Inclusive Mobility Institutional and Management Capacity Building and Performance Management. Ateneo School of Government

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1 Inclusive Mobility Institutional and Management Capacity Building and Performance Management Ateneo School of Government

2 Course Objectives 1. Enhance problem-solving skills and determine the needs/demands of the people within the institution in order to give quality service to their stakeholders 2. Understand the role of performance management systems and approaches and how this affects Inclusive Mobility policies, plans and initiatives

3 1. Introduction Course Outline 2. Performance Management System for Inclusive Mobility Job Analysis Performance Appraisal Project Activity audits/score cards Performance feedback

4 Introduction

5 McKinsey 7s Model

6 McKinsey 7s Model Hard Elements Strategy Structure Systems Soft Elements Shared Values Skills Style Staff

7 Synthesis The importance of seeing things in a wholesome picture Making sure that strategies made consider the other aspects that will be affected by the plan The focus for today: Performance Management Systems

8 Performance Management System for Inclusive Mobility

9 Importance of a PMS system Governance Indicators for Transport Clarity of linkage between poor governance and poor performance Measurement for governance quality Identify decision making that is critical to good performance Promotes constructive change

10 Criteria for selection of indicators Actionable, credible, sensitive to change, understandable, available, reliable, relevant, nationally owned

11 An example: OPIF Organizational Performance Indicator Framework (OPIF) Developed by DBM Results Based Management Approach Framework for OPIF Agreed Outputs Clear Indicators Use of Performance information

12 Characteristics of a good PMS 1. Goals aligned to agency mandate and organizational priorities 2. Outputs/outcomes-based 3. Team approach to performance management 4. User-friendly 5. Information system that supports monitoring and evaluation 6. Communication Plan.

13 PMS System

14 PMS System The PMS links staff performance to organizational performance. Important for the agency or organization to understand its mandate and the output that is expected of them (in this case, it would be the output to implement any inclusive mobility plan) Major Final Outputs: Refer to the goods and services that your agency is mandated to deliver to external clients through the implementation of Programs, Projects and Activities

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19 Developing Scales/Measurements There s a need to develop scales or measurement tools to be able to achieve the success indicator. These tools will be used during the evaluation Creating Rating Scales: Determining the dimensions on which performance or accomplishments are to be rated. Operationalizing the numerical and adjectival ratings. Three Dimension of Performance. Quality, Efficiency and Timelines Not everything has to be measured under these 3 except timeliness because everything is supposed to follow SMART rules.

20 Three Dimensions of Performance Quality or Effectiveness means getting the right things done. It refers to the degree to which objectives are achieved as intended and the extent to which issues are addressed with a certain degree of excellence. Efficiency is the extent to which targets are accomplished using the minimum amount of time or resources. Timeliness measures if the targeted deliverable was done within the scheduled or expected timeframe.

21 Dimensions of Performance

22 Creating a Rating Scale

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25 Performance Monitoring

26 Performance Evaluation Tools Used to reflect the cascading approach of the SPMS towards achieving organizational goals Three suggested forms: Office Performance Commitment and Review (OPCR) Form Division Performance Commitment and Review (DPCR) Form Individual Performance Commitment and Review (IPCR) Form

27 Performance Evaluation Tools Components (General) Name, position, and signature of the Unit Head or individual staff being evaluated (ratee) Rating period Date when evaluation was completed Name, signature, and position of supervisors that approve the completed evaluation form and the date when they made the approval Major Final Outputs that your office and division are contributing to

28 Performance Evaluation Tools Components (General) SMART performance targets or success indicators Actual accomplishments vis-à-vis performance targets Ratings on quality, efficiency and/or timeliness on a scale of 1 to 5 Remarks of supervisor Name, position and signature of Head of the Performance Management Team Name, signature, and position of rater and date when evaluation was completed

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30 DPCR

31 IPCR

32 Synthesis Determine the Major Final Outputs as an Agency and trickle down to the staff Mandate -> Major Final Output -> Strategic Objectives -> Measures -> Success Indicators Creating Success Indicators and Ratings for each level (Agency -> Department -> Staff) Ensure that evaluations and performance can be monitored throughout

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