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THE CSC PMS-OPES MODEL

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Title: THE CSC PMS-OPES MODEL


1
THE CSC PMS-OPES MODEL
  • A look at the prescribed standard that guides the
    development of the TESDA PEG Performance
    Management System

2
Conceptual Framework
What is not measured, cannot be managed.
ISO 90012000
Making Plan Do Check Act a daily habit
Enforce CSC PMS-OPES
3
Linkages of a PMS
Medium Term Philippine Development Plan (MTPDP)
4
Introduction of OFFICE Performance Evaluation
System
OPES
5
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

6
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

7
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
8
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

9
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.
10
OPES as the critical link in the PMS Cycle
PMS
11
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

12
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!

13
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.

14
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
15
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

16
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

17
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.



18
Using OPES Tablein Evaluation
19
Using OPES Tablein Evaluation
  • Compare performance across offices
  • Sample

20

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).
21
Thank You. . .
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