCESS INDICATORS (IPCR)
MFO Success Indicator Q E T Ave
(Targets +Measures) Measure of
MFO 1: > 30 calendars Quantity
Calendar of > calendared accurately with
cases prepared optimum use of resources Measure of
> within 15 days prior to scheduled hearing. Effectiveness

Measure of
Timeliness
MFO 2: > 30 minutes
Minutes of > prepared accurately with
Hearing optimum use of resources
prepared > within 15 minutes after the hearing. Measure of
Quantity

Measure of
Effectiveness
Adjectival Rating
Measure of
Timeliness
8 HOW TO RATE
SPMS RATING SCALE

Numerical Adjectival Rating

Rating

5 Outstanding

4 Very Satisfactory

3 Satisfactory

2 Unsatisfactory

1 Poor
 QUANTITY/EFFICIENCY

Numerical
Rating FIXED TARGET PLANNED TARGET

100% or more of target completed with Performance exceeding targets by 30%

5 optimum use of prescribed resources and above of the planned targets

90-99.9% of target completed with Performance exceeding targets by 15%

4
optimum use of prescribed resources to 29% of the planned targets

75-89% of target completed with Performance of 100% to 114% of the

3 optimum use of prescribed resources planned targets

61-74.9% of target completed with Performance of 51% to 99% of the

2 optimum use of prescribed resources planned targets

60% and below of target completed with Performance 50% or below of the
1 optimum use of prescribed resources planned targets
 QUALITY/EFFECTIVENESS

Numerical Rating Description or Meaning of Rating

5 Accurately, clearly presented and well organized output, with

satisfaction from client of the services rendered. All aspects of
work assignment covered

4 Output delivered in accordance with prescribed guidelines;

clearly presented and organized; with client satisfaction; one (1)
or two (2) errors but results still very good

3 Output delivered within prescribed guidelines, with more than

one (1) or two (2) minor errors or deficiencies; requires
minor/partial revisions
2 Output delivered with one (1) or two (2) major errors or
deficiencies; requires major revisions

1 Output not acceptable; haphazardly done and /or careless in the

execution/implementation of work; needs total
revision
 TIMELINESS

Numerical Description or Meaning of Rating

Rating

5 Output delivered 20% ahead of prescribed time of

completion

4 Output delivered 10% ahead of prescribed time of

completion

3 Output delivered in prescribed time of completion

2 Output delivered 10% after the prescribed time of

completion

1 Output delivered 20% after the prescribed time of

completion
 SAMPLE RATING BASED ON ACCOMPLISHMENTS OF OFFICE
(OPCR)
MFO Success Indicator Q E T Ave Average is
(Targets +Measures) obtained by
dividing the
MFO 1: > 100 cases 5 3 4 total by the
number of
Adjudication of > disposed with optimum use of dimensions
Cases resources
5+3/2 = 4
> within the period prescribed by
law.
MFO 2: > 14 reports 5 4 4.5
Reports > prepared and submitted
prepared and accurately with optimum use of Final Average
rating is
submitted resources. obtained by
> within the prescribed period.* adding all the
average ratings
TOTAL RATING 8.5
vertically and
FINAL AVERAGE RATING 4.25 dividing the sum
by the number
Adjectival Rating VERY SATISFACTORY of MFO’s/
Accomplishments

4+4.5/2 = 4.25
 SAMPLE RATING OF INDIVIDUAL STAFF (IPCR)
MFO Success Indicator Q E T Ave
(Targets +Measures)
MFO 1: > 30 calendars 5 3 4 4
Calendar of > calendared accurately with
cases prepared optimum use of resources
> within 15 days prior to scheduled hearing.

MFO 2: > 30 minutes 5 3 4 4

Minutes of > prepared accurately with
Hearing optimum use of resources
prepared > within 15 minutes after the hearing.

TOTAL RATING 8
FINAL AVERAGE RATING 4
Adjectival Rating VERY SATISFACTORY
 Team Approach to Performance Management

Sample Average Rating of all Individual Staff

Branch Clerk of Court 3.99 Satisfactory

Legal Researcher 4 Very Satisfactory

Stenographer 4.1 Very Satisfactory

Interpreter 3.6 Satisfactory

Process Server 5 Outstanding

Ave. Individual Rating 4.138 Very Satisfactory

Monitoring and
Coaching
Journal
❖Regular monitoring of employee’s performance
is mandatory under SPMS
❖Monitoring mechanism facilitates easy tracking
of progress on all identified targets vis-à-vis the
performance of individual employee
❖ Chief of Office, the Planning Office, the Office of
the Administrative Services, and the PMT’s
should ensure that a sustainable monitoring
mechanism is in place and functional during the
SPMS implementation
❖Regular monitoring by the Chief of Office, the
Planning Office, the Office of the Administrative
Services, and the PMT’s of employee’s
performance is mandatory under SPMS for easy
tracking of progress of office targets vis-à-vis
the performance of individual employee
❖ Tracking employees’ performance = tracking
progress of office targets
 Purposes of M & C
❖Timely steps are taken to keep targets on track
❖Necessary support systems and resources are
provided
❖Enabling environment is fostered to improve
team performance
❖Employees’ potentials are managed, developed
and maximized
❖Office goals are met in the most effective
manner
Monitoring/Coaching Journal
✓Name of person/coachee
✓Critical incidents discussed
✓Agreements/actions taken/next steps
✓Both the coach and the coachee shall affix
their signatures in the space provided by
the form
 PERFORMANCE MONITORING AND COACHING JOURNAL
Performance Monitoring and Coaching Journal

QUARTER
1st
2nd
3rd
4th
Name of Division:
Division Chief:
Number of Personnel in Division:
Name of Coachee:

Mechanisms
Meeting Others Signature of
Activity One-on-One Group Memo (Pls. Specify) Remarks Coachee
Monitoring

Coaching

Please indicate the date in the appropriate box when the monitoring was
conducted.

Conducted by: Date: Noted by: Date:

Immediate Superior Chief of Office

 IX

SANCTIONS

Section 1. Unless justified, the non-submission of the Office Performance Commitment

and Review (OPCR) Form to the Performance Management Team (PMT), and the
Individual Performance Commitment and Review (IPCR) Form to the Office of
Administrative Services/Personnel Office within the specified period shall be a ground for:

1. Employee's disqualification from performance-based personnel actions which

would require the rating for the given period such as promotion, training or
scholarship grants and performance enhance ment bonus, if the failure of the
submission of the report form is the fault of the employees; and

2. Administrative sanction for violation of reasonable office rules and

regulations such as simple neglect of duty of supervisors or employees
responsible for the delay or non-submission of such forms.

Section 2. The failure on the part of the Head of Office to comply with the required
notices to their subordinates for their unsatisfactory or poor performance during a rating
period shall be a ground for an administrative offense for neglect of duty.
 Office of DCA Raul B. Villanueva:
(02) 523 6277

Office of DCA Jennylind L. Aldecoa-Delorino:

(02) 525 2620

Office of DCA Leo T. Madrazo:

(02) 536 8282

Office of ACA Lilian Co:

(02) 524 7496

Office of ACA Ma. Regina Adoracion Filomena Ignacio:

(02) 536 8282