Department of Environment and Natural Resources

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)

GUIDELINES

Part 1: The SPMS

I. BACKGROUND

Executive Order (EO) No. 192 dated June 10, 1987, provides for the
reorganization of the Department of Environment, Energy and Natural Resources
and renaming it as the Department of Environment and Natural Resources, and
for other purposes.

The Department shall be the primary government agency responsible for the
conservation, management, development, and proper use of the country’s
environment and natural resources, specifically forest and grazing lands, mineral
resources, including those in reservation and watershed areas, and lands of the
public domain, as well as, the licensing and regulation of all natural resources as
may be provided for by law in order to ensure equitable sharing of the benefits
derived therefrom for the welfare of the present and future generations of
Filipinos.

The Department envisions a nation enjoying and sustaining its natural resources
and clean and healthy environment. It shall be the driving force in the pursuit of
sustainable development, enabling stakeholders' participation in the protection,
conservation, and management of the environment and natural resources for the
present and future generations.

The Department is composed of four (4) Staff Bureaus (Land Management

Bureau, Ecosystems Research and Development Bureau, Forest Management
Bureau, and Protected Areas and Wildlife Bureau now known as Biodiversity
Management Bureau, pursuant to E. O. No. 366), two (2) Line Bureaus
(Environmental Management Bureau pursuant to Republic Act (RA) No. 8749,
and Mines and Geo-Sciences Bureau pursuant to RA 7942 and their respective
Regional Offices ), sixteen (16) Regional Offices, and three (3) Attached
Agencies (National Mapping and Resource Information Authority, National Water
Resources Board and Palawan Council for Sustainable Development).

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 Pursuant to Section 33, Chapter 5 Book V of EO 292 and Civil Service
Commission (CSC) Memorandum Circular (MC) No. 12 Series of 1993 granting
autonomy on the establishment of the agency performance rating, the Department
has adopted the Performance Evaluation System (PES). This system, however,
focuses only on individual appraisals which are prerequisites for promotion and
other personnel actions, including separation and performance-based incentives.

The absence of the link between appraisals and personnel actions and incentives
resulted in a system that is more subjective rather than objective. Consequently,
organizational effectiveness and employee’s performance are not directly
correlated. The DENR SPMS gives emphasis to the strategic alignment of the
DENR’s thrusts with the day-to-day operations of the Department’s units. The
DENR SPMS will focus on measures of performance results that can be reviewed
over the period of the implementation of the DENR road map vis-à-vis targeted
milestones. It also provides a scientific and verifiable basis in assessing
organizational performance and the collective performance of individuals within
the organization.

CSC MC No. 6, series of 2012, re: Guidelines in the Establishment and

Implementation of Agency Strategic Performance Management System serves as
guide in the formulation and implementation of the Department SPMS.

II. THE SPMS CONCEPT

Performance Management System (PMS) is the heart of the human resource

system and development because information produced from it is useful in human
resource planning, management and decision making processes.

The SPMS is focused on linking individual performance vis-à-vis the agency’s

organizational vision, mission and strategic goals. It is envisioned as a
technology composed of strategies, methods and tools for ensuring fulfilment of
the functions of the offices and its personnel as well as for assessing the
accomplishments.

It is a mechanism that ensures that the employee achieves the objectives set by
the organization and the organization, on the other hand, achieves the objectives
that it has set for itself in its strategic plan.

The SPMS follows the four-stage process (Annex A) performance planning and
commitment (Annex B), performance monitoring and coaching,
performance review and evaluation, performance rewarding and
development planning.

To complement and support the SPMS, the following enabling mechanisms must
be present, operational and maintained:

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  A Recruitment System that identifies competencies and other attributes
required for particular jobs or functional groups;
 An adequate Rewards and Incentives System;
 A Mentoring and Coaching Program;
 An Information Communication Technology (ICT) that supports project
documentation, knowledge management, monitoring and evaluation;
 A Change Management Program; and
 A Program for Policy Review and Formulation.

III. GENERAL OBJECTIVES

Consistent with CSC MC No. 6, s. 2012, the Department SPMS shall be

prepared and administered to:

a. Concretize the linkage of organizational performance with the Philippine

Development Plan, the Agency Mandate and Program Thrusts, and the
Organizational Performance Indicator Framework;

b. Ensure organizational effectiveness and improvement of individual

employee efficiency by cascading institutional accountabilities to the
various levels of the organization anchored on the establishment of
rational and factual basis for performance targets and measures; and

c. Link performance management with other human resource systems and

ensure adherence to the principle of performance-based tenure and
incentive system.

IV. BASIC ELEMENTS

The Department SPMS shall include the following basic elements:

a. Goal Aligned to Agency Mandate and Organizational Priorities.

Performance goals and measurement are aligned to the national
development plans, agency mandate/vision/mission and strategic
priorities and/or organizational performance indicator framework.
Standards are pre-determined to ensure efficient use and management
of inputs and work processes. These standards are integrated into the
performance indicators as organizational objectives are cascaded down
to operation level.

b. Outputs/Outcomes-based. The system puts premium on major final

outputs that contributes to the realization of organizational mandate,
mission/vision, strategic priorities, outputs and outcomes.

c. Team-approach to performance management. Accountabilities and

individual roles in the achievement of organizational goals are clearly
defined to give way to collective goal setting and performance rating.
Individual’s work plan or commitment and rating form is linked to the
division/unit/office work plan or commitment and rating form to establish
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 clear linkage between organizational performance and personnel
performance.

d. User-friendly. The forms used for both the organizational and individual
performance are similar and easy to accomplish. The organizational
and individual major final outputs and success indicators are aligned to
facilitate cascading of organizational goals to the individual staff
members and the harmonization of organizational and individual
performance ratings.

e. Information System that supports Monitoring and Evaluation.

Monitoring and Evaluation (M&E) mechanisms and Information System
(IS) are vital components of the Department SPMS in order to facilitate
linkage between organizational and employee performance. The M&E
and IS will ensure generation of timely, accurate, and reliable
information for both performance monitoring/tracking, accomplishment
reporting, program improvement and policy decision-making.

f. Communication Plan. A program to orient agency officials and

employees on the new and revised policies on Department SPMS shall
be implemented. This is to promote awareness and interest on the
system, generate employees’ appreciation for the Department SPMS as
a management tool for performance planning, control and improvement,
and guarantee employees’ internalization of their role as partners of
management and co-employees in meeting organizational performance
goals.

V. KEY PLAYERS AND REPONSIBILITIES

The Key Players in the establishment and implementation of the Department

SPMS are composed of the following:

A. SPMS Champion - DENR Secretary

Functions and Responsibilities:

 Directs/oversees the formulation, establishment and

implementation of the SPMS
 Sets agency performance goals/targets and performance
indicators
 Determines agency target setting period
 Assesses performance of office
 Approves office performance commitment and rating

B. Performance Management Team (PMT)

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 Chairperson - Undersecretary for Policy and
Planning and Foreign Assisted
Programs

Vice-Chairperson - Assistant Secretary for Administration

and Finance

Members - Director, Policy and Planning Service

Director, Administrative Service
Director, Human Resources
Development Service
Director, Financial and Management
Service
Representative, Employees Union

C. Performance Management Team for the following:

c.1. Bureaus

Chairperson-Bureau Director

Vice-Chairperson Assistant Director

Members Head, Planning and Policy-

Head Administrative,
Financial, Management Division or its
equivalent
Representative, Employees Union
c.2. Regional Offices

Chairperson Regional Director

Vice-Chairperson Assistant Regional Director-

Members Chief, Administrative Division

Chief, Finance Division

Chief, Planning Division

PENRO Concerned

Representative, Employees Union

c.3. Attached Agencies

Chairperson Administrator/Executive Director

Vice-Chairperson Deputy Administrator/Deputy Director-

Members Chief, Administrative Division

Chief, Finance Division
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 Chief, Planning Division
Representative, Employees Union

 A Special Order creating the PMT per DENR Special Order No. 2013-109 (Annex C)

The Regional Office can create a sub-PMT in every PENR office to facilitate and
to assist the Regional PMT in setting office performance targets and evaluation
of employee performance ratings.

Functions and Responsibilities of PMT:

 Sets consultation meetings of all Heads of Offices for the purpose of

formulating the guidelines on the establishment and implementation
of the SPMS
 Ensures that office performance targets and measures (indicators),
as well as the budget, are aligned with those of the agency and that
work distribution of offices/units is rationalized
 Recommends approval of the office performance commitment and
rating to the Secretary
 Acts as appeal body and final arbiter for performance management
issues of the agency
 Identifies potential top performers and provides inputs to the DENR
PRAISE Committee for grant of awards and incentives
 Adopts internal rules and procedures including calibration of
performance rating, schedule of meetings and deliberations and
delegation of authority to representatives in case of absence of its
members

D. Secretariat

The Planning and Programming Division (PPD), Program Monitoring

and Evaluation Division (PMED) and Personnel Division shall
constitute the Central Office Secretariat.

All Bureaus, Regional Offices (including PENROs) and Attached

Agencies shall constitute their own Secretariat to be composed of the
Planning Division/Unit and Personnel Section/Unit.

Functions and Responsibilities of the Secretariat:

a. Planning Office/Division/Section

 Monitors submission of Office Performance Commitment and Review

(OPCR) Form (Annex D) and schedule the review/evaluation of
Office Commitments by the PMT before the start of a performance
period.
 Reviews, validates and evaluates the initial performance assessment
of offices based on reported office accomplishments against the
success indicators, and the allotted budget against the actual

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 expenses. The result of the assessment shall be the basis of PMT’s
recommendation to the Secretary.
 Consolidates accomplishment of the office performance and results
of assessment for submission of the Secretary to the DBM.
 Conducts performance planning and review conference semi-
annually for the purpose of discussing the office assessment for the
preceding performance period and plans for the succeeding rating
period with concerned Heads of Offices. This shall include
participation of Financial Office/Division/Unit as regards fund
utilization.
 Provides each office with the final Office Assessment/Rating to serve
as basis in the incentives of individual performers.

b. Personnel Division/Section

 Monitors submission of Individual Performance Commitment and

Review (IPCR) Form (Annex E) by heads of offices/divisions.
 Provides analytical data on retention, skill/competency gaps, and
talent development plans that align with strategic plans;
 Reviews the Summary List of Individual Performance Rating to
ensure that the average performance rating of employees is
equivalent to or not higher than the Office Performance Rating as
recommended by the PMT and approved by the Head of Office.
 Coordinates development interventions that will form part of the HR
Plan.

E. Head of Office (Director IV or equivalent)

 Assumes primary responsibility for performance management in

his/her Office.
 Conducts strategic planning session with the supervisors and staff
and agree on the outputs that should be accomplished based on the
goals/objectives of the organization and submits the OPCR Form to
the Planning Office.
 Reviews and approves IPCR for submission to the Personnel
Division/Section/Unit before the start of the performance period.
 Submits quarterly accomplishment report to the Planning
Division/Section/Unit based on the PMS Calendar (Annex F).
 Does initial assessment of office’s performance using the approved
OPCR.
 Determines final assessment of performance level of the individual
employees in his/her office based on proof of performance.
 Informs employees for the final rating and identifies and discusses
the necessary interventions to employees based on the assessment
of developmental needs.

F. PENRO/CENRO/Division Chief or equivalent

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  Assumes joint responsibility with the Head of Office in ensuring
attainment of performance objectives and targets.
 Rationalizes distribution of targets/tasks.
 Monitors closely the status of the performance of their subordinates
and provide support and assistance through the conduct of coaching
and/or mentoring for the attainment of targets set by the Division and
individual employee.
 Recommends developmental intervention whenever necessary.

G. Individual Employees

 Act as partners of management and their co-employees in meeting

organizational performance goals.

PART 2: The SPMS Process

I. The PMS Cycle

The SPMS shall follow the same four-stage PMS cycle that underscores the
importance of performance management.

Stage 1: Performance Planning and Commitment

This is done at 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/objectives of the organization.

During this stage, performance indicators are determined (Annex G).

Performance indicators are performance level yardsticks consisting of measures
and targets. These shall serve as bases in the preparation of the office and
individual performance contracts and rating forms.

Performance measures should focus on those that contribute to or support the

outcomes that the Department aims to achieve and shall be included in the office
performance contract, i.e., measures that are relevant to Department’s core
functions and strategic priorities. The performance measures must be
continuously refined and reviewed.

Performance measures shall include any one, combination of, or all of the
following general categories, whichever is applicable.

Category Definition
Effectiveness/Quality The extent to which actual performance compares
with targeted performance.
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 The degree to which objectives are achieved and
the extent to which targeted problems are solved.

Efficiency The extent to which time or resources is used for

the intended task or purpose. Measures whether
targets are accomplished with a minimum amount or
quantity of waste expense or unnecessary effort.
Timeliness Measures whether the deliverable was done on time
based on the requirements of the law and/or
clients/stakeholders.
Time-related performance indicators evaluate such
things as project completion deadlines, time
management skills and other time-sensitive
expectations.

Heads of offices shall cause the determination of their “office target setting
period”, a period within which the office and employees’ targets are set and
discussed by the raters and the ratees, reviewed and concurred by the heads of
offices and submitted to the PMT.

The Department Road Map, Strategic Plan, Annual Investment Plan/Work and
Financial Plan, etc. shall be the basis of the targets of offices. Aside from the
office commitments explicitly identified under each Strategic Priority in the Road
Map, major final outputs that contribute to the attainment of organizational
mission/vision which form part of the core functions of the office shall be
indicated as performance targets.

The targets shall take into account any combination of, or all of the following:

 Historical date. The data shall consider past performance.

 Benchmarking. This involves identifying and comparing the best office or
unit within the department with similar functions or processes.
Benchmarking may also involve recognizing existing standards based on
provisions or requirements of the law.
 Client demand. This involves a bottom-up approach where the office sets
targets based on the needs of its clients. The office may consult with
stakeholders and review the feedback on its services.
 OPES Reference Table. List of major final outputs with definition and
corresponding OPES points.
 Top Management instruction. The Secretary may set targets and give
special assignments.
 Future trend. Targets may be based from the results of the comparative
analysis of the actual performance of the office with its potential
performance.

In setting work targets, the office shall likewise indicate the detailed budget
requirements per expense account to help the heads of office in ensuring a
strategy driven budget allocation and in measuring cost efficiency. The office
shall also identify specific division/unit/group/individuals as primarily accountable
for producing a particular target output per program/project/activity. These
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targets, performance measures, budget and responsibility centers are
summarized in the Division Performance Commitment and Review Form (DPCR)
(Annex H).

The approved OPCR Form shall serve as basis for performance targets and
measures to be prepared in the DPCR. Likewise, the DPCR Form shall be the
basis for IPCR.

Unless the work output of a particular duty has been assigned pre-set standards
by management, its standards shall be agreed upon by the supervisors and the
ratees. Individual employees’ performance standards shall not be lower than the
office standards in its approved OPCR Form.

Stage 2: Monitoring and Coaching

During the performance monitoring and coaching phase, the performance of the
offices and every individual shall be regularly monitored at various levels: i.e.
the Heads of Offices/Bureaus, Regional Directors, PENROs, CENROs, Division
Chiefs and individuals, on a quarterly basis.

The offices shall develop and adopt their own monitoring and evaluation
mechanism such as, but not limited to, regular submission of weekly/monthly
accomplishment reports or tracking forms to ensure timely completion and quality
of execution of deliverables and which will also be used as basis for individual
employee performance monitoring and evaluation. Monitoring can also be done
through meetings, one on one discussion, memoranda, review of pertinent
documents such as reports and communications, among others. This shall also
be documented using Performance Monitoring and Coaching Journal (Annex I,
J, K).

The Regional Offices, Bureaus and Attached Agencies may develop and
maintain an automated information system that will support data management to
produce timely, accurate and reliable information for program tracking and
performance monitoring/reporting. All offices shall submit quarterly
accomplishment reports based on the approved work and financial plan to
PMED. The OPCR accomplishment report shall be submitted semi-annually.

Supervisors and coaches play a critical role at this stage. Their focus is on the
critical function of managers and supervisors as coaches and mentors in order to
provide an enabling environment/intervention to improve team performance; and
manage and develop individual potentials.

Stage 3: Performance Review and Evaluation

This phase aims to assess both office and individual performance level based
on performance targets and measures as approved in the office and individual
performance commitment.

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  Office Performance Assessment

The Policy and Planning Service (PPS) thru the PMED shall consolidate, review,
validate and evaluate the initial performance assessment of the Heads of offices
based on reported office accomplishments against the performance indicators
and the allotted budget against the actual expenses. The result of the
assessment shall be submitted to the PMT for calibration and recommendation to
the Secretary. The Secretary shall determine the final rating of offices/units.

A performance review conference shall be conducted semi-annually by the PPS

for the purpose of discussing the office assessment with concerned Head of
Office. Submitted office accomplishment reports will be used as basis to ensure
complete and comprehensive performance review.

Any issue/appeal/protest on the Office assessment shall be articulated by the

concerned head of office and decided by the agency head during this
conference, hence, the final rating shall no longer be appealable/contestable
after the conference.

The Central Office PPS shall provide each Office with the final Office
Assessment to serve as the basis of offices in the assessment of individual staff
members.

 Performance Assessment for Individual Employees

The immediate supervisor or division head shall assess individual employee

performance based on the commitments made at the beginning of the rating
period. The performance rating, shall be based solely on records of
accomplishments. Hence, rating for planned and/or intervening task shall always
be supported by reports, documents or any outputs as proof of actual
performance. In the absence of said bases of proof, a particular task shall not be
rated and shall be disregarded. It is also expected that the immediate supervisor
keeps documents and evidence on the kind of outputs of individual employees
which will be used as bases for employee assessment and for determining
employee’s contributions to major final output.

The supervisor shall indicate qualitative comments, observations and

recommendations in the space provided in the IPCR to include areas for
improvement, type of intervention and target date of implementation, and areas
for recognition. The comments shall serve as guide in improving or recognizing
employee performance, for personnel actions or human resource development
interventions.

Employee's assessment shall be discussed by the supervisor with the concerned

employee prior to the submission of the IPCR to the Head of Office.

The Head of Office may adopt appropriate mechanism to assist him/her

distinguish performance level of individuals, such as, but not limited to peer
ranking and client feedback.

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Approved IPCR shall be submitted to the Personnel Division/Section/Unit within
the prescribed period for review and validation to ensure that the average
performance rating of all employees is equivalent to or not higher than the Office
Performance Rating and recommends necessary modification or corrective
actions, if necessary. Should they find it acceptable, the head of the Personnel
Division/Section/Unit shall stamp its confirmation on the IPCR.

The Personnel Division/Section/Unit shall provide copy of the Summary List of

Individual Performance Ratings (SLIPR) (Annex L) to the Heads of Office within
the prescribed schedule.

The Head of Office shall ensure that the employee is notified of his/her final
performance rating.

Stage 4: Performance Rewarding and Development Planning

Part of the evaluation is the competency assessment vis-a-vis the competency

requirements of the job. The result of the assessment shall be discussed by the
heads of divisions and supervisors with the individual employee at the end of
each rating period. The discussion shall focus on the strengths, competency
related performance gaps and the opportunities to address these gaps, career
paths and alternatives.

The result of the competency assessment shall be treated independently of the

performance rating of the employee.

Appropriate developmental interventions shall be made available by the head of

division/office and supervisors in coordination with the Human Resources
Development Service/Section/Unit.

A development plan (Annex L) shall be prepared to improve the performance of

employees with Unsatisfactory and Poor Performance Ratings to include
timelines and performance indicators and shall be monitored to measure the
progress.

The results of the performance evaluation/assessment shall serve as inputs to

the:

a. Heads of Divisions in identifying and providing the kinds of

interventions needed, based on the developmental needs identified;
b. Personnel Division/Section/Unit in consolidating and coordinating
developmental interventions that will form part of the HR Plan and the
basis for rewards and incentives;
c. PMT in identifying potential Program on Awards and Incentives for
Service Excellence (PRAISE) nominees for various awards categories;
and,
d. PRAISE Committee in determining top performers of the office who
qualify for awards and incentives.

II. Rating Period

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 The rating period shall be done semi-annually covering January to June and July
to December. However, if there is a need for a shorter or longer period, the
minimum appraisal period is at least ninety (90) calendar days or three (3)
months.

The following rating scales shall be used as sets of measures. There shall be five-
point rating scale (1 to 5), 5 being the highest and 1, the lowest.

Rating Description
Numerical Adjectival
5.0 Outstanding Performance represents an extraordinary
level of achievement and commitment in
terms of quality and time, technical skills
and knowledge, ingenuity, creativity and
initiative. Employees at this performance
level should have demonstrated exceptional
job mastery in all major areas of
responsibility. Employee achievements and
contributions to the organization are of
marked excellence.
4.0 – 4.99 Very Satisfactory Performance exceeded expectations. All
goals, objectives and targets were achieved
above the established standards.
3.0 – 3.99 Satisfactory Performance met expectations in terms of
quality of work, efficiency and timeliness.
The most critical annual goals were met.
2.0 – 2.99 Unsatisfactory Performance failed to meet expectations,
and/or one or more of the most critical goals
were not met.
1.0 – 1.99 Poor Performance was consistently below
expectations, and/or reasonable progress
toward critical goals was not made;
significant improvement is needed in one or
more important areas.

GENERAL STANDARDS

A. Timeliness
Points Adjectival Description
Rating

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 5 Outstanding Task completed within the first 30% or more of the time
(0) before the deadline or scheduled time of completion;

Task completed ahead of the planned time by 30% for

non-routine duty;

4.0 – 4.99 Very Task completed in 15-29% of the time before the
Satisfactory deadline or scheduled time of completion;
(VS)
Task completed ahead of the planned time by 15% to
29% for non-routine duty;

3.0 – 3.99 Satisfactory Task completed on the deadline or up to 14% of the

(S) time before the deadline or scheduled time of
completion;

Task completed on deadline planed time or earlier but

not more than 14% of the planned time for non-routine
duty;

3 reminders issued by rater for repetitive/routine duty.

2.0 – 2.99 Unsatisfactory Task completed 51-99% of the time after the deadline
(US) or scheduled date of completion;

Task completed after the deadline or planned time by

51% to 99%;

4 or 5 reminders issued by rater for repetitive/routine

duty.

1.0 – 1.99 Poor Task not accomplished at all or completed 50% or more
(P) of the time after the deadline or scheduled date of
completion;

Task not completed after the deadline or planned time

by 50% or more for non-routine duty;

6 or more reminders by rater for repetitive/routine duty.

B. Quality of Written Work

Point Score Adjectival Rating Numerical Description

5.0 Outstanding No mistakes or deficiency; every
(O) aspect of work assignment well
covered; clearly presented; well
organized:

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 No lapse in grammar or error in
content.
4.0 – 4.99 Very Satisfactory One or two minor errors
(VS) deficiencies; work in accordance
with instructions; clearly presented;
well organized;

1 or 2 errors in grammar or errors in

content
3.0 – 3.99 Satisfactory 1 or 2 minor errors of deficiencies;
(S) partial minor revision needed;

3 lapses in errors or grammar in

content.
2.0 – 2.99 Unsatisfactory 1 or 2 major errors to or deficiencies
(US) major revision needed;

4 to 5 lapses in grammar or errors in

content.
1.0- 1.99 Poor Work not acceptable; needs total
(P) revision;

6 or more lapses in grammar or

errors in content.

C. Quality of Non-Written Work

Point Score Adjectival Rating Numerical Description

5.0 Outstanding Performance exceeding targets by 130% and
(O) above;

Those who met targets for accomplishments

requiring 100% of the targets such those
pertaining to money and accuracy.
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 Excellent results; all aspects of work
assignment thoroughly covered;

No mistake in performing the duty.

4.0 – 4.99 Very Satisfactory Performance exceeding by 115% to 129%;
(VS)
1 or two 2 errors in the execution of work
assignment; results still very good.

1 or 2 mistakes in performing the duty.

3.0 – 3.99 Satisfactory Performance of 100% to 114% of the planned
(S) targets;

More than 2 minor errors or deficiencies in the

execution of work assignment; results are
acceptable.

3 mistakes in performing the duty.

2.0 – 2.99 Unsatisfactory Performance of 51% to 99% of the planned
(US) targets;

1 major error or deficiency that can be

overcome with help from supervisor.

4 or 5 mistakes in performing the duty.

Those who fell short of the targets for

accomplishments requiring 100% of the
targets such as those pertaining to money and
accuracy.
1.0 - 1.99 Poor Performance meets the planned targets by
(P) 50% or below;

Haphazard or careless execution of work

assignment; unacceptable results.

6 or more mistakes in performing the duty

D. Quantity of Work

Point Score Adjectival Rating Description

5 Outstanding Target or quota exceeded by 30% or more;

(O)
Planned quantity in 6 months exceeded by
30% or more.

4.0 – 4.99 Very Satisfactory Target or quota exceeded by 15% to 29%;

(VS)
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 Planned quantity exceeded by 15% to 29%;

3.0 – 3.99 Satisfactory Target or quota accomplished as expected

(S) or up to 14% in excess of the target or
quota;

Planned quantity just met or exceeded but

by not more than 14%;

2.0 – 2.99 Unsatisfactory Only 51% to 94% of target or quota

(US) accomplished;

Only 51% - 94% of planned quantity

accomplished;

1.0 – 1.99 Poor Less than 50% of quota or target

(P) accomplished;

Only 50% or less of planned quantity

accomplished;

PERFORMANCE RATING TABLE

Performance (%)
Very
Outstanding Satisfactory Satisfactory Unsatisfactory Poor
130% 5 129 4.99 114 3.99 99 2.99 50 1.99
    128 4.919 113 3.919 98 2.969 49 1.97
    127 4.849 112 3.849 97 2.949 48 1.95
    126 4.778 111 3.778 96 2.928 47 1.929
    125 4.707 110 3.707 95 2.908 46 1.909
    124 4.636 109 3.636 94 2.887 45 1.889
    123 4.566 108 3.566 93 2.866 44 1.869
    122 4.495 107 3.495 92 2.846 43 1.849
    121 4.424 106 3.424 91 2.825 42 1.828
    120 4.354 105 3.354 90 2.804 41 1.808
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     119 4.283 104 3.283 89 2.784 40 1.788
    118 4.212 103 3.212 88 2.763 39 1.768
    117 4.141 102 3.141 87 2.743 38 1.748
    116 4.071 101 3.071 86 2.722 37 1.727
    115 4 100 3 85 2.701 36 1.707
          84 2.681 35 1.687
      83 2.66 34 1.667
      82 2.639 33 1.647
      81 2.619 32 1.626
      80 2.598 31 1.606
      79 2.578 30 1.586
      78 2.557 29 1.566
      77 2.536 28 1.546
      76 2.516 27 1.525
      75 2.495 26 1.505
      74 2.474 25 1.485
      73 2.454 24 1.465
      72 2.433 23 1.444
      71 2.413 22 1.424
      70 2.392 21 1.404
      69 2.371 20 1.384
      68 2.351 19 1.364
      67 2.33 18 1.343
      66 2.309 17 1.323
      65 2.289 16 1.303
      64 2.268 15 1.283
      63 2.248 14 1.263
      62 2.227 13 1.242
      61 2.206 12 1.222
      60 2.186 11 1.202
      59 2.165 10 1.182
      58 2.144 9 1.162
      57 2.124 8 1.142
      56 2.103 7 1.121
      55 2.083 6 1.101
      54 2.062 5 1.081
      53 2.041 4 1.061
      52 2.021 3 1.04
      51 2 2 1.02
          1 1
                0 0

III. Submission of DENR SPMS to CSC

The DENR SPMS will be submitted to CSC for approval prior to its
implementation in all units under the DENR.

IV. SPMS Initiation and Implementation

The SPMS shall be implemented through the following activities:

1. Creation of a Performance Management Team (PMT).

18
 2. Conduct of DENR-wide orientation/workshop on the establishment and
implementation of SPMS participated by Administrative/Personnel/Planning
Officers and Head of the PMT.

3. Conduct of orientation and re-orientation workshops on the new and revised

policies on SPMS for all employees. This is to promote awareness and
interest on the system, generate employees’ appreciation for the DENR
SPMS as a management tool for performance planning, control and
improvement, and guarantee employees’ internalization of their co-
employees in meeting organizational performance goal.

4. Amend, enhance or develop DENR SPMS and submit the same to CSC
for review/approval.

5. Administer the approved DENR SPMS in accordance with

guidelines/standards.

6. Provide the CSC Field Office concerned with a copy of the Consolidated
Individual Performance Review Reports for 2014 based on the approved
DENR SPMS, indicating alignment of the collective individual performance
rating with the Organizational/Office Performance Rating.

PART 3: Miscellaneous Provisions

I. Technical Assistance

The DENR may request technical assistance from the CSC

Central/Regional/Field Offices concerned on the development,
implementation, or refinement of the DENR SPMS. Likewise, technical
assistance to Bureaus, Regional offices and Attached Agencies shall also be
extended by the CSC Central Office.

II. Sanctions

Unless justified and accepted by the PMT, non-submission of the OPCR

Form to the PMT, and the IPCR forms to the Personnel Division/Section/Unit
within the specified dates shall be a ground for:

a. Employees’ disqualification from performance-based personnel

actions which would require the rating for the given period such as
promotion, training or scholarship grants and performance
enhancement bonus, if the failure of the submission of the report
form is the fault of the employees.

19
 b. An administrative sanction for violation of reasonable office rules and
regulations and simple neglect of duty for the supervisors or
employees responsible for the delay or non-submission of the office
and individual performance commitment and review report.

c. Failure on the part of the Division Chiefs/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 (CSC MC 6, s. 2012 – Part
3, II, c).

d. Non-submission of DENR SPMS to the CSC for review/approval

shall be a ground for disapproval of promotional appointments issued
by the Department.

III. Appeals

Office performance assessment as discussed in the performance review

conference shall be final and not appealable. Any issue/appeal on the initial
performance assessment of an office shall be discussed and decided during
the performance review conference.

Individual employees who feel aggrieved or dissatisfied with their final

performance ratings can file an appeal with the PMT within ten (10) days
from the date of receipt of notice of their final performance evaluation rating
from the Head of Office. An office/unit or individual employee, however,
shall not be allowed to protest the performance ratings of other office/unit or
co-employees. Ratings obtained by other office/unit or employees can only
be used as basis or reference for comparison in appealing one’s office or
individual performance rating.

The PMT shall decide on the appeals within one month from receipt.

Appeals lodged at any PMT shall follow the hierarchical jurisdiction of

various PMTs in the Department. For example, the decision of the Regional
PMT is appealable to the Central Office PMT.

The decision of the DENR Central Office PMT may be appealed to the
Secretary.

Officials or employees who are separated from the service on the basis of
Unsatisfactory or Poor performance rating can appeal their separation to the
CSC or its regional office within 15 days from receipt of the order or notice of
separation.

Part 5: Repealing Clause

The DENR SPMS Guidelines modifies all previous orders and issuances
inconsistent herewith and may be revised/amended/improved upon the
20
 implementation of the DENR Rationalization Plan and/or when the necessity
calls for such action.

Part 6: Effectivity

These guidelines shall take effect upon the approval of the Civil Service
Commission.

RAMON J.P. PAJE

Secretary
Head of Agency, Head of Division, Supervisors, Staff

Annex A

SPMS Process Flowchart

Mandate, Vision, OPCR

Mission, Program Performance Planning (targets)
Thrusts and Commitment
PMT

Historical data, IPCR

Benchmark, Client
Demand

Performance Performance Quarterly

Managemen Monitoring & Coaching Accomplishment
Planning Office

Report
t Information 21
System
 Performance
Monitoring &
Coaching

Performance Review
OPCR
and Evaluation (Targets &
Ratings)
Office Performance
Assessment
OPCR

Planning Office, PMT,

Performance
Assessment for IPCR (Targets
& Ratings)
Individual Employees
IPCR

Professional
Development
Plan

Performance

Director, Head of Division, Personnel Office,

Rewarding and Competency
Development Planning Assessment

PMT, PRAISE Committee

Rewards/
Incentives

Annex B

Performance Planning and Commitment

MANDATE:
To be the primary government agency responsible for the conservation management, development and
proper use of the country’s environment and natural resources, specifically forest and grazing lands,
mineral resources, including those in reservation and watershed areas, and lands of the public domain,
as well as the licensing and regulation of all natural resources as maybe provided for by law in order to
ensure equitable sharing of the benefits derived therefrom for the welfare of the present and future
generations of Filipinos.

MISSION:
The DENR shall be the driving force in the pursuit of sustainable development, enabling stakeholders’
A participation in the protection, conservation, and management of the environment and natural
G resources for the present and future generations.
E
VISION:
N We envision “a nation enjoying and sustaining its natural resources and clean and healthy
environment.”
22
C
Y

Thrusts/Priority Programs National

1. Greening
2. Cadastral Survey and Land Management and Disposition
3. Forest Protection and Anti-illegal Logging
4. Protected Areas and Biodiversity Conservation
5. Clean Air, Clean Water and Solid Waste Management
6. Geo-hazard Assessment and Mapping, and Ecosystems Research and Development
7. Good Governance and Anti-Corruption

D 1. Management Audit 11. Information Systems 21. Internal Affairs

I 2. Operations Audit 12. Statistics and Data Source 22. Records Management
V 3. Strategic Alliance & Environmental Partnership 13. Network Infrastructure 23. General Services
I 4. Public Information 14. Policy Studies 24. Property & Supply Mgt.
S 5. Development Communications 15. Planning and Programming 25. Management
6. Stakeholders Management & Conflict Resolution 16. Program Monitoring & Evaluation 26. Budget
I 7. Project Preparation 17. Legal Research & Opinion 27. Accounting
O 8. Project Management 18. Investigation & Arbitration 28. Career Development
N 9. Project Monitoring & Evaluation 19. Litigation & Prosecution 29. Training & Development
10. Program Accounts Management 20. Claims & Conflicts 30. Personnel Division

E
M
P Individual Performance Targets
L
O
Y
E
E

Annex C

23
24
25
 Annex D
26
 Office Performance Commitment and Review Form

OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)

I, _______________________________________, Head of the _________________________commit to deliver

and agree to be rated on the attainment of the following Targets in the accordance with the indicated measures for
the period __________________ to __________________________________.__.

___________________
Head of Office

Date: ____________________

Approved By:
Secretary Date
<Name of Agency Head>
Head of Agency

5.0 - Outstanding
4.0 – 4.99 - Very Satisfactory
3.0 – 3.99 - Satisfactory
2.0 – 2.99 – Unsatisfactory
1.0 – 1.99 - Poor

OUTPUT
PERFORMANCE Allotted Division/ Actual Rating Remarks
INDICATORS Budget Individuals Accomplishments
( TARGETS + Accountable
MEASURES )
Q1 E2 T3 A4

Average Rating

Category Output Rating

Total Overall Rating `
Final Average Rating
Adjectival Rating Very Satisfactory

Assessed by: Final Rating: Date

Date Date
Planning Office PMT Head of Agency

Legend: 1-Quantity 2-Efficiency 3-Timeliness 4- Average

Annex E

27
Individual Performance Commitment and Review Form

INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)

I, , of the , Division of
commit to deliver and agree to be rated on the attainment of the following targets in accordance with the
indicated measures for the period to , 20 .

Ratee
Date: ______________________

Reviewed by Date Approved by Date

Immediate Supervisor Head of Office

Output Performance Indicator Actual Rating Remarks

(Target + Measure) Accomplishments
Q1 E2 T3 A4
MFO 1
Output 1

MFO 2
Output 2

Final Average
Rating
Comments and Recommendations for Development Purposes

Discussed with Date Assessed by Date Final Ranking by Date

I certify that I
discussed my
assessment of the
performance with the
employee.

Employee Head of Division Head of Agency

Legend: 1- Quantity 2- Efficiency 3 - Timeliness 4 - Average

28
 Annex F

SPMS Calendar (Delivery Units) Full Implementation starting 2015

Activity Submit to J F M A M J J A S O N D
I. Performance Planning and Commitment
OPCR (Commitment for PPSO
                  15    
review)
Review report PMT
                    15  
Secretariat
DENR Approval of OPCR Secretary
                      15
(DENR Secretary/)
Approved OPCR PPSO/DUs
                      18
IPCR Personnel/
Div./Unit/Sect- 5*                      
Admin Unit
Head of Office 10*                      
II. Performance Monitoring and Coaching 
Monitoring by    J      A        A      N  
         Head of  
office/RED/Bureau
 3    3       3      3  
Director/RD/PENRO/CEN
RO/Division Head
         Planning Office/                          
Personnel Division                          
         Division Chief Planning
Div./Delivery 7     7       7     7  
Units
         Individual Employee J
III. Performance Review and Feedback
Semi-Annual submission PPO
of OPCR  
(accomplishments)
 Luzon 15              15      
 Visayas 22 22
 Mindanao 29 29

PMT review report PMT   15            15        

DENR Approval of OPCR Secretary
performance/ review by      15           15      
DENR
Approved OPCR PPSO                     18  
IPCR Personnel/
Div./Unit/Sec\  20           20          
Admin.Unit
Review of IPCR Head of Office  31         31          
DUs Ranking PMT CO   28            31        
rd
Annual Planning                       3  
wee

29
 k

Activity Submit to J F M A M J J A S O N D

IV. Performance Rewarding and Development Planning 

DUs submit Individual Personnel Div.      30                
 30
Ranking CO
PRAISE Committee                        
 
Performance Assessment
Note: Planning to do clustering on the submission of OPCR i.e. Luzon, Visayas, Mindanao (internal)

Note: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.

Annex G

Performance Indicators for CY 2014

30
 Major Final Performance Performance Success Organization Remarks
Output Measures Targets Indicators Accountable

OFFICE OF THE SECRETARY

MFO 1 - Ecosystem Policy Services
Formulation and Number of 80 Annual 80 Annual Work DENR-Central USEC/ASEC-11
Monitoring of annual work Work and and financial Office, FMB, Service Directors-
ENR Sector and financial Financial plans LMB, PAWB, 15 (including
Policies, Plans,plans Plans compliant to ERDB, MBCO, RBCO,
Programs and compliant to DBM Regional CARP, CCO)
Projects DBM requirements Offices Staff Bureaus-4
requirements submitted to Divisions-34
submitted to OSEC (USEC Regional Offices-
OSEC (USEC for Policy and 16
for Policy and Planning) within
Planning) within prescribed time
prescribed time
Number of PA 13 PAs 13 PAs with Regional
with boundaries covering boundaries Offices
delineated 927.92 kms. delineated
(covering (covering
number of kms) 927.92 kms)
based on DAO based on DAO
2008-24 2008-24
(Guidelines for (Guidelines for
the Assessment the Assessment
and Delineation and Delineation
of Boundaries of Boundaries
Between Between
Forestlands, Forestlands,
National Parks National Parks
and Agricultural and Agricultural
Lands) by end Lands) by end
of December of December
Number of 18 Integrated 18 integrated Regional Number of
integrated watershed watershed Offices integrated
watershed management management watershed
management plans plans prepared management
plans prepared and approved plans prepared
and approved based on DAO and approved
based on DAO 2008-05 based on DAO
2008-05 (Guidelines in 2008-05
(Guidelines in the Preparation (Guidelines in the
the Preparation of Integrated Preparation of
of Integrated Watershed Integrated
Watershed Management Watershed
Management Plans) by end Management
Plans) by end of December Plans) by end of
of December December 2014
MFO 2- Ecosystem Management Services

Forest Number of 300,000 ha 300,000 Regional

Development, hectares hectares Offices
31
Rehabilitation planted planted
and Protection
Number of 211,733 sq.m. 211,733 sq.m. Regional
square meters of vegetative of vegetative Offices
(sq.m.) of measures measures
vegetative established
measures based on
established approved
based on watershed
approved management
watershed plan by end of
management December
plan by end of
December
Number of 2,469 cu.m. of 2,469 cu. m. of Regional
cubic meters structural structural Offices
(cu.m.) of measures measures
structural established
measures based on
established approved
based on watershed
approved management
watershed plan by end of
management December
plan by end of
December
Land Survey, Number of 100,000 100,000 patents Regional Land Survey,
Disposition and patents issued patents issued for Offices Disposition and
Records for agricultural agricultural Records
Management lands lands Management
transmitted to transmitted to
Register of Register of
Deeds (ROD) Deeds (ROD)
within 5 to 7 within 5 to 7
working days working days
after signing by after signing by
approving approving
authority authority
Number of 146 cities/ 146 cities/ Regional
cities/ municipalities municipalities Offices
municipalities with approved
with approved cadastral
cadastral survey by end
survey by end of December
of December
Protected Areas Number of 6 ecotourism- 6 ecotourism- Regional
Development ecotourism- related related Offices
and related enterprises enterprises
Management enterprises implemented by
implemented by LGUs, POs and
LGUs, POs and private sector
private sector by end of
by end of December
December

32
MFO 3- ECOSYSTEM REGULATION SERVICES
Permit Issuance Number of 15.8 M ha 15.8 M hectares Regional
and Monitoring hectares of of forestland Offices
of Forest and forestland areas areas protected
Forest Resource protected by by end of
Use end of December
December
Number of 131 illegal 131 illegal Regional
illegal logging logging cases logging cases Offices
cases reported reported and
and acted upon acted upon by
by end of end of
December December
Permit Issuance Number of 1,398 1,398 foreshore Regional Region 4B- 311
and Monitoring foreshore foreshore leases/permits Offices
of Land and leases/permits leases/ appraised/re-
Land Resource appraised/re- permits appraised with
Use appraised with recommended
recommended valuation by
valuation by end of
end of December
December
SUPPORT TO OPERATIONS
Data Number of 46 databases 46 databases DENR-Central Sectoral
Management, databases 100% Office, FMB, databases:
including 100% functional functional LMB, PAWB, Forestry – 7
Systems ERDB, Lands – 32
Development Regional PAWCZM – 2
and Maintenance Offices Research-4
MBCO – 1
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Percentage of 100% 100% of DENR-Central
Meetings/ meetings/ reports meetings/ Office (Office
Workshops/ workshops/ submitted workshops/ of the USECs/
Conferences conferences conferences ASECs/
with reports with reports Directors),
submitted to submitted to Staff Bureau
OSEC (USEC OSEC (USEC Directors,
for Field for Field REDs
Operations) Operations)
-local (inter- -local (inter-
agency) within agency) within
7 days 7 days
-foreign -foreign
meetings/ meetings/
workshops/ workshops/
conferences conferences
within 30 days within 30 days
after
attendance

33
Learning and Number of HR 1 HR 1 HR DENR-Central HR intervention
Growth intervention per intervention intervention per Office, FMB, includes traditional
employee per employee per LMB, PAWB, (training, etc.) and
year year ERDB, non-traditional
Regional (coaching,
Offices mentoring, etc.)
means of
intervention.

Actions on Percentage of 100% 100% of DENR-Central

Documents/ documents documents documents Office, FMB,
Requests acted upon acted acted upon LMB, PAWB,
within 2 days within 2 days ERDB,
upon receipt upon receipt Regional
Offices
Implementation Percentage 100% 100% DENR-Central
of Good compliance to compliance compliance to Office, FMB,
Governance PhilGEPS PhilGEPS LMB, PAWB,
Conditions conditions conditions ERDB,
Regional
Offices
Percentage 100% SALN 100% DENR-Central
submission of submission submission of Office, FMB,
SALN within the SALN within the LMB, PAWB,
prescribed time prescribed time ERDB,
Regional
Offices
Percentage 100% 100% DENR-Central
liquidation of liquidation of liquidation of Office, FMB,
cash advances cash advance cash advances LMB, PAWB,
within the within the ERDB,
prescribed time prescribed time Regional
Offices
Number of 60 Annual 60 Annual DENR-Central
Annual Procurement Procurement Office, FMB,
Procurement Plan Plan endorsed LMB, PAWB,
Plans endorsed to OSEC ERDB,
to OSEC (Budget Regional
(Budget Division) within Offices
Division) within prescribed time
prescribed time
Number of 44 OPCR 44 OPCR DENR-Central
OPCR based based on Office (Office
on Approved Approved of the USECs/
SPMS SPMS ASECs/
Guidelines Guidelines Directors) ,
submitted to submitted to FMB, LMB,
OSEC (USEC OSEC (USEC PAWB, ERDB,
for Policy and for Policy and Regional
Planning) within Planning) within Offices
prescribed time prescribed time
Number of 21 Updated 21 Updated DENR-Central
Updated Citizen’s Citizen’s Office, FMB,
34
 Citizen’s Charter Charter posted LMB, PAWB,
Charter posted on time ERDB,
on time Regional
Offices
Percentage of 100% 100% of DENR-Central
Transparency updated Transparency Office, FMB,
Seal transparency Seal LMB, PAWB,
requirements seal requirements ERDB,
updated and updated and Regional
posted on time posted on time Offices
Budget utilization Percentage of 90% budget 90% budget DENR-Central
budget utilization utilization Office, FMB,
utilization LMB, PAWB,
ERDB,
Regional
Offices
Submission of Percentage of 100% 100% of DENR-Central
Financial financial financial financial Office, FMB,
Statements to statements statements statements LMB, PAWB,
COA submitted to submitted to submitted to ERDB,
COA COA COA Regional
Offices
Clean Up of Percentage of 100% 100% of DENR-Central
Work Place workplace implement- workplace Office, FMB,
cleaned up ation of 3R’s cleaned up LMB, PAWB,
every last (Reduce, every last ERDB,
Friday of the Re-use, Friday of the Regional
month Recycle/ month Offices
ESW)

ENVIRONMENTAL MANAGEMENT BUREAU

MFO 1 – ENVIRONMENTAL REGULATION SERVICES
Planning, Policy Number of 1 Annual 1 Annual Work EMB-Central
Formulation and annual work Work and and financial Office and
Management and financial Financial Plan plan compliant Regional
Information plans to DBM Offices
System compliant to requirements
DBM submitted to
requirements OSEC (USEC
submitted to for Policy and
OSEC (USEC Planning) within
for Policy and prescribed time
Planning) within
prescribed time
Number of 5 databases 5 databases EMB-Central
databases 100% functional Office and
100% functional Regional
Offices
Legal Services Number of 154 cases 154 cases EMB-Central
and Provision of cases acted acted upon/with Office and
Secretariat upon/with resolutions Regional
Services to the resolutions issued within Offices
Pollution issued within the 38-day
Adjudication the 38-day processing time

35
Board processing time in accordance
in accordance with current
with current technical/
technical/ scientific
scientific approaches
approaches based on PAB
based on PAB Resolution 1-
Resolution 1- 2010
2010
Implementation Number of 360 esteros/ 360 esteros/ EMB-Central
of Clean Water esteros/ waterbodies waterbodies Office and
Regulations waterbodies with adopters with adopters Regional
with adopters effecting Offices
effecting significant
significant decrease in
decrease in floating garbage
floating garbage within 1 year of
within 1 year of adoption
adoption
(Baseline :
2013 - 296)
Implementation Percentage of 80% of 8,746 80% of 8,746 EMB-Central
of Clean Air firms monitored firms firms monitored Office and
Regulations complying with complying with Regional
emission emission Offices
standards standards
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Percentage of 100% reports 100% of EMB-Central
Meetings/ meetings/ submitted on meetings/ Office and
Workshops/ workshops/ conferences/ workshops/ Regional
Conferences conferences workshops conferences Offices
with reports attended with reports
submitted to submitted to
OSEC (USEC OSEC (USEC
for Field for Field
Operations) Operations)
-local (inter- -local (inter-
agency) within agency) within
7 days 7 days
-foreign -foreign
meetings/ meetings/
workshops/ workshops/
conferences conferences
within 30 days within 30 days
after
attendance
Learning and Number of HR 1 HR 1 HR EMB-Central HR intervention
Growth intervention per intervention intervention per Office and includes traditional
employee per employee per Regional (training, etc.) and
year year Offices non-traditional
(coaching,
mentoring, etc.)
means of
intervention.

36
Actions on Percentage of 100% 100% of EMB-Central
Documents/ documents documents documents Office and
Requests acted upon acted acted upon Regional
within 2 days within 2 days Offices
upon receipt upon receipt
Implementation Percentage 100% 100% EMB-Central
of Good compliance to compliance compliance to Office and
Governance PhilGEPS PhilGEPS Regional
Condition conditions conditions Offices

Percentage 100% SALN 100% EMB-Central

submission of submission submission of Office and
SALN within the SALN within the Regional
prescribed time prescribed time Offices
Percentage 100% cash 100% EMB-Central
liquidation of advances liquidation of Office and
cash advances liquidation cash advances Regional
within the within the Offices
prescribed time prescribed time
Number of 1 OPCR 1 OPCR based EMB-Central
OPCR based on Approved Office and
on Approved SPMS Regional
SPMS Guidelines Offices
Guidelines submitted to
submitted to OSEC (USEC
OSEC (USEC for Policy and
for Policy and Planning) within
Planning) within prescribed time
prescribed time
Number of 1 Annual 1 Annual EMB-Central
Annual Procurement Procurement Office and
Procurement Plan Plan endorsed Regional
Plans endorsed to DBM within Offices
to DBM within prescribed time
prescribed time
Number of 1 Updated 1 Updated EMB-Central
Updated Citizen’s Citizen’s Office and
Citizen’s Charter Charter posted Regional
Charter posted on time Offices
on time
Percentage of 100% Percentage of EMB-Central Based on GAA
Transparency updated Transparency Office and 2013, Section 93
Seal transparency Seal Regional
requirements seal requirements Offices
updated and updated and
posted on time posted on time
Budget utilization Percentage of 90% budget 90% budget EMB-Central
budget utilization utilization Office and
utilization Regional
Offices
Submission of Percentage of 100% 100% of EMB-Central
Financial financial financial financial Office and
Statements to statements statements statements Regional
COA submitted to submitted to submitted to Offices

37
 COA COA COA
Clean Up of Percentage of 100% 100% of EMB-Central
Workplace workplace implement- workplace Office and
cleaned up ation of 3R’s cleaned up Regional
every last (Reduce, every last Offices
Friday of the Re-use, Friday of the
month Recycle/ month
ESW)

MINES AND GEOSCIENCES BUREAU

MFO 1 – GEOSCIENCES DEVELOPMENT SERVICE
Groundwater Number of 40 LGUs 40 LGUs MGB-Central
Resources and LGUs (provinces/ Office and
Vulnerability (provinces/ municipalities/ Regional
Assessment municipalities/ cities) assessed Offices
cities) assessed for groundwater
for groundwater resources by
resources by end of
end of December
December
Geohazard Number of 716 relocation 716 relocation/ MGB-Central
Assessment and relocation/ sites evacuation sites Office and
Mapping evacuation sites assessed Regional
assessed based on Offices
based on Geohazard
Geohazard Manual
Manual
SUPPORT TO OPERATIONS
Planning and Number of 1 Annual 1 Annual Work MGB-Central
Policy annual work Work and and financial Office and
Formulation and financial Financial Plan plan compliant Regional
plans to DBM Offices
compliant to requirements
DBM submitted to
requirements OSEC (USEC
submitted to for Policy and
OSEC (USEC Planning) within
for Policy and prescribed time
Planning) within
prescribed time
Number of 1 database 1 database MGB-Central
databases -Mining 100% functional Office and
100% functional Rights Regional
Management Offices
System
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Percentage of 100% % 100% of MGB-Central
Meetings/ meetings/ reports meetings/ Office and
Workshops/ workshops/ submitted on workshops/ Regional
Conferences conferences conferences/ conferences Offices
with reports workshops with reports
submitted to attended submitted to
OSEC (USEC OSEC (USEC

38
 for Field for Field
Operations) Operations)
-local (inter- -local (inter-
agency) within agency) within
7 days 7 days
-foreign -foreign
meetings/ meetings/
workshops/ workshops/
conferences conferences
within 30 days within 30 days
after
attendance
Learning and Number of HR 1 HR 1 HR MGB-Central
Growth intervention per intervention intervention per Office and
employee per employee per Regional
year year Offices
Actions on Percentage of 100% 100% of MGB-Central
Documents/ documents documents documents Office and
Requests acted upon acted acted upon Regional
within 2 days within 2 days Offices
upon receipt upon receipt
Implementation Percentage 100% 100% MGB-Central
of Good compliance to compliance compliance to Office and
Governance PhilGEPS PhilGEPS Regional
Condition conditions conditions Offices

Percentage 100% 100% MGB-Central

liquidation of liquidation of liquidation of Office and
cash advances cash advance cash advances Regional
within the within the Offices
prescribed time prescribed time
Number of 1 OPCR 1 OPCR based MGB-Central
OPCR based on Approved Office and
on Approved SPMS Regional
SPMS Guidelines Offices
Guidelines submitted to
submitted to OSEC (USEC
OSEC (USEC for Policy and
for Policy and Planning) within
Planning) within prescribed time
prescribed time
Number of 1 Annual 1 Annual MGB-Central
Annual Procurement Procurement Office and
Procurement Plan Plan endorsed Regional
Plans endorsed to OSEC Offices
to OSEC (Budget
(Budget Division) within
Division) within prescribed time
prescribed time
Number of 1 Updated 1 Updated MGB-Central
Updated Citizen’s Citizen’s Office and
Citizen’s Charter Charter posted Regional
Charter posted on time Offices

39
 on time
Percentage of 100% Percentage of MGB-Central
Transparency updated Transparency Office and
Seal transparency Seal Regional
requirements seal requirements Offices
updated and updated and
posted on time posted on time
Budget utilization Percentage of 90% 90% budget MGB-Central
budget Budget utilization Office and
utilization utilization Regional
Offices
Submission of Percentage of 100% 100% of MGB-Central
Financial financial financial financial Office and
Statements to statements statements statements Regional
COA submitted to submitted to submitted to Offices
COA COA COA
Clean Up of Percentage of 100% 100% of MGB-Central
Workplace workplace implement- workplace Office and
cleaned up ation of 3R’s cleaned up Regional
every last (Reduce, every last Offices
Friday of the Re-use, Friday of the
month Recycle/ month
ESW)

NATIONAL MAPPING AND RESOURCE INFORMATION AUTHORITY

MFO 1 – PROVISION OF MAPPING SERVICES
Topographic Number of 43 large-scale 43 topographic Office of the
Base Mapping topographic maps maps produced Administrator
and Geodetic maps produced (1:10,000 in accordance Divisions
Surveys in accordance scale) with ISO 9001- concerned
with ISO 9001- 2008
2008
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Preparation of Number of 1 Annual 1 Annual Work Office of the
Annual Work and annual work Work and and financial Administrator
Financial Plans and financial Financial Plan plan compliant All Divisions
plans to DBM
compliant to requirements
DBM submitted to
requirements OSEC (USEC
submitted to for Policy and
OSEC (USEC Planning) within
for Policy and prescribed time
Planning) within
prescribed time
Attendance to Percentage of 100% % 100% of Office of the
Meetings/ meetings/ reports meetings/ Administrator
Workshops/ workshops/ submitted on workshops/ All Divisions
Conferences conferences conferences/ conferences
with reports workshops with reports
submitted to attended submitted to
OSEC (USEC OSEC (USEC
for Field for Field
Operations) Operations)

40
 -local (inter- -local (inter-
agency) within agency) within
7 days 7 days
-foreign -foreign
meetings/ meetings/
workshops/ workshops/
conferences conferences
within 30 days within 30 days
after
attendance
Learning and Number of HR 1 HR 1 HR Office of the
Growth intervention per intervention intervention per Administrator
employee per employee per All Divisions
year year
Actions on Percentage of 100% 100% of Office of the
Documents/ documents documents documents Administrator
Requests acted upon acted acted upon All Divisions
within 2 days within 2 days
upon receipt upon receipt
Implementation Percentage 100% 100% Office of the
of Good compliance to compliance compliance to Administrator
Governance PhilGEPS PhilGEPS All Divisions
Condition conditions conditions

Percentage 100% SALN 100% Office of the

submission of submission submission of Administrator
SALN within the SALN within the All Divisions
prescribed time prescribed time
Percentage 100% cash 100% Office of the
liquidation of advances liquidation of Administrator
cash advances liquidation cash advances All Divisions
within the within the
prescribed time prescribed time
Number of 1 OPCR 1 OPCR based Office of the
OPCR based on Approved Administrator
on Approved SPMS All Divisions
SPMS Guidelines
Guidelines submitted to
submitted to OSEC (USEC
OSEC (USEC for Policy and
for Policy and Planning) within
Planning) within prescribed time
prescribed time
Number of 1 Annual 1 Annual Office of the
Annual Procurement Procurement Administrator
Procurement Plan Plan endorsed All Divisions
Plans endorsed to OSEC
to OSEC (Budget
(Budget Division) within
Division) within prescribed time
prescribed time
Number of 1 Updated 1 Updated Office of the
Updated Citizen’s Citizen’s Administrator
Citizen’s Charter Charter posted Divisions

41
 Charter posted on time concerned
on time
Percentage of 100% 100% of Office of the
Transparency updated Transparency Administrator
Seal transparency Seal Divisions
requirements seal requirements concerned
updated and updated and
posted on time posted on time
Budget utilization Percentage of 90% budget 90% budget Office of the
budget utilization utilization Administrator
utilization Divisions
concerned
Submission of Percentage of 100% 100% of Office of the
Financial financial financial financial Administrator
Statements to statements statements statements Divisions
COA submitted to submitted to submitted to concerned
COA COA COA
Data Number of 2 databases 2 databases Office of the
Management databases 100% functional Administrator
100% functional Divisions
concerned
Clean Up of Percentage of 100% 100% of Office of the
Workplace workplace implement- workplace Administrator
cleaned up ation of 3R’s cleaned up Divisions
every last (Reduce, every last concerned
Friday of the Re-use, Friday of the
month Recycle/ month
ESW)

NATIONAL WATER RESOURCES BOARD

MFO 1 – WATER SECTOR MANAGEMENT POLICY SERVICES
Evaluation, Number of 1 Annual 1 Annual Work Office of the
Integration and annual work Work and and financial Executive
Coordination of and financial Financial Plan plan compliant Director/
Water plans to DBM Deputy
Resources Plans compliant to requirements Executive
and Programs DBM submitted to Director
requirements OSEC (USEC All divisions
submitted to for Policy and
OSEC (USEC Planning) within
for Policy and prescribed time
Planning) within
prescribed time
MFO 2 – WATER REGULATION SERVICES
Processing, Number of 600 water 600 water Office of the
Adjudicating and water permit permit permit Executive
Granting of applications applications applications Director/
Water Rights acted upon acted upon Deputy
and Waterworks based on the based on the Executive
Franchises IRR of the IRR of the Director
Water Code of Water Code of Concerned
the Philippines the Philippines division/s
GENERAL ADMINISTRATION AND SUPPORT SERVICES
Attendance to Percentage of 100% % 100% of Office of the

42
Meetings/ meetings/ reports meetings/ Executive
Workshops/ workshops/ submitted on workshops/ Director/
Conferences conferences conferences/ conferences Deputy
with reports workshops with reports Executive
submitted to attended submitted to Director
OSEC (USEC OSEC (USEC
for Field for Field
Operations) Operations)
-local (inter- -local (inter-
agency) within agency) within
7 days 7 days
-foreign -foreign
meetings/ meetings/
workshops/ workshops/
conferences conferences
within 30 days within 30 days
after
attendance
Learning and Number of HR 1 HR 1 HR Office of the
Growth intervention per intervention intervention per Executive
employee per employee per Director/
year year Deputy
Executive
Director
Actions on Percentage of 100% 100% of Office of the
Documents/ documents documents documents Executive
Requests acted upon acted acted upon Director/
within 2 days within 2 days Deputy
upon receipt upon receipt Executive
Director
Implementation Percentage 100% 100% Office of the
of Good compliance to compliance compliance to Executive
Governance PhilGEPS PhilGEPS Director/
Condition conditions conditions Deputy
Executive
Director
All divisions
Percentage 100% SALN 100% Office of the
submission of submission submission of Executive
SALN within the SALN within the Director/
prescribed time prescribed time Deputy
Executive
Director
All divisions
Percentage 100% 100% Office of the
liquidation of liquidation of liquidation of Executive
cash advances cash advance cash advances Director/
within the within the Deputy
prescribed time prescribed time Executive
Director
All divisions
Number of 1 OPCR 1 OPCR based Office of the
OPCR based on Approved Executive
on Approved SPMS Director/

43
 SPMS Guidelines Deputy
Guidelines submitted to Executive
submitted to OSEC (USEC Director
OSEC (USEC for Policy and All divisions
for Policy and Planning) within
Planning) within prescribed time
prescribed time
Number of 1 Annual 1 Annual Office of the
Annual Procurement Procurement Executive
Procurement Plan Plan endorsed Director/
Plans endorsed to OSEC Deputy
to OSEC (Budget Executive
(Budget Division) within Director
Division) within prescribed time All divisions
prescribed time
Number of 1 Updated 1 Updated Office of the
Updated Citizen’s Citizen’s Executive
Citizen’s Charter Charter posted Director/
Charter posted on time Deputy
on time Executive
Director
Concerned
division/s
Percentage of 100% 100% of Office of the
Transparency updated Transparency Executive
Seal transparency Seal Director/
requirements seal requirements Deputy
updated and updated and Executive
posted on time posted on time Director
Concerned
divisions
Budget utilization Percentage of 90% budget 90% budget Office of the
budget utilization utilization Executive
utilization Director/
Deputy
Executive
Director
All divisions
Submission of Percentage of 100% 100% of Office of the
Financial financial financial financial Executive
Statements to statements statements statements Director/
COA submitted to submitted to submitted to Deputy
COA COA COA Executive
Director
Concerned
divisions
Clean Up of Percentage of 100% 100% of Office of the
Workplace workplace implement- workplace Executive
cleaned up ation of 3R’s cleaned up Director/
every last (Reduce, every last Deputy
Friday of the Re-use, Friday of the Executive
month Recycle/ month Director
ESW) Concerned
divisions

44
PALAWAN COUNCIL FOR SUSTAINABLE DEVELOPMENT
MFO 1 – PALAWAN SUSTAINABLE DEVELOPMENT POLICY SERVICES
Formulation and Number of 1 Annual 1 Annual Work Office of the
Coordination of annual work Work and and financial Executive
Plans, Policies and financial Financial Plan plan compliant Director
and Programs on plans to DBM Concerned
the compliant to requirements division/s
Environmental DBM submitted to
Protection, requirements OSEC (USEC
Conservation submitted to for Policy and
and OSEC (USEC Planning) within
Development of for Policy and prescribed time
Palawan Planning) within
prescribed time
Learning and Number of HR 1 HR 1 HR Office of the
Growth intervention per intervention intervention per Executive
employee per employee per Director
year year Concerned
division/s
Actions on Percentage of 100% 100% of Office of the
Documents/ documents documents documents Executive
Requests acted upon acted acted upon Director
within 2 days within 2 days Concerned
upon receipt upon receipt division/s
Implementation Percentage 100% 100% Office of the
of Good compliance to compliance compliance to Executive
Governance PhilGEPS PhilGEPS Director
Condition conditions conditions Concerned
division/s
Percentage 100% SALN 100% Office of the
submission of submission submission of Executive
SALN within the SALN within the Director
prescribed time prescribed time Concerned
division/s
Percentage 100% 100% Office of the
liquidation of liquidation of liquidation of Executive
cash advances cash advance cash advances Director
within the within the Concerned
prescribed time prescribed time division/s
Number of 1 OPCR 1 OPCR based Office of the
OPCR based on Approved Executive
on Approved SPMS Director
SPMS Guidelines Concerned
Guidelines submitted to division/s
submitted to OSEC (USEC
OSEC (USEC for Policy and
for Policy and Planning) within
Planning) within prescribed time
prescribed time
Number of 1 Annual 1 Annual Office of the
Annual Procurement Procurement Executive
Procurement Plan Plan endorsed Director
Plans endorsed to OSEC Concerned

45
 to OSEC (Budget division/s
(Budget Division) within
Division) within prescribed time
prescribed time
Number of 1 Updated 1 Updated Office of the
Updated Citizen’s Citizen’s Executive
Citizen’s Charter Charter posted Director
Charter posted on time Concerned
on time division/s

Percentage of 100% 100% of Office of the

Transparency updated Transparency Executive
Seal transparency Seal Director
requirements seal requirements Concerned
updated and updated and division/s
posted on time posted on time
Budget utilization Percentage of 90% budget 90% budget Office of the
budget utilization utilization Executive
utilization Director
Concerned
division/s
Submission of Percentage of 100% 100% of Office of the
Financial financial financial financial Executive
Statements to statements statements statements Director
COA submitted to submitted to submitted to Concerned
COA COA COA division/s
Clean Up of Percentage of 100% 100% of Office of the
Workplace workplace implement- workplace Executive
cleaned up ation of 3R’s cleaned up Director/
every last (Reduce, every last Concerned
Friday of the Re-use, Friday of the divisions
month Recycle/ month
ESW)

Annex H

Office Performance Commitment and Review Form

DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR)

I, _______________________________________, Head of the _________________________commit to deliver

and agree to be rated on the attainment of the following Targets in the accordance with the indicated measures for
the period __________________ to __________________________________.__.

___________________
Head of Office

Date: ____________________

46
Approved By:
Secretary Date
<Name of Agency Head>
Head of Agency

5.0 - Outstanding
4.0 – 4.99 - Very Satisfactory
3.0 – 3.99 - Satisfactory
2.0 – 2.99 – Unsatisfactory
1.0 – 1.99 - Poor

OUTPUT
PERFORMANCE Allotted Division/ Actual Rating Remarks
INDICATORS Budget Individuals Accomplishments
( TARGETS + Accountable
MEASURES )
Q1 E2 T3 A4

Average Rating

Category Output Rating

Total Overall Rating `
Final Average Rating
Adjectival Rating Very Satisfactory

Assessed by: Final Rating: Date

Date Date
Planning Office PMT Head of Agency

Legend: 1-Quantity 2-Efficiency 3-Timeliness 4- Average

Annex I

Performance Monitoring and Coaching Journal

1st Q
u
2nd a
r
3rd t
e
4th r

47
Name of Division ______________________________________
Division Chief _________________________________________
Number of Personnel in the Division _______________________

Mechanism/s
Meeting Others
Activity Remarks
One-on- Memo (Pls.
Group
One Specify)

Monitoring

Coaching

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

Conducted by: Date: Noted by: Date:

Immediate Supervisor Head of Office

Annex J

Performance Rewarding and Development

(Tracking Tool for Monitoring Targets Template)

Major Task Status

Final Assigned Week Week Week 3 Week
Tasks Duration Remarks
Outp to 1 2 4
ut

48
 Annex K

Performance Rewarding and Development

(Tracking Tool for Monitoring Assignments Template)

Performance Monitoring Form

Task Subject Action Output Date Date Remarks
ID No. Officer Assigned Accomplished

Docum Subject Area of Date the Date the Output

ent No. the Task or the task was was approved
49
or Task Signatory of the assigned by the approver
No. if Document and to the
Taken Subject Area drafter
from
WFP

Annex L

Summary List of Individual Performance Ratings

Agency: _____________________ Performance

Assessment:____________________________

Rating
Numerical Adjectival

50
No. of Employees:
Average ratings of
staff:

Rating
Numerical Adjectival

No. of Employees:
Average ratings of
staff:

Rating
Numerical Adjectival

No. of Employees:
Average ratings of
staff:

Finance and Rating

Administrative Division Numerical Adjectival
(FAD)

No. of Employees:
Average ratings of
staff:

Annex M

Performance Rewarding and Development

Professional Development Plan

Date:

Target Date
Review Date
Achieved Date

51
Aim

Objective

Task Next Step

Comments

ACRONYMS OF TERMS

52
CENRO Community Environment and Natural Resources Officer
DENR Department of Environment and Natural Resources
DPCR Division Performance Commitment and Review
ERDB Ecosystems Research and Development Bureau
FMB Forest Management Bureau
HR Human Resource
IPCR Individual Performance Commitment and Review
IPE Individual Performance Evaluation
IS Information System
LMB Land Management Bureau
M&E Monitoring and Evaluation
MFO Major Final Output
NAMRIA National Mapping and Resource Information Authority
NWRB National Water Resources Board
OPCR Office Performance Commitment and Review
OPES Office Performance Evaluation System
OPIF Organizational Performance Indicator Framework
PCSD Palawan Council for Sustainable Development
PDP Philippine Development Plan
PENRO Provincial Environment and Natural Resources Officer
PMED Program Monitoring and Evaluation Division
PMG Performance Management Group
PMS Performance Management System
PMT Performance Management Team
PPD Planning and Programming Division
PPO Planning and Policy Office
PPS Planning and Policy Service
PRAISE Program on Awards and Incentives for Service Excellence
RED Regional Executive Director
RD Regional Director
RTD Regional Technical Director
SLIPR Summary List of Individual Performance Ratings
SPMS Strategic Performance Management System

53