What are the agency's PM policies and/or processess?

How does the agency track efficiency of the PM processes?

How often do you review your PM policy?

Does the agency have a functional PMT that performs additional functions to address specific PM needs?

PMT maintains a database of MOVs.

It’s an electronic compendium utilizing G-drive/G-Form.

The records and data are uploaded and stored in designated folders per school and per section/unit

What are the data and documents maintained by the agency with regard PM? (CHECK the items which are applicable)

What are the documentation and records maintained by the agency?

• PM process flow

• MFOs and success indicators

The office target is set by discussing the Office KRAs, objectives and performance indicators including timeline as anchored to the over all organizational outcomes. This is done by the head of office in coordination with the Planning Office. The head of office shall set three objectives per office KRA and shall likewise assign the weight for each KRA.

Using the five point scale, the head of office shall identify a performance indicator for each of the identified office objectives under the different dimensions such as quality, efficiency and timeliness as applicable.

Individual employees shall consider the office performance standards in crafting their performance indicators under each relevant dimension such as quality, efficiency and timeliness as applicable

The rater and the ratee shall agree on the weight per individual KRA and the timeline.

This is done before the start of the performance cycle.

Monitoring of performance is a continuous process which shall be done throughout the year to facilitate feedback and provide evidence of performance. Both the rater and the ratee are responsible for monitoring their own performance. The rater, as coach or mentor of the ratee, plays a critical role in providing an enabling environment and intervention to improve, manage and develop individual potentials.

The PMCF captures demonstrated behavior, performance and competencies of a ratee, both positive and negative incidents. It also includes plan of action for incidents needing improvement. It is both signed by the rater and the ratee thus, signifying affirmation or agreement to sustain or improve performance.

Employees development areas are determined by his or her performance rating . These include areas in which the ratee did not meet expectations or has room for improvement. Necessary interventions are agreed upon by the rater and the ratee based on the recorded significant incidents and competency assessment result.