MYREEN L.

GUZMAN
MPA 502 – Management Planning and Control

This is the second part of your final exam, which is 30% of the 100-pt. allocation for the
final.

Instruction:  This is an individual work. Each student will write an Office & Individual Performance
evaluation Policy based on the OPCR and IPCR prepared by his/her group.
Use a memorandum format addressed to all employees of the Bureau. State the subject of the policy.
Include in the policy the necessary provisions that you think will ensure the proper implementation,
review and evaluation of the Bureau’s OPCR and IPCR.
Your written policy should be at least 5 pages (times new roman, font 12, 1.5 spacing).  You may opt to
include attachments.
Submit your exam 15 Oct 2021, NLT midnight.
 Republic of the Philippines
Department of Environment and Natural Resources
ENVIRONMENTAL MANAGEMENT BUREAU
DENR Compound, Visayas Avenue, Diliman Quezon City 1116
Tel. No. (085) 817-1841

October 15, 2021

EMB MEMORANDUM CICULAR
No. 2021-___

TO : ALL REGIONAL DIRECTORS

All EMB Employees

FROM : THE BUREAU DIRECTOR

SUBJECT : GUIDELINES IN THE IMPLEMENTATION OF THE STRATEGIC

PERFORMANCE MANAGEMENT SYSTEM (SPMS) IN THE
BUREAU

1. BACKGROUND

1.1 In response to
1.2 Republic Act
1.3

2. PURPOSE

This Memorandum Circular is issued to provide guidelines for the implementation of the
SPMS in the agency which focused on linking individual performance vis-à-vis the
agency’s organizational vision, mission and strategic goals and 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 itself in its strategic plan.

3. COVERAGE

This order shall apply to the Bureau and all EMB Regional Offices.

4. SPMS CONCEPTS

5. BASIC ELEMENTS

The Bureau 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 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 Bureau SPMS shall be implemented. This
is to promote awareness and interest on the system, generate employees’
appreciation for the Bureau 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.

6. KEY PLAYERS AND RESPONSIBILITIES

The Key Players in the establishment and implementation of the Bureau SPMS are
composed of the following:
A. SPMS Champion – Bureau Director

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 - Bureau

Chairperson - Assistant Director

Vice-Chairperson - Assistant Director

Members - Head, Planning and Policy,

Head Administrative,
Financial, Management Division or its
equivalent
Representative, Employees Union

C. Performance Management Team – Regional Offices

Chairperson - Regional Director

Vice-Chairperson - Head Executive Assistant

Members - Chief, Administrative Division

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

 A Special Order creating the PMT per EMB Special Order (Annex C)

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 EMB 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 Regional Offices 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 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.

D. 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.

G. Individual Employees

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

performance goals.

7. SPMS PROCESS

8. SUBMISSION OF OPCR/IPCR

In consistent to Item 7 of DENR Memorandum Order No. 2015-01, the frequency and
date of the submission and rating of IPCR shall be as follows:

1. COMMITMENT

Documents Frequency of Submission Date of submission

OPCR/IPCR Semestral a) 1st semester – 30 of
January of Current
Rating Period
b) 2nd semester – 30
July of Current
 Rating Period

2. ACCOMPLISHMENT

Documents Frequency of Submission Date of submission

OPCR/IPCR Semestral a) 1st semester – 30 of
July of Current
Rating Period
b) 2nd semester – 30
January of Current
Rating Period

The Human Resources Development Unit will provide the Civil Service Commission
Field Office the consolidated OPCR/IPCR Reports within sixty (60) calendar days after
each rating period.

9. OTHER PROVISIONS

10. LEGAL BASIS

Pursuant to Civil Service Memorandum Circular No. 6 s, 2012 and consistent with
DENR Memorandum Order No. 2015-01 dated 27 October 2015, “Guidelines in the
Implementation of the Strategic Performance Management System (SPMS).

11. AMENDMENT TO GUIDELINES

The EMB SPMS Guidelines modi

12. EFFECTIVITY

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

JUAN DELA CRUZ

Bureau Director