THE CSC PMS-OPES MODEL

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THE CSC PMS-OPES MODEL

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

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Conceptual Framework
What is not measured, cannot be managed.
ISO 90012000
Making Plan Do Check Act a daily habit
Enforce CSC PMS-OPES
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Linkages of a PMS
Medium Term Philippine Development Plan (MTPDP)
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Introduction of OFFICE Performance Evaluation
System
OPES
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Why measure office performance?

• Directly translates the agencys 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

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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

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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
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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

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Sample OPES 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 Preparation                   Project Proposal       Number of Project Proposals       25       Proposal includes Work Breakdown Structure, Project Network, and Critical Path. Must be approved by the Commission.
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OPES as the critical link in the PMS Cycle
PMS
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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

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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!

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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.

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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 for
Central Office
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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

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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

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Work and Financial Plan Form
KRA KPI Output OPES Pts Target Target Budget Deadline Staff Resp.
KRA KPI Output OPES Pts Qty Pts Budget Deadline Staff Resp.



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Using OPES Tablein Evaluation
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Using OPES Tablein Evaluation

• Compare performance across offices
• Sample

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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).
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Thank You. . .