Human Resource Plan

MUNICIPAL GOVERNMENT OF SANTA CRUZ
|HUMAN RESOURCE PLAN
Republic of the Philippines

Province of Davao del Sur
MUNICIPALITY OF SANTA CRUZ
HUMAN RESOURCE PLAN
OFFICE OF THE MUNICIPAL MAYOR

HUMAN RESOURCE MANAGEMENT SECTION
C. Godoy St., Poblacion, Zone III, Santa Cruz, Davao del Sur, Philippines 8001
1|CONTENTS
TABLE OF CONTENTS
Title Page
Table of Contents
MESSAGE OF THE MAYOR

I.
Organizational Profile
3
5
A. Mandate
B. Vision, Mission, Service Values, Strategic Goals
C. Organizational Structures
Office of the Municipal Mayor
MMO-Sections
Office of the Sangguniang Bayan
Office of the Municipal Budget Officer
Office of the Municipal Accountant
Office of the Municipal Planning and Development Coordinator
Office of the Municipal Treasurer
Office of the Municipal Assessor
Office of the Municipal Civil Registrar
Office of the Municipal Engineer
Office of the Municipal Health Officer
Office of the Municipal Social Welfare and Development Officer
Office of the Municipal Agriculturist
Economic Enterprise Management Office
D. Human Resource (HR) Structures
Administrative/Legal Section
Human Resource Management Section
Business Permit and Licensing Section
General Services Section
Housing and Homesite Regulation Office
Investment Promotion (PAIC) and Tourism Office
Office of the Sangguniang Bayan
Office of the Municipal Vice Mayor
Office of the Secretary to the Sanggunian
Office of the Municipal Budget Officer
Office of the Municipal Accountant
Office of the Municipal Planning and Development Coordinator
Office of the Municipal Treasurer
Office of the Municipal Assessor
Office of the Municipal Civil Registrar
Office of the Municipal Engineer
Office of the Municipal Health Officer
Office of the Municipal Social Welfare and Development Officer
Office of the Municipal Agriculturist
Economic Enterprise Management Office
E. Functional Structure
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
2|CONTENTS
II.
Human Resource System Checklist
43
III.
Health and Wellness Assessment
45
IV.
Personnel Selection Board (PSB)
48
V.
Merit Selection Plan (MSP)
56
VI.
System of Ranking Position (SRP)
68
VII.
Program on Awards and Incentives for Service Excellence (PRAISE)
72
VIII.
Grievance Machinery
83
IX.
Strategic Performance Management System (SPMS) Manual
96
X.
Employee Welfare Program
282
XI.
Employee Learning and Development Program
289
XII.
Employee Health and Wellness Program
294
XIII.
Committee on Decorum and Investigation (CODI)
302
XIV.
Pre-Retirement Program
318
ACKNOWLEDGMENT
325
3|CONTENTS

OFFICE OF THE MAYOR
It is good that our agency has already completed our own Human Resource
(HR) Plan under the guiding hand of the Civil Service Commission. I am sure that this
plan will continue to lead us through the Daang Matuwid in public service particularly
in the Municipality of Santa Cruz.
I sincerely commend and congratulate the entire LGU bureaucracy, with
special mention to the HR department for this modest accomplishment which
eventually can improve the delivery of our public service.
As the saying goes, plan you work, work your plan. It is like faith, that without
the corresponding appropriate work, it is dead.
Lets all do it, and do it properly.
Congratulations again. God bless.
ATTY. JOEL RAY L. LOPEZ

Municipal Mayor
4|MESSAGE
Organizational
Profile
Mandate
Vision, Mission
Service Values, Strategic Goals
Organizational Structures
Human Resource Structures
Functional Structure
5|ORGANIZATIONAL PROFILE
MANDATE
The Local Government
Unit (LGU) of Santa Cruz
Davao del Sur shall
endeavor to be selfreliant and shall continue
exercising the powers
and discharging the
duties and functions
currently vested upon
them. It shall also
discharge the functions
and responsibilities of
national agencies and
offices devolved to them
pursuant to Republic Act
(RA) 7160 or the Local
Government Code of
1991. The LGU shall likewise exercise such other powers and
discharge such other functions and responsibilities as are
necessary, appropriate, or incidental to efficient and effective
provision of the basic services and facilities.
Republic Act (RA) 7160 or the Local Government Code, Book 1, General Provision, Section 17, Basic Services and Facilities
VISION
A center of globally-competitive Agri-industries and Mount Apo
watershed conservation and management with empowered, God-loving
citizenry and strong governance.
MISSION
The Local Government of Santa Cruz shall uphold equality, respect for
human rights and public accountability in facilitating holistic development
of its constituents through proper management of its resources and
responsible partnership with all stakeholders.
SERVICE VALUES
The LGU values competent, effective, resilient, customer-oriented
employees who observe and uphold ethical standards and respect for
human rights and the environment.
STRATEGIC GOALS
The paramount development goal is to reduce poverty that hosts
numerous problems and concerns. Equally important is to conserve,
protect and develop the natural resources, thus, sustaining development
for the present and future generations. This will cover the upstream and
the downstream resources of the Mt. Apo watershed within the
administrative jurisdiction of the municipality. Finally, the LGU will strive to
increase peoples access to quality services and facilities. The LGU will
pursue not only economic growth but also access of the marginalized
sector to social services and participation in governance for a holistic
human development.
ORGANIZATIONAL STRUCTURE
MUNICIPAL MAYOR
SANGGUNIANG BAYAN
MUNICIPAL VICE-MAYOR
SANGGUNIANG BAYAN MEMBERS
OFFICE OF THE
MUNICIPAL ADMINISTRATOR
OFFICE OF THE
SECRETARY TO THE
SANNGGUNIAN
MUNICIPAL
TREASURERS
OFFICE
MUNICIPAL
PLANNING AND
DEVT. OFFICE
MUNICIPAL
BUDGET
OFFICE
MUNICIPAL
ACCOUNTING
OFFICE
MUNICIPAL
ASSESSORS
OFFICE
MUNICIPAL
ENGINEERS
OFFICE
MUNICIPAL
HEALTH
OFFICE
MUN. SOCIAL
WELFARE AND
DEVT. OFFICE
MUNICIPAL
AGRICULTURE
OFFICE
MUNICIPAL
CIVIL
REGISTRY
ECONOMIC
ENTERPRISE
MGT. OFFICE
BARANGAY

MUNICIPAL MAYOR SG-27
PERSONAL STAFF
HOUSING AND HOMESITE

REGULATION OFFICE
INVESTMENT PROMOTION (PAIC)

AND TOURISM OFFICE
Housing & Homesite Regulation Officer III SG-18

Engineer I SG-11*
Draftsman I SG-06
Clerk II SG-04
Senior Tourism Operations Officer SG-18

Tourism Operations Officer I SG-11
Planning Officer I SG-11
Project Evaluation Assistant SG-08*
Tourism Operations Assistant SG-07*
Clerk II SG-04*
Clerk I SG-03*
Attorney IV SG-23
Private Secretary II SG-15
Private Secretary I SG-11
Private Secretary I SG-11
Security Agent I SG-08
Personal Driver II SG-04
Vacant Position(s)
* Unfunded Position(s)
OFFICE OF THE
MUNICIPAL ADMINISTRATOR SG-24*
ADMINISTRATIVE SECTION
Administrative Officer V SG-18
Computer Maintenance Technologist I SG-11
Clerk III SG-06
Com. Equipment Operator SG-04
Reproduction Machine Operator II SG-04
Clerk I SG-03
Clerk I SG-03*
Utility Worker II SG-03
Driver I SG-03*
Messenger SG-02
Utility Worker I SG-01
HUMAN RESOURCE
MANAGEMENT SECTION
Human Resource Management Officer III SG-18
Human Resource Management Assistant SG-08
Clerk III SG-06
Human Resource Management Aide SG-04
BUSINESS PERMIT AND

LICENSING SECTION
Licensing Officer III SG-18
License Inspector I SG-06
GENERAL SERVICES SECTION

Supply Officer III SG-18
Supply Officer I SG-10
Storekeeper I SG-04*
Clerk I SG-03*
Vacant Position(s)
10 | O R G A N I Z A T I O N A L P R O F I L E
OFFICE OF THE
SANGGUNIANG BAYAN
MUNICIPAL VICE MAYOR SG-25
11 SANGGUNIANG BAYAN MEMBERS SG-24
PERSONAL STAFF
Senior Administrative Assistant SG-15
Driver 1 SG-03
OFFICE OF THE
SECRETARY TO THE SANGGUNIAN
SECRETARY TO THE SANGGUNIAN SG-24
Records Officer II SG-14

Stenographer III SG-09
Legislative Staff Assistant SG-06
Legislative Staff Assistant SG-06
Legislative Staff Assistant SG-06*
Clerk III SG-06
OFFICE OF THE
MUNICIPAL BUDGET OFFICER
MUNICIPAL BUDGET OFFICER SG-24
Budget Officer II SG-15*
Budgeting Aide SG-04

Budgeting Aide SG-04
OFFICE OF THE
MUNICIPAL ACCOUNTANT
MUNICIPAL ACCOUNTANT SG-24
PRE-AUDIT SECTION
ACCOUNTING SECTION
Accountant III SG-19

Fiscal Examiner II SG-15
Bookkeeper I SG-08
Accounting Clerk II SG-06
Fiscal Examiner III SG-18

Fiscal Examiner I SG-11*
Accountant I SG-11*
Accounting Clerk III SG-08
Accounting Clerk II SG-06
Accounting Clerk II SG-06*
OFFICE OF THE MUNICIPAL PLANNING AND

DEVELOPMENT COORDINATOR
MUNICIPAL PLANNING & DEVT. COORDINATOR SG-24
Driver I SG-03*
PLANS, PROGRAMS AND ZONING

ADMINISTRATION SECTION
PROJECT RESEARCH AND

EVALUATION SECTION
Planning Officer I SG-11

Planning Assistant SG-08*
Zoning Inspector II SG-08*
Draftsman II SG-08
Computer Operator I SG-07*
Illustrator I SG-03
Clerk I SG-03*
Project Development Officer I SG-11

Statistician I SG-11*
Economic Researcher SG-09*
Project Development Assistant SG-08
Computer Operator I SG-07
OFFICE OF THE
MUNICIPAL TREASURER
MUNICIPAL TREASURER SG-24
Driver I SG-03
Assistant Municipal Treasurer SG-22
REVENUE SECTION
CASH SECTION
Local Treasury Operations Officer III SG-18

Local Revenue Collection Officer II SG-15
Local Revenue Collection Officer I SG-11
Revenue Collection Clerk III SG-09
Cashier II SG-14
Disbursing Officer II SG-08
Clerk III SG-06
Clerk II SG-04*
OFFICE OF THE
MUNICIPAL ASSESSOR
MUNICIPAL ASSESSOR SG-24
Local Assessment Operations Officer SG-15
Tax Mapper I SG-11

Assessment Clerk III SG-09
Draftsman I SG-06
Assessment Clerk II SG-06
Assessment Clerk I SG-04*
OFFICE OF THE MUNICIPAL

CIVIL REGISTRAR
MUNICIPAL CIVIL REGISTRAR SG-24
Registration Officer III SG-18
BIRTH SECTION
MARRIAGE/DEATH
SECTION
RECORDS MANAGEMENT
SECTION
Registration Officer II SG-14*

Clerk III SG-06
Clerk II SG-04*
Registration Officer II SG-14*

Clerk III SG-06
Clerk II SG-04*
Registration Officer II SG-14

Clerk III SG-06*
Clerk II SG-04
OFFICE OF THE
MUNICIPAL ENGINEER
MUNICIPAL ENGINEER SG-24
Engineer III SG-19
Clerk I SG-03*
MAINTENANCE SECTION
Engineer I SG-12
Const. Maint. General Foreman SG-11
Driver I SG-03*
Laborer II SG-03
Laborer I SG-01*
Laborer I SG-01*
Warehouse I SG-06*
BUILDING/INSPECTION
SECTION
CONSTRUCTION AND
PLANNING SECTION
Engineer I SG-12
Engineering Assistant SG-08*
Driver I SG-03
Engineer I SG-12
Draftsman I SG-06*
Carpenter I SG-03*
Mason I SG-03
Laborer I SG-01*
Laborer I SG-01*
MOTORPOLL SECTION
Mechanic II SG-06
Mechanic I SG-04*
Mechanic I SG-04*
Driver I SG-03*
Driver I SG-03*

HEALTH OFFICER
MUNICIPAL HEALTH OFFICER SG-24
Medical Officer V SG-22
Driver I SG-03
Driver I SG-03
Driver I SG-03*
MEDICAL SERVICES
DENTAL SERVICES
LABORATORY SERVICES
ENVIRONMENTAL
SANITATION SERVICES
NUTRITION SERVICES
Nurse III SG-16

Nurse II SG-14
Public Health Nurse I SG-12*
Midwife III SG-11
Midwife III SG-11
Midwife III SG-11*
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife II SG-08
Midwife I SG-06
Midwife I SG-06*
Midwife I SG-06*
Midwife I SG-06*
Dentist I SG-19
Dental Aide SG-04
Medical Technologist II SG-15

Medical Technologist I SG-11
Sanitation Inspector II SG-08

Sanitation Inspector I SG-06
Sanitation Inspector I SG-06*
Laborer I SG-01
Nutritionist Dietician SG-10*
Vacant Position(s)
MUNICIPAL SOCIAL WELFARE

AND DEVELOPMENT OFFICE
MUNICIPAL SOCIAL WELFARE & DEVT. OFFICER SG-24
Clerk III SG-06*
Social Welfare Officer II SG-15
WELFARE/PROGRAM
SECTION
CRISIS INTERVENTION AND

DISASTER MANAGEMENT
SECTION
LIVELIHOOD/ SKILLS TRAINING/

SPECIAL PROJECT AND INSTITUTION
MANAGEMENT SECTION
Social Welfare Officer I SG-11*

Social Welfare Assistant SG-08
Day Care Worker II SG-08
Day Care Worker I SG-06
Social Welfare Officer I SG-11

Social Welfare Aide SG-04
Social Welfare Aide SG-04*
Community Affairs Officer I SG-11

Community Affairs Asst. II SG-08*

AGRICULTURIST
MUNICIPAL AGRICULTURIST SG-24
Clerk I SG-03
Senior Agriculturist SG-18
CROPS DEVELOPMENT AND

AGRI. INFRA SECTION
LIVESTOCK
DEVELOPMENT PROGRAM
FISHERIES
DEVELOPMENT PROGRAM
COOPERATIVE AND
COMMUNITY DEVT. SECTION
ENVIRONMENT AND NATURAL

RESOURCES MGT. PROGRAM
Agriculturist II SG-15
Engineer I SG-12*
Agriculturist I SG-11
Agricultural Technician I SG-06*
Agriculturist II SG-15
Livestock Inspector I SG-06*
Livestock Inspector I SG-06*
Farm Worker I SG-02*
Farm Worker I SG-02*
Aquaculturist I SG-11
Aquacultural Technician I SG-06*
Com. Equipment Operator SG-04*
Marine Engineman II SG-06*
Cooperative Devt. Specialist I SG-11

Community Devt. Assistant I SG-07*
Community Devt. Assistant I SG-07*
Environment Mgt. Specialist I SG-11

Environment Mgt. Specialist I SG-11
ECONOMIC ENTERPRISE
MANAGEMENT OFFICE
MUNICIPAL GOVT. DEPARTMENT HEAD SG-24
(ECONOMIC ENTERPRISE MANAGER)
Clerk I SG-03*
OPERATION OF
MARKET
OPERATION OF
SLAUGHTERHOUSE
OPERATION OF
WATERWORKS
OPERATION OF
CEMETERY
Market Supervisor III SG-18

Market Inspector II SG-08
Watchman III SG-07
Watchman III SG-07
Watchman I SG-02
Watchman I SG-02
Meat Inspection II SG-08

Plumber Foreman SG-08

Plumber II SG-05
Cemetery Caretaker SG-02

OPERATION OF
HEAVY EQUIPMENT
OPERATION OF
GARBAGE COLLECTION
OPERATION OF MUNICIPAL
TRAINING CENTER
OPERATION OF MUNICIPAL
INTEGRATED TERMINAL
Heavy Equip. Operator I SG -04

Watchman I SG-02
Watchman I SG-02*
Driver I SG-03
Cook I SG-03
Watchman I SG-02
Watchman I SG-02*
Laborer I SG-01

Watchman I SG-02
Watchman I SG-02
Utility Worker I SG-02*
Vacant Position(s)
HUMAN RESOURCE STRUCTURE
FUNCTIONAL
STRUCTURE

MUNICIPAL MAYOR
SANGGUNIANG BAYAN
Exercise general supervision and control over all programs, projects, services and
activities of the municipality, enforces all laws and ordinances, initiates and maximizes
the generation of resources and revenues, ensure the delivery of basic services and the
provision of adequate facilities and exercises all the other powers to the performance of
an effective governance.
MUNICIPAL VICE-MAYOR
SANGGUNIANG BAYAN MEMBERS
Local legislative development in local governance is concerned of
rule-making the socio-cultural, economic and political development
needs and aspirations of the people within the territorial jurisdiction
of the Municipality of Santa Cruz, Davao del Sur.
OFFICE OF THE
Provide services and general supervision in coordinating various thrusts and
programs of the Municipal departments/offices and support the activities of
the Office of the Municipal Mayor in the dissemination and implementation of
the governing policies, rules, laws, and regulations.
OFFICE OF THE
SECRETARY TO THE
SANNGGUNIAN
The Secretariat of the Sangguniang Bayan
plays vital role to the legislative body in
effecting its function of coming up with a
propriety and quality of legislative
enactments of resolutions and ordinances in
the pursuance of the executive legislative
agenda for the general welfare of the
constituents.
MUNICIPAL
PLANNING AND
DEVT. OFFICE
MUNICIPAL
BUDGET
OFFICE
MUNICIPAL
ACCOUNTING
OFFICE
The Office of the Municipal

Planning and Development
Coordinator serves as the core
in development planning of all
sectors/concerns of the entire
Local Government Unit.
Review and consolidate budget

proposals of different offices
and department of the Local
Government Unit and provide
technical assistance to the Local
Chief Executive and Sangguniang
Bayan on Budgetary and
appropriation matters.

Accountant takes charge of both
the accounting and internal
audit services of the
municipality and keeps all
accounts and financial records
of the Local Government Unit.
MUNICIPAL
TREASURERS
OFFICE
MUNICIPAL
ASSESSORS
OFFICE
MUNICIPAL
ENGINEERS
OFFICE
MUNICIPAL
HEALTH
OFFICE
MUN. SOCIAL
WELFARE AND
DEVT. OFFICE
MUNICIPAL
AGRICULTURE
OFFICE
MUNICIPAL
CIVIL
REGISTRY
ECONOMIC
ENTERPRISE MGT.
OFFICE

Treasurer takes custody and
exercise proper management of
the funds of the Local
Government Unit concerned as
well as other matters relative
to public finance.
To heighten the realty tax

collections and maintain
effective recording of
assessment rolls, preparing
notice of Assessment and Tax
Bills of 18 Barangays and
discovery of new or additional
improvements of perennial
plants/trees, buildings and
machineries.
Initiate, review and recommend

changes in policies and
objectives, plan and program,
techniques and procedures,
public works in general of the
Local Government Unit
concerned.

Health Officer is responsible for
the promotion of optimum
health of the populace through
various health programs.
Delivery of Social Welfare and

Development projects and
programs for the indigent
sectors.
Facilitates of community
development thru: agrilivestock and fishery extension
services; institution building;
enterprise development;
resource management and
environmental protection; agrisupport facilities; agri-livestock
and fishery law enforcement;
external technical and financial
assistance and special projects.
The office is responsible for the

administration and
implementation of the Local
Civil Registration Program.
Manages and administers all

economic Enterprise
programs/projects of the
Municipal Government and
maintain a proper accounting
and financial management
system to monitor its income
and expenditures and provide
better facilities.
BARANGAY
Human Resource
System Checklist
43 | H R S Y S T E M C H E C K L I S T

PRESENT
HR ACTIONS
HR SYSTEMS
Operational
(In All Aspect)
Non-Operation
(In What Aspect)
WHY?
ABSENT
WHY?
Qualification Standards
Recruitment
Recruitment System
Personnel Selection Board
Merit Promotion Plan
Promotion
Career Pathing Program
Lack of
knowledge
how to prepare
Succession Planning
Performance Management
System
Career Pathing Program

Retention
Lack of
knowledge
how to prepare
Training and Development
Employee Welfare Program

Rewards and
Recognition
Personnel
Relations
Retirement
Program for Rewards and

Incentives on Service
Excellence (PRAISE)
Grievance Machinery
Pre-Retirement Program
44 | H R S Y S T E M C H E C K L I S T
Employee Health and

Wellness Assessment
45 | H E A L T H & W E L L N E S S A S S E S S M E N T
Assessment of the total well-being of employees in the agency. Such has the attributes of
physical and mental fitness as well as emotional, social, financial and spiritual well-being.
Health and Wellness Program
PRESENT
Operational
Non-Operation
WHY?
ABSENT
WHY?
Physical
Physical Fitness Program
Strict No Smoking Policy
Annual Complete Medical Check-Up
Not complete due to
lack of equipments
Mental
Forum
Discussion, Brown Bag
Thoughts for the Day/Trivia
Mind Games
Emotional
Counseling Service
Lack of Time
Lack of Time
Lack of Time
Lack of Time
No expert who could provide
the service
Group Therapy
Social
Social Development
(e.g. office outing or escursion, periodic socials,
social artistry choral, dance, poetry, team building)
Piknik sa Kalikasan
(Lunch within agency grounds with programme
centered on an agencys environmental or other
theme)
Outreach Program
Financial
Financial Forum
Welfare Benefits
Livelihood Program
Spiritual
Bible/Quran
Spiritual Forum
Mass/Ecumenical Services
Retreat/Recollections
Other Religious Activities
Facilities
Medical Clinic with Competent Staff
Dental Clinic with Competent Staff
Potable Water
Sanitary Employees Canteen with
Quality Food and Service
Separate, Clean and Hygienic Rest
Rooms for Males and for Females
Does Tree Planting,

Information
Dissemination on
proper waste
management, etc.
Lack of Funds
Lack of Time
Lack of Time
Lack of Time
Lack of Funds
Gym
Proper Office Ventilation
Proper Lighting and Emergency
Power (i.e. Generator)
Library
Proper Waste Disposal and
Segregation
Facilities for the PhysicallyChallenged
Ecumenical Chapel
Fire Exits
Functional Safety Devices for
Emergencies
Elevator
Lack of Funds
Lack of Funds
Not appropriate since the

building has only two (2)
floors/stories.
Personnel Selection
Board (PSB)
48 | P S B

Province of Davao del SUR

-o0oOFFICE OF THE MAYOR
EXECUTIVE ORDER NO. 06

Series of 2013
AN ORDER AMENDING EXECUTIVE ORDER NO. 02-11 RECONSTITUTING PERSONNEL SELECTION
BOARD (PSB) OF THE STA. CRUZ, DAVAO DEL SUR AND DESIGNATION OF MEMBERS HEREOF.
WHEREAS, the undersigned issued Executive Order No. 02-11 on the reconstituting of the
Personnel Selection Board (PSB) of Santa Cruz, Davao del Sur;
WHEREAS, one of the members that composed the Personnel Selection Board is a
representative from the first and second level rank and file employees who shall be nominated by the
accredited employee association in the agency;
WHEREAS, due to promotion of the representative of the rank and file employees, the
accredited employees union had nominated for replacement of such;
WHEREAS, the Division Chief where the vacancy occurs were inadvertently not included in the
E.O. 02-11 as member of the PSB;
NOW, THEREFORE, I, JOEL RAY L. LOPEZ, Municipal Mayor of Sta. Cruz, Davao del Sur, by
virtue of the powers vested in me by law, do hereby amend Executive Order No. 02-11 specifically
Section I which shall now read as;
SECTION 1. CREATION. A Personnel Selection Board (PSB) is hereby composed as:
Chairman:
ADELAIDA S. BADILLA
Municipal Social Welfare and Devt. Officer
(LCE Authorized Representative)
HON. ALEXIS C. ALMENDRAS
Municipal Vice-Mayor
(if the vacant position is in his office or in the Sangguniang Bayan Office)
Members:
ANITTA S. LUMANOG
Administrative Officer V (HRMO III)
(Highest official responsible for personnel management)
49 | P S B
ALEJANDRA A. MANTO
Administrative Officer V (Fiscal Examiner III)
nd
(2 Level Representative)
JENAMIE A. MELLINA
Social Welfare Officer I
(2nd Level Representative Alternate)
JOEFFREY C. ESPINOSA
Administrative Assistant II (Accounting Clerk II)
st
EMILIA E. PANGANTIJON
Administrative Assistant II (Bookkeeper)
nd
(2 Level Representative Alternate)
Division Chief or the authorized representative from the career
service of the organizational unit where the vacancy is;
Done this 21st day of March, 2013 at Santa Cruz, Davao del Sur, Philippines.
(SGD) ATTY. JOEL RAY L. LOPEZ

Municipal Mayor
50 | P S B


-o0oOFFICE OF THE MAYOR
EXECUTIVE ORDER NO. 02-11

AN ORDER RECONSTITUTING PERSONNEL SELECTION BOARD (PSB) OF THE STA. CRUZ, DAVAO
DEL SUR AND DESIGNATION OF MEMBERS THEREOF.
WHEREAS, pursuant to CSC Resolution No. 0101140 dated January 10, 2001, the Civil Service
Commission hereby adopts revised policies on Merit Promotion Plan;
WHEREAS, selection of employees for appointment in the government service shall be open to
all qualified men and women according to the principle of merit and fitness;
WHEREAS, the Merit Promotion Plan shall cover positions on the first, second and third level
and shall also include original appointments and other related personnel actions;
WHEREAS, when a position in the first, second and third levels becomes vacant, applicants for
employment who are competent, qualified and possess appropriate civil service eligibility shall
considered for permanent appointment;
WHEREAS, there is a need to establish a Personnel Selection Board (PSB) to assist the
appointing authority in the judicious selection of personnel for employment as well as for promotion;
NOW, THEREFORE, I, JOEL RAY L. LOPEZ, Municipal Mayor of Sta. Cruz, Davao del Sur, by
virtue of the powers vested in me by law, do hereby ORDER:
SECTION 1. CREATION. A Personnel Selection Board (PSB) is hereby composed as:
Chairman:
Members:
OTELIO R. MARTEL
Municipal Budget Officer
(LCE Authorized Representative)
HON. ALEXIS C. ALMENDRAS
Municipal Vice-Mayor
(if the vacant position is in his office or in the Sangguniang Bayan Officer)
MARCELO A. BAUYA
Administrative Officer V
JULIUS CAESAR J. PEJO
Local Treasury Operations Officer III
nd
51 | P S B
IVY MAE L. ESTEBAN

Planning Officer I
DORIS C. TUNGAL
Social Welfare Assistant
st
GENALYN G. DURANO
Administrative Aide IV
ANITA S. LUMANOG
(Ex-Officio Member)
SECTION II. FUNCTION. The Personnel Selection Board (PSB) for 1st, 2nd and 3rd levels
have the following functions and responsibilities:
a.
shall
Adopt a formal screening procedure and formulate criteria for the evaluation of
candidates for appointment, taking into consideration the following:
a.1
Reasonable and valid standards and methods of applicants competing for

a particular position.
a.2
Criteria for evaluation of qualifications of applicants for appointment must

suit the job requirements of the position.
b.
Disseminate screening procedure and criteria for selection to all agency officials and
employees and interested applicants. Any modification of the procedure and criteria for
selection shall likewise be properly disseminated.
c.
Prepare a systematic assessment of the competence and qualifications of candidates for

appointment. Maintain fairness and impartiality in the assessment of candidates. Towards
this end, the PSB may employ the assistance of external or independent resource persons
and may initiate innovative schemes in determining the best and most qualified
candidate;
d.
Evaluate and deliberate en banc the qualifications of those listed in the selection line-up;
e.
Submit the list of candidates recommended for appointment from which the appointing
authority shall choose the applicant to be appointed.
The list of recommended candidates should specify the top five (5) ranking candidates
whose over-all point scores are comparatively at par based on the comparative
assessment under Procedure 3.1 therefore.
52 | P S B
f.
Maintain records of the deliberations which must be made accessible to interested parties
upon written request and for inspection and audit by the C.S.C.; and
g.
Orient the officials and employees in the agency pertaining to policies relative to
personnel actions, including the gender and development dimensions of the Merit
Promotion Plan.
SECTION III. EFFECTIVITY. This ORDER shall take effect immediately.
Done this 27th day of January, 2011 at Santa Cruz, Davao del Sur, Philippines.

Municipal Mayor
53 | P S B
Republika ng Pilipinas
LALAWIGAN NG TIMOG DABAW
SANTA CRUZ
TANGGAPAN NG SANGGUNIANG BAYAN
16TH REGULAR SESSION
November 28, 2001
RESOLUTION NO. 208

Authored and Sponsored by:
Co-Sponsored by:
Hon. Ignatius R. Bajo

Hon. Jerome A. Undalok
Hon. Wilfredo C. Bulat-ag
Hon. Manolito A. Lagrada
Hon. Philip R. Rizada, Sr.
Hon. Felicidad U. Grageda
Hon. Carlos G. Tablada
Hon. Oliver O. Enot
ADOPTING THE REVISED COMPOSITION OF PERSONNEL SELECTION BOARD

(PSB) PURSUANT TO CIVIL SERVICE COMMISSION (CSC) MEMORANDUM
CIRCULAR NO.03, SERIES OF 2001 RE: REVISED POLICIES ON MERIT
SELECTION PLAN
WHEREAS, the Civil Service Commission (CSC) had issued Memorandum Circular No. 03, s. 2001
regarding the Revised Policies on Merit Promotion Plan, the composition of Personnel Selection Board
(PSB) for first and second level positions shall be established in every agency, preferably with the
following composition, to wit:
a.
Chairperson
a.1
Local Chief Executive or authorized representative from the career service
(Pursuant to RA 7160)
a.2
Vice-Mayor or the authorized representative from the career service if the

vacant position is in his/her Office of the Office of the Sangguniang Bayan;
b. Highest official responsible for personnel management;

c.
Division Chief or the authorized representative from the career service of the
organizational unit where the vacancy is;
d. Two representatives of the rank-in-file employees, one from the first level and one from
the second level, who shall both be chosen by the duly accredited employee
association, in the agency.
54 | P S B
In case there is no accredited employee association in the agency, the

representatives shall be chosen at large by the employees through a general assembly or
any other mode of selection to be conducted for the purpose. The candidate who garnered
the second highest votes shall automatically be the alternative representative.
WHEREAS, the said revised composition was indorsed by Mayor Joel Ray L. Lopez to the Body
for adoption;
WHEREAS, the Committee on Good Government, to which the above-said matter was referred
to after a thorough discussions, recommended for the adoption of said new composition with the
inclusion of the Chairman of the Good Government, Public Ethics and Accountability as a sitting
member;
WHEREFORE, on motion of Hon. Ignatius R. Bajo, unanimously seconded, it was
RESOLVED, as it is hereby resolved by the Sangguniang Bayan of Santa Cruz, assembled in
session to adopt the Revised Composition of the Personnel Selection Board pursuant to CSC
Memorandum Circular No. 03, s. 2001;
RESOLVED FURTHER, that copies of this resolution be furnished to concerned offices for their
information and guidance.
UNANIMOUSLY APPROVED.
CERTIFIED CORRECT:
(SGD) BENBENUTO L. CASPI, JR.

Secretary to the Sanggunian
ATTESTED:
(SGD) LOLITA P. LEGASPI

SB Member/ OIC Vice-Mayor
(Presiding Officer)
APPROVED:
December 11, 2001

Municipal Mayor
55 | P S B
Merit Selection
Plan (MSP)
56 | M S P

Province of Dave del Sur
-o0o-
MERIT SELECTION PLAN

Pursuant to the provision of Section 32, Book V of Administrative Code of 1987 (Executive Order
No. 292), CSC Memorandum Circular No. 3, s. 1979 as amended by CSC Memorandum Circular No. 18, s.
1988, and CSC Memorandum Circular No. 38, s. 1989, as further amended by CSC Memorandum Circular
No. 40, s. 1998, CSC Memorandum Circular No. 15, s. 1999, CSC Memorandum Circular No. 03, s. 2001
this Merit Selection Plan (MSP) is hereby established for the guidance of all concerned.
I.
OBJECTIVES
It is the policy of this municipality to strictly adhere to the principles of merit, fitness and
equality. The selection of employees shall be based on their relative qualifications and
competence to perform the duties and responsibilities of the position. There shall be no
discrimination in the selection of employees on account of gender, civil status, disability,
religion, ethnicity, or political affiliation. In this pursuit, the municipalitys Merit Selection Plan
aims to:
II.
1.
Establish a system that is characterized by strict observance of the merit, fitness and
equality principles in the selection of employees for appointment to positions in the
career and non-career service in all levels.
2.
Create equal opportunities for employment to all qualified men and women to enter the
government service and for career advancement in the LGU.
SCOPE
This Merit Selection Plan shall cover career position in the first, second and third level in the
municipality including its attached offices. It may also include non-career positions.
III.
DEFINITION OF TERMS
Agency - refers to department, agencies, bureaus of the national government, governmentowned-and-controlled corporations with original characters, state universities and colleges and
local government units.
Career Services - position in the civil service characterized by (1) entrance based on merit and
fitness to be determined as far as practicable by competitive examination, or based on highly
technical qualifications; (2) opportunity for advancement to higher career positions; and (3)
security of tenure.
57 | M S P
Comparatively at Par - predetermined reasonable difference or gap between point scores

of candidates for appointment established by the PSB.
Deep Selection - the process of selecting a candidate for appointment who is not next-in-rank
but possesses superior qualifications and competence.
Discrimination - is a situation wherein a qualified applicant is not included in the selection lineup on account of gender, civil status, pregnancy, disability, religion, ethnicity, or political
affiliation.
First Level Positions - shall include clerical, trades and crafts, and custodial service which
involve sub-professional work in a non-supervisory or supervisory capacity.
Hiring Quota - is the pre-determined ratio of applicants for appointment to ensure that one
gender does not fall short of the desired percentage of the selection rate for the other in
equivalent positions at every level, provided they meet the minimum requirements of the
position.
Job Requirement - requisites not limited to the qualification standards of the position, but may
include skills, competencies, potential, physical and psycho-social attributes necessary for the
successful performance of the duties required of the position.
Next-in Rank Position - refers to a position which by reason of the hierarchical arrangement of
positions in the agency or in the government is determined to be in the nearest degree of
relationship to a higher position as contained in the agencys System of Ranking positions (SRP).
Non-Career Service - positions expressly declared by law to be in the non-career service; or
those whose entrance in the service is characterized by (1) entrance on bases other than those
of the usual tests of merit and fitness utilized for the career service; and (2) tenure which is
limited to the duration of a particular project for which purpose employment was made.
Personnel Actions - any action denoting the movement or progress of personnel in the civil
service such as original appointment, promotion, transfer, reinstatement, reemployment, detail,
reassignment, secondment and demotion.
Promotion - is the advancement of an employee from one position to another with an increase
in duties and responsibilities as authorized by law and usually accompanied by an increase in
salary.
Psycho-Social Attributes - refer to the characteristics or traits of a person which involved both
psychological and social aspects. Psychological includes the way he/she perceives things, ideas,
beliefs and understanding and how he/she acts and relates these things to others and in social
situations.
58 | M S P
Qualification Standards - is a statement of the minimum qualifications for a position which

shall include education, experience, training, civil service eligibility, and physical characteristics
and personality traits required in the performance of the job.
Qualified Next-in-Rank - refers to an employee appointed on a permanent status to a position
next-in-rank to the vacancy as reflected in the SRP approved by the head of agency and who
meets the requirements for appointment to the next higher position.
Second Level Positions - involve professional, technical and scientific work in a nonsupervisory or supervisory capacity up to Division Chief Level or its equivalent.
Selection - is the systematic method of determining the merit and fitness of a person on the
basis of qualifications and ability to perform the duties and responsibilities of the position.
Selection Line-Up - is a listing of qualified and competent applicants for consideration to a
vacancy which includes, but not limited to, the comparative information of their education,
experience, training, civil service eligibility, performance rating (if applicable), relevant work
accomplishments, physical characteristics, psycho-social attributes, personality traits and
potential.
Superior Qualifications - shall mean outstanding relevant work accomplishments, educational
attainment and training appropriate for the position to be filled. It shall include demonstration
of exceptional job mastery and potential in major areas of responsibility.
System of Ranking Positions - is the hierarchical arrangement of positions from highest to
lowest, which shall be a guide in determining which position is next-in-rank, taking into
consideration the following:
a.
b.
c.
d.
IV.
Organizational structure;
Salary grade allocation;
Classification and functional relationship of positions, and
Geographical location.
PROCEDURE
1.
Publish the vacant position in the CSC Bulletin of Vacant Position or through other
mode of publication and post the same in three (3) conspicuous places in the agency
for at least ten (10) calendar days. Men and women shall be encouraged to apply.
Vacant positions which are not filed within six (6) months should be re-published.
The following positions are exempt from the publication requirement:
a.
b.
Primarily confidential positions;

Positions which are policy determining;
59 | M S P
c.
d.
e.
f.
2.
Highly technical positions;

Other non-career positions;
Third level positions (Career Executive Service); and
Positions to be filled by existing regular employees in the agency in case of
reorganization.
List candidates aspiring for the vacant position, either from within or outside the
agency, including qualified next-in-rank employees. In the process, the following should
be considered.
The pre-determined ratio of applicants for appointment or hiring quota.
An employee may be promoted or transferred to a position which is not more than

three (3) salary, pay on job grades higher than the employees present position
except, in very meritorious cases, such as; if the vacant position is next-in-rank as
identified in the SRP approved by the head of agency, or the lone or entrance
position indicated in the agency staffing pattern.
An employee who is on local or foreign scholarship or training grant or pregnant or

on maternity leave may be considered for promotion.
For this purpose, the performance ratings to be considered shall be the rating
immediately prior to or after the scholarship or training grant or maternity leave.
If promoted, the effectivity date of the promotional appointment shall be after the
scholarship or training grant or maternity leave.
3.
Promotion within six (6) months prior to compulsory retirement shall not be allowed
except as otherwise provided by law.
Conduct preliminary evaluation of the qualification of all candidates. Those initially

found qualified shall undergo further assessment such as: written examination, skills
test, interview and others. After which, selection line-up shall be prepared and posted in
three (3) conspicuous places in the agency for at least fifteen (15) calendar days. The
date of posting shall be indicated in the notice.
3.1
The selection line-up shall reflect the comparative competence and qualification
of candidates on the basis of:
3.1.1
PERFORMANCE
For appointment by promotion, the performance rating of the

appointee for the position that rating period prior to the
effectivity date of he is handling the appointment should be at
least very satisfactory.
60 | M S P
For appointment by transfer involving promotion the

performance rating for the last rating period immediately
preceding the transfer from the former office or agency should
be at least very satisfactory.
3.1.2
EDUCATION and TRAINING - include educational background,

successful completion of training courses accredited by the Civil Service
Commission, scholarships, training grants and others which must be
relevant to the duties of the position to be filled.
3.1.3
EXPERIENCE and OUTSTANDING ACCOMPLISHMENTS - include

occupational history, relevant work experience acquired either from the
government or private sector, and accomplishments worthy of special
commendation.
3.1.4
PSYCHO-SOCIAL ATTRIBUTES and PERSONALITY TRAITS - refer to

the characteristics or traits of a person which involved both
psychological and social aspects. Psychological includes the way he/she
perceives things, ideas, beliefs and understanding and how he/she acts
and relates these things to other and in social situations.
3.1.5
POTENTIAL - refers to the capacity and ability of a candidate to

assume the duties of the position to be filled and those of higher or
more responsible positions.
A greater percentage weight shall be allocated to performance.
4.
Notify all applicants of the outcome of the preliminary evaluation.
5.
Submit the selection line-up to the PSB for deliberation en banc.

Appointment to the following positions shall no longer be screen by the PSB.
a.
Substitute appointment due to their short duration and emergency nature.

However, should the position be filed by regular appointment, candidates for the
position should be screened and passed upon by the PSB;
b. Appointment of faculty members and academic staff of state universities and
colleges who belong to the closed career service;
c. Appointment to entry laborer positions;
d. Appointment to personal and primarily confidential positions; and
e. Renewal of temporary appointment issued to the incumbent personnel.
6.
Make a systematic assessment of the competence and qualifications of candidates for

appointment to the corresponding level of positions. Evaluate and deliberate en banc
the qualifications of those listed in the selection line-up.
61 | M S P
7.
Submit the list of candidates recommended for appointment from which the appointing
authority shall choose the applicant to be appointed.
The list of recommended candidates should specify the top five ranking candidates
whose over-all point scores are comparatively at par based on the comparative
assessment under Procedure 3.1 hereof.
8.
Assess the merits of the PSBs recommendation for appointment and in the exercise of
sound discretion, select, in so far as practicable, from among the top five ranking
applicants deemed most qualified for appointment to the vacant position.
The top five ranking candidates, however, should be limited to those whose overall
point scores are candidates for appointment.
V.
9.
Issue appointment in accordance with the provisions of the agency Merit Selection Plan.
10.
Post notice announcing the appointment of an employee in three (3) conspicuous

places in the agency a day after the issuance of the appointment for at least fifteen (15)
days. The date of posting should be indicated in the notice.
GRIEVANCE
1.
A qualified next-in-rank employee may present the grievance with the agency grievance
machinery under the following conditions:
a.
b.
c.
d.
VI.
Non-compliance with the selection process;

Discrimination of account of gender, civil status, disability, pregnancy, religion,
ethnicity or political affiliation;
Disqualification of applicant to a career position for reason of lack of confidence
of the appointing authority; and
Other violations of the provisions of this Merit Selection Plan
COMPOSITION OF THE PERSONNEL SELECTION BOARD (PSB)

For first and second level positions:
a.
As Chairperson:
a.1
Local Chief Executive or authorized representative from the career
service; (pursuant to RA 7160)
a.3
Vice-Mayor or the authorized representative from the career

service if the vacant position is in his/her Office or in the Office of
the Sanggunian.
62 | M S P
b.
Highest official responsible for personnel management;
c.
Division Chief or the authorized representative from the career service of the
organizational unit where the vacancy is;
d.
Two representatives of the rank-and-file employees, one from the first level and
one from the second level, who shall both be chosen by the duly accredited
employee association, in the agency.
In case there is no accredited employee association in the agency, the
representatives shall be chosen at large by the employees through a
general assembly or any other mode of selection to be conducted for the
purpose. The candidate who garnered the second highest votes shall
automatically be the alternate representative.
The first level representative shall participate during the screening of candidates
for vacancies shall participate during the screening of
candidates for vacancies
in the first level; the second level representative shall serve for a period of two
(2) years. For continuity of operation, the duly accredited employee association
may designate an alternate.
The HRM Unit shall act as the secretariat for the PSB of first, second and third
levels.
The agency head shall ensure equal opportunity for men and women to
be represented in the PSB for all levels.
VII.
FUNCTIONS AND RESPONSIBILITIES

1.
The Human Resource Management Officer (HRMO) shall have the following functions
and responsibilities:
a.
Disseminate copies of the agency Merit Selection Plan (MSP) and its annexes to
all agency personnel after approval thereof by the Civil Service Commission. An
orientation shall also be conducted by the HRD Unit within six (6) months upon
approval of the MSP. This orientation is meant to ensure awareness and
understanding of the Plan. A report on the same shall be submitted to the Civil
Service Field Office concerned for record purposes;
b.
Develop a System of Ranking Positions which will be submitted for approval of

the appointing authority, copy furnished the Civil Service Commission and its
Field Office concerned, for reference purposes;
c.
Identify vacant positions that may be enrolled in the Brightest for the
Bureaucracy Program (BBP);
63 | M S P
d.
Develop a Plan which shall set forth the number, knowledge and skills of
personnel needed to achieve the organizations goals, objectives and programs;
e.
Develop and maintain an updated qualification database of employees of the

agency to include education, training, experience, skills, competencies, and
other similar information;
f.
Develop a program to fast track the career movement of employees with

superior qualifications; and
g.
Publish vacant position in the CSC Bulletin of Vacant Position or through other
mode of publication and post the same in three (30 conspicuous places in the
agency for at least ten (10) calendar days;
Vacant positions which are not filled within six (6) months should be republished.
The following positions are exempts from the publication requirement:
Primarily confidential positions;
Positions which are policy determining;
Highly technical positions:
Other non-career positions;
Third level positions (Career Executive Service); and
Positions to be filled by existing regular employees in the agency in case

of reorganization.
Prepare list of candidates aspiring for the vacant position either from
within or outside the agency, including qualified next-in-rank employees
within fifteen (15) days from completion of the preliminary evaluation. In
the process, the following should be considered:
The pre-determined ratio of applicants for appointment or hiring quota.
An employee may be promoted or transferred to a position which is not

more than three (3) salary, pay or job grades higher than the employees
present position except, in very meritorious cases, such as: if the vacant
position is next-in-rank as identified in the SRP approved by the head of
agency, or the lone or entrance position indicated in the agency staffing
pattern.
64 | M S P
An employee who is on local or foreign scholarship or training grant or

pregnant or on maternity leave may be considered for promotion.
For this purpose, the performance ratings to be considered shall be the
rating immediately prior to or after the scholarship or training grant or
maternity leave.
If promoted, the effectivity date of the promotional appointment shall be
after the scholarship or training grant or maternity leave.
Promotion within six (6) months prior to compulsory retirement shall not be
allowed except as otherwise provided by law.
i.
Conduct preliminary evaluation of the qualification of all candidates. Those

initially found qualification shall undergo further assessment such as: written
examination, skills test, interview and others. After which, selection line-up shall
be prepared and posted in three (3) conspicuous places in the agency for at
least fifteen (15) calendar days. The date of posting shall be indicated in the
notice;
j.
Notify all applicants of the outcome of the preliminary evaluation;
k.
Submit selection line-up to the PSB for deliberation en banc. Appointment to

the following positions shall no longer be screened by the PSB:
Substitute appointment due to their short duration and emergency nature.

However, should the position be filled by regular appointment, candidates
for the position should be screened and passed upon by the PSB;
Appointment of faculty members and academic staff of state universities

and colleges who belong to the closed career service;
Appointment to entry laborer positions;
Appointment to personal and primarily confidential positions; and
Renewal of temporary appointment issued to the incumbent personnel.
2.
The employees shall be responsible for updating their Personal Data Sheet
annually, if deemed necessary, and submit supporting documents thereto to the HRD
Unit.
3.
The Personnel Selection Board for 1st, 2nd and 3rd levels shall have the following
functions and responsibilities:
a.
Adopt a formal screening procedure and formulate criteria for the evaluation of
candidates for appointment, taking into consideration the following:
65 | M S P
a.1
Reasonable and valid standards and methods of evaluating the

competence and qualifications of all applicants competing for a
particular position.
a.2
Criteria for evaluation of qualifications of applicants for appointment

must suit the job requirements of the position.
b.
Disseminate screening procedure and criteria for selection to all agency officials
and employees and interested applicants. Any modification of the procedure
and criteria for selection shall likewise be properly disseminated;
c.
Prepare a systematic assessment of the competence and qualifications of

candidates for appointment. Maintain fairness and impartiality in the
assessment of candidates. Towards this end, the PSB may employ the assistance
of external or independent resource persons and may initiate innovative
schemes in determining the best and most qualified candidate;
d.
Evaluate and deliberate en banc the qualifications of those listed in the

selection line-up;
e.
Submit the list of candidates recommended for appointment from which the
appointing authority shall choose the applicant to be appointed.
The list of recommended candidates should specify the top five ranking
candidates whose over-all point scores are comparatively at par based on the
comparative assessment under Procedure 3.1 hereof.
4.
f.
Maintain records of the deliberations which must be made accessible to

interested parties upon written request and for inspection and audit by the CSC;
and
g.
Orient the officials and employees in the agency pertaining to policies relative
to personnel actions, including the gender and development dimensions of the
Merit Selection Plan.
The appointing authority shall have the following functions and responsibilities:
a.
Establish a Personnel Selection Board and see to it that all PSB members
undergo orientation and workshop on the selection/promotion process and
CSC policies on appointments. The agency head shall, as far as practicable,
ensure equal opportunity for men and women to be represented in the PSB for
all levels;
b.
Assess the merits of the PSBs recommendation for appointment and in the
exercise of sound discretion, select, in so far as practicable, from among the
following.
66 | M S P
c.
VIII.
Top five ranking applicants deemed most qualified to the vacant position.
Applicants who have undergone deep selection and found to possess

superior qualifications; and
pool of the Brightest for the Bureaucracy Program (BBP)
Issue appointments in accordance with the provisions of the agency Merit

Selection Plan.
EEFECTIVITY
The Merit Selection Plan and subsequent amendments thereto shall take effect
immediately after approval by the Civil Service Commission Regional Office.
IX.
COMMITMENT
I hereby commit to implement and abide by the provisions of this Merit Selection Plan.
It is understood that this MSP shall be the basis for expeditious approval of appointments.

Municipal Mayor
CSS Action:
I have evaluated the herein agency Merit Selection Plan and found it to be in accordance with
the provision of CSC MC 03, s. 2001 and may now be implemented.
(SGD) ELMER R. BARTOLATA

CSC Regional Director
February 18, 2002
67 | M S P
System of Ranking
Position (SRP)
68 | S R P

-o0o-
SYSTEM OF RANKING POSITION

SECOND LEVEL POSTION
POSITION TO BE FILLED
LOCATION

Mun. Plng. & Dev't. Coordinator
Municipal Civil Registrar
Municipa Budget Officer
Municipal Accountant
Municipal Treasurer
Municipal Assessor
Municipal Health Officer
Mun. Socia Welfare & Dev't. Officer
Municipal Agriculturist
Municipal Engineer
Assistant Municipal Treasurer
Medical Officer V
Engineer III
Dentist III
Licensing Officer III
Senior Tourism Operations Officer
SBO
MPDO
MCR
MBO
MAO
MTO
MASSO
MHO
MSWDO
MAGRO
MEO
MTO
MHO
MEO
MHO
All Offices
MMO
MMO
SALARY
GRADE
24
24
24
24
24
24
24
24
24
24
24
22
22
19
19
18
18
18
MCR
MTO
18
18
MAGRO
MEEO
MHO
MMO
MAO
MTO
MASSO
MHO
MSWDO
MAGRO
18
18
16
16
15
15
15
15
15
15
Registration Officer III

Local Treasury Optn. Officer III
Senior Agriculturist
Market Supervisor III
Nurse III
Housing & Homesite Reg. Ofcr. III
Administrative Officer IV
Local Revenue Collection Officer II
Local Assessment Operation Ofcr.II
Medical Technologist II
Social Welfare Officer II
Agriculturist II
POSITION
NEXT-IN-RANK
LOCATION
OPEN
OPEN
Registration Officer III
OPEN
OPEN
Assistant Mun. Treasurer
OPEN
Medical Officer V
OPEN
Senior Agriculturist
Engineer III
Local Treasury Optn. Officer III
OPEN
Engineer I
OPEN
Local Revenue Coltn. Officer II
Tourism Operation Officer I
Planning Officer I
Registration Officer II
Local Revenue Coltn. Officer II
Local Assessment Optn. Ofcr.II
Agriculturist II
OPEN
Nurse II
Engineer I
Administrative Officer III
Tax Mapper I
Medical Technologist I
Agriculturist I
Aquaculturist I
Cooperative Dev't. Officer I
MCR
MTO
MHO
MAGRO
MEO
MTO
MEO
MAO
MTO
MMO
All Offices
MCR
MTO
MASSO
MAO
MAGRO
MHO
MEO
MTO
MTO
MASSO
MHO
MHO
MAGRO
MAGRO
MAGRO
SALARY
GRADE
18
22
22
18
19
18
12
15
15
11
11
14
15
15
15
15
14
12
14
14
11
11
11
11
11
11
69 | S R P

Nurse II
Registration Officer II
Engineer I
Computer Maint.Technologist
Tourism Operation Officer I
Planning Officer I
Project Development Officer
Administrative Officer II
Local Revenue Collection Officer I
Tax Mapper I
Medical Technologist I
Community Affairs Officer I
Agriculturist I
Aquaculturist I
Cooperative Dev't. Specialist I
Environment Mgt. Specialist I
Administrative Officer I
SBO
MHO
MCR
MEO
MMO
MMO
All Offices
MPDO
MAO
MAO
MASSO
MHO
MSWDO
MSWDO
MAGRO
MAGRO
MAGRO
MAGRO
MMO
14
14
14
12
11
11
11
11
11
11
11
11
11
11
11
11
11
11
10
Environment Mgt. Specialist I

Administrative Officer I
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
MAGRO
MMO
-
11
10
-
LOCATION
MHO
MHO
All Offices
MASSO
All Offices
SALARY
GRADE
11
9
8
6
6
All Offices
MHO
MEEO
All Offices
-
6
6
2
4
-
FIRST LEVEL POSTION

POSITION TO BE FILLED
LOCATION
Midwife III
Midwife II
Construction Maint. Gen. Foreman
Administrative Assistant III
Revenue Collection Clerk III
Assessment Clerk III
Administrative Assistant II
Project Development Assistant
Draftsman II
Midwife II
Sanitation Inspector II
Sanitation Inspector I
Social Welfare Assistant
Day Care Worker II
Market Inspector II
Meat Inspector II
Administrative Assistant I
Watchman III
Administrative Aide VI
License Inspector I
Draftsman I
MHO
MHO
MEO
SBO
MTO
MASSO
All Offices
MPDO
MPDO
MHO
MHO
MHO
MSWDO
MSWDO
MEEO
MEEO
MPDO
MEEO
All Offices
MMO
All Offices
SALARY
GRADE
13
11
11
9
9
9
8
8
8
8
8
6
8
8
8
8
7
7
6
6
6
POSITION
NEXT-IN-RANK
Midwife II
Midwife I
OPEN
OPEN
Assessment Clerk II
OPEN
Draftsman I
OPEN
Sanitation Inspector I
OPEN
OPEN
OPEN
OPEN
OPEN
OPEN
Watchman I
OPEN
OPEN
70 | S R P
Legislative Staff Assistant

Assessment Clerk II
Day Care Worker I
Mechanic I
Administrative Aide V
Dental Aide
Social Welfare Aide
Heavy Equipment Operator
Administrative Aide III
Cook I
Mason I
Watchman I
Cemetery Caretaker
Administrative Aide II
x-x-x-x-x-x-x-x-x-x-x-x-x-x-x-x-x
SBO
MASSO
MSWDO
MEO
MEEO
All Offices
MHO
MSWDO
MEEO
All Offices
MEEO
MEO
MEEO
MEEO
MMO
6
6
6
6
5
4
4
4
4
3
3
3
2
2
2
OPEN
OPEN
OPEN
OPEN
OPEN
Administrative Aide II
OPEN
OPEN
OPEN
OPEN
OPEN
All Offices
All Offices
All Offices
All Offices
All Offices
-
Note: All Administrative Aide I (Laborers & Utility Workers) positions are open positions.
Concurred by:
Approved:
(SGD) ATTY. ANNABELLE B. ROSELL

Director IV
Civil Service Commission, Region XI

Municipal Mayor
71 | S R P
4
4
3
3
2
-
PRAISE
Program on Awards and Incentives

for Service Excellence
72 | P R A I S E

-o0o-
OFFICE OF THE MAYOR
EXECUTIVE ORDER No. 09-13

AN ORDER REORGANIZING THE PROGRAM ON AWARDS AND INCENTIVES FOR SERVICE
EXCELLENCE (PRAISE) OF SANTA CRUZ, DAVAO DEL SUR AND DESIGNATION OF MEMBERS HEREOF.
WHEREAS, in line with the Revised Policies on Employee Suggestions Incentives Awards System
(ESIAS) provided under CSC Resolution No. 010112 and CSC MC No. 01, series of 2001, the Local
Government Unit (LGU) of Santa Cruz, this municipality, adopts the herein Program an Awards and
Incentives for Service Excellence (PRAISE) to be referred to as LGUPRAISE;
WHEREAS, the general objectives for establishing LGUPRAISE is to encourage, recognize and
reward employees, individually and in groups, for their suggestions, innovative ideas, inventions,
behavior, extraordinary acts or services in the public interest and other personal efforts which contribute
to the efficiency, economy and improvement operations, which lead to organizational productivity;
WHEREAS, the specific objectives for establishing this personnel mechanism is to establish a
mechanism for identifying, selecting, rewarding and providing incentives to deserving employees at the
start of each year; to identify outstanding accomplishment, best practices of employees on a continuing
basis; to recognize and reward accomplishments and innovations to motivate employees who have
contribute ideas, suggestions, inventions, discoveries, superior accomplishments and other personal efforts;
WHEREAS, there is a need to create/establish a Program on Awards and Incentives for Service
Excellence (PRAISE) to assist the LCE for identifying, selecting, rewarding and providing incentives to
deserving employees, outstanding accomplishment best practices of employees on a continuing basis;
NOW, THEREFORE I, JOEL RAY L. LOPEZ, Municipal mayor of Santa Cruz, Davao del Sur, by virtue of
the powers vested in me by law, do hereby Order:
SECTION I. CREATION. The PRAISE Committee shall be created with one following
composition:
Chairman
ATTY. ENGELBERT R. CALGAS

Municipal Legal Officer/Acting Municipal Administrator
(Authorized Representative)
Members
Ms. DULA C. JUMILLA

Assistant Municipal Treasurer
Ms. AURORA S. HERBITO
Municipal Planning and Development Coordinator
73 | P R A I S E
Ms. RUFA T. MACROHON

Ms. ANITA S. LUMANOG
HRMO III
Ms. MA. CHERYL D. SERENATAS
Tourism Operations Officer I
(2nd Level Representative)
Ms. RINA FE E. GAMAO
st
SECTION II. PRAISE COMMITTEE. The PRAISE Committee shall have the following specific
responsibilities and composition. It shall be responsible for the development, administration, monitoring
and evaluation of the awards and incentives system of the LGU. As such, the Committee shall meet
periodically to perform the following tasks:
Establish a system of incentives and awards to recognize and motivate employees for their
performance and conduct;
Formulate, adopt and amend internal rules, policies and procedures to govern the conduct
of its activities which shall include the guidelines in evaluating the nominees and the
mechanism for recognizing the awardees;
Determine the forms of awards and incentives to be granted;
Monitor implementation of approved suggestions and ideas through feedback and reports;
Prepare plans, identify resources and propose budget for the system on an annual basis;
Develop, produce, distribute a system policy manual and orient the employees on the same;
Document best practices, innovative ideas and success stories which will serve as
promotional materials to sustain interest and enthusiasm;
Submit an annual report on the awards and incentives system to the CSC on or before the
thirtieth day of January;
Monitor and evaluate the systems implementation every year and make essential
improvements to ensure its suitability to the LGU; and
Address issues relative to awards and incentives within fifteen (15) days from the date of
submission.
SECTION III. FUNDING. The LGU shall allocate at least 5% of the Human Resource Development (HRD)
for the PRAISE and incorporate the same in its annual Work and Financial Plan and budget.
SECTION IV. EFFECTIVITY. This Order shall take effect immediately.
DONE this 24th day of September 2013 at Santa Cruz, Davao del Sur, Philippines.

Municipal Mayor
74 | P R A I S E

-o0o-
PROGRAM ON AWARDS AND INCENTIVES FOR

SERVICE EXCELLENCE (PRAISE)
OF THE
LOCAL GOVERNMENT UNIT OF STA. CRUZ
In line with the Revised Policies on Employee Suggestions and Incentive Awards System
(ESIAS) provided under CSC Resolution No. 010112 and CSC MC No. 01 s. 2001, the Local
Government Unit (LGU) of Sta. Cruz, this municipality adopts the herein Program on Awards
and Incentives for Service Excellence (PRAISE) to be referred to as LGUPRAISE.
I.
OBJECTIVES
1.1
General
To encourage, recognize and reward employees, individually and in groups, for their
suggestions, innovative ideas, inventions, discoveries, superior accomplishments, heroic
deeds, exemplary behavior, extraordinary acts or services in the public interest and
other personal efforts which contribute to the efficiency, economy and improvement in
government operations, which lead to organizational productivity.
1.2
Specific
1.2.1
to establish a mechanism for identifying, selecting, rewarding and providing

incentives to deserving employees at the start of each year;
1.2.2
to identify outstanding accomplishments, best practices of employees on a

continuing basis;
1.2.3
to recognize and reward accomplishments and innovations periodically or as

the need arises;
1.2.4
to provide incentives and interventions to motivate employees who have

contributed
ideas,
suggestions,
inventions,
discoveries,
superior
accomplishments and other personal efforts.
75 | P R A I S E
II.
SCOPE
The System shall apply to all employees in the career and non-career service of this agency.
III.
DEFINITION OF TERMS
AGENCY - refers to departments, agencies, bureaus of the national government,

government-owned-and-controlled corporations with original charters, state universities
and colleges and local government units.
AWARD - recognition which may be monetary or non-monetary conferred on individual or

group of individuals for ideas, suggestions, inventions, discoveries, superior
accomplishments, exemplary behavior, heroic deeds, extraordinary acts or services in the
public interest which contribute to the efficiency, economy, improvement in government
operations which lead to organizational productivity.
CAREER - positions in the civil service characterized by (1) entrance based on merit and
fitness to be determined as far as practicable by competitive examination, or based on
highly technical qualifications; (2) opportunity for advancement to higher career positions;
and (3) security of tenure.
CONTRIBUTION - any input which can be in the form of an idea or performance (See also
Idea Type and Performance type contribution).
DISCOVERY - is the uncovering of something previously existing but found or learned for
the first time which will improve public service delivery.
IDEA TYPE CONTRIBUTION - refers to an idea, a suggestion or an invention or discovery

for improvement to effect economy in operation, to increase production and improve
working conditions.
INCENTIVE - monetary or non-monetary motivation or privilege given to an official or

employee for contributions, suggestions, inventions, ideas, satisfactory accomplishment or
demonstration of exemplary behavior based on agreed performance standards and norms
of behavior.
INVENTIONS - the creation of something previously non-existent which will benefit the
government.
NON-CAREER - positions expressly declared by law to be in the non-career service; or

those whose entrance in the service is characterized by (1) entrance on bases other than
those of the usual tests of merit and fitness utilized for the career service and (2) tenure
which is limited to the duration of a particular project for which purpose employment was
made.
76 | P R A I S E
IV.
PERFORMANCE TYPE CONTRIBUTION - refers to performance of an extraordinary act or

service in the public interest in connection with, or related to ones official employment; or
outstanding community service or heroic acts in the public interest; or sustained work
performance for a minimum period of one year which is over and above the normal position
requirement of the individual or group.
SUGGESTION - idea or proposal which improves work performance, systems and

procedures and economy in operations that will benefit the government.
SYSTEM - the agency awards and incentives program for employees.
TYPES OF AWARDS
4.1
National Awards
The agency shall participate in the search for deserving employees who may be
included in the screening of candidates for awards given by other government
agencies, private entities, NGOs and other award giving bodies such as the:
4.2
4.1.1
Presidential or Lingkod Bayan Award - conferred on

consistent, dedicated performance exemplifying the best in
occupation resulting in the successful implementation
performance, which is of significant effect to the public or
national interest, security and patrimony.
an individual for
any profession or
of an idea or
principally affects
4.1.2
Outstanding Public Official/Employee or Dangal ng Bayan Award - granted

to any public official or employee in government who has demonstrated
exemplary service and conduct on the basis of his or her observance of one or
more of the eight (8) norms of behavior described under Republic Act No. 6713
of the Code of Conduct and Ethical Standards for Government Officials and
Employees.
4.1.3
Civil Service Commission of the PAGASA Award - conferred on a group of

individuals or team who has demonstrated outstanding teamwork and
cooperation, which resulted in the successful achievement of its goal or has
greatly improved public service delivery, economy in operation, improved
working conditions or otherwise benefited the government in many other ways.
4.1.4
Other Awards - given by other government agencies, private institutions of

NGOs to an individual or team for contributions of an idea or performance that
directly benefited the government.
Department or Agency Level Awards
The agency shall develop and initiate the search for deserving employees who
may be included in the screening of candidates for awards to be given such as:
77 | P R A I S E
V.
4.2.1
Best Employee Award - granted to an individual or individuals who excelled

among peers in a functional group, position or profession. A cash award of not
less than the amount provided under relevant existing laws shall be given to
outstanding employees plus a certificate of recognition or other forms of
incentives as the committee may decide, e.g., Best Division Chief, Best Secretary,
Best Legal Officer, Best Driver, Best Utility Worker ad other similar awards.
4.2.2
Gantimpala Agad Award - given outright to employees commended by clients

for their courtesy, promptness, efficiency and dedication to duty.
4.2.3
Exemplary Behavior Award - based on the eight norms of conduct as

provided under RA 6713 (Code of Conduct and Ethical Standards). The awardee
will be automatically nominated by the LGU PRAISE Committee to the Dangal
ng Bayan Award.
4.2.4
Best Organizational Unit Award - granted to the top organizational unit

which may be a section, division or office on the basis of meeting organizations
performance targets and other pre-determined criteria.
4.2.5
Cost Economy Measure Award - granted to an employee or team whose

contributions such as ideas, suggestions, inventions, discoveries or performance
of functions result in savings in terms of man-hours and cost or otherwise
benefit the LGU and government as a whole. The monetary award shall not
exceed 20% of the monetary savings generated from the contribution.
4.2.6
Service Award - conferred on retirees whether under optional or compulsory

retirement schemes held during a fitting ceremony on or before the date of
their retirement.
4.2.7
Such other awards which the LGU may decide to give.
TYPES OF INCENTIVES
The agency shall continuously search, screen and reward deserving employees to
motivate them to improve the quality of their performance and instill excellence in public
service. As such the following types of incentives shall be regularly awarded:
5.1
Loyalty Incentive - granted to an employee who has served continuously and

satisfactorily the LGU for at least ten (10) years. Under existing policies, the recipient
shall be entitled to a cash award of not less than P300.00 but not more than 3,000.00
per year during the first ten years. Succeeding awards shall be given every five years
thereafter. The Loyalty Cash Bonus shall be granted based on the following;
78 | P R A I S E
Cumulative
No. of Years
10 yrs.
15 yrs.
20 yrs.
25 yrs.
30 yrs.
35 yrs.
40 yrs.

Annual Rate
per five years
P300.00
Plus P150.00 or P450.00

Plus P 50.00 or P500.00
Plus P 50.00 or P550.00
Plus P 50.00 or P600.00
Plus P 50.00 or P650.00
Plus P 50.00 or P700.00
Besides cash award, a lapel emblem/loyalty pin shall be given:
10 and 15 years
20 and 25 years
30, 35 & 40 years
Bronze
Silver
Gold
Other token such as wrist watch, ring, and others.

5.2
Length of Service Incentive - given to an employee who has rendered at least three
(3) years of continuous satisfactory service in the same position. The cash award shall
be incorporated in the salary adjustments following the Joint CSC-DBM Circular No. 1, s.
1990.
5.3
Productivity Incentive - in the amount of Two Thousand Pesos (P2,000.00) shall be

given to an employee who has exceeded his target or has incurred incremental
improvement over existing targets and One thousand Pesos (P1,000.00) shall be given
to an employee who have performed at least satisfactory for the year covered in
accordance with the agencys CSC-approved PES. This incentive shall follow relevant
existing guidelines.
5.4
Career and Self-Development Incentive - granted in recognition of an individual who

has satisfactorily completed a course or degree within or outside the country at ones
own expense. A plaque of recognition may be given to qualified individuals during the
LGUs anniversary celebration.
5.5
Retirement Award shall be given to a retiree who has rendered at least fifteen (15)
years of satisfactory government service which shall be in the form of a plaque of
appreciation and a 14 karat ring for those 60 years old above with at least 20 years in
service and a token for those who have less than 20 years in service to be determined
by the PRAISE Committee.
5.6
Medical Allowance in the amount of Two thousand Pesos (P2,000.00) per year shall be
given to all regular employees who have rendered at least one year continuous service.
5.7
Free Medical Examination - Compulsory medical examination shall be provided to all

regular employees before entering the service in the Government and shall be repeated
79 | P R A I S E
once a year during the tenure of employment; Provided that where medical examination
shows that medical treatment and/or hospitalization is necessary for those already in
the government service, the treatment and/or hospitalization including medicines shall
be provided free by the municipal government paying the salary of such employees:
Provided further, that the cost of such medical examination and treatment shall be
included as automatic appropriation the municipal budgets annual budget.
5.8
Staple Food Incentive shall be given to all regular employees in the amount of Seven
Thousand Two Hundred Pesos (P7,200.00) to help the employees in coping the present
economic crisis.
5.9
All employees who are required to render overtime services shall be given day off in lieu
of overtime pay.
5.10
Fringe Benefits - shall be given to all employees based on the following manner:
a.
b.
5.6
VI.
P10,000.00 - shall be given to all municipal employees who have

rendered at least two (2) years continuous service in the LGU;
P5,000.00 - shall be given to all municipal employees who have
rendered at least one (1) year of continuous service in the LGU.
Other incentives which the LGUs PRAISE Committee may recommend on the basis of
special achievements, innovative approaches to assignments, exemplary service to the
public and recognition by an outside group of a particular achievement.
FORMS OF AWARDS AND INCENTIVES

6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
Compensatory Time-Off - granted to an employee who has worked beyond his

regular office hours on a project without overtime pay.
Flexiplace - work arrangement allowed for qualified employee/s who has demonstrated
responsibility, initiative, and capacity to produce output/result and accomplishment
outside of the workplace subject to established guidelines.
Salu-salo Together - meal hosted by superiors or supervisors for employees who
have made significant contributions.
Personal Growth Opportunities - incentives which may be in the form of attendance
in conferences on official business, membership in professional organizations, books,
journals, tapes, travel packages and other learning opportunities.
Trophies, Plaques and Certificates
Monetary Award
Travel Packages
Other Incentives - incentives in kind which may be in the form of merchandise,
computers, pagers, cellular phones, reserved parking space, recognition posted at the
Wall of Fame, feature in LGU publication, and others.
80 | P R A I S E
VII.
PRAISE COMMITTEE
The PRAISE Committee shall have the following specific responsibilities and
composition. It shall be responsible for the development, administration, monitoring and
evaluation of the awards and incentives system of the LGU. As such, the Committee shall meet
periodically to perform the following tasks:
establish a system of incentives and awards to recognize and motivate employees for their
performance and conduct;
formulate, adopt and amend internal rules, policies and procedures to govern the conduct
of its activities which shall include the guidelines in evaluating the nominees and the
mechanism for recognizing the awardees;
determine the forms of awards and incentives to be granted;
monitor implementation of approved suggestions and ideas through feedback and reports;
prepare plans, identify resources and propose budget for the system on an annual basis;
develop, produce, distribute a System policy manual and orient the employees on the same;
document best practices, innovative ideas and success stories which will serve as
promotional materials to sustain interest and enthusiasm;
submit an annual report on the awards and incentives system to the CSC on or before the
thirtieth day of January;
monitor and evaluate the Systems implementation every year and make essential
improvements to ensure its suitability to the LGU; and
address issues relative to awards and incentives within fifteen (15) days from the date of
submission.
To implement the System effectively, the PRAISE Committee members are

expected to possess positive attitude; be capable of implementing submitted
ideas; open-minded; decisive; have tolerance for stress or pressure; and actively
participate in all committee meetings.
The head of the LGU of Sta. Cruz or authorized representative shall be responsible in
overseeing the Systems operations and the Human Resource Management Unit shall
serve as the Systems Secretariat.
The LGU may, however, employ an external or independent body to assist the
LGUPRAISE Committee to judiciously and objectively implement the system of
incentives and awards.
a. Municipal Mayor or authorized representative;
b. Highest ranking employee in charge of human resource management of the
career service employee directly responsible for personnel management;
c. The Municipal Planning and Development Officer
d. The Municipal Budget Officer
e. The Municipal Treasurer; and
f. Two (2) representatives of the career rank-and-file employee who shall serve for a
period of two years and chosen through a general assembly or any other mode of
81 | P R A I S E
selection to be conducted for the purpose or designated by the accredited union

(one from the first level and one from the second level).
VIII.
FUNDING
The LGU shall allocate at least 5% of the Human Resource Development (HRD) for the
PRAISE and incorporate the same in its annual Work and Financial Plan and budget.
IX.
EFFECTIVITY
The LGUPRAISE shall become effective after final evaluation by the CSC. Subsequent
amendments shall likewise be submitted to CSC Regional Office for evaluation and shall take
effect immediately.
X.
COMMITMENT
I hereby commit to implement and abide by the provisions of this LGUPRAISE which
shall be the basis for the grant of awards and incentives including Productivity Incentive Bonus.
The annual PRAISE Report shall be submitted to the CSC Regional Office concerned on
or before the thirtieth day of January to enable our employees to qualify for nomination to the
CSC-sponsored national awards.

Municipal Mayor
CSC Action:
I have evaluated the herein agency PRAISE and found it to be in accordance with the
provision of CSC MC 01, S. 2001 and may now be implemented.

Director IV
Region XI
December 6, 2001
82 | P R A I S E
Grievance
Machinery
83 | G R I E V A N C E

-o0o-
OFFICE OF THE MAYOR
EXECUTIVE ORDER No. 08-13

AN ORDER RECONSTITUTING GRIEVANCE MACHINERY OF SANTA CRUZ, DAVAO DEL SUR AND
DESIGNATION OF MEMBERS THEREOF.
WHEREAS, CSC Resolution No. 010113, dated January 10, 2001, contained with the Revised Policies on
the Settlement of Grievance in the Public Sector and implemented through CSC Memorandum Circular
No. 2, series of 2001;
WHEREAS, the objectives of establishing this machinery are to created a work atmosphere conducive to
good supervisor-employee relations and improved employee morale; settle grievance at the lowest
possible level in the organization; and serve as the catalyst for the development of capabilities of
personnel on dispute settlement, especially among supervisors in the LGU;
WHEREAS, the Grievance Machinery applies to all levels of officials and employees in the LGU and it
may also apply to non-career employees whenever applicable;
WHEREAS, there is a need to establish a Grievance Machinery, a system or method of determining and
finding the best way to address the specific cause or causes of grievance.
NOW, THEREFORE, I, JOEL RAY L. LOPEZ, Municipal Mayor of Santa Cruz, Davao del Sur, by virtue of
the powers vested in me by law, do hereby ORDER:
SECTION I. CREATION. The Grievance Machinery shall be created/established with the following
composition:
Chairperson
ATTY. ENGELBERT R. CALGAS

Municipal Legal Officer/Acting Municipal Administrator
Members
Ms. ELSA L. VILLAFLOR

Ms. MARY GRACE A. BALINGAN
(Authorized Representative)
Mr. MICHAEL RYAN D. BAJO
Planning Officer I
(2nd Level Representative)
Ms. OMMI KHARZOM L. BUAT

(1st Level Representative Alternate)
SECTION II. FUNCTION. The Grievance Committee shall have the following functions and responsibilities:
1.
Establish its own internal procedures and strategies. Membership in the grievance
committee shall be considered part of the members regular duties;
2.
Develop and implement pro-active measures or activities to prevent grievance such as

employee assembly which shall be conducted at least once every quarter, talakayan,
counseling and other HRD interventions. Minutes of the proceedings of these activities
shall be documented for audit purposes;
3.
Conduct continuing information drive on Grievance Machinery among officials and

employees in collaboration with the personnel unit;
4.
Conduct dialogue between and among the parties involved;
5.
Conduct an inquiry and hearing within ten (10) working days from receipt of the
grievance and render a decision within five (5) working days after the inquiry. Provided,
however, that where the object of the grievances is the grievance committee, the
aggrieved party may submit the grievance to top management;
6.
Direct the documentation of the grievance including the preparation and signing of
written agreements reached by the parties involved;
7.
Issue Certification on the Final Action on the Grievance (CFAG) which shall contain,
among other things, the following information: history and final action taken by the LGU
on the grievance; and
8.
Submit a quarterly report of its accomplishments and status of unresolved grievances to

the Civil service Commission Regional Office concerned.
SECTION III. APPLICATION OF GRIEVANCE MACHINERY. The following instances shall be acted upon
through the grievance machinery:
a.
Non-implementation of policies, practices and procedures on economic and financial

issues and other terms and conditions of employment fixed by law, including salaries,
incentives, working hours, leave benefits such as delay in the processing of overtime
pay, unreasonable withholding of salaries and inaction on application for leave;
b.
Non-implementation of policies, practices and procedures which affect employees from

recruitment to promotion, detail, transfer, retirement, termination, lay-offs, and other
related issues that affect then such as failure to observe selection process in
appointment, and undue delay in the processing of retirement papers;
c.
Inadequate physical working conditions such as lack of proper ventilation in the

workplace, and insufficient facilities and equipment necessary for the safety and
protection of employees whose nature and place of work are classified as high risk or
hazardous;
d.
Poor interpersonal relationships and linkages such as unreasonable refusal to give

official information by one employee to another;
e.
Protest on appointments; and
f.
All other matters giving rise to employee dissatisfaction and discontentment outside of
those cases enumerated above.
The following cases shall not be resolved through the grievance machinery:
a.
Disciplinary cases which shall be resolved pursuant to the Uniform Rules on

Administrative Cases;
b.
Sexual harassment cases as provided for in RA 7877; and
c.
Union-related issues and concerns.
SECTION IV. GRIEVANCE PROCEDURES. The procedures for seeking redress of grievances shall be as
follows:
1.
Discussion with Immediate Supervisor. At the first instance, a grievance shall be presented
verbally or in writing by the aggrieved party to his or her immediate supervisor.
The supervisor shall inform the aggrieved party of the corresponding action within three
(3) working days from the date of presentation.
Provided, however, that where the object of the grievance is the immediate supervisor,
the aggrieved party may bring the grievance to the next higher supervisor.
2.
Appeal to the Higher Supervisor. If the aggrieved party is not satisfied with the verbal
decision, he or she may submit the grievance in writing, within five (5) days to the next
higher supervisor who shall render his or her decision within (5) working days from receipt
of the grievance.
3.
Appeal to the Grievance Committee. The decision of the next higher supervisor may be
elevated to the grievance committee within five (5) working days from receipt of the
decision of the next higher supervisor.
The grievance committee may conduct an inquiry and hearing within ten (10) working
days after the investigation. Provided, however, that where the object of the grievance
is the grievance committee, the aggrieved party may submit the grievance to top
management.
4.
Appeal to Top Management. If the aggrieved party is not satisfied with the decision of the
grievance committee, he or she may elevate his or her grievance within five (5) working days
from receipt of the decision through the committee to top management who shall make the
decision within ten (10) working days after the receipt of the grievance. Provided, however,
that where the object of the grievance is the top management, the aggrieved party may
bring his or her grievance directly to the Civil Service Commission Regional Office.
5.
Appeal to the Civil Service Commission Regional Office. If the aggrieved party is not
satisfied with the decision of top management, he or she may appeal or elevate his or her
grievance to the Civil Service Commission Regional Office concerned within fifteen (15)
working days from the receipt of such decision. Together with the appeal, the aggrieved
party shall submit a Certification on the final Action on the Grievance (CFAG). The Civil
Service Commission Regional Office shall rule on the appeal in accordance with existing civil
service law, rules and regulations.
SECTION V. EFFECTIVITY. This Grievance Machinery shall take effect immediately upon approval by the
Civil Service Commission Regional Office concerned.
SECTION VI. COMMITMENT. I hereby commit to implement the provisions of this Grievance Machinery
and take necessary action in accordance with existing civil service law and rules against supervisors or
officials who refuse to act on a grievance brought before their attention.

Municipal Mayor
September 24, 2013


-o0o-
OFFICE OF THE MAYOR

MEMORANDUM ORDER NO. 001-A
Series of 2003
ALL LOCAL OFFICIALS AND EMPLOYEES
Sta. Cruz, Davao del Sur

SUBJECT
INSTALLATION OF GRIEVANCE MACHINERY
GRIEVANCE MACHINERY
In line with the Revised Policies on the Settlement of Grievance in the Public Sector
contained in CSC Resolution No. 010113, dated January 10, 2001 and implemented through
CSC Memorandum Circular No. 02, s. 2001, the Local Government Unit (LGU), this municipality
hereby adopts the herein Grievance Machinery.
I.
OBJECTIVES
1.
General
Create a work atmosphere conducive to good supervisor-employee relations

and improved employee morale.
2.
II.
Specific
2.1
Active and strengthen LGUs existing grievance machinery;
2.2
Settle grievances at the lowest possible level in the organization; and
2.3
Serve as a catalyst for the development of capabilities of personnel on dispute

settlement, especially among supervisors in the LGU.
SCOPE
The Grievance Machinery applies to all levels of officials and employees in the LGU. It may also
apply to non-career employees whenever applicable.
III.
DEFINITION OF TERMS
Accredited or Recognized Employee Union an employee union accredited pursuant
to Executive Order No. 180 and its implementing rules and regulations.
Bilis Aksyon Partner - is the counterpart Action Officer of the Civil Service Commission
under the Mamayan Muna Program in the LGU pursuant to CSC MC No. 3, s. 1994.
Grievance - a work-related discontentment or dissatisfaction which had been
expressed verbally or in writing and which, in the aggrieved employees opinion, has
been ignored or dropped without due consideration.
Grievance Machinery - a system or method of determining and finding the best way
to address the specific cause or causes of grievance.
IV.
APPLICATION OF GRIEVANCE MACHINERY

The following instances shall be acted upon through the grievance machinery:
g.
Non-implementation of policies, practices and procedures on economic and financial

issues and other terms and conditions of employment fixed by law, including salaries,
incentives, working hours, leave benefits such as delay in the processing of overtime
pay, unreasonable withholding of salaries and inaction on application for leave;
h.
Non-implementation of policies, practices and procedures which affect employees from

recruitment to promotion, detail, transfer, retirement, termination, lay-offs, and other
related issues that affect then such as failure to observe selection process in
appointment, and undue delay in the processing of retirement papers;
i.
Inadequate physical working conditions such as lack of proper ventilation in the

workplace, and insufficient facilities and equipment necessary for the safety and
protection of employees whose nature and place of work are classified as high risk or
hazardous;
j.
Poor interpersonal relationships and linkages such as unreasonable refusal to give

official information by one employee to another;
k.
Protest on appointments; and
l.
All other matters giving rise to employee dissatisfaction and discontentment outside of
those cases enumerated above.
The following cases shall not be resolved through the grievance machinery:
V.
d.
Disciplinary cases which shall be resolved pursuant to the Uniform Rules on

Administrative Cases;
e.
Sexual harassment cases as provided for in RA 7877; and
f.
Union-related issues and concerns.
GRIEVANCE PROCEDURES
The procedures for seeking redress of grievances shall be as follows:
3.
Discussion with Immediate Supervisor. At the first instance, a grievance shall be

presented verbally or in writing by the aggrieved party to his or her immediate supervisor.
The supervisor shall inform the aggrieved party of the corresponding action within three (3)
working days from the date of presentation.
Provided, however, that where the object of the grievance is the immediate supervisor, the
aggrieved party may bring the grievance to the next higher supervisor.
4.
Appeal to the Higher Supervisor. If the aggrieved party is not satisfied with the verbal
decision, he or she may submit the grievance in writing, within five (5) days to the next
higher supervisor who shall render his or her decision within (5) working days from receipt
of the grievance.
3.
Appeal to the Grievance Committee. The decision of the next higher supervisor may be
elevated to the grievance committee within five (5) working days from receipt of the
decision of the next higher supervisor.
The grievance committee may conduct an inquiry and hearing within ten (10) working days
after the investigation. Provided, however, that where the object of the grievance is the
grievance committee, the aggrieved party may submit the grievance to top management.
4.
Appeal to Top Management. If the aggrieved party is not satisfied with the decision of the
grievance committee, he or she may elevate his or her grievance within five (5) working days
from receipt of the decision through the committee to top management who shall make the
decision within ten (10) working days after the receipt of the grievance. Provided, however,
that where the object of the grievance is the top management, the aggrieved party may
bring his or her grievance directly to the Civil Service Commission Regional Office.
6.
Appeal to the Civil Service Commission Regional Office. If the aggrieved party is not
satisfied with the decision of top management, he or she may appeal or elevate his or her
grievance to the Civil Service Commission Regional Office concerned within fifteen (15)
working days from the receipt of such decision. Together with the appeal, the aggrieved
party shall submit a Certification on the final Action on the Grievance (CFAG). The Civil
Service Commission Regional Office shall rule on the appeal in accordance with existing civil
service law, rules and regulations.
VI.
GRIEVANCE COMMITTEE
The composition and responsibilities are as follows:
COMPOSITION:
Chairperson
: ATTY. JOEL RAY L. LOPEZ

Municipal Mayor
Members
: REMEDIOS E. JULIAN
nd
Market Supervisor (2 Level)
ROBERTO FLORENTINO
Agricultural Technician (2nd Level)
ESTELA A. RAGAS
st
Revenue Collection Clerk (1 Level)
AIDELITA P. AGUILAR
Sanitary Inspector (1st Level)
Only permanent officials and employees, whenever applicable, shall be appointed or

elected as members of the grievance committee.
In the appointment or election of the committee members, their integrity, probity,
sincerity and credibility shall be considered.
The Local Chief Executive shall ensure equal opportunity for men and women to be
represented in the grievance committee.
a.
The chairperson shall be the Chief or Head of the Administrative Division;
b.
Two (2) Division Chiefs or their equivalent positions chosen from among themselves;
c.
Two (2) members from the rank-and-file who shall serve for a term of two (2) years and
chosen through a general assembly or any mode of selection to be conducted for the
purpose; one from the first level and another from the second level. In offices where
there are accredited or recognized employee unions, the rank-and-file representatives
shall be those named by the employee union. The first level representative shall
participate in the resolution of the grievance of first level employees while the second
level representative shall participate in the resolution of grievance of second level

employees; and
d.
The Bilis Aksyon Partner (BAP) duly designated.
e.
The Local Chief Executive or his or her duly designated representative shall be
appointed as member of the grievance committee.
The personnel unit shall extend secretariat services to the grievance committee.
RESPONSIBILITIES
In addition to finding the best way to address specific grievance, the committee shall have the
following responsibilities:
1.
Establish its own internal procedures and strategies. Membership in the grievance
committee shall be considered part of the members regular duties;
2.
Develop and implement pro-active measures or activities to prevent grievance such as

employee assembly which shall be conducted at least once every quarter, talakayan,
counseling and other HRD interventions. Minutes of the proceedings of these activities
shall be documented for audit purposes;
3.
Conduct continuing information drive on Grievance Machinery among officials and

employees in collaboration with the personnel unit;
4.
Conduct dialogue between and among the parties involved;
5.
Conduct an inquiry and hearing within ten (10) working days from receipt of the
grievance and render a decision within five (5) working days after the inquiry. Provided,
however, that where the object of the grievances is the grievance committee, the
aggrieved party may submit the grievance to top management;
6.
Direct the documentation of the grievance including the preparation and signing of
written agreements reached by the parties involved;
7.
Issue Certification on the Final Action on the Grievance (CFAG) which shall contain,
among other things, the following information: history and final action taken by the LGU
on the grievance; and
8.
Submit a quarterly report of its accomplishments and status of unresolved grievances to

the Civil service Commission Regional Office concerned.
VII. GRIEVANCE FORMS

The following forms shall be used:
1. Grievance Form
GRIEVANCE FORM
_____________________
Date Filed
_______________________________________
Name of Aggrieved Party
_______________________________________
Position Title/Designation (if any)
_____________________________
Section/Division/Office
__________________________________________
Aggrieved Partys Higher Supervisor
Nature/Subject of Grievance:
____________________________________
____________________________________
____________________________________
____________________________________
Action Desired
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________________
Signature of Aggrieved Party
2. Grievance Agreement Form
GRIEVANCE AGGREEMENT FORM

Name of Parties to a Grievance___________________________________________________________________
Nature of the Grievance __________________________________________________________________________
Steps Toward Settlement__________________________________________________________________________
Agreement/s Reached_____________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
We promised to abide by the above-stated agree
_______________________________
Aggrieved Party
__________________________________
Subject of Grievance
_____________________________________
Chairman-Grievance Committee
__________________
Date
3. Certificate of Final Action on the Grievance
CERTIFICATE OF FINAL ACTION ON THE GRIEVANCE

This certifies that the grievance file by _____________________________________________________________
(Aggrieved Party)
on _________________ has been acted upon by this Committee on ________________________________.
Final Action Taken: ____________________________________________
_____________________________________________
Date __________________
______________________________________
Chairman
Grievance Committee
VIII.
EFFECTIVITY
This Grievance Machinery shall take effect immediately upon approval by the Civil Service
Commission Regional Office concerned.
IX.
COMMITMENT
I hereby commit to implement the provisions of this Grievance Machinery and take necessary
action in accordance with existing civil service law and rules against supervisors or officials who
refuse to act on a grievance brought before their attention.

Municipal Mayor
January 3, 2003
CSC Action:
I have evaluated the herein agency Grievance Machinery and found it to be in accordance with
the provision of CSC MC 02, s. 2001 and may now be implemented.

CSC Regional Director
February 2003
SPMS Manual
Strategic Performance
Management System
96 | S P M S
CONTENTS
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.
XIII.
XIV.
XV.
XVI.
A Background
The Concept
The Objectives
Basic Elements
Enabling Mechanism
The Scope
The Key Players
The SPMS Process
A.
Performance Planning & Commitment
B.
Performance Monitoring & Coaching
C.
Performance Review & Evaluation
D.
Performance Rewarding & Development Planning
Rating Period
Computing the Rating
Rating Scale
Intervening Tasks
Uses of Performance Ratings
Sanctions
Appeals
Transition
99
100
100
101
102
103
104
106
109
110
112
113
113
117
119
119
120
121
122
ANNEXES
ANNEX A: Executive Order Creating the PMT
ANNEX B: Quarterly Accomplishment Report
ANNEX C: Major Final Outputs and Success Indicators
C.1. Office of the Mayor
C.1.1. Administrative Section
C.1.2. Human Resource Management Section
C.1.3. Business Permits & Licensing Section
C.1.4. General Services Section
C.1.5. Housing & Homesite Regulation Office
C.1.6. Investment Promotion & Tourism Office
C.2. Office of the Sanggunian Bayan
C.3. Office of the Mun. Plng. & Development Coordinator
C.4. Office of the Municipal Budget Officer
C.5. Office of the Municipal Accountant
C.6. Office of the Municipal Assessor
C.7. Office of the Municipal Treasurer
C.8. Office of the Municipal Civil Registrar
C.9. Office of the Municipal Health Officer
124
126
127
128
130
131
132
133
134
135
137
139
141
142
143
145
97 | S P M S
C.10. Office of the Municipal Social Welfare & Devt. Officer

C. 11. Office of the Municipal Agriculturist
C.12. Office of the Municipal Engineer
C.13. Office of the Economic Enterprise Manager
ANNEX D: Performance Standard Guide
D.1. Office of the Mayor
D.1.1. Administrative Section
D.1.2. Human Resource Management Section
D.1.3. Business Permits & Licensing Section
D.1.4. General Services Section
D.1.5. Housing & Homesite Regulation Office
D.1.6. Investment Promotion & Tourism Office
D.2. Office of the Sanggunian Bayan
D.3. Office of the Municipal Planning & Devt. Coordinator
D.4. Office of the Municipal Budget Officer
D.5. Office of the Municipal Accountant
D.6. Office of the Municipal Assessor
D.7. Office of the Municipal Treasurer
D.8. Office of the Municipal Civil Registrar
D.9. Office of the Municipal Health Officer
D.10. Office of the Municipal Social Welfare & Devt. Officer
D. 11. Office of the Municipal Agriculturist
D.12. Office of the Municipal Engineer
D.13. Office of the Economic Enterprise Manager
D.14. Common Output
ANNEX E: SPMS Calendar
ANNEX F: Office Performance Commitment & Review (OPCR)
ANNEX G: Individual Performance Commitment & Review (IPCR)
ANNEX H: Monitoring and Coaching Journal
ANNEX I: Professional Development Plan
ANNEX J: Output Rating Sheet
ANNEX K: Monthly Performance Output Report (MPOR)
ANNEX L: Summary of MPOR
146
148
151
154
SPMS Manual Staff
281
157
160
177
179
183
186
191
193
197
205
216
218
225
234
237
242
251
259
265
273
274
275
276
277
278
279
280
98 | S P M S
SPMS Manual
Municipal Government of Sta. Cruz Davao del Sur
I. A BACKGROUND
The Local Government Unit of Sta. Cruz has adopted the Performance Evaluation
System (PES) in measuring/evaluating the employees performance. It was established in year
2003 and is still being used up to the present.
Since the implementation of the PES, there are many issues that the employees have
encountered as far as performance appraisal is concerned. The PES is found to be generally
ineffective in the sense that many department heads rely on their staff in setting individual
targets as well as in determining ratings without these being fully discussed between the rater
and the ratee. The members of the Performance Evaluation Review Committee (PERC)
experienced difficulty in discharging their duties and functions as they are the ones in-charge
in the review of employees Performance Target and Performance Rating because the
preparation of the employees Performance Target and Performance Rating was done at same
time at the end of the rating period. As to the employees, they do not take it seriously when
accomplishing the PES form. For some, the PES are done for mere compliance so as they can
receive Productivity Incentive Bonus (PIB) at the end of the year.
In the existing Performance Evaluation System (PES) of LGU Sta. Cruz, there are no
performance standards set. The ratings are subjective as all get either Very Satisfactory or
Outstanding even those who do not perform their work well. Further, there is no commitment
between the rater and the ratee.
To address all of these issues and weaknesses found in the existing performance
evaluation system, the LGU Sta. Cruz hereby adopts a new system, the so called Strategic
Performance Management System (SPMS). This is in pursuance to CSC Memorandum Circular
No. 6, s. 2012, which mandates all government agencies to establish the SPMS which gives
emphasis on the strategic alignment of the LGUs thrusts with the day-to-day operations of the
LGU Offices. The SPMS focuses on measures of performance results that are reviewable over
the period of the implementation and provides a scientific and verifiable basis in assessing
organizational performance and the collective performance of individuals in the organization.
With the establishment of the SPMS in LGU Sta. Cruz, the culture of
performance and the accountability of the individuals are hoped to be
strengthened.
99 | S P M S
II. THE CONCEPT

The SPMS is a systematic process by which an agency involves its employees, as individuals and
as members of a work unit, in improving organizational effectiveness in the realization of the agencys
vision, mission and strategic goals.
With SPMS, the accomplishment of work performance by employees is tightly linked with the
over-arching vision of the agency so that, whether as separate individuals or as a component of a
collective in the unit to which they belong, the employees work targets and subsequently their work
accomplishments serve to advance the attainment of organizational goals.
As a result, the SPMS shows an inextricable connection between individual performance and
organizational performance, hence, addressing the gap experienced in the past when individual work as
loosely hinged, if not often separate and distinct from, organizational objectives.
As an instrument that measures work performance by individual employees and the work units
to which they belong, including the work performance of the entire agency, the SPMS becomes a tool
for managing performance in ways whereby work accomplishments are monitored throughout the span
of the performance rating period, and not merely paid attention at the end of such period when ratings
are already determined. With a premium on performance management, the SPMS attempts to raise the
notch for work productivity both of the individual employee and of the whole organizational in tandem.
With work productivity raised at a higher level, expected to emerge as consequences are the
delivery of more efficient and more effective services to the public and the elevation of satisfaction on
the part of the clients.
III. THE OBJECTIVES

The core objectives of the SPMS of the Municipal Government of Sta. Cruz is to provide the
means through which better results can be attained from the organization, its work units, and the
individuals composing these work units by managing performance.
Specifically, the objectives of the SPMS of the Municipal Government of Sta. Cruz are as
follows:
To concretize the linkage of the overall performance of the Municipal Government of
Sta. Cruz with its Municipal Comprehensive Development Plan and the Philippine
Development Plan;
To ensure organizational effectiveness by cascading institutional accountabilities to the
various levels of the organization anchored on the establishment of a scientific basis for
performance targets and measures;
To link performance management with other HR systems using one platform, such that
only one basis is used in performance evaluation, HR planning and interventions,
rewards and incentives, discipline and personnel actions;
100 | S P M S
To improve organizational and individual performance through a systematic approach

via an ongoing process of establishing strategic performance objectives, measuring
performance, and collecting, analyzing, reviewing, and reporting performance data; and
To align individual and organizational performance with the latters strategic goals by
putting premium on performance results of the organization.
IV. BASIC ELEMENTS

The SPMS of the Municipal Government of Sta. Cruz is composed of these basic elements:
1. Goal Alignment Between the Mandate of the Municipal Government of Sta. Cruz
and its Organizational Priorities
Performance goals and measurements are aligned to the national development plans
and the mandate, vision, mission and strategic priorities of the Municipal Government
of Sta. Cruz. Standards are pre-determined to ensure efficient use and management
of inputs and work processes. These standards are integrated into the success
indicators of each Major Final Output. Organizational objectives are cascaded down
to operational level.
2.
Objectivity
The results of the assessment of office performance and of individual performance
are impartial owing to scientific and verifiable basis for target setting and evaluation.
3.
Outputs/Outcomes-Based
The system puts premium on Major Final Outputs that contribute to the realization of
organizational mandate, vision, mission, strategic priorities, outputs and outcomes.
4.
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 work plan or commitment and rating form is linked to the
division/unit/office work plan or commitment and rating form in order to establish a
clear linkage between organizational performance and personnel performance.
5.
User-Friendly Forms
The forms used for both the organization and individual performance are similar and
easy to accomplish. The organizational and the individual performance forms are
similar and easy to accomplish. The organizational and individual Major Final Outputs
and their respective success indicators are aligned to facilitate cascading of
organizational goals to the individual staff members and the harmonization of
organizational and individual performance ratings.
6.
Information System Supporting Monitoring and Evaluation

Monitoring and evaluation mechanisms and an information system are vital
components of the SPMS in order to facilitate the linkage between organizational and
employee performance. The monitoring and evaluation mechanisms and an
information system ensure the generation of timely, accurate and reliable information
101 | S P M S
for both performance monitoring/tracking, accomplishment reporting, program

improvement and policy decision-making.
7.
Communication Plan
A program to orient agency officials and employees on the new and revised policies
on the SPMS is a must so as to promote awareness and interest on the system to
generate employees appreciation for the SPMS as a management tool for
performance planning, control and improvement, and to guarantee employees
internalization of their role as partners of management and of their co-employees in
meeting organizational performance goals.
V. ENABLING MECHANISMS
For SPMS to be effective, an environment conducive to its full fruition, such that the objectives
it desires to attain can be realized to its maximum, needs to be in place.
This suitable environment for SPMS needs to possess the following factors as its enabling
mechanism:
A Recruitment System that identifies competencies and other attributes that are
required for particular jobs or functional groups;
Job Competency Standards that determine the necessary HR interventions in order to
address competency gaps;
An adequate Rewards and Incentives System that appropriately confers recognition to
deserving personnel;
An institutionalized Mentoring and Coaching Program that ignites work motivation
among lowly performing individuals while sparking higher work drive among highly
performing personnel;
An Information and Communication Program that supports project documentaries,
knowledge management, monitoring and evaluation;
A Change Management Program that inspires acceptance and enthusiasm from the
employees in the face of impending changes that are introduced or that naturally
happen as a consequence of changes in the external environment of the organization;
and
A Mechanism for Policy Review and Formulation that considers both the internal and
the external circumstances, shifting demands and opportunities, emerging trends vis-vis traditional values, and other factors.
102 | S P M S
VI. THE SCOPE

The SPMS is an instrument for determining, managing and measuring the individual and the
office performances with success indicators anchored in the targets and measures set.
This applies to all officials and employees of the Municipal Government of Sta. Cruz, whether
they occupy first-level or second-level positions in the career service. Whenever appropriate, this also
applies to employees in the non-career service.
VII. THE KEY PLAYERS

Vital to the successful implementation to the SPMS are the human resources comprising the
Municipal Government of Sta. Cruz. Each individual, regardless of position, assumes a role to play in the
SPMS plot.
Hereunder are the key players of the SPMS and the respective functions they perform:
PLAYER
The SPMS Champion

(Municipal Mayor)
ROLE
Asst. SPMS Champion
The Performance
Management Team (PMT)
(Please see Annex A at page 123)
Primarily responsible and accountable for the establishment and

the implementation of the SPMS.
Sets agency performance goals/objectives and performance measures.
Determines agency target setting period.
Approves the performance commitment and rating of all work
units as reflected on their respective Office Performance
Commitment and Rating (OPCR) forms.
Assesses the performance of all work units.
Sets consultation meeting of all heads of work units for the
purpose of discussing the targets set in the OPCR form.
Ensures that the performance targets and measures of work
units, as well as the budget for these, are aligned with those of
the agency, and that the distribution of work among the work
units is rationalized;
Consolidates, reviews, validates and evaluates the performance
assessment of work units after the SPMS pilot-testing period
based on these work units reported accomplishments against
the success indicators, and the allotted budget against the actual
expenses. The result of the assessment is its basis for
recommendation to the Municipal Mayor, who determines the
final rating of work units. During the SPMS pilot-testing period,
this role is assigned to the Planning Office.
Recommends approval of the office performance commitment
and rating of the work units to the Municipal Mayor.
Acts as the appeals body and the final arbiter for issues arising
from work performance management.
103 | S P M S
The Planning Office
The Human Resource

Management Office
Identifies potential top performers and provides inputs to the

PRAISE Committee in the grant of awards and incentives.
Adopts its own internal rules, procedures and strategies in
carrying out the foregoing roles, including such matters as
setting the schedule of its meetings and deliberations and
delegating authority to representatives of its members in case of
their absence during meetings.
Acts as the Secretariat of the PMT.
Monitors the submission of the OPCR form by various heads of
work units, and sets the schedule for the review/evaluation of the
commitments of all work units by the PMT before the start of the
performance period.
Consolidates, reviews, validates and evaluates the initial
performance assessment of all work units based on their
reported accomplishments against the success indicators, and
the allocated budget against the actual expenses. The result of
this assessment, which is done during the pilot-testing period of
the SPMS, is submitted to the PMT, which recommends the same
to the Municipal Mayor who shall determine the final rating of
the work units. After the pilot-testing period, this role pertaining
to the consolidation, review, validation and evaluation of
performance of the work units, is assumed by the PMT.
Conducts the agencys Annual Performance Planning and Review
Conference of all heads of work units for the purpose of
discussing the performance assessment of these work units in
the preceding performance period and of planning for the
approaching performance period. This includes discussion
pertaining to budget utilization with relevant data being
provided by the Municipal Budget Officer, Municipal Accountant
and the Municipal Treasurer.
Provides to every work unit its final performance rating which
serves as basis by the heads of these work units in rating
individual staff members under them.
Monitors the submission of Individual Performance Commitment
and Review (IPCR) form by heads of work units.
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 performance rating of the
work unit to which these employees belong as recommended by
the PMT and as approved by the Municipal Mayor.
Provides analytical data on retention, skill/competency gaps, and
talent development plans that align with strategic plans.
Coordinates developmental interventions that will form part of
the HR Plan.
104 | S P M S
The Head of Work Unit
Individual Employees
Assumes primary responsibility for the management of

performance in his/her work unit.
Conducts a strategic planning session with personnel under
him/her before the start of the performance period in order to
agree on the outputs that are to be accomplished in the ensuing
performance period as based on the goals/objectives of the
organization, and submits to the planning office the targets of
his/her work unit as reflected on the OPCR form.
Reviews and approves individual employees targets as shown on
their respective IPCR forms, and submits the same to the HRM
office before the start of the performance period.
Submits a Quarterly Accomplishment Report to the Planning
Office based on the SPMS Calendar.(Please see Annex B)
Does the initial assessment of his/her work units performance
using the OPCR form.
Determines the final performance rating of the individual
employees in his/her work unit based on proof of their
performance and using as reference the performance rating of
his/her work unit as approved by the Municipal Mayor, taking
into mind that the average performance rating of employees
should not be higher than the performance rating of the work
unit to which they belong.
Identifies necessary intervention to employees based on the
assessment of their developmental needs and consequently does
the following:
Recommends and discusses a development plan with the

individual
employees
who
obtain
Unsatisfactory
performance rating during the rating period not later than
one month after the end of said period, and prepares a
written notice to said employees that a succeeding
Unsatisfactory performance shall warrant their separation
from the service.
Provides preliminary rating to the employees showing Poor

performance rating not earlier than the third month of the
rating period, recommends a developmental plan for said
employees and discusses this with them, and issued a written
notice that failure to improve their work performance shall
warrant their separation from the service.
Act as partners of the management in meeting performance

goals of the entire organization. Act as partners of their fellow
employees in meeting performance goals of their own work unit.
Table 1: Key Players and their Roles
105 | S P M S
VIII.THE SPMS PROCESS

The SPMS follows the four-stage performance management cycle framework ( please see
Diagram 1 below). At the start of the SPMS cycle, Performance Planning and Commitment kicks off as
the first stage. It is followed by Performance Monitoring and Coaching stage, after which is Performance
Review and Evaluation stage as followed by Performance Rewarding and Development Planning stage.
The four stages take place one after another within the performance period such that the
cycle repeats itself in the next and succeeding performing periods.
START
HERE
PERFORMANCE
PLANNING AND
PERFORMANCE
MONITORING
COMMITMENT
AND COACHING
PERFORMANCE
REWARDING AND
DEVELOPMENT
PLANNING
PERFORMANCE
REVIEW AND
EVALUATION
Diagram 1: The SPMS Cycle
A.
Performance Planning and Commitment

The cycle begins with this stage. Done even before the performance period
commences, Performance Planning and Commitment takes place when the heads of
work units meet the members of their respective staff in order to agree on the
outputs that should be accomplished in their own work unit as based on the larger
organizational goals.
At the initial stage of the SPMS implementation, particularly during the pilottesting period, success indicators of every output are determined and agreed upon by
both the head of the work units and their respective employees. Success Indicators
are the characteristic, property and attribute of achievements, accomplishments or
effectiveness in the fulfilment of work plans for the year. They refer to performance
level yardsticks consisting of performance measures and performance targets (please
see Diagram 2 below).
106 | S P M S
Measures
Success
Indicators
Targets
Diagram 2: Framework of Success Indicators
In the succeeding performance periods of the SPMS implementation after its

pilot test, the success indicators of recurring outputs may be refined, enhanced or
revised to make these more suitable and reliable as performance level yardsticks,
while success indicators of emerging outputs are also determined.
The success indicators serve as basis in the preparation of the OPCR by the
heads of the work units and in the preparation of the IPCR by the employees.
Into the success indicators of every output, performance measures are
integrated. These performance measures include Effectiveness (quality), Efficiency
(quantity), and Timeliness. The table below defines what these performance measures
mean.
CATEGORY
DEFINITION
Effectiveness/Quality
The extent to which actual performance compares with

targeted performance.
The degree to which objectives are achieved and the extent
to which targeted problems are solved.
In management, effectiveness relates to getting the right
things done.
Efficiency
The extent to which time or resources are 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.
Table 2: Performance Measures and their Definition
107 | S P M S
The SPMS target-setting period is set in the entire month of November in every
year. At the end of the month, particularly on November 29, or on any working day
before this day if November 29 falls on a weekend or if it is declared as non-working
holiday, the targets of work units and of individual employees should have already
been reflected on the OPCR and on the IPCR, respectively, and submitted to the PMT
and to the HRMO, further respectively.
The basis for setting targets of work units shall be the Municipal Annual
Investment Plan. Major Final Output (MFOs), which contribute to the attainment of
the organizational vision and mission and which form part of the core functions of the
work units, are indicated as performance targets.
In setting performance targets, the following factors are taken into account:
Historical Data. Targets reflect patterns or trends that data from past
performance imply.
Bench Marking. This involves identifying and comparing the best agencies or
institutions within the same category and/or classification as the Municipal
Government of Sta. Cruz, or the other agencies best units having similar
functions and processes as those units in the Municipal Government of Sta.
Cruz. This may also involve recognizing existing standards based on provisions
or requirements of the law.
Client Demand. This involves a bottom-up approach in which the work unit
heads set targets according to the needs and expectations of clients. The work
unit may consult with stakeholders and review the feedback on its services.
Instruction from Top Management and/or Regulatory Bodies. The

Municipal Mayor and/or heads of other government agencies which have
regulatory or oversight functions over the Municipal Government of Sta. Cruz
may prescribe targets and/or require compliance to special assignments that
become targets to accomplish.
Future Trend. Targets may be based from the results of the comparative
analysis between the actual performance of the work unit and its potential
performance.
In setting targets of work units in the OPCR form (please see Annex F at page
273), the detailed budget requirements per expense account is indicated to
instruct the Municipal Mayor in ensuring a strategy-driven budget allocation
and in measuring cost-efficiency. The OPCR shall also shows the employee or
group of employees who are primarily accountable for producing target
outputs per program/project/activity. Revisions to the OPCR may be allowed at
any time to accommodate intervening tasks subject to the review of the PMT
and the consequent approval of the Champion.
108 | S P M S
The approved OPCR of a work unit serves as basis for setting individual
performance targets and measures of employees in the IPCR form (please see
Annex G at page 274).
The performance standards of every output are to be agreed upon by and

between the work unit head as rater and the individual employees as ratees
unless outputs have already been assigned pre-set standards by management.
In the case of the latter, these management-assigned standards prevail.
It has to be assured at all times that individual employees performance
standards on the IPCR cannot be lower than their work units performance
standards on the OPCR.
B.
Performance Monitoring and Coaching

Regular monitoring of the work units and of the individual employees of every
unit is an essential aspect of this stage.
As heads of work units assume redefined roles as performance managers, they
as well take on new functions as coaches and mentors. In doing so, they provide an
enabling environment and, when needed, the necessary interventions in order to
improve team performance of their own units, and they also develop individual
potentials.
Throughout the performance period, regular monitoring by the heads of work
units on the progress and on the quality of work output of individual employees
happens such that the progress of work accomplishment of the work unit is also
being simultaneously monitored.
In the conduct of regular monitoring, the head of the work unit is expected to
address factors that either help or hinder effective work performance. The focus is
essentially on the critical function and strategic shift of work unit heads as
frontrunners of developmental planning with emphasis on the strategic role of being
an enabler, coach or mentor rather than being a mere evaluator.
Monitoring may be conducted through meetings,
memorandum and review of pertinent documents,
communications and tracking forms, to ensure timely
execution of deliverables. Monitoring is also done to avert
to address constraints and challenges, if these occur.
one-on-one discussions,
such as reports and
completion and quality
any untoward incident or
The work unit head maintains the Monitoring and Coaching Journal (please see
Annex H at page 275) to record the conduct of monitoring. The journal contains the
date and form of monitoring, name of persons being monitored and critical incidents
noted.
109 | S P M S
As coaches, the work unit head performs a critical function aimed at

empowering and helping individual employees in their work assignments.
C.
Performance Review and Evaluation

This phase aims to assess the performance level of both the work unit and the
individual employees based on set performance targets and measures as approved in
the OPCR and in the IPCR, respectively.
The rater objectively determines the gaps between the actual and the desired
performance. In effect, the results of the assessment possess such elements as
impartiality and objectivity owing to scientific and verifiable basis for target setting
and evaluation.
Office Performance Assessment

At the end of the performance period, the head of a work unit initially
assesses the performance of his/her own unit using the OPCR form already
containing the targets earlier set before the start of the performance
period.
Comparing the targets set before the start of the performance period
and the accomplishments made at the culmination of the performance
period, the rating of every MFO is determined based on the success
indicators indicated on the OPCR using a five-point rating scale with 5
being the highest possible rating and 1 being the lowest possible rating.
Every MFO is rated of its performance measures on Effectiveness
(quality), Efficiency (quantity) and Timeliness, and the average of these
performance measures is taken to determine the overall rating of the MFO
in a given performance period.
Depending on whether the MFOs are categorized as under Strategic
Objectives, Core Functions, or Support Functions, specific percentages are
assigned to a group of MFOs belonging to any of these three categories.
Such distribution of percentages according to the category of MFOs varies
if the MFOs listed on the OPCR belong to any combination of only two of
these categories instead of all the three of them.
The initial rating of the work unit, as computed by its head during the
pilot-testing period of the SPMS, is submitted to the Municipal Planning
and Development Office for consolidation, review, validation and
evaluation. After the SPMS pilot testing, the rating of the work unit initially
done by its head is submitted to the PMT for the same purpose of
consolidation, review, validation and evaluation.
110 | S P M S
From either the Municipal Planning and Development Office or the

PMT, the recommended rating of the work unit is forwarded to the
Municipal Mayor who issues the final rating of the work unit.
The Municipal Planning and Development Office provides all work
units with their respective final ratings. Such work unit ratings become the
basis of the work unit heads in rating the performance of individual
employees under them.
In case of a protest, an appeal or any issue arising from the final
rating of work units, the concerned head of work unit may bring up the
matter during the Annual Performance Review Conference, in which said
matter is taken up.
Any protest, appeal or issue pertaining to the work units final
performance ratings can no longer be appealed or contested after the
conduct of the Annual Performance Review Conference.
Individual Performance Assessment

At the end of the performance period, the work unit head of the
individual employee assesses said employees performance based on
commitments made at the beginning of the rating period. The performance
rating is solely based on records of accomplishments.
In no case will the average of all individual performance ratings in a
work unit, as reflected on their respective IPCRs, be higher than the
performance rating of their work unit as reflected on its OPCR.
When intervening tasks may arise at anytime during the performance
period, the outputs arising from these tasks are immediately reflected on
the revised IPCR of the concerned employee after the success indicators of
the said outputs are agreed upon by the same employee and his/her work
unit head, in case these are new output which have yet no success
indicators. But in cases when the outputs arising from intervening tasks are
not new ones and their success indicators have already been set, these
success indicators are reflected on the revised IPCR as basis for rating.
An employees assessment shall be discussed by the work unit head
with the concerned ratee prior to the submission of said employees IPCR to
the HRM Office by the same work unit head within the prescribed time.
The head of a work unit releases the Summary List of Individual
Ratings and this is also submitted to the HRM Office as a cover page of all
the IPCRs of the employees of his/her work unit.
111 | S P M S
An employee who is dissatisfied with his/her final performance rating

may file an appeal with the PMT within ten calendar days from the date of
receipt of notice of his/her final performance rating from his/her work unit
head. The PMT decides of the matter within one month from receipt of the
appeal.
D. Performance Rewarding & Development Planning
The final stage of the SPMS involves a scrutiny into the performance ratings of
work units and of individual employees so as to determine which of the work units
and individual employees are deserving of rewards and incentives, on the one hand,
and which of the same require HR interventions so as they can improve their work
performance in the ensuing performance period, on the other hand.
A component of the individual employees evaluation is the competency
assessment vis--vis the competency requirements of the positions they respectively
occupy. The HRM Office initiates this particular evaluation process and its results are
discussed by and between the heads of work units and each of the employees under
them at the end of the rating period. This discussion focuses on the competencyrelated performance strengths and gaps of employees, including the opportunities
that are available to address these gaps. Career paths and alternatives may also
become part of the discussion.
The result of the competency assessment is treated independently of the
performance rating of the employee.
As needed, appropriate developmental interventions are provided to employees
requiring them in coordination with the HRM Office. In doing this, the use of the
Professional Development Plan sheet ( please see Annex I at page 276) is used to
document the areas needing improvement, the proposals for addressing them, the
timelines involved, and other details.
Results arising from the performance evaluation of both work units and of
individual employees are used as inputs to:
the heads of work units in identifying and providing the type, the nature
and the length of time of interventions needed based on the
developmental needs identified;
the HRM Office in consolidating and coordinating developmental

interventions that will eventually form part of the HR Plan and that will
be used as basis for rewards and incentives;
the PMT in identifying potential PRAISE nominees for various award

categories; and
112 | S P M S
the PRAISE Committee in determining top performers who qualify for

awards and incentives.
IX. RATING PERIOD

The performance rating period covers one semester such that there are two performance
rating periods in any given year. The first semester performance period begins on January 1 and ends on
June 30, while the second semester performance period begins on July 1 and ends on December 31.
However, if there is a need for a shorter or longer period, the minimum is not shorter than
three months while the maximum is not longer than one year.
X. COMPUTING THE RATING

Determining an employees performance rating in any given rating period begins with the
individual rating that each output, done by the employee, generates. This individual rating is recorded
on an Output Rating Sheet (ORS) or an Output Tracking Slip (OTS) or other mechanism adopted for
documenting such individual output rating.
The supervisor who checks an employees output becomes the rater of the output, and the
same supervisor uses the Performance Standards Guide as reference for rating each and every output to
ensure that every rating given complies with the adopted standards implemented uniformly throughout
the LGU Sta. Cruz. In effect, the employee becomes the ratee.
The overall performance rating of an employee in a given semester is a consolidation of all the
ratings given by the supervisor to all the employees outputs. Computing this on a weekly basis as
reflected on the employees Monthly Performance Output Report (MPOR) makes the consolidation
easier than when all individual ratings of all outputs of an employee were consolidated only at the end
of the semester.
To get the weekly performance rating, an employee simply gathers all ORSs and/or OTSs and
classifies these by output. For every output, the employee adds the number of outputs done in the week
to get Total Outputs (Efficiency/Quantity) for the Week , and this total is reflected on the particular week
under the Efficiency/Quantity column in the MPOR.
The same procedure is done to determine entries for Quality column and for Timeliness
column of a particular week in the MPOR. That is, to get the Total Quality Ratings for the Week, an
employee merely adds all Quality ratings of every output and reflects this total under the Quality column
in the MPOR. Likewise, to get the Total Timeliness Rating for the Week, an employee just also adds all
Timeliness ratings of every output and again reflects this total under the Timeliness column in the
MPOR.
After a month has passed, all weekly columns in the MPOR shall have been filled up for
outputs done in that month. To get the Total Monthly Outputs (Efficiency/Quantity) , the Total Monthly
Quality Rating and the Total Monthly Timeliness Rating, an employee just adds all the weekly entries
113 | S P M S
under Efficiency/Quantity, Quality, and Timeliness columns, respectively, as far as every output is
concerned, and reflects the figures under the appropriate Total column. It has to be noted that the
computation done so far only involves addition up to the accomplishment of the MPOR. No averaging
of figures is necessary to be done yet.
The MPOR is accomplished at the end of every month in triplicate copies: one is for the
employees own file, another copy is for the supervisors file, and one more copy is for submission to the
HRM Office for its file. The MPOR copy to be submitted to the HRM Office is attached to the Daily Time
Record (DTR) of the same month.
At the end of a semester, an employee accomplishes the Summary MPOR form using as
reference all the six MPORs of the particular semester by merely copying from these MPORs the Total
Monthly Output (Efficiency/Quantity), the Total Monthly Quality Rating, and the Total Monthly
Timeliness Rating of every output and reflecting these under the corresponding columns of the
particular month. To get the Semesters Efficiency/Quantity Total of every output, the employee adds all
entries under Quantity column of all the six months of the semester.
To get the Semesters Quality Total of every output, the employee adds entries under Quality
column of all the six months of the semester. To get the Semesters Quality Average of an output, the
employee divides the Semesters Total Quality by the Semesters Efficiency/Quantity Total, and the
figure generated is reflected under the Average column of Quality. In doing this, fractions are done away
with and the whole numbers before the fractions are written as the figure.
In the same manner, to get the Semesters Timeliness Total of every output, the employee
adds all entries under Timeliness column of all the six months of the semester. And to get the Semesters
Timeliness Average of an output, the employee divides the Semesters Timeliness Total by the
Semesters Efficiency/Quantity Total, and the figure generated is reflected under the Average column of
Timeliness. In doing this, fractions are also done away with and the whole numbers before the fractions
are written as the figure.
Having completed the Summary MPOR, the IPCR is accomplished using the former as
reference. This is done by doing the following steps:
Consider one output at a time. Begin with the first output listed on the IPCR, then
review the Success Indicator already written for that output on the next column. The Success
Indicator pertains to the targets which were set at the start of the semester that the ratee
agreed upon with the rater to accomplish for the whole semester. Looking at the Summary
MPOR form, particularly at the total under Efficiency/Quantity column, the ratee compares the
target set at the start of the semester (as cited under the Success Indicator column of the IPCR)
and the accomplishment done at the end of the semester (as cited under the Total column
under Efficiency/Quantity of the Summary MPOR). Whatever the figure or the percentage that is
generated as Efficiency/Quantity accomplishment becomes the first segment for the Actual
Accomplishment column as far as this particular output is concerned.
Looking again at the Summary MPOR form, this time at the average under Quality
column, the Semesters Quality Average of an output is taken and its Equivalent Numerical
Rating (ENR) on the SPMS Conversion Table (please see Table No. 3 below) is noted. The
114 | S P M S
descriptive Quality standard that corresponds to the ENR of this output, as indicated on the
Performance Standards Guide, becomes the second segment for the Actual Accomplishment
column of this particular output.
Average Rating (Quality and Timeliness)
(From Summary MPOR)
5.00
4.00
3.00
2.00
1.00
4.99
3.99
2.99
1.99
Equivalent Numerical Rating
(To be reflected on the IPCR)

5
4
3
2
1
Table No. 3: SPMS Conversion Table
Using the Summary MPOR as reference once more, this time looking at the Average
under Timeliness column, the Semesters Timeliness Average of an output is taken and its ENR
on the SPMS Conversion Table is further noted. The descriptive Timeliness standard of this
output, as indicated on the Performance Standards Guide, becomes the third segment for the
Actual Accomplishment column of this particular output.
The rate is now ready to write the entry for an output under the Actual Accomplishment
column by weaving together in one seamless statement the first, the second and the third
segments thereof, necessarily in that order as respectively composed of the actual figure or
percentage accomplishment in Quantity, the corresponding narrative description of the ENR
reflecting actual Quality accomplishment, and the corresponding narrative description of the
ENR reflecting actual Timeliness accomplishment.
Moving to the Rating column of the same output in the IPCR, the first to be given a
rating is the outputs Efficiency/Quantity rating. there are two ways to rate Efficiency/Quantity:
(1) one way is used for fixed Quantity targets, of which the rate has no choice but to meet the
targets as set or else the ratees performance rating automatically becomes lower than
satisfactory if the targets set are not met; and (2) another way is used for surpass these targets.
An example of a fixed Quantity is a monthly report, for which only six reports can ever be
generated as maximum in any given semester as its total. Another example is when a fixed
percentage of quantity is made the target. For fixed tagets, Efficiency/Quantity rating is the
highest at 5 once the Quantity as targeted is accomplished at semesters end, and it is either
2 or 1, as the Performance Standards Guide indicates, once the Quantity as targeted is not
reached. As for targets whose accomplishment is not fixed and can very well vary, the rating to
be given depends on the actual accomplishment done compared with the set target as Table 4
below shows.
115 | S P M S
Quantity Rating
5
4
3
Percentage of Actual Accomplishment

Accomplishment is 130 percent or more than the set target
Accomplishment is 115 to 129 percent more than the set target
Accomplishment is equal to the set target or 101 to 114 percent more
than the set target
Accomplishment is 51 to 99 percent of the set target
Accomplishment is below 50 percent of the target
2
1
Table No. 4: Rating for Quantity of Outputs that are not Fixed
Next to be given a rating is Quality under Rating column of the IPCR. Whatever is the
outputs ENR that corresponds to the Semesters Quality Average becomes the Quality Rating.
As for Timeliness, whatever is the outputs ENR that corresponds to the Semesters
Timeliness Average becomes the rating.
The average of the figures for Efficiency/Quantity, for Quality, and for Timeliness under
Rating column of the IPCR is computed and consequently written as the Average rating on the
last sub-column under Rating column.
The same process (all previous bullets in this enumeration) is done for every output on
the IPCR until all outputs shall have been computed of their respective Averages under Rating column.
Once the Average rating is taken for all outputs on the IPCR, the Average Rating of all
outputs belonging to Strategic Objectives category is further computed. The Average Rating of
all outputs belonging to Core Functions category is also computed. And so is the Average
Rating of all outputs belonging to Support Functions category similarly computed.
The Average Ratings of the three categories of outputs, such as Strategic Objectives,
Core Functions and Support Functions, are assigned corresponding percentages to arrive at the
Final Rating of the employee in a given semester. This percentage distribution is shown below:
If an employee has outputs in all three categories as reflected on the IPCR:
Strategic Priorities
Core Functions
Support Functions
Total
45%;
45%;
10%;
100%.
If an employee has outputs only in two out of three categories, as reflected on the IPCR:
Core Functions
Total
50%;
50%;
100%.
Support Functions
Total
80%;
20%;
100%.
116 | S P M S
Core Functions
Support Functions
Total
80%;
20%;
100%
If an employee has outputs only in one out of three categories, as reflected on the IPCR:
Core Functions
Support Functions
100%;
100%;
100%.
After computing the Final Rating, the adjectival rating is added on the IPCR. The description of
each numerical rating and its corresponding adjectival rating is shown on Table No. 5 below.
Range
4.51-5.00
3.51-4.50
2.51-3.50
1.51-2.50
1.00-1.50
Adjectival Rating
Outstanding (O)
Very Satisfactory (VS)
Satisfactory (S)
Unsatisfactory (US)
Poor (P)
Table 5: The Range of Overall Numerical Ratings and their Respective Adjectival Ratings
In computing the OPCR, the head of a work unit simply consolidates all the IPCRs of his/her
individual employees into his/her own MFOs on the OPCR. He/she also includes on the OPCR the rating
of outputs he/she himself/herself did. Following the steps enumerated above in computing the Final
Rating on the IPCR, the head of a work unit also computes his/her own Final Rating to be reflected on
his/her own OPCR. In no way should the OPCR of a head of a work unit be higher or lower than the
average of all IPCRs of individual employees under said head.
XI. RATING SCALE

The rating scale to be used in measuring the performance of individual employees in their
completion of targeted outputs uses a five-point rating scale, 5 being the highest and 1 being the
lowest. The same rating scale is used to show an individual employees overall performance rating in a
given performance period.
A similar five-point rating scale is used in measuring the performance of work units in their
accomplishment of targeted MFOs. The same rating scale is further used in determining the work units
overall performance rating in a given performance period.
117 | S P M S
The overall numerical performance ratings of work units and of individual employees in any
given performance period have their respective adjectival performance ratings. Table 3 below shows the
adjectival equivalent of each numerical rating, as well as its description.
RATING
Numerical
Adjectival
Outstanding
DESCRIPTION
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 achievement and
contributions to the organization are of marked
excellence.
Performance exceeding targets by 30% and above of the
planned targets.
Very Satisfactory
Performance exceeded expectations. All goals, objectives

and targets were achieved above the established
standards.
Performance of 115% to 129% of the planned targets.
Satisfactory
Performance met expectations in terms of quality of

work, efficiency and timeliness. The most critical annual
goals were met.
Performance of 100% to 114% of the planned targets.
Unsatisfactory
Performance failed to meet expectations, and/or one or

more of the most critical goals were not met.
Performance of 51% to 99% of the planned targets
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.
Performance failing to meet the planned targets by 50%
or below
Table 3: The Rating Scales Numerical Values and their Respective Adjectival Nomenclature and Description
118 | S P M S
In determining the equivalent adjectival rating of work units and of employees, the overall
numerical rating found in either the OPCR or the IPCR is converted to its adjectival rating within the
numerical range that Table 4 below shows.
Range
4.51-5.00
3.51-4.50
2.51-3.50
1.51-2.50
1.00-1.50
Adjectival Rating
Outstanding (O)
Very Satisfactory (VS)
Satisfactory (S)
Unsatisfactory (US)
Poor (P)
Table 4: The Range of Overall Numerical Ratings and their Respective Adjectival Ratings
XII. INTERVENING TASKS

Intervening tasks are those which are performed by an employee at any time within the
performance period but the same have not been included in his/her IPCR as these have been assigned
to him/her after its preparation and subsequent approval. These tasks necessarily require a considerable
amount of effort and time in their completion.
Tasks that do not require the exertion of significant effort and/or do not require a period of
more than one month to accomplish are not considered as intervening tasks.
In cases when intervening tasks are assigned to an employee, the same needs to be
formalized although an office order issued by the Municipal Mayor specifying what the expected
outputs are in terms of efficiency (quantity) and effectiveness (quality), as well as the expected time
when these are to be completed. Such office order becomes the basis of both the head of the work unit
and the concerned employee in setting the success indicators of the outputs arising from the
intervening tasks, in case these outputs are new and have not yet been assigned their respective success
indicators. However, in cases when the outputs arising from the intervening tasks are not at all new and
success indicators have already been determined, existing success indicators apply.
Revisions on the concerned employees IPCR have to be done to include the outputs arising
from his/her performance of the intervening tasks. The revised IPCR is submitted to the HRM Office not
later than two weeks after the employee has received an office order instructing him/her to perform
intervening tasks.
The revised IPCR becomes the basis for rating the performance of the employee at the end of
the performance period. The initial IPCR submitted prior to the revised IPCR is deemed ineffective.
XIII. USES OF PERFORMANCE RATINGS

a.
As security of tenure of those holding permanent appointments in the government

service is not absolute but is based on performance, the SPMS is a most useful
instrument to use in determining who should continue in the government service
and who will be separated therefrom.
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An employee who obtained an UNSATISFACTORY rating in one performance rating

period or who exhibited POOR performance determined in the middle of the
performance rating period is provided appropriate developmental intervention by
the head of his/her work unit, in coordination with the HRM Office, to address
competency-related performance gaps.
If the same employee still obtains an UNSATISFACTORY rating in the immediately
succeeding performance rating period or if he/she obtains a final rating of POOR at
the end of the performance rating period despite the developmental intervention
provided, he/she may be dropped from the rolls. A written notice from the
Municipal Mayor is required to be dispatched to the concerned employee before
he/she is dropped from the rolls.
b.
The PMT validates the OUTSTANDING performance ratings and may subsequently
recommend concerned employees for performance-based awards and incentives.
The grant of performance-based awards and incentives is based on the final ratings
of employees as approved by Municipal Mayor.
c.
Final performance ratings are also used as basis for the issuance of promotional
appointments, for providing training opportunities, for the grant of scholarship
benefits, and other personnel actions. The employees who obtain OUTSTANDING
or VERY SATISFACTORY performance ratings are those who are considered for
these personnel actions.
d.
Officials and employees who are on official travel, approved leave of absence or
training or scholarship programs and who already meet the required minimum
rating period of 90 days are required to submit their respective IPCR citing their
performance ratings before they leave the office.
For purposes of performance-based benefits, employees who are on official travel,
scholarship or training within a rating period shall use their performance ratings
obtained in the immediately preceding rating period.
e.
Employees who are on detail or secondment to another agency shall be rated in

their actual work station with a copy of their IPCRs furnished to their mother
agency. The performance ratings of the employees who were detailed or seconded
to another agency during the performance rating period are consolidated in the
agency, either the mother agency or the present agency, where the employees
spend majority of their time during the rating period.
XIV. SANCTIONS
The timely submission of the OPCR by the head of the work unit to the PMT and of the OPCR
by the individual employees to their respective work unit heads, who subsequently submit the same to
the HRM Office, forms part of the performance rating, the OPCR and the IPCR being outputs.
120 | S P M S
Prescribed periods in the submission of the OPCR and the IPCR, whether containing only the
targets for an ensuing performance period or already containing the ratings after the culmination of a
performance period, are specified in the SPMS Calendar ( please see Annex D at page 56).
Unless justified by the PMT, non-submission of the OPCR and/or the IPCR becomes a ground for:
a.
The employees disqualification for performance-based personnel actions which

require the rating in a given period, such as promotion, training or scholarship
grants and performance-based incentives, if the failure of the submission of the
OPCR or the IPCR is the fault of the employees.
b.
An administrative sanction for violation of reasonable office rules and regulations

and for simple neglect of duty for the work unit heads or employees who are
responsible for the delay or non-submission of the OPCR and/or IPCR.
c.
Failure on the part of the work unit head to comply with the required notices to
their employees who have UNSATISFACTORY or POOR performance rating in any
given performance period is a ground for administrative offense for neglect of
duty.
XV. APPEALS
a.
Any appeal, issue or concern on the initially approved final rating of a work unit may be
raised during the Annual Performance Review Conference. Once a decision on the
appeal, issue or concern raised to this conference is made, the same decision is
considered as final and can no longer be appealed.
b.
Individual employees who feel aggrieved or dissatisfied with their final performance
ratings may file an appeal with the PMT within ten calendar days from the date of
receipt of notice of their final performance rating from their work unit head. The PMT
decides on the matter within one month from receipt of their appeal.
c.
A work unit or an employee is not at all allowed to protest the performances ratings of
other work units or their co-employees, respectively. Performance ratings obtained by
other work units or by other employees can only be used as basis or reference for
comparison in appealing ones own work unit or ones own individual performance
rating.
d.
Officials and employees who are separated from the service on the basis of
UNSATISFACTORY or POOR performance rating may appeal their separation from the
service to the CSC Regional Office within 15 days from receipt of the notice of
separation.
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XVI. TRANSITION
A series of orientation on the SPMS shall be made throughout the Municipal Government of
Sta. Cruz in order for officials and employees to have an adequate grasp of this new performance
appraisal system. This orientation takes place in the last two months of 2012, and well into the first
quarter of 2013.
As 2013 begins, the SPMS is pilot tested while orientation continues to take place. The first
pilot test is in the first semester of 2013, and the experience thereof becomes the basis for fine-tuning
and enhancing the SPMS so that in the second pilot test of the SPMS in the second semester of 2013,
modifications are in place. An evaluation of the second pilot test experience in the second semester of
2013 is made and the results thereof also become the basis for further fine-tuning and enhancing the
SPMS so that its processes and procedures become final for its post-pilot test implementation in 2014,
during which the performance ratings to be generated become the basis for providing incentives to
officials and employees, particularly the step increment based on meritorious performance as provided
for in CSC-DBM Joint Circular No. 1, series of 2012, and such other issuances that may be released
hereafter.
122 | S P M S
ANNEXES
123 | S P M S
ANNEX A: Executive Order Creating the PMT
SERIES OF 2012
ESTABLISHMENT AND IMPLEMENTATION OF AGENCY STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM (SPMS) OF THE MUNICIPALITY OF STA. CRUZ, DAVAO DEL SUR AND
DESIGNATING THE COMPOSITION OF THE PERFORMANCE MANAGEMENT TEAM.
WHEREAS, Section 33, Chapter 5, Book V of Executive Order No. 292, provides that there shall
be established a performance evaluation system, which shall be administered in accordance with rules,
regulations and standards promulgated by the Civil Service Commission for all officers and employees in
the career service. Such performance evaluation system shall be administered in such manner as to
continually foster the improvement of individual employee efficiency and organizational effectiveness;
WHEREAS, the Civil Service Commission through the years has implemented several
performance evaluation/appraisal system which focus only on individual appraisal as pre-requisites for
promotion and other related personnel actions, however, in order to address the gaps and weaknesses
found in previous performance system, the CSC promulgated Resolution No. 1200481 dated March 16,
2012 established and implemented the Strategic Performance Management System (SPMS) which links
individual performance to organizational performance, and the Results-Based Performance Monitoring
System (RBPMS);
WHEREAS, Administrative Order (AO) No. 25 series of 2011 seeks to establish a unified and
integrated RBPMS across all departments and agencies within the Executive Branch of Government,
incorporating a common set performance scorecard and creating an accurate, accessible, and up-todate government-wide, sectoral and organizational performance information system, which shall be
used as the basis for determining entitlement to performance-based allowances, incentives, or
compensation of government personnel;
WHEREAS, the Office of the president of the Republic of the Philippines has duly issued
Executive Order No. 80 on July 20, 2012 re: Directing the adoption of a Performance-based Incentive
System for government employees to strengthen performance monitoring and appraisal system and to
motivate higher performance and greater responsibility in the public sector and for the accomplishment
of commitments and targets of the Philippine Development Plan 2011-2016;
WHEREAS, in order to adhere with and institutionalize this national mandate, there is a need to
establish and implement the Strategic Performance Management System which will be anchored to the
mission and vision of this agency by organizing the Key Players of said system to follow through the
SPMS process;
NOW, THEREFORE, I, ATTY. JOEL RAY L. LOPEZ, Municipal Mayor, Municipality of Sta. Cruz,
Davao del Sur, by the power vested in me do hereby depose and designate the following as
Performance Management Team of Strategic Performance Management System (SPMS), this
municipality, to wit;
124 | S P M S
I.
COMPOSITION.
1. PMT Chairperson:
MR. ROBINSON B. PANUDA

PMT Members:
MS. ANITA S. LUMANOG

Human Resource Management Officer
MS. AURORA S. HERBITO

Municipal Planning & Development Coordinator
MS. FLORENCIA A. CABALUNA

Municipal Treasurer
II.
FUNCTIONS AND RESPONSIBILITIES.
PERFORMANCE MANAGEMENT TEAM (PMT) :

1.
2.
3.
4.
5.
6.
III.
MR. MICHAEL RYAN D. BAJO

President, SCMEU
Sets consultation meeting of all Heads of Offices for the purpose of discussing
the targets set in the office performance commitment and rating form;
Insures that Office performance targets and measure, 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
Head of Agency;
Acts as appeals body and final arbiter for performance management issues of
the agency;
Identifies
potential top performers and provide inputs to the PRAISE
Committee for grant of awards and incentives;
Adopts its internal rules, procedures and strategies in carrying out the above
responsibilities including schedule of meetings and deliberations, and
delegation of authority to representatives in case of absence of its members.
EFFECTIVITY.
This Order takes effect immediately.
Issued this 12th day of November, 2012 at Sta. Cruz, Davao del Sur, Philippines.

Municipal Mayor
125 | S P M S
ANNEX B: Quarterly Accomplishment Report

Name of Work Unit: _____________________________
Date Accomplishment: ___________________________
MFO
Target
Accomplishment
Percentage of
Accomplishment
______________________________________
Head of Work Unit
126 | S P M S
ANNEX C. Major Final Output and Success Indicators

C.1 Office of the Mayor
C.1.1. Administrative Section
MAJOR FINAL OUTPUT

1. Executive Order
2. Memorandum Order
3. Endorsement
4. Recommendation
5. Mayors Clearance
6. Mayors Permit
7. Mayors Certification
8. Marriage Contract
9. Customer Action Sheet

10. Outgoing
Communications/Letters
(Request/Notices)
11. Plans, Program and Project
Designs
12. Office Performance Commitment
and Review
13. Quarterly Accomplishment
Report
SUCCESS INDICATOR
Executive Orders drafted with 3 minor errors within
days after instruction of the Local Chief Executive
(LCE).
Memorandum Orders drafted with 3 minor errors
within 30 minutes after instruction of the LCE.
Endorsements prepared with 2 minor errors within
3 working days after instruction of the LCE.
Recommendations prepared with 3 minor errors
within 15 minutes after instruction of the LCE.
Mayors Clearance prepared with 3 minor errors
within 10 minutes after receipt of clients complete
pre-requisites.
Mayors Permits prepared with 3 minor errors
within 10 minutes after receipt of clients complete
pre-requisites.
Mayors certifications prepared with no error within
20 minutes upon request.
Marriage Contracts prepared with 3 minor errors
within 30 minutes after interview of marriage
applicants and receipt of complete required
documents.
Clients assisted/attended immediately with no
complaint.
Outgoing communications/letters prepared with 3
minor errors within 30 minutes after instruction of
the LCE.
Program Designs prepared with at least 2 minor
revisions within 5 working days after approval of
the Annual Budget.
OPCR prepared with 3 minor revisions submitted
on the 15th day of October.
Report prepared submitted on the 15th day after
the end of the quarter.
127 | S P M S
C.1.2. Human Resource Management Section
MAJOR FINAL OUTPUT

1. Report on Appointment Issued
(RAI)
2. Job Order Contract
3. Leave Card
4. Service Record
5.
Plantilla
CSC version (Plantilla of Personnel)
DBM version (Personnel Schedule
6. Notice of Salary Adjustment/Step
Increment (NOSA/NOSI)
7. Trainings/Activities conducted/
facilitated
8. Personnel Profile updated
9. Agency Remittance Advice
prepared/emailed
Forms A,B,C, D, & E
10. Revised Personnel Mechanisms
11. Customer Assisted

12. Certifications
13. Minutes of Meeting
14. Report on Accession/Separation
15. Attendance Report
SUCCESS INDICATOR
Report on appointment issued submitted with
no error on the 15th day after end of the month.
Job Order contract papers submitted with no
error 5 working days after instruction of the
Mayor/ Vice Mayor.
Leave card of employees updated every last
week of the succeeding month with no error.
Service Records issued with no error within 20
minutes after request.
Plantillas of Personnel submitted with no error
within the month of September to MBO/4th
week of January to CSC.
Notice of Step Increment prepared with no error
5 working days before the month of employees'
entitlement.
Trainings/activities conducted/facilitated as
scheduled with 3 complaints.
Personnel Profile updated with no error 5
working days after receipt of PDS.
Agency Remittance Advice emailed with no error
3 working days after due notice.
Mechanisms revised with 2 revisions submitted
For CSC review 15 days after approval of the
Mayor.
Clients assisted immediately with no complaint.
Certifications issued with no error in the content
prepared within 20 minutes after request.
Minutes of meeting prepared 5 working days
after meeting with 2 minor revisions.
Reports on accession and 6 report on separation
prepared with 3 revisions submitted on the 15th
day after end of the month.
Reports prepared with 3 revisions submitted on
the 15th day after end of the quarter.
128 | S P M S
16. Payrolls
(a) Regular
(b) J.O./Honorarium
17. Memorandum Order

18. Quarterly Accomplishment Report
19. Monthly Monitoring Journal
Review Form (OPCR)
21. Reviewed/Validated Office
Performance Commitment Review
Form
22. Employees loan confirmed
recorded in the logbook
Regular and 26 special payrolls submitted with

no error within the 15th working day of the
month.
Payrolls of Job Order and honorarium prepared
with 2 errors within 3-5 working days after
submission of all supporting documents.
Memorandum Order submitted with 3 errors
within 5 working days after instruction.
Reports prepared with 3 revisions submitted on
the 15th day after end of the quarter.
Monitoring journal prepared and conducted
monthly with no complaint.
OPCR prepared in a semester with 3 revisions
submitted on the 15th day of April.
Municipal offices OPCR reviewed/ validated
within 2 months after receipt of the OPCR.
Employees loan with the GSIS confirmed 3
working days after text received from GSIS/
employee with 3 complaints.
129 | S P M S
C.1.3. Business Permits and Licensing Section
MAJOR FINAL OUTPUT

1. Business Permit/Additional Line
2. Application Form of Retirement Of
Business
3. Motorized Tricycle Operators Permit
(MTOP) Franchise
4. Order of Dropping of Franchise Form
5. Special Permit
6. Registered Bicycles and Trisicads
7. Report of Inspected Business

Establishment
8. Occupational Permit
9. Certification
10. Travel Order
11. Indorsement
12. Letters/Communications
13. Annual Supplies Procurement
Plan/Project Program Management
Plan
14. Vouchers/PO/PR
SUCCESS INDICATORS
Permits with 1 error within 1 hour after
submission of all supporting documents.
Application form for retirement prepared with
1 error within 1 hour after submission of all
supporting documents.
Franchise prepared with 1 error within 1 hour
after submission of all supporting documents
per MTOP.
Order of dropping of franchise prepared with
1 error within 1 hour after submission of all
supporting documents per order of dropping.
Special permits prepared with one error within
1 hour after submission of all supporting
documents per permit.
Bicycles/trisicads registered with 1 error within
1 hour after submission of all supporting
documents per registration.
Business establishments inspected with 2
errors within 8 minutes per establishments.
Occupational permit prepared with one error
within 1 hour after submission of all
supporting documents per permit.
Certifications prepared with 1 error after 1
hour upon request.
Travel orders prepared with 1 submitted 5
days before travel.
Indorsement prepared with no error within 15
minutes.
Certification prepared with no error within 15
minutes.
ASPP/PPMP prepared with no error within 15
minutes.
Vouchers/PO/PR prepared with no error within
15 minutes.
130 | S P M S
C.1.4. General Services Section
MAJOR FINAL OUTPUT

1. LGUs Annual Procurement Plan
2. Inventory of Property, Plant and
Equipment Report
3. Agency Procurement Request
4. Annual Inventory Report
5. Annual Suppliers Procurement Plan
Consolidated
6. Stock Cards Updated
7. Request for Quotations Delivered

8. Request Issue Slip (RIS)
9. Certificate of Insurance Policy
10. Certificate of Registration
11. Property Issue Slip/ Memorandum

Receipt
12. Property Sticker
13. Inspection and Acceptance Report
14. Waste Material Report
15. Request for Quotation Posted
16. Summary of Supplies and Materials
Used
17. Property Card
SUCCESS INDICATORS
LGUs APP prepared and done on the 2nd week
of December with no error.
Inventory, Plant and Equipment Report prepared
and submitted with no error on the 31st day of
July.
APRs prepared 15 minutes per APR with no error.
Physical count conducted/done within 30
working days with no lapses every December.
Consolidated Annual Supplies Procurement Plan
(ASPP) done on the 15th day of November with
no error.
Stock cards maintained and updated within 3
minutes after issuance of supplies and materials
with no error.
RFQs delivered within 5 days after receipt of the
RFQ with no error.
RIS received and supplies released within 15
minutes after receipt of RIS with no error.
Insurance of motor vehicles renewed on the date
of registration with no error.
Registration of motor vehicles and buildings
renewed on the date of annual registration with
no error.
PIS/MR prepared and issued within 5 working
days upon delivery of Office Equipment and
Property with no error.
Stickers attached within 2 working days per
property/equipment issued with no error.
Deliveries accepted/received and inspected upon
delivery of goods with no error.
Waste materials reported within 5 minutes upon
receipt of goods with no error.
RFQs posted within 10 minutes upon receipt
with no error.
Reports of Summary of Supplies and Materials
used done every 3rd week of September and
December with no error.
Property Cards prepared within 15 minutes/ card
after issuance of property/equipment with no
error.
131 | S P M S
C.1.5. Housing & Homesite Regulation Office
MAJOR FINAL OUTPUT

1. Data Bank
2. Subdivision Plan and Design
3. Program of Works and Bill of Materials

5. GK Houses Construction
6. Organized Homeowners Association
7. Status Monitoring Report
8. Minutes of Meetings
9. Activity Reports
10. Communications (meeting)
11. Vouchers, Payroll, APP and PPMP
12. Travel Orders and Pass Slips
13. Budget Proposal

14. Activity and Project Design

Review
SUCCESS INDICATORS
Data bank established on September 2013
with 3 lapses on data gathered.
Plan and Design submitted with 2 revisions
submitted within 1 month after instruction of
the immediate supervisor.
POW and Bill of Materials with an amount of
Php 100,000.00 and below submitted with 2
revisions within 3 working days after the
instruction from immediate supervisor.
Clients assisted immediately with 2 minor
complaints
Unit constructed within 3 months from the
start of construction with 3 minor complaints.
Homeowners Association organized and
Homeowners Association functionalized in
December with 3 minor complaints.
Report prepared and submitted within 5
working days after the activity done with 2
revisions.
Document submitted within 5 working days of
no intervention after activity with 2 errors.
Document prepared within 5 working days of
after activity with 2 revisions.
Prepared and distributed 3 working days
before the date of meeting with 2 minor errors
Prepared and process within 2 hours after the
order the immediate supervisor with 2 errors.
Prepared and submitted to concern office for
signature 1 day before the travel date with 2
minor errors.
Prepared and submitted 2 working days
before deadline with 2 revisions.
Prepared and submitted 4 working days after
the order from the immediate supervisor with
2 revisions.
Prepared and submitted not late from the
deadline with 2 revisions.
132 | S P M S
C.1.6. Investment Promotion & Tourism Office
MAJOR FINAL OUTPUT

1. Investors Profile and Databank
2. Project Proposal
3. Investors Assistance Sheet
4. Training/Activity Report
5. Certificate of Local Tax
Exemption
6. Research Documents
7. Permit to Climb Mt. Apo
8. Certificate of Mt. Apo Climb

9. Monthly Report of Tourism
Statistics
10. Local Tour Itinerary
11. Press and Photo Releases of LGU
Activities
12. LGU Website Maintained and
Updated
SUCCESS INDICATOR
Investors profile and data bank updated every 3
months with 3 errors.
Projects proposals prepared with 3 minor errors
within 3 days after receipt of notice.
New investors assisted with complaint within 1
hour upon request.
Training/activity reports submitted within 5 days
after the activity with 2 minor revisions.
Certificate of Local Tax Exemption prepared with no
error and released within 1 day after approval of
the PAIC Board.
Research works related to investment and tourism
conducted within 3 months with 2 errors.
Climbers given with permit to climb Mt. Apo with
no error within 1 hour after submission of required
documents.
Certificates of Mt. Apo Climb issued to climbers
with no error within 1 hour upon request.
Monthly reports of tourism statistics submitted to
the Department of Tourism XI with 2 minor errors
within 5 days of the succeeding month.
Local tour itineraries issued within 1 day upon
receipt of request with no revision.
Press and photo releases of LGU activities
submitted with no error within 3 days after the
activity.
Website updated monthly with no error.
133 | S P M S
C.2. Office of the Sanggunian Bayan
MAJOR FINAL OUTPUT

1. Resolutions/Ordinances
2. Minutes
3. Committee Reports
4. Indorsments
(a) Legislations
(b) Barangay Annual and

Supplemental Budgets and
MTOPs
5. Certifications
6. Notices
(a) Sessions
(b) Committee Works
SUCCESS INDICATOR
Resolutions and 3 ordinances prepared/encoded
within 7 working days after the session with 2
revisions allowed.
Minutes of sessions prepared within 7 working
days after the session with 2 revisions allowed.
Reports prepared within 3 working days after the
committee hearing/meeting with 1 revision
allowed.
Legislations indorsed within 2 working days after
receipt from the LCE with 1 error allowed.
Budgets and 30 MTOPs indorsed within 2 days
after the session with 1 error allowed.
Certifications prepared and issued within 10
minutes upon request with 1 error allowed.
Notices prepared and served within 1 working day
before the session with 1 error allowed.
Notices prepared and served within 1 working day
before the schedule with 1 error allowed.
134 | S P M S
C.3. Office of the Municipal Planning & Development Coordinator

MAJOR FINAL OUTPUT
1. Municipal Comprehensive
Land Use Plan (MCLUP)
Formulated (10 year plan)
2. Annual Investment Plan (AIP)
Formulated
3. Office Budget/ Program/
Project Proposals (LGU)
4. Project Proposals (NGA)
5. Activity Design (20% LGDF)
Reviewed and Signed
6. Quarterly Status Report
7. Zoning Certification
8. Locational Clearance
9. Minutes/Resolutions
10. Reviewed and Validated OPCR

11. Office Performance
Commitment Review Form
Report
13. Monthly Monitoring Journal
Plan/ Project Program Mgt.
Plan (ASPP/PPMP)
SUCCESS INDICATOR
MCLUP updated with 2 minor revisions by the end of
December.
Formulated and produced with 2 minor revisions by
last week of September.
Project proposals prepared with 2 minor revisions and
submitted 3 working days before AIP workshop
schedule.
Project proposals prepared and submitted with 2
minor revisions by the end of December.
Activity design reviewed with 2 minor lapses within 20
minutes upon receipt.
QSR prepared with 2 minor revisions and submitted
to COA on the 25th day of the first month of the next
quarter.
ZC prepared and issued with no error within 21
minutes after review of documentary requirements
and site inspection.
LC prepared with no error within 1 day and 73
minutes from the time of documentary requirements
and project site inspection.
Facilitated conduct of MDC, BAC, MPMIU, MTRCPSAA,
LZBAA, CAU and other meetings as instructed by the
Mayor of SB with minutes ready 5 days before the
next meeting and resolutions ready 5 days after the
meeting with 2 minor revisions.
Municipal offices OPCR reviewed/validated within 2
months after receipt of the OPCR.
submitted on the 15th day of April.
Reports submitted on the 15th day after the end of the
quarter with 3 revisions.
Monitoring journal prepared and conducted monthly
with no complaint.
ASPP/PPMP prepared with no error and submitted on
or before October 15.
135 | S P M S

Commitment Review
16. Results on Assessment for
Electric Subsidy
OPCR prepared with 3 revisions and submitted on last

day of July.
Favorably endorsed for the subsidy with no complaint
within 1 day after assessment.
136 | S P M S
C.4. Office of the Municipal Budget Officer
MAJOR FINAL OUTPUT

1. LGU Annual Budget
2. LGU Supplemental Budget
3. Reviewed Barangay Annual
Budget
4. Reviewed Barangay
Supplemental Budget
5. Prepared Local Budget Matrix
6. Prepared Allotment Release

Order
7. Status Report
8. Registry of Appropriation,
Allotment and Obligation
9. Registered Appropriation and
Obligation (RAO)
10. Certified Appropriation on
Appointment of Job Order
11. Subsidiary Account of
Programs and Projects
(Breakdown of Expenditures)
Plan and Project Procurement
Management Plan
(ASPP/PPMP)
13. Minutes of Meeting (Local
Finance)
14. Monthly Performance
Monitoring Journal
Commitment Review (OPCR)
16. Payroll (Job Order)
SUCCESS INDICATOR
LGU Annual Budget prepared with 3 minor revisions
submitted on the 15th day of October.
LGU Supplemental Budget prepared within 5 working
days after instruction with 3 minor revisions.
Barangay Annual Budget reviewed within 40 minutes
after receipt the documents with no error.
Barangay Supplemental Budget reviewed within 20
minutes after receipt of the documents with no error.
Local Budget Matrix prepared with 3 minor revisions
within 5 working days after receipt of the approval
Annual Budget/Appropriation Ordinance.
Allotment Release Order prepared with 3 minor
revisions within 5 working days after receipt of the
approved Appropriation Ordinance/Resolution/Request
Status Reports prepared with no error and submitted
every 20th day after end of the month.
RAAO maintained weekly with 3 minor errors.
Registered Appropriation and Obligation (RAO) with 3
minor errors within 10 minutes per Obligation
Request.
Appointments certified with no error within 5 minutes
per appointment.
Programs and projects financial status maintained
weekly with 3 minor errors.
ASPP and PPMP prepared with no error submitted on
or before October 15.
Minutes of meetings prepared with 2 minor revisions

within 5 working days after the meeting.
Monthly Performance Monitoring Journal with no
complaint conducted monthly.
OPCR prepared with 3 minor revisions submitted on
the 15th of October.
Payrolls prepared with 2 minor errors within 3-5 working
days after submission of all supporting documents.
137 | S P M S

Report
18. Budget Proposal
(Program and Projects)
20. Disbursed LCE IF
Reports prepared with 3 minor revisions submitted on

the 15th day after the end of the quarter.
Budget proposal prepared with 2 minor revisions
submitted 2 weeks before the deadline.
Quarterly status reports prepared with 2 minor
revisions submitted on the 7th day of the 1st month of
the preceding quarter.
Clients assisted with 3 minor errors within 5 minutes
per client.
138 | S P M S
C.5. Office of the Municipal Accountant
MAJOR FINAL OUTPUT

1. Trial Balance
2. Balance Sheet
3. Income and Expense
Statement
4. Schedule of Accounts
5. Maintenance of GL and SL
Book of Accounts
6. Cash Flow
7. Notes to Financial Statements
8. Bank Reconciliation Statement
9. Accountants Advice of Local

Check Disbursement
10. Journal Entry Voucher
11. Journal
12. Vouchers
13. Payrolls
14. Liquidation Reports
15. Employee Index Cards
16. Supplier Index Cards
17. Signed Vouchers, Payroll,
Liquidation Reports, Financial
Statement, Net TakeHome Pay,
PHIC, Certification, Loan, etc.
SUCCESS INDICATOR
Trial Balance prepared and submitted with no error on
the 20th day after the end of the month.
Balance Sheet prepared and submitted with no error
on the 20th day after the end of a quarter.
Income and Expense prepared and submitted with no
error on the 20th day after end of a quarter.
Schedule of accounts prepared and submitted with no
error on the 20th day after end of a quarter.
Schedule of accounts prepared and submitted with no
error on the 15th day after end of the month.
Cash Flow prepared and submitted with no error
within 20th day after end of a quarter.
Notes to Financial Statements prepared with no error
and submitted on the 14th day of February of the
succeeding year.
Bank reconciliation Statement prepared with no error
and submitted on 7th day upon receipt of bank
statement.
Accountants Advice of Local Check Disbursement
prepared with no error daily.
Journal Entry Voucher prepared with no error 15 days
after end of the month.
Journal prepared with no error 15 days after end of
the month.
Vouchers processed with no error within 30 minutes
per voucher.
Payrolls processed with no error within 20 minutes per
payroll.
Liquidation reports processed with no error within 30
minutes per liquidation report.
Employees earnings/deductions posted with no error
within 1 minute per employee.
Suppliers transaction posted with no error within 20
seconds per voucher claim.
Signed vouchers/payrolls/other official documents
with no error within 5 minutes upon receipts.
139 | S P M S
18. Receives and Segregates Paid

Vouchers
19. Receives and Segregates paid
Payrolls and Liquidation
Reports
20. Certificate of Disbursement
21. Annual Alphalist BIR
Officials/Employees/Suppliers
22. Remittance List
23. Preparation of Annual Budget

Proposal
24. Inventory/Disposal of Old
Accounting/Financial Records
Received and segregated vouchers, payrolls and

liquidation reports with no error within 5 minutes per
voucher.
Received and segregated paid payrolls, liquidation
reports with no error within 20 minutes per payroll
and liquidation report.
Certificate of Disbursement prepared within 15 days
upon request with no error.
Annual alphalist prepared and submitted with no
error within one month (officials and employees)/
within 3 months (suppliers) after end of the year.
Remittance list prepared and processed with no error
within the month and/or within 10 days after the end
of the month.
Prepared annual budget proposal with 2 revisions
within 1 week before the deadline of submission.
Inventoried old accounting/financial records with no
error within 4 minutes per voucher/ payroll/
liquidation report from CY 2000-1990
140 | S P M S
C.6. Office of the Municipal Assessor
MAJOR FINAL OUTPUT

1. Tax Declaration of Real
Property/ Field Appraisal
Assessment Sheet (FAAS)
2. Tax Map/ Tax Map Control Roll
(TMCR)
3. Notice of Assessment
4. Assessment Rolls
5. Quarterly Report of Real
Property Assessments
6. Certified True Copy of Tax
Declaration (TD)
7. Certifications
8. Annotation of Bailbond
9. Plans, Programs and Project

Proposal/Designs
10. Budget Proposal
11. Project Procurement
Management Plan/ Annual
Supplies Procurement Plan
Report
14. Payroll (Regular/Job Order)
16. Vouchers
17. Accomplished Statement of
Assets, Liabilities and Net Worth
SUCCESS INDICATOR
TDs/FAAS prepared within 30 minutes per RPU after
inspection conducted with no error (for PASSO
approval).
Tax Maps/TMCR updated within 20 minutes after
receipt of approved TD/FAAS with no error.
Notice of Assessments prepared within 15 minutes
after receipt of every approved RPU with no error.
Sets of assessment roll prepared every revision year
with no error.
Reports prepared with no error submitted to PASSO
within 3 days after end of the quarter.
Tax Declaration certified within 15 minutes with no
error.
Certificates prepared within 15 minutes after
presentation of documents with no error.
Tax Declaration annotated/cancelled within 3 minutes
after receipt of annotated/TD/FAAS from PASSO with
no error.
Plans/Programs/Proposals prepared for with no error
and submitted 3 days after end of the month.
Proposals prepared for with no error and submitted 3
days after end of the month.
PPMP and ASPP prepared within 4 days per program
with no error.
Reports prepared with no error and submitted within
5 days after every end of quarter.
5 days after every end of quarter.
Payrolls prepared in 2-3 working days after
submission of all supporting documents with 2 errors.
OPCR submitted 15th of April/15th of October with 1-2
revisions.
Voucher prepared 2 working days after instruction
with minor error.
SALN prepared and submitted on the 1st-15th day of
March with no revision.
141 | S P M S
C.7. Office of the Municipal Treasurer
MAJOR FINAL OUTPUT

1. Collected Tax Revenues
2. Collected Non-Tax Revenues
3. Report of Checks Issued
4. Real Property Tax Account

Register (RPTAR)/ Business
License Cards
5. Electronic Statement of
Revenues and Expenditures
6. Report of Collections and
Deposits
7. Tax Bills
8. Report of Disbursement
9. Books of Accounts Maintained
(Cash Book)
10. Checks Issued
Commitment and Review
12. Reviewed/Validated OPCR
13. Certificate of Non-Delinquency
Plan/ Project Procurement
Management Plan
16. Budget Proposal
Proposal
Monitoring Journal
SUCCESS INDICATOR
Collected within six months with no error.
Collected within six months with no error.
Report of Checks issued prepared with no error
submitted within 30 minutes after receipt of paid
vouchers.
RPTARs/Business License Cards maintained and
inventory done twice a year with no cards lost.
20 days after end of every quarter.
RCD prepared daily within 1 hour before cut off time
with no error.
Tax bills prepared and delivered within 20 days after
every quarter with no error.
Reports prepared with no error immediately after
disbursement of payrolls.
Cash Books maintained with no error and updated 3
hours after report of disbursement is submitted to the
Accounting Office.
Checks prepared per check issued 30 minutes after
receipt of the approved voucher with no error.
submitted on the 15th day of April 2013.
OPCR reviewed/validated with 3 minor errors within 2
months after receipt of OPCR.
Certifications issued with no error in the content
prepared within 20 minutes after request.
Letters/communications prepared with 2 revisions
within 5 hours.
Report/plan submitted on or before October 15, 2013
with no error.
Proposal submitted 5 working days before the
deadline with 2 revisions.
Plans, Programs and Project Proposal submitted 5
working days after approval of the budget.
MPMJ conducted with no complaint.
142 | S P M S
C.8. Office of the Municipal Civil Registrar
MAJOR FINAL OUTPUT

1. Certificate of Live Birth
(a) On Time
(b) Delayed Registration

2. Certificate of Marriage
(a) On Time

3. Certificate of Death
(a) On Time

4. Certified Copies
5. Amended Birth Certificate
(Legal Instruments, RA 9048, Court
Order, Supplemental Report)
6. Approved Petitions
7. Monthly Report
8. Registry Book
9. PHILCRIS Database
10. Marriage License
SUCCESS INDICATOR
Applications processed with no error and released

within 35 minutes after request.
Applications processed with no error and released on

the 1st day after the 10 days posting.
Marriage certificates registered with no error and
released within 12 minutes (on time) and 22 minutes
(if delayed) from receipt of request.

within 34 minutes from receipt of request.

Copies processed with no error and released within 25
minutes from receipt.
within 30 minutes after receipt of documentary
requirements.
Petitions processed with no error and granted within 5
days after 10 days posting period.
Reports prepared with 3 minor revision and submitted
within 10th day of the following month.
Registered documents posted in the Registry book
with no error within 1 minute per document.
Registered documents encoded in the PHILCRIS
Database with no error within 1 minute per document.
within 1 day after the 10 days posting period.
143 | S P M S
11. Supplemental Report

12. Lecture/Speakership
13. Official Annual Budget

Management Plan
15. Mobile Registration
Report
20. Mobile Registration
21. Budget Proposal
Proposal
Supplemental report processed with no error

submitted on the 10th day of the following month.
Lectures given during pre-marriage seminar with 3
minor complaints on the scheduled date. Certificate of
appearance during conduct.
Office annual budget prepared and revision with 3
minor revisions within 3 days.
Submitted on the 3rd week of September with no error.

within 20 days from receipt of request.
Client assisted/attended immediately.
Submitted before 15th of October.
Payroll prepared with no error within the day after
submission of all supporting document.
Submitted within 1-7 working days after the end of
the quarter.
within 20 days from receipt of request.
Submitted 4-5 working days before the deadline.
Submitted 1-2 working days after approval of the
budget.
144 | S P M S
C.9. Office of the Municipal Health Officer
MAJOR FINAL OUTPUT
SUCCESS INDICATOR
1. Home Based Maternal Record
Pregnant women given prenatal check-up and

attended 15 minutes per patient with no error.
2. ECCD-Early Childhood Care

and Development Card
Children aged 0-9 months given immunization within

20 minutes with no error.
3. Family Planning Record Form
Current users are given Family Planning Services within

15 minutes per Family Planning user with no error.
4. Tuberculosis Treatment Card
Patients cured of TB given daily medication supervised

within 15 minutes with no error.
5. Individual Treatment Record

(ITR)
Patients attended within 15 minutes per patient with

no error.
6. Animal Bite Treatment Card
Animal bite patients managed/given medication within

15 minutes per patient with no error.
7. Laboratory Result Slip
Requests for routine laboratory examinations done in

15 minutes per procedure with no error.
8. Dental Screening Form/Card
Dental patients given/oral care within 30 minutes per

patient with no error.
9. Water Sampling Result Form
Water sampling done within 30 minutes per water

source with 3 minor errors.
10. PhilHealth ID Card
PhilHealth members enrolled in NHIP Program

processed within 15 minutes with 1-2 minor errors.
11. Medical Certificates
Medical Certifications processed and issued within 15

minutes with 1-2 minor errors.
12. Garantisadong Pambata Result

Form
Children 0-59 months given Vitamin A and Deworming

within 15 minutes per patient in the month of October
with no error.
145 | S P M S
C.10. Office of the Municipal Social Welfare & Development Officer
MAJOR FINAL OUTPUT

1. Monthly Report (Day Care
Center Supplemental Feeding)
2. Social Case Study Report
3. Case Recording
4. Closing Summary
5. Progress Report to the
Honorable Court and
Assessment on Discernment
6. Customer Assistance Sheet on
WEDC and CNSP
7. Travel Permit
8. Bureau of Assistance Form 200
with Case Summary.
9. Customer Assistance Sheet on
Community-based Services
10. Masterlist of Day Care Centers
11. ID Card Issued (Senior Citizen,
Persons with Disability, Solo
Parent and Pag-asa Youth
Association)
12. Training Report
13. Activity Design
14. Activity Report
15. Disaster Assitance Family
Access Card (DFAC)/Emergency
Assistance Family Access Card
16. Disaster Report/ Incident
Report
SUCCESS INDICATOR
Monthly reports on Day Care Centers served with
supplementary feeding with no revision submitted on
the 15th day after the end of the month.
Social case study reports prepared with no revision
within 2 working days after request.
Case records completely filed with 3 errors within 2
hours per client.
Closing Summary prepared with 3 minor errors within
1 hour.
Assessment report prepared and submitted with 3
minor errors within 3 working days after receipt of
court order/police request.
Clients served by category with 2 minor complaints
within 30 minutes.
Permit to travel prepared with no error and issued
within 15 minutes per permit.
Bureau of Assistance forms filled-up with case
summary with 2 errors within 1 hours.
Individuals/families provided with community-based
services with 3 minor complaints within 6 months.
Day Care Centers maintained and operated with 3
minor complaints within school calendar year.
ID Card issued with no error and issued in 8 minutes
per ID.
Training report prepared with 3 errors in content

within 5 working days after the activity.
Designs prepared with 3 minor errors within 2 weeks
before the activity.
Activity report prepared with 3 revision in content
within 5 working 5 working days after the activity.
Access card (DFAC/EAFAC) filled up with 2 errors
within 15 minutes.
Reports with 3 revision submitted 8 hours after
incident/disaster.
146 | S P M S
17. Office Status Quarterly Report

Monitoring Journal
Consolidated reports with 3 revision within 7 working

days after end of the quarter.
Monitoring journal prepared and conducted monthly
with no complaint.
147 | S P M S
C.11. Office of the Municipal Agriculturist
MAJOR FINAL OUTPUT

1. Vaccination
2. Deworming
3. Treated Animals
4. Castrated Animals
5. Animal Impregnated
6. (thru artificial insemination)
7. Livestock Monitoring Report
8. Trainings Conducted
9. Farmers Assisted/Served
10. Produced High Quality Hogs
11. Mangrove Regeneration
12. Seaborne/Foot Patrol
Operation Conducted
13. Patrol Boat Maintained
14. Fish Sanctuaries Maintained
15. Monitoring Report of Fishpond
Production
16. Pre-membership Education
Seminar Conducted
17. Monitoring Report
18. Case Study/Investigation and
Evaluation Report
19. Distribution of quality planting
materials
SUCCESS INDICATOR
Animals immunized with 2 complaints done within 2
working days after request.
Animals dewormed with 2 complaints done within 2
Animals treated with 2 complaints done within 2
Animals castrated with 2 complaints done within 2
Sows impregnated thru artificial insemination with 2
complaints done within 2 working days after request.
Livestock monitoring reports with 2 minor errors
submitted on day of deadline.
Trainings conducted on animal health care with 2
complaints done 7 working days upon request.
Farmers assisted and served within 2 working days
after request.
Produced hogs with 2 heads mortality with assistance
done 2 working days after request.
Barangays Zone II and III planted mangrove
propagules with 2 complaints at the end of December.
Seaborne patrol operation with 2 complaints at the
end of December.
Patrol boats maintained with 60% accomplishment
done every 6 weeks.
Fish sanctuaries maintained with 60% accomplishment
at the end of December.
Reports prepared with 2 minor errors submitted one
day before the deadline.
PMEs conducted with 2 complaints within 9 working
days after registration.
Reports prepared with 3 minor errors submitted 1 day
before the deadline.
Case study/investigation and evaluation report done
at the end of December with 2 minor complaints.
Distribute assorted quality planting materials 15
working days after delivery with 2 minor complaints.
148 | S P M S
20. Distribution of Vegetable Seeds

(Pinakbet)
21. Pets Monitoring and
Surveillance Conducted
22. Extended Technical Assistance
23. Farmers Field School and

Package of technology
Conducted
24. Monitoring and Evaluation
Conducted
25. Technology Transfer
Conducted
26. Information Services Extended
27. Area Supervised and Reported
to DA-RFU XI
28. Rice Farmers Assisted and
Monitored
29. Livelihood Skills Training
30. Organizational Meetings
Conducted
31. Submitted Report on RBO
Livelihood Project
32. Assisted Barangay Labor-based
Road Operation
33. Extended Assistance to
Association
34. Planted, Grown and Monitored
Trees under the Forest
Protection Program
35. Planted, Grown and Monitored
Trees under the Forest
Production Program
36. Municipal Demo Farm
Operated and Maintained
37. Special Programs and Projects
Supervised and Implemented
Distributed assorted vegetable seeds 15 working days

after delivery with 2 minor complaints.
Monitoring and surveillance conducted every 5
weekdays after end of each month with 2 minor errors.
Extended technical assistance to 240 farmers done 5
working days after clients request with 2 minor
complaints.
Conducted FFS and POTs to farmers 15 working days
after approval of training design with 2 minor
complaints
Conducted monitoring and evaluation to farmers done
every 5 working days after end of month with 2 minor
errors.
Conducted 4 technology transfer to farmers done 10
working days after attending training with 2 minor
complaints.
Served clients done 45 minutes after clients request
with 2 minor errors.
Area monitored and reports submitted on the day of
deadline.
Rice farmers assisted and monitored done 45 minutes
after clients request with 2 minor errors.
Livelihood skills training conducted 2 days after
scheduled date with 2 minor errors.
Organizational meetings conducted 2 days after
scheduled date with 2 minor errors.
Reports submitted on day of deadline with 2 revisions.
Barangay labor-based road operation activity assisted
with 3 minor complaints done 3 weeks after schedule.
Associations assisted within 5 working days after
receipt of request with 2 minor errors.
Trees planted, grown and monitored 2 days delayed
from scheduled date 3 minor complaints.
Trees planted, grown and monitored 2 days delayed
from scheduled date 3 minor errors.
Activities conducted/attained 4 months upon approval
of budget with 2 minor complaints.
Special projects implemented, assisted and monitored
with 3 minor complaints.
149 | S P M S
38. Agricultural Data Profile

39. Travel Orders Prepared
40. Minutes of Meetings Prepared
41. Disbursement Vouchers
Processed
Management Plan
Prepared
Report on Agricultural Data Profile submitted on the

last day of semester which is 60-79% completed.
TOs prepared with 2 minor errors submitted 1 day
before deadline.
Minutes of meetings prepared with 2 revisions
submitted within 5 working days after instruction.
DVs prepared with 2 minor errors done 2 working days
after instruction.
APP/PPMP submitted with 2 minor errors 3 weeks
after approval of budget.
Letters/communications prepared with 2 minor errors
3 hours after instruction.
150 | S P M S
C.12. Office of the Municipal Engineer
MAJOR FINAL OUTPUT

1. Project Implemented/
Constructed
2. Plans and Designs
(a) Project Cost below 100,000
(b) Project Cost above 100,000
3. Program of Work
(a) Project Cost below 100,000
(b) Project Cost above 100,000
4. Inspection Report of
Completed Infrastructure
Project
5. Checked and Reviewed
Infrastructure Project
6. Inspection Report on
Streetlights/ Electrical Facilities
SUCCESS INDICATOR
Projects implemented/constructed with 2 revision 5
days after completed delivery of construction
materials.
Plan and design of a structure with 2 revisions
submitted within 7 working days per project after the
approval of Annual Budget.
Plans and designs of a structure with 2 revisions
submitted within 22 working days per project after the
approval of Annual Budget.
POW of a structure with 2 minor revisions completed
within 5 working days per project after the approval of
plans and designs/site inspection.
POW of a structure with 2 minor revisions completed
within 14 working days per project after the approval
of plans and designs/site inspection.
Inspection report of an infrastructure projects with 2
minor errors completed within 2 days after the
inspection/project completed.
POW of Barangay projects checked and reviewed with
2 minor errors completed within 2 days upon
submission.
Inspection report on electrical facilities within 2
working days after the inspection.
7. Electrical Permit
Electrical permits with 2 complaints issued within 15

working days upon payment.
8. Building Permit
Building permits with 2 errors issued within 15 working

days upon payment.
9. Fencing Permit
Fencing permit with 2 errors issued within 15 working

days upon payment.
151 | S P M S
10. Mechanical Permit
Mechanical permit with 2 errors issued within 15

11. Plumbing Permit
Plumbing permit with 2 errors issued within 15

12. Occupancy Permit
Occupancy permits with no error issued within 30 days

upon the submission of certificate of completion and
fire safety clearance.
Work order request acted (masonry, carpentry and
electrical works) with 2 complaints within 3 days after
the approval of work order.
13. Government Facilities

Maintained
14. Job Order Slip
(a) Heavy Equipments
(b) Light Vehicles

15. Barangay Road
Rehabilitated/Constructed
16. Daily Time Record (DTR)
17. Pre-Canvass of Construction

Materials and Spare Parts
18. Work Order Slip
(a) Garbage Collection
(b) Electrical Works
19. Project Profile
20. Certifications
Job order request acted (heavy equipments) with 2

minor complaints within 15 days after the approval of
the Job Order.
Job order slip (light vehicles) with 2 minor complaints
within 9 days after the approval of the Job Order.
Barangay roads rehabilitated/constructed with 2 minor
complaints within 5 days after the approval of the job
order.
DTR with 2 errors completed within 5 working days
after the biometric printout.
Pre-canvass with 2 errors completed within 8 hour.
Work order slip (garbage collection) with 2 minor

complaints within 8 hours after the approval of the
work order.
Work order slip (electrical works) with 2 minor
complaints within 1 day after the approval of the work
order.
Project profiles with 2 errors completed within 3 days
after the approval of budget.
Certifications with 2 minor errors completed within 60
minutes.
152 | S P M S
21. Communications
Communications with 2 minor errors completed within

60 minutes.
22. Purchase Request
Purchase request with 2 minor errors completed within

5 hours.
23. Purchase Order
Purchase order with 2 minor errors completed within 5

hours.
24. Payroll
Payrolls with 2 minor errors completed within 5 hours

after filling up of daily time record.
25. Travel Order
Travel orders with 2 minor complaints completed

within 5 minutes.
26. Trip Ticket
Trip tickets with 2 minor complaints completed within

5 minutes.
27. Accomplishment Report
Accomplishment report with 2 minor errors completed

within 30 minutes.
28. Activity Design
Activity designs with 2 minor errors completed within

30 minutes after the approval of budget.
29. Breakdown of Budgetary

Requirements
Breakdown of budgetary requirements with 2 minor

errors completed within 1 day.

Program (ASPP)
ASPP with 2 minor errors completed within 4 hours.
31. Project Procurement

Management Plan (PPMP)
PPMP with 2 minor errors completed within 3 hours.
32. Released Program of Works
POW released with 2 minor errors completed within 5

minutes after the approval of POW.
33. Itinerary
Itinerary with 2 errors completed within 30 minutes

after the issuance of memo order.
153 | S P M S
C.13. Office of the Economic Enterprise Manager
MAJOR FINAL OUTPUT

1. Local Economic Enterprise
Code
2. Lease Contract
3. Billing Statement/Order of
Payments
(a) Terminal
SUCCESS INDICATOR
Endorsed the draft of the LEE Code to the
Sangguniang Bayan with 3 minor revisions within the
last month of the 3rd quarter.
Stall leases are given lease contracts with 2 revisions
after submission of application within 10 days.
Stall lessees at the Integrated Terminal are given

monthly billing statement with 1 error on every 7th day
of the month.
(b) MTC
Customers outside LGU are given billing statements

within 15 minutes with 2 revisions after the food
service.
(c) Slaughterhouse (ante

mortem)
Customer/meat vendors are issued order of payment

on ante mortem inspection of cattle and/ or livestock
to be butchered with no error within 1 hour before
butchery.
(d) Slaughterhouse (post

mortem)
Customers/meat vendors are issued order of payments

on post mortem of their livestock/cattle butchered
with 1 error within 10 hours after display of meat.
4. Cash Tickets
(a) Integrated Terminal
Bus/jeepney/van/motorcycle/trisikad drivers are issued

cash tickets within 5 minutes with 1 error upon entry
to the Sta. Cruz Integrated Terminal.
(b) Market (vendors)
Market vendors are issued daily cash tickets with 1

error within 4 hours in a day.
(c) Market (public vehicles)
Motorcycle/trisikad/van drivers are issued cash tickets

as parking fee with 1 error within 5 minutes upon
entry.
Units of the Local Economic Enterprise have submitted
their daily cash tickets issuance report to the Municipal
Treasurers Office with no error within 3 hours the
following working day
5. Daily Cash Tickets Issuance

Report
154 | S P M S
6. Coordination Report
Submitted coordination report with 2 revisions every

7th working day of the succeeding month
7. Meat Inspection Certificate
Livestock butchered in a day are inspected with 1

complaint within 2 hours after butchery.
8. Food and Beverage Services
Food and beverages are ready to be served to

customers with 2 complaints within 30 minutes before
12 nn for lunch, 7 pm for dinner, 7 am for breakfast
and 10 am and 3pm for snacks.
POW from offices and barangays are prepared with
two (2) minor revisions within ten (10) working days
after approval by the Local Chief Executive.
Burial permits are issued to clients with 2 complaints
within five (5) days before burial.
9. Program of Works
10. Burial Permit
11. Daily Security Report/

Government-Owned Buildings
and Properties Secured
12. Daily Maintenance Report
13. Investors Assistance Sheet
Local Economic enterprises are safe and secured in a

day with 2 complaints.
Surroundings of the units of the Local economic
enterprises are kept clean with 2 complaints within 2
hours before opening of the economic enterprise
units: Market, Terminal, Slaughterhouse and MTC.
New investors with 1 complaint within 1 hour upon
request

Plan/ Project Procurement Plan
(ASPP/PPMP)
ASPP/PPMP are submitted on the 3rd week of the

month of September with 2 revisions.
16. Minutes of Meeting
Minutes of meeting are prepared within 5 working

days after meeting with 2 minor revisions.

Commitment Review
OPCR are submitted on the 15th day of October with 3

minor revisions.
Payrolls are prepared within a day after supporting

documents are acquired with no error.

Report
QAR are prepared within 1-7 working days after the

end of the quarter with no minor revisions.
Customers request are attended immediately upon

clients request with no error.
155 | S P M S
20. Training/Activities
Conducted/Facilitated
Trainings/Activities are conducted/ facilitated

immediately as scheduled with no complaints.
21. Budget Proposal
Budget Proposal are submitted within 4-5 working

days before the deadline with no minor revisions.

Proposal
Submitted within 1-2 working days after approval of

the budget with no minor revisions.

(Programs and Projects)
QSR are submitted within 1-7 working days of the 1st

month of the preceding quarter with no minor
revisions.
156 | S P M S
ANNEX D. Performance Standard Guide

D.1. Municipal Mayors Office
D.1.1. Administrative Section
EXPECTED OUTPUT
Customer Action Sheet
Endorsement
Letters/Outgoing
Communications
(Request/Notice)
Marriage Contract
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint/Error
With Complaint/Error
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Client assisted/attended Immediately
Not immediately attended/assisted

Not attended
Prepared within 1 working day after instruction of the Local Chief Executive
Prepared within 5 or more working day after instruction of the LCE
Drafted within 10 minutes after instruction of the Local Chief Executive
Prepared within 10 minutes after receipt of clients complete pre-requisites
157 | S P M S
Executive Order
Mayors Certification
Mayors Clearance
Mayors Permit
Memorandum Order
Office Performance
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
No Error
With Error
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
No Revision
1-2 Revisions
3 Revisions
More than 4 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Drafted within 1 day after instruction of the Local Chief Executive
Drafted within 2 days after instruction of the Local Chief Executive
Prepared immediately upon request
Prepared 15 minutes upon request
Prepared within 3-5 minutes after receipt of clients complete pre-requisites
Prepared within 3-5 minutes after receipt of clients complete pre-requisites
th
th
Submitted before 15 of April/15 of October
Submitted on the 15th of April/15th of October
Submitted beyond April to June/October to December
158 | S P M S
Plans, Programs and Project

Proposal
Quarterly Accomplishment
Report
Recommendation
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
With No Revision
With 1-2 Revisions
With 3 Revisions
With 4-5 Revisions
More than Revisions
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
5 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Submitted 1-2 working days approval of the budget
Submitted 5 working days approval of the budget
Submitted 15 or more working days approval of the budget
Submitted within 1-7 working days after the end of the quarter
th
Submitted on the 15 day after the end of the quarter
nd
Submitted beyond the 22 day after the end of the quarter
Prepared within 5 minutes after instruction of the Local Chief Executive
159 | S P M S
D.1.2. Human Resource Management Section
EXPECTED OUTPUT
201 Index Card
Accomplished Daily Time

Record (DTR)
Accomplished Personal Data

Sheet (PDS)
Accomplished Statement of
Assets, Liabilities and Net
Worth (SALN)
Agency Remittance Advice

Prepared/Emailed
Forms A, B, C, D & E
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Revision
With Revision
No Items Unfilled
1-2 Items Unfilled
3 Items Unfilled
4 Items Unfilled
5 or more Items Unfilled
No revision
1 revision
2 revisions
3 revisions
More than 3 revisions
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Prepared less than 30 minutes per index card

Prepared 30 minutes per index card
Prepared 1 hour per index card
Prepared 2 hours per index card
Prepared more than 2 hours per index card
th
Submitted 2-3 working days after the 15 and/or end of the month
Submitted 4-5 working days after the 15th and/or end of the month
Submitted 6 working days after the 15th and/or end of the month
Submitted more than 7 working days after the 15 th and/or end of the mo.
Submitted within the 1st-2nd week of January
Submitted within the 3rd-4th week of January
Submitted on the 4th week of January
Submitted on February and beyond
Submitted on the 1st-15th day of March
th
th
Submitted on the 16 -30 day of March
st
Submitted on the 31 day of March
Submitted later than March and beyond
Prepared immediately when there is a need to report
Prepared 1-2 working days after need to report
Prepared 3 working days after need to report
Prepared 4-5 working days after need to report
Prepared beyond 5 working days after need to report
160 | S P M S
Annual Inventory of Records

Done
(Active & In-Active 201 Files)
Annual Supplies
Procurement Plan/ Project
Procurement Management
Plan (ASPP/PPMP)
Application for Leave
Application For Membership

Prepared
Approved Appointment
Attendance Report (CSC)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Records Lost
With Records Lost

No Error
With Error
No Error
1-2 Minor Error
3 Minor Errors
4 Minor Errors
5 Minor Errors
No Error
With Error
No error
With 1-2 errors
With 3 errors
With 4 errors
With 5 or more errors
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Inventory done once a year
No inventory conducted
Submitted within the 3rd week of September

Submitted within the 4th week of October
Submitted on or before Oct. 15
Submitted beyond Oct. 15
Prepared immediately after request
Prepared on the following working day after request
nd
Prepared on the 2 working day after request
Prepared on the 3rd working day after request
Prepared after 3rd working day after request
Prepared within 1-7 working days after employees Assumption of Office
Prepared within 6-15 working days after employees Assumption of Office
Prepared within 1 month after employees Assumption of Office
Prepared within 2 months after employees Assumption of Office
Prepared after 2 months after employees Assumption of Office
Prepared within 5 working days after instruction
Prepared beyond 20 working days after instruction
Submitted 1-5 working days after end of the month
Submitted on the 15th day of January/April/July/October
Submitted on the 16th to 22nd day of the month
Submitted beyond the 22nd day of the month
161 | S P M S
Attendance Sheet
BAC Procurement
Budget Proposal
Certifications
Certificate
of Employment
of Leave Balances
Certificate of Employment and
Compensation
Certificate
Certificate of Assumption of
Office
Certificate Of Training/
Participation
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No revision
1 revision
2 revisions
3 revisions
No Error
With Error
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Accomplished immediately upon schedule of activity
Not immediately accomplished

Prepared immediately after GSO P.O. coded
Prepared 1-2 working days after GSO P.O. coded
Prepared more than 7 working days after GSO P.O. coded
Submitted 4-5 WDs before the deadline
Submitted 3 WDs before the deadline
Submitted 1 WD before the deadline
Submitted after the deadline
Prepared within 15 minutes upon request
Prepared more than 30 minutes upon request
Within 10 minutes after instruction
Within 30 minutes or more after instruction
Prepared 1-2 working days after instruction
Prepared 5 working days after instruction
Prepared More than 7 working days after instruction
162 | S P M S
Certificate Of Travel
Completed
(Appendix B)
Civil Service Month

Celebration Report
Communications
(Reply)
Comparative Assessment
Report
Customer Action
Disbursement Voucher
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Complaint/Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Within 1 to 2 WDs after travel
Within 3 WDs after travel
More than 8 WDs after travel
Prepared within the 1-7th working days of October
th
Prepared on the 15 working day of October
Prepared more than 22 working days of October
Prepared 15 or more working days after instruction
Prepared immediately after PSB submitted their rating
Prepared within 3 working days after PSB submitted their rating
Prepared more than 7 working days after PSB submitted their rating

Not attended
Prepared 30 minutes after all supporting documents completed
Prepared 1 hour after all supporting documents completed
Prepared 2 hours after all supporting documents completed
More than 2 hours after all supporting documents completed
163 | S P M S
Disposed/Returned
Documents/201 Files
Design/ Layout
Document Delivered
(Outside)
Documents Posted
Employees
Leave Balances
Attendance Summary Report
Birthday Celebrants
List Of Employees Entitled For
Increment/Loyalty
Documents Prepared
(Retirement/Terminal Leave)
Documents Received
(Stamping Of Received On
Document And Doing Entry On
Incoming Logbook)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Returned 201 file of retired employees on the date of retirement
Returned 201 file 7 working days after retirement
Returned 201 file on 15 working days after retirement
Returned 201 file on 22 working days after retirement
Returned 201 file after 22 working days
Finished 1-2 working days after instruction
Finished 5 working days after instruction
Finished more than 7 working days after instruction
Done immediately after instruction
Done 1-2 working days after instruction
Done 3 working days after instruction
Done more than 4 working days after instruction
Done within 4 hours after instruction
Done within the day after instruction
Done within 2-3 working days after instruction
Done within 3 working days after instruction
Processed one month before date of retirement
Processed 3 weeks before date of retirement
Processed 2 weeks before date of retirement
Processed 1 week before date of retirement
Processed less than a week before date of retirement
Done 2 minutes after receipt
Done 6-10 minutes after receipt
Done 20 minutes or more after receipt
164 | S P M S
Document Reproduced
Downloaded Data on
Biometric Machine
Employee ID Card
Employee Profile Form
Employees Loan Confirmed

Recorded in the Logbook
(Complaints do not include

the time of loans credited in
the bank)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error in encoding
1 Error in encoding
2 Errors in encoding
More than 3 Errors in
encoding
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
5 or more Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Done 1 working day after the end of quencena/end of month
Done 2 working days after the end of quencena/end of month
Done more than 4 working days after the end of quencena/end of month
Produced not later than 1-2 working days after request
Produced not later than 5 working days after request
Produced later than 7 working days after request
Prepared not later than the month of August
Prepared not later than the month of September
Prepared not later than the month of October
Prepared not later than the month of November
Prepared not later than the month of December
5
4
3
2
1
Immediately after text received from GSIS/employee

1-2 working days after text received from GSIS/employee
3 working days after text received from GSIS/employee
4 working days after text received from GSIS/employee
5 working days or more after text received from GSIS/employee
165 | S P M S
Endorsement Letter
Transmittal Letter
Acknowledgment Letter
Request Letter
Filed Documents
Leave
Memorandum
Order
Communication/Certification
Nosi/Nosa
Dtr/Attendance
Sheet
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
No Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
5
4
3
2
1
5
4
3
2
1
Within 1 working day after instruction

Within 2 working days after instruction
Within 5 or more working days after instruction
Filed less than 30 minutes upon receipt of documents
Filed 30 minutes upon receipt of documents
Filed 1 hour upon receipt of documents
Filed 2 hours upon receipt of documents
Filed more than 2 hours upon receipt of documents
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Submitted within the 1st-5th day of June/December

Submitted within the 6th-14th day of June/December
Submitted on the 15th day of June/December
Submitted within the 16th-22nd day of June/December
Submitted beyond the 22nd day of June/December
Acted immediately after request
Acted 1-2 working days after request
Acted 3 working days after request
Acted 4 working days after request
Acted more than 4 working days after request
Prepared immediately upon advise
Prepared 30 minutes after advise
Prepared 1 hours after advise
Prepared more than 2 hours after advise
Saln/Per/Payrolls
201
Files/Request Slip
Individual Performance
(IPCR) Form
Information Technology (IT)

Technical Support
Itinerary of Travel
(Appendix A)
With Error
No Error
1-2 Errors
3-5 Errors
6-8 Errors
More than 8 Errors
No Error
With Error
166 | S P M S
Job Order (JO) Contract
Job Order Profile Updated
Laundry Done
Leave Cards Updated
Liquidation Report
(Travel)
List Of Employees Entitled

for Step Increment/ Loyalty
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
More than 4 Complaints
No Error
With Error
No Error
With Error
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared within 1-2 working days upon instruction/advise
Prepared within 5 working days upon instruction/advise
Prepared more than 7 working days upon instruction/advise
Done within the 1st-2nd week of the last month of every semester
Done within the 3rd week of the last month of every semester
Done within the 4th week of the last month of every semester
Done on the following month after end of the semester
1 working day after changing of curtains
2 working days after changing of curtains
More than 4 working days after changing of curtains
Done on the 1st to 2nd week of the succeeding month
Done on the 3rd week of the succeeding month
Done on the last week of the succeeding month
Done beyond the succeeding month
Prepared immediately on the following day of travel
Prepared 2-3 working days after travel
Prepared more than 7working days after travel
Prepared within the month of July
Prepared within the month of August
Prepared within the month of September
Prepared within the month of October
Prepared within the month of November or after
167 | S P M S
List of Personnel Paid On

Honorarium Basis Updated
(Volunteer Teachers, Watchmen,
Traffic Aides, Madrasah Teachers,
Blp Facilitator, Als Instructional
Manager)
List of Vacant Plantilla

Positions
Masterlist of Employees
Registered in the Biometric
Machine
Memorandum
Minutes of Meeting
Monthly Employees
Attending Flag Raising
Ceremony Report
5
4
3
2
1
No Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1-2 Errors
3 Errors
4-5 Errors
More than 5 Errors
No Error in the content
With 1-2 errors
With 3 errors
With 4- errors
With more than 4 errors
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
With Error
5
4
3
2
1
Done within the 1st-2nd week of the last month of every semester
Done within the 3rd week of the last month of every semester
Done within the 4th week of the last month of every semester
Done on the following month after end of the semester
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared more than 6 working days after instruction
Immediately upon registration of employee
On the 1st-2nd working day after employee registration
On the 3rd working day after employee registration
On the 4th working day after employee registration
Later than the 4th working day after employee registration
Within 1-2 WDs after instruction
Within 3-5 WDs after instruction
Within 5 WDs after instruction
Within 6 WDs after instruction
More than 6 WDs after instruction
Prepared 1-2 working days after the meeting
Prepared 5 working days after the meeting
Prepared more than 7 working days after the meeting
Prepared on the 1st week of the following month
Prepared on the 2nd week of the following month
Prepared on the 3rd week of the following month
Prepared on the last week of the following month
Prepared beyond the following month
168 | S P M S
Monthly Performance
Monitoring Journal
Monthly Performance
Output Report
Notice of PSB Meeting
Notice of Salary Adjustment/

Notice of Step Increment
(NOSI/NOSA)
Oath of Office Form FilledUp and Signed
Obligation Request
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
With Complaint
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
No error
1 error
2-3 errors
More than 4 errors
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
4 or More Revisions
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Conducted monthly
No monitoring
Submitted within 1-7 working days after the end of the month
th
Submitted on the 15 day after the end of the month
nd
Submitted beyond the 22 day after the end of the month
Prepared and delivered within 1-2 days after instruction
Prepared and delivered within 3-4 days after instruction
Prepared and delivered within 5 days after instruction
Prepared and delivered within 6 days after instruction
Prepared and delivered more than 6 days after instruction
Prepared 1 month before the month of employees entitlement
Prepared 15 working days before the month of employees entitlement
Prepared 5 working days before the month of employees entitlement
Prepared within the month of employees entitlement
Prepared beyond the month of employees entitlement
Prepared 3-5 working days before appointees assumption
Prepared 1-2 working days before appointees assumption
Prepared on the day of assumption of employee
Prepared immediately after instruction

Prepared I day after instruction
Prepared 2 days after instruction
Prepared more than 3 days after instruction
169 | S P M S
Office Area/Equipment
Cleaned/Maintained
Office Performance
Payroll/Voucher Rerouted
Payroll
Regular
Special
Job
Order, LSB Volunteer and

Madrasah Teacher, Watchman,
Traffic Aide, BLP Facilitator, ALS
Manager, Honorarium
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
No Revision
1-2 Revisions
3 Revisions
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Finished at 7:30 AM/12:30 PM

Finished beyond 8:00 AM/beyond 1:00 PM
5
4
3
2
1
Prepared within the day after submission of all supporting documents

Prepared 1-2 working days after submission of all supporting documents
Prepared 9 working days after submission of all supporting documents
Submitted before 15th of April/15th of October

th
th
Submitted on the 15 of April/15 of October

Never submitted
Prepared within the 8th working day of the month
Prepared within the 21st working day of the month and beyond
170 | S P M S
Plants Watered
Personnel Complement
Personnel Profile Updated
Plantilla Prepared
DBM
CSC
Version (Personnel Schedule)

Version (Plantilla of Personnel)
Position Description Form
Posted Notice/
Announcement
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
No Revision
1-2 Revisions
3 Revisions
4 Revisions
5 Revisions
With No Error
With 1 Error
With 2 Errors
With 3 Errors
With 4 or more Errors
No Error
With Error
No Error
1-2 Errors
3 Errors
4 Errors
More than 4 Errors
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared/Posted on the 1st week after the end of the semester
Prepared/Posted on the 2nd week after the end of the semester
rd
Prepared/Posted on the 3 week after the end of the semester
Prepared/Posted on the 4th week after the end of the semester
Prepared/Posted 1 month after the end of the semester
st
Updated on the 1 week after the end of semester
nd
rd
Updated on the 4th week after the end of semester
Updated on the 5th week after the end of semester
Never prepared
Prepared within 5 working days after approval of appointment
Prepared more than 20 working days after approval of appointment
171 | S P M S
PowerPoint Presentation
Printed Employees Daily

Time Record
(Biometric Print-Out)
Profile of Applicant
PSB Documents Filled-Up

Pf1-A
(Individual Assessment Form)
Pf1-B
(Interview Assessment Form)

Pf1-C (Potential Assessment Form)
Purchase Request
Report
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Error in encoding
1-2 Error in encoding
More than 4 Errors
No Revision
With Revision
No Error
With Error
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Finished 5 working days after instruction
Finished more than 7 working days after instruction
Done immediately after data has been downloaded
Done 1-2 working days after data has been downloaded
Done 3 working days after data has been downloaded
Done 4 working days after data has been downloaded
Done more than 4 working days after data has been downloaded
Prepared 1-2 working days after submission of application
Prepared 5 working days after submission of application
Prepared more than 7 working days after submission of application
Filled-up within 5 working days before the scheduled meeting
Filled-up on the scheduled meeting
Prepared I working day after instruction
Submitted on the 15th day after the end of the quarter
Submitted beyond the 22nd day after the end of the quarter
172 | S P M S
Quick Count of Government

Personnel
Report on Appointment
Issued (RAI)
Requisition and Issue Slip
Report on Accession/
Separation
Report on Employees
Nominated/Recognized
Based on Approved PRAISE
Reviewed/Validated Office
Performance Commitment
Review (OPCR)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
No Revision
1-2 Revisions
3 Revisions
4 Revisions
No Error
With Error
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
No Complaint
1-2 Complaints
3 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

st
th
Submitted within the 1 -7 day of January

th
th
th
Submitted within the 15 day of January
th
nd
nd
Submitted beyond the 22 day of January
Submitted 1-5 working days after the end of the month
Submitted 6-14 working days after the end of the month
th
Submitted more than 16 working days after the end of the month
Prepared 1 hour after advise
Submitted on the 15th day of the month
Submitted on the 16th-22nd day of the month
Submitted beyond the 22nd day of the month
Submitted on the 23rd day of the last month of every quarter
Submitted within the 24th-25th day of the last month of every quarter
Submitted on the 26th day of the last month of every quarter
Submitted on the 27th-30th day of the last month of every quarter
Submitted beyond 30th day of the last month of every quarter
Within 15 working days after receipt of the OPCR
Within 1 month after receipt of the OPCR
Within 2 months after receipt of the OPCR
Within 3 months after receipt of the OPCR
Never reviewed/validated
173 | S P M S
Revised Personnel
Mechanisms
Segregated Records/Files
Service Record
Updated
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No revisions
With 1 revision
With 2 revisions
With 3 revisions
With more than 3 revisions
No Error
1 error
2 errors
3 errors
More than 3 errors
No Error
1-2 Errors
3 Errors
4 Errors
More than 4 Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Submitted to CSC for review 5 days after signed by the LCE

Submitted to CSC for review 20 days after signed of the LCE
Submitted to CSC for review more than 20 days after signed by the LCE
Within 15 minutes for each 201 File
Within 40 minutes or more for each 201 File
Updated within 5 working days after approval of the NOSI/NOSA
Updated more than 20 working days after approval of the NOSI/NOSA
Created
5
4
3
2
1
No error
1-2 errors
3 errors
4 errors
More than 4 errors
5
4
3
2
1
Created within 5 working days after approval of the appointment

Created more than 20 working days after approval of the appointment
Prepared
5
4
3
2
1
No Error
5
4
3
2
1

With Error
174 | S P M S
Staffing and Compensation

Profile
Study Leave Contract

Prepared
Summary Report on
Employees SALN
. Ombudsman
.CSC
Training/Activities
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
No Revision
1-2 Revisions
3 Revisions
4 Revisions
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Never prepared
Prepared 1 month before employees enrollment
Prepared 3 weeks before employees enrollment
Prepared 2 weeks before employees enrollment
Prepared 1 week before employees enrollment
Prepared less than a week before employees enrollment
Submitted to Office of the Ombudsman within 1-5 working days of April
Submitted within 15 working days of April
th
Submitted on the 30 day of April
Submitted within 1-15 working days of May
Submitted after the 15th day of May
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
No Complaint
1-2 Complaints
3 Complaints
4-5 Complaints
5
4
3
2
1
5
4
3
2
1
Submitted to CSC 1-7 working days OF May

Submitted on the 15th day of May
Submitted beyond the 22nd day of May
As scheduled
Not able to comply with the schedule
175 | S P M S
Training Kits/Supplies/
IDs (For Participants)
Travel Order
Validated Personal Data

Sheet (PDS)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared 15 working days before the scheduled training/activity
Prepared on the scheduled training/activity
Prepared and submitted 5 days before travel
Prepared and submitted 3-5 days before travel
Prepared and submitted 1 day before travel and on the day of travel
Prepared and submitted 1 day after travel
Prepared and submitted more than 1 day after travel
5 minutes after PDS received
More than 20 minutes after PDS received
176 | S P M S
D.1.3. Business Permit and Licensing Section
EXPECTED OUTPUT
Additional Line of Business
Business Permit
Certification
Dropping of MTOP Franchise
Inspection of Business
Establishment
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
3-4 Errors
More than 4 Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Within 40 minutes
After 40 minutes 1 hour
After 1 hour 1 hour and 30 minutes
After 1hour and 30 minutes 2 hours
After 2 hours and onwards
Within 40 minutes
Within 15 minutes
Within 5 minutes per establishment
After 5-8 minutes per establishment
After 12 minutes and onwards
Within 5 minutes
177 | S P M S
MTOP Franchise
Occupational Permit
Retirement of Business
Permit
Special Permit
Trisicad and Bicycle

Registration
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
No Error
1 Error
2-3 Errors
More than 3 Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Within 30 minutes
Within 15 minutes
Within 25 minutes
Within 25 minutes
Within 25 minutes
Note: Action time for approval by the LCE/Administrator is excluded in the Time Standard of this office.
178 | S P M S
D.1.4. General Services Section
EXPECTED OUTPUT
Agency Procurement
Request
Annual Supplies
Procurement Plan
Consolidated
BAC Request Form Coded

and Logged
Certificate of Insurance
Policy
Certificate of Registration
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Within 10 minutes per Agency Procurement Request

th
Within the 5 day of November
Within the 10th day of November
Upon receipt of BAC-R Form
Within 2 minutes upon receipt of BAC-R Form
Within 1 week before the expiration date
Within 3 days before the expiration date
On the date of the expiration
Within 1 week after the expiration date
Within 2 weeks after the expiration date
Within 1 week before the expiration date
Within 3 days before the expiration date
On the date of the expiration
Within 1 week after the expiration date
Within 2 weeks after the expiration date
179 | S P M S
Inspection and Acceptance

Report
LGUs Annual Procurement

Plan
Property Card
Property Issue
Slip/Memorandum Receipt
Property, Plant and

Equipment Report Prepared
Property Sticker
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Upon receipt/delivery of goods
Within 3 minutes upon receipt/delivery of goods
Within the 1st working day of December
Within the 1st week of December
nd
Within the 2 week of December
Within the 3rd week of December
th
Within the 4 week of December
Within 5 minutes after issuance
Within 30 minutes or more after issuance
Upon delivery of the equipment/property
Within 3 working days upon delivery
Within the 20th day of January
Within 25 day of January
Within 31st day of January
Within the 1st week of January
Within the 2nd week of January
Upon issuance of property/equipment
Within 2 working days after issuance
180 | S P M S
Purchase Order Reviewed,

Coded and Logged
Purchase Request Reviewed,

Coded and Logged
Request for Quotations

Delivered
Request for Quotations

Posted
Requisition And Issue Slip

(RIS)
Stock Cards Updated
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Upon receipt of Purchase Order
Within 3 minutes upon receipt of Purchase Order
Upon receipt of Purchase Request
Within 3 minutes upon receipt of Purchase Request
Within 3 days upon receipt of Request for Quotation
Upon receipt of Request for Quotation
Within 5 minutes upon receipt of Request for Quotation
Within 1 minute after issuance
181 | S P M S
Summary of Supplies and

Materials Used
Water Material Report
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1

st
Within 1 day of July

st
Within 1 week of July
nd
rd
Within 4th week of July
Upon receipt of waste material
Within 3 minutes after receipt of waste material
182 | S P M S
D.1.5. Housing and Homesite Regulation Office
EXPECTED OUTPUT
Activity Design and Project
Design
Activity Report
Emergency Meeting
Organizational Meeting
Monitoring
Budget Proposal
Communications
(Reply)
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
No Complaint/Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
2 days after the order from the supervisor

More than 5 days after the order from the supervisor

Not attended
Submitted 4-5 working days before the deadline
Submitted 3 working days before the deadline
Submitted 1 working day before the deadline

Not attended
183 | S P M S
Data Bank (Housing Data)
GK Housing Constructed
Homeowners Association
Organized
Minutes of Meeting
Office Performance
Program of Works
(Php 10,000 Below)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Lapses on Data
1-2 Lapses on Data
3 Lapses on Data
4 Lapses on Data
More than 4 Lapses on Data
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
4 Minor Complaints
No Complaint
1-2 Minor Complaints
3 Minor Complaints
4 Minor Complaints
No Revision
1 Revision
2 Revisions
3 Revisions
No Revision
1-2 Revisions
3 Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Within 40 minutes
1 month from the start of construction
2 months from the start of construction
1 month from the start of construction
Never submitted
Submitted 1 week after instruction from supervisor
Submitted 2 weeks after instruction from supervisor
Not Submitted
184 | S P M S
Subdivision Plan and Design

(per 1.0 hectare)
Travel Order and Pass Slip
Voucher, APP, PPMP
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
No Error
1 Minor Error
2 Minor Errors
3 or more Errors
No Error
1 Minor Error
2 Errors
3 Errors
4 or more Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Submitted 1-2 weeks after instruction from supervisor
Submitted 1 month after instruction from supervisor
Submitted 2 months after instruction from supervisor
Submitted more than 2 months after instruction from supervisor
2 days before travel
1 day before travel
On the day of travel
Late
1 hour per document processed
2 hours per document processed
More than 2 hours per document
185 | S P M S
D.1.6. Investment Promotion (PAIC) and Tourism Office
EXPECTED OUTPUT
Attendance Sheet
Certificate of Local Tax

Exemption
Certificate of Training
Certificate of Mt. Apo Climb
Communications
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Minor Revisions
3 Minor Revisions
4-5 Minor Revisions
No Error
1 Error
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
More than 5 Minor Errors
No Error
1 Error
No Revision
1-2 Minor Revisions
3 Minor Revisions
4-5 Minor Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5 days before the training

1 day before the training
Within 1 day after approval of the PAIC Board
Within 2 days after approval of the PAIC Board
More than 4 days after approval of the PAIC Board
Within 1 working day
Within 2 working days
Within 15 minutes upon request
Within 1 hour upon request
Within 2 hours upon request
More than 2 hours upon request
Within 5 days before the training/activity
More than 6 days before the training/activity
186 | S P M S
Company Data
Company Profile Form
Data
Document Delivered
(outside)
Investors Assistance Sheet
Investors Profile and Data

Bank
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
With Error
No Complaint
1 Complaint
More than 1 Complaint
No Error
1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Every month
Every 2 months
Every 3 months
Every 4 months
Every 5 months and beyond
1 day before the end of the quarter
2 days before the end of the quarter
Within 3 working days upon receipt of instruction
More than 6 working days upon receipt of instruction
30 minutes upon request
45 minutes upon request
1 hour up[on request
More than 1 hour upon request
Conducted every 1 month
Conducted every 2 months
187 | S P M S
LGU Website Maintained

and Updated
Local Tour
Local Tour Itinerary
Monthly Report
Monthly Report of Tourism

Statistics
Permit to Climb Mt. Apo
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With No Complaints
No Revision
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
1 Minor Error
2 Minor Errors
3 Minor Errors
No Error
1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

LGU website updated/maintained twice a week
LGU website updated/maintained once a week
LGU website updated/maintained once every 2 weeks
LGU website updated/maintained once every 3 weeks
LGU website updated/maintained once a month
Within 1 day after instruction
Within 2 days after instruction
More than 4 days after instruction
Within 4 hours upon receipt of request
Within 6 hours upon receipt of request
Within 1 day upon receipt of request
Within 2 days upon receipt of request
More than 2 days upon receipt of request
Within 1 working day of the succeeding month
Within 2 working days of the succeeding month
Within 3 days of the succeeding month
More than 1 week of the succeeding month
Within 15 minutes after submission of required documents
Within 30 minutes after submission of required documents
Within 1 hour after submission of required documents
Within 2 hours after submission of required documents
More than 2 hours after submission of required documents
188 | S P M S
Press and Photo Releases of

LGU Activities
Posted News Articles
Posted Pictures
Project Proposal
Related Literature
Research Documents
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
No Error
With Error
No Error
With Error
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
1 Minor Error
2 Minor Errors
3 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Within 1 day after the activity
Within 2 days after the activity
More than 4 days after the activity
1 day after receipt of notice
2 days after receipt of notice
Within 1 day after receipt of request
Within 2 days after receipt of request
Conducted within 1 month
Conducted within 2 months
189 | S P M S
Survey Form
(Tourist Arrival at the Resorts
and Restaurants)
Training/Activity Report
Training Design
Training Kits
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
No Error
1 Minor Error
2 Minor Errors
3 Minor Errors
No Revision
1-2 Minor Revisions
3 Minor Revisions
4-5 Minor Revisions
No Error
1-2 Minor Errors
3 Minor Errors
4-5 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Within 1 day after the end of the month
Within 2 days after the end of the month
More than 6 days after the activity
Within 7 working days before the training
Within 5 days before the training
Within 1 day before the training
190 | S P M S
D.2. Office of the Secretary to the Sangguian
EXPECTED OUTPUT
Certifications
Committee Reports
Indorsements of Approved:
(a) Legislations
(b) Barangay Annual and

Supplemental Budgets and
MTOPs
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
No Error
5
4
3
2
1
No Error
5
4
3
2
1
No Error
1 Error
2 Errors
More than 2 Errors
No Revision
1 Revision
2 Revisions
1 Error
2 Errors
More than 2 Errors
1 Error
More than 1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Within 1 working day after receipt from the LCE
5
4
3
2
1
Within 1 working day after the session

More than 15 minutes upon request
Within 2 working days after the committee hearing
More than 4 working days after the committee hearing
Within 2 working days after receipt from the LCE

Within 3 working days after receipt from the LCE
More than 3 working days after receipt from the LCE
Within 2 working days after the session

More than 2 working days after the session
191 | S P M S
Minutes
Notices
(a) Sessions
(b) Committee Works
Resolutions/Ordinances
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1

5
4
3
2
1
No Error
5
4
3
2
1
Within 2 working days before the session
5
4
3
2
1
5
4
3
2
1
No Error
5
4
3
2
1
5
4
3
2
1
Within 2 working days before the committee work
1 Error
2 Errors
More than 2 Errors
1 Error
2 Errors
More than 2 Errors
No Revision
1 Revision
2 Revisions
Within 1 working day before the session

Within the day of the scheduled session
Within 1 working day before the committee work

Within the day of the scheduled committee work
192 | S P M S
D.3. Municipal Planning and Development Office
EXPECTED OUTPUT
Annual Investment Plan
Annual Supplies
Plan (ASPP/PPMP)
Budget Proposal
Locational Clearance Issued
Minutes
RATING
QUALITY STANDARD
RATING
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Minor Revision
2 Minor Revisions
3 Minor Revisions
4 or more Revisions
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Minor Error

No Revision
1 Revision
2 Revisions
3 Revisions
4 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
TIME STANDARD
(per output)
nd
2 week of August
rd
3 week of August
End of August
st
1 week of September
2nd week of September
rd
Submitted within the 3 week of September
Submitted on or before October 15
Submitted beyond October 15
1 day and 73 minutes
More than 2 days

Ready 3 days before the next meeting
Not ready during the meeting
193 | S P M S
Monthly Monitoring Journal
Municipal Comprehensive
Land Use Plan (MCLUP)
Notice of Meeting
Office Performance
Payroll (Job Order)
Project Design Prepared
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
With Complaint
No Revision
1 Minor Revision
2 Minor Revisions
3 Minor Revisions
4 or more Revisions
No Error
1 Error
2-3 Errors
4 or more Errors
No Revision
1-2 Revisions
3 Revisions
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Revision
1 Minor Revision
2 Minor Revisions
3 Minor Revisions
4 or more Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Conducted monthly
No monitoring
2nd week of December
3rd week of December
End of December
Beyond December
Within 1 hour after instruction
Within 2 hours after instruction
More than 4 hours after instruction
Never submitted
2 hours
3 hours
4 hours
5 hours
6 hours or more
194 | S P M S
Project Design/Activity
Design Reviewed
Project Proposal Prepared
Report
Quarterly Status Report on

Programs/Projects/Activities
Resolution
Subdivision Plans/
Development permit
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Minor Error
2 Minor Errors
3 Minor Errors
4 or more Minor Errors
No Revision
1 Minor Revision
2 Minor Revisions
3 Minor Revisions
4 or more Revisions
No Revision
1 or 2 Revisions
3 Revisions
4 Revisions
5 or more Revisions
No Revision
1 Minor Revision
2 Minor Revisions
3 Minor Revisions
4 or more Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
4 Revisions
No Error
With Minor Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

20 minutes upon receipt
1 hour or more upon receipt
2 hours
3 hours
4 hours
5 hours
6 hours or more
th
15th day of the 1st month of the next quarter
More than a month
Ready 3 days after the meeting
Ready 7 days or more after the meeting
4 days and 48 minutes
More than 4 days and 48 minutes
195 | S P M S
Zoning Certification Issued
5
4
3
2
1
No Error
With Minor Error
5
4
3
2
1

1 day and 21 minutes
More than 1 day and 21 minutes
196 | S P M S
D.4. Municipal Budget Office
EXPECTED OUTPUT
Abstract Of Bids
Act as Special Disbursing

Officer of the LCE IF
Acceptance and Inspection

Report

Record (DTR)

Sheet (PDS)
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
1 or 2 Minor Errors
3 Minor Errors
4 Minor Errors
No Error
With Error
No Revision
With Revision
No Items Unfilled
1-2 Items Unfilled
3 Items Unfilled
4 Items Unfilled
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Prepared immediately after Opening of Canvass

Prepared 1-3 working days after Opening of Canvass
Prepared more than 7 working days after Opening of Canvass
3 minutes per client
10 or more minutes per client
Accepted and signed immediately upon complete delivery of goods
Accepted and signed 1 day upon complete delivery of goods
Accepted and signed 2 days upon complete delivery of goods
Accepted and signed 3-4 days upon complete delivery of goods
Accepted and signed more than 4 days upon complete delivery of goods
th
th
Submitted 6 working days after the 15 and/or end of the month
197 | S P M S
Worth (SALN)
Allotment Release Order
Annual Supplies
Plan (ASPP/PPMP)
BAC Procurement
Budget Proposal
Certified Appropriation of
Appointment (Job Order)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No revision
1 revision
2 revisions
3 revisions
No Revision
1 or 2 Revisions
3 Revisions
4 Revisions
5 or more Revisions
No Error
With Error
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
Submitted on the 1st-15 day of March

th
th
Submitted on the 16 -30 day of March
st
Submitted on the 31 day of March
Prepared within 3 working days after receipt of approved A.O./Resolution/Request
Prepared within 7 or more working days after receipt of approved A.O./Resolution/Request
rd
th
Submitted within the 4 week of October
3 minutes per appointment
10 or more minutes per appointment
198 | S P M S
Certificate of Travel
Consolidated Statement of
Receipts and Expenditures
Endorsement Letter
Filed Documents
Commitment And Review
(IPCR) Form
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
1 or 2 Minor Errors
3 Minor Errors
4 Minor Errors
No Error
With Error
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Within 1-2 working days after travel
Within 3 working days after travel
More than 8 working days after travel
st th
Submitted within the 1 -5 day of June/December
199 | S P M S
Itinerary of Travel
LGU Annual Budget

(Local Expenditures Program)
LGU Supplemental Budget
Liquidation Report CA Travel
Local Budget Matrix
Minutes Of Meeting
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No revision
1 or 2 revision
3 revisions
4 revisions
5 or more Revisions
No revision
1 or 2 revision
3 revisions
4 revisions
5 or more Revisions
No Error
With Error
No Revision
1 or 2 Revisions
3 Revisions
4 Revisions
5 or more Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Submitted on the 1st week of October
Submitted on the 2nd week of October
th
Submitted on the 15 day of October
th
Submitted on the 4 week of October
st
Submitted on the 1 week of November
Prepared immediately following day of travel
Prepared more than 7 working days after travel
Prepared within 3 working days after receipt of approved Appropriation Ordinance
Prepared within 7 or more working days after receipt of approved Appropriation Ordinance
200 | S P M S
Monthly Performance
Monitoring Journal
Monthly Performance
Output Report
Obligation Request
Office Performance
Payroll (Job Order)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
With Complaint
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
No Error
With Error
No Revision
1-2 Revisions
3 Revisions
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Conducted monthly monitoring
No monitoring
th
nd
Submitted beyond the 22 day after the end of the month
Never submitted
201 | S P M S
Posted on Ledger
Purchase Request
Report
Quarterly Status Report

Registry of Appropriation,
Allotment and Obligation
Personal Services
MOOE
Capital Outlay
Financial Expenses
Registered Appropriation
and Obligation (RAO)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 or 2 Minor Errors
3 Minor Errors
4 Minor Errors
No Error
5
4
3
2
1
No Revision
1 or 2 Revisions
3 Revisions
4 Revisions
5 or more Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
1 or 2 Minor Errors
2 Minor Errors
4-5 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

10 or more minutes per appointment
th
Submitted within the 5th day of the 1st month of the preceding quarter
Submitted after the 7th day of the 1st month of the preceding quarter
No Error
1 or 2 Minor Errors
2 Minor Errors
4-5 Minor Errors
5
4
3
2
1
5 minutes per Obligation Request

15 or more minutes per Obligation Request
With Error
Maintained daily
Maintained every other day
Maintained weekly
Maintained every other week
Maintained monthly
202 | S P M S
Reviewed Barangay Annual

Budget
Reviewed Barangay
Supplemental Budget
Request for Quotation

(RIS)
Statement of Accounts
Payable
Statement of Not Yet Due

and Demandable
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
1 or 2 Minor Errors
2 Minor Errors
4-5 Minor Errors
No Error
1 or 2 Minor Errors
2 Minor Errors
4-5 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

20 minutes after receipt
1 hour or more after receipt
Prepared immediately after approval of BAC request
Prepared 1-2 working days after approval of BAC request
Prepared more than 7 working days after approval of BAC request
Prepared immediately after upon advice
Prepared 30 minutes after advice
Prepared 1 hour after advice
Prepared 2 hours after advice
Prepared more than 2 hours after advice
Prepared and submitted every 14 days after end of the year
Prepared and submitted every 15-19 days after end of the year
Prepared and submitted every 26 or more days after end of the year
203 | S P M S
Status Report
Subsidiary Account of
Programs and Projects
(Breakdown of Expenditures)
Travel Order
Utilization of 20% LGDF
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
1 or 2 Minor Errors
2 Minor Errors
4-5 Minor Errors
No Error
With Error
No Error
1 or 2 Minor Errors
2 Minor Errors
4-5 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Maintained daily
Maintained every other day
Maintained weekly
Maintained every other week
Maintained monthly
Prepared and submitted 3 to 4 days before travel
Prepared and submitted 1 day before and on the day of the travel
More than 1 day after travel
204 | S P M S
D.5. Municipal Accounting Office
EXPECTED OUTPUT
Abstract of Bids

Report

Record (DTR)

Sheet (PDS)
Worth (SALN)
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Submitted more than 7 working days after the 15th and/or end of the month
rd th
Submitted within the 3 -4 week of January
th
Submitted on the 4 week of January
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Revision
With Revision
No Items Unfilled
1-2 Items Unfilled
3 Items Unfilled
4 Items Unfilled
No Revision
1 Revision
2 Revisions
3 Revisions

Submitted on the 16th-30th day of March
Submitted on the 31st day of March
205 | S P M S
Acknowledgment Receipt
Advice/ACCIC
Ageing of Receivables
Annual Alpha List (BIR)

Suppliers March 31
Annual Budget Proposal
Annual Procurement Plan

and Project Procurement
Management Plan
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
No Revision
2 Revisions
3 Revisions
4 Revisions
5 or more Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

1 day after receipt
2 days after receipt
3 days after receipt
2 minutes per check

3 minutes per check
5 minutes per check
6-9 minutes per check
10 or more minutes per check
14 days after end of quarter
15-19 days after end of quarter
th
20 day after end of quarter
21-25 days after end of quarter
26 or more days after end of quarter
26 days after end of year
33 or more days after end of year
Prepared and submitted 5 days before deadline
Prepared and submitted 1 day before deadline
Prepared and submitted on the deadline
Prepared and submitted 1 day after the deadline
Prepared and submitted 2 or more days after the deadline
Prepared and submitted 5 days before deadline of submission
Prepared and submitted 1 day before deadline of submission
Prepared and submitted on the deadline of submission
Prepared and submitted 1 day after the deadline of submission
Prepared and submitted 2 or more days after the deadline of submission
206 | S P M S
BAC TWG
SPMS PMT
PFMAR PFMAT
Balance Sheet
Bank Reconciliation
Statement
Cash Flow
Certificate of Disbursement
Certificate of Premium and

Net Take Home Pay
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared and submitted 5 days before deadline
Prepared and submitted 1 day before deadline
Prepared and submitted on the deadline
Prepared and submitted 1 day after the deadline
Prepared and submitted 2 or more days after the deadline
Within 14 days
15-19 days after end of month
th
20 day after end of month
26 or more days after end of a quarter
14 days after end of month
th
26 or more days after end of month
Within 14 days
20th day after end of month
1 hour after request
2 hours after request
3 hours after request
4-7 hours after request
1 day or more after request
207 | S P M S
Completed
Communications
(Reply)
Creditors/Suppliers/BIR
Employees
Demand Letters (Billing)
Document Delivered
(outside)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
8 day of the succeeding month

th
th
11th-12th day of the succeeding month
13th-15th day of the succeeding month
20th day after end of quarter
21 or more days after end of quarter
208 | S P M S
Documents Posted
Documents Received
(Stamping of Received Documents
and doing Entry on Incoming
Logbook)
Employees BIR 2316
Employees Index Card
Endorsement Letter
Transmittal Letter
Request Letter
Filed Documents
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

5 days after end of January
6-9 days after end of January
10 days after end of January
11-14 days after end of January
15 or more days after end of January
50 seconds per employee
51-59 seconds per employee
1 minute per employee
1:01-1:30 minutes per employee
1:31 or more minutes per employee
209 | S P M S
Financial Statement
Income and Expense

Statement
Indexing of Suppliers
(IPCR) Form
Inventory Report
Itinerary of Travel
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
Within 14 days
th
20 seconds per supplier
32 or more seconds per supplier
2 minutes per document
6 or more minutes per document
210 | S P M S
Journals
Journal Entry Voucher
Liquidation Report
Liquidation Report of
Supplies and Materials
Liquidation Report
(Travel)
Maintenance of GL and SL
Book of Account
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

20 minutes per claim
21-29 minutes per claim
36 or more minutes per claim
Prepared and submitted on the 5 th day after the end of the month
Prepared and submitted after the 10th day after the end of the month
Every 15th day of succeeding month
16 days of the succeeding month
More than 16 days of the succeeding month
211 | S P M S
Monthly Performance
Output Report
Notes to Financial Statement
Obligation Request
Cleaned/Maintained
Paid Payroll and Liquidation

Reports
Paid Voucher
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
No Error
With Error
No Error
With Error
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
Submitted beyond the 22nd day after the end of the month
8 days of February of each year
th
16 or more days of February of each year
5 minutes per payroll and liquidation report
12 or more minutes per payroll and liquidation report
3 minutes per voucher
7 or more minutes per voucher
212 | S P M S
Payroll
Purchase Request
Remittance List
Employees/Suppliers/BIR
GSIS
PAG-IBIG
PHIC
Banks (Loan)
BIR (Employees/Supplier)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

5
4
3
2
1

Due date
Differ on its deadline of submission
Request for Quotation
With Error
213 | S P M S

(RIS)
Schedule of Account
Signed Voucher, Payroll,

Liquidation Report
Travel Order
Trial Balance
Trip Ticket
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
1 Error
2 Errors
3 Errors
4 or more Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
Every 20 day of succeeding month
21 days to 30 days of the succeeding month
31 or more days of the succeeding month
2 minutes per claim
4 minutes per claim
5 minutes per claim
6 minutes per claim
Prepared 2 hours before travel
Prepared 1 hour before travel
Prepared 30 minutes before travel
Prepared after travel
214 | S P M S
Voucher
Voucher/Payroll/Liquidation
Reports
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1

215 | S P M S
D.6. Municipal Assessors Office
EXPECTED OUTPUT
Annotation of Bailbond
Court Order
Annual Supplies
Plan (ASPP/PPMP)
Assessment Roll
Tax Declaration/FAAS
Certifications
Request Dorm
FAAS
Inspection Report
Certified True Copies

Request Dorm
Tax Map/TMCR
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
No Error
With Error
No Error
1 Error
More than 1 Error
No Error
1 Error
More than 1 Error
No Error
1 Error
More than 1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Annotated less than 3 minutes
Annotated more than 3 minutes

rd
Prepared immediately every revision year
Prepared within 2 days every revision year
Prepared within 3 days every revision year
Not prepared
Prepared within 5 minutes
Prepared more than 20 minutes
216 | S P M S
Notice of Assessment
Quarterly Report of Real

Property Assessments
Tax Declaration (TD)/

Field Appraisal Assessment
Sheet (FAAS)
Tax Maps/
Tax Map Control Roll (TMCR)
Vouchers
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
More than 1 Error
No Error
1 Error
More than 1 Error
No Error
1 Error
More than 1 Error
No Error
1 Error
More than 1 Error
No Error
1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared within 5 minutes after receipt of approved RPU
Prepared more than 20 minutes after receipt of approved RPU
Prepared within 3 days
Prepared more than 6 days
Prepared within 20 minutes after inspection conducted
Prepared more than 35 minutes after inspection conducted
Done 1 working day after instruction
217 | S P M S
D.7. Municipal Treasury Office
EXPECTED OUTPUT
Abstract of Bids

Record (DTR)
Annual Supplies
Plan (ASPP/PPMP)
Books of Accounts
Maintained (Cash Book)
Budget Proposal
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
Submitted more than 7 working days after the 15th and/or end of the month
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Revision
With Revision
No Error
With Error
No Error
With Error
No revision
1 revision
2 revisions
3 revisions
Updated within 30 minutes after Report of Disbursement submitted at MAO

Updated more than 1 hour after Report of Disbursement submitted at MAO
218 | S P M S
Certificate of NonDelinquency
Completed
Checks Issued
Communications
(Reply)
Document Delivered
(outside)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

10 minutes after receipt of approved vouchers
1 hour after receipt of approved vouchers
219 | S P M S
Documents Posted
Documents Received
(Stamping of Received Documents
and doing Entry on Incoming
Logbook)
Electronic Statement of
Revenues and Expenditures
Endorsement Letter
Transmittal Letter
Request Letter
Filed Documents
Itinerary of Travel
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Submitted within 10 days after every quarter
Submitted after more than 20 days after every quarter
220 | S P M S
(IPCR) Form
Letters/Communications
Liquidation Report
CA
Travel
Monthly Monitoring Journal
Monthly Performance
Output Report
Non-Tax Revenues Collected
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No revision
1 revision
2 revisions
3 revisions
No Error
With Error
No Complaint
With Complaint
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

st
th

th
th
th
Submitted on the 15 day of June/December
th
nd
nd
Submitted beyond the 22 day of June/December
Prepared 1-5 days after instruction

Conducted monthly
No monitoring
Submitted on the 15th day after the end of the month
Collected within 4 months
Target not reached
221 | S P M S
Obligation Request
Cleaned/Maintained

Proposal
Purchase Request
Real Property Tax Account

Register (RPTAR) Business
License Cards Updated
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
No Error
With Error
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

1 day after turn-over of collections
2 days after turn-over of collections
3 days after turn-over of collections
More than 3 days after turn-over of collections
222 | S P M S
Report of Checks Issued
Report of Collections and

Deposits
Report of Disbursement

(RIS)
Tax Bills
Tax Revenues Collected
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
1 Error
2 Errors
3 Errors
4 or more Errors
No Error
With Error
No Error
With Error
No Error
1 Error
2 Errors
3 Errors
4 or more Errors
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared within 10 minutes after receipt of paid vouchers
Prepared more than 30 minutes after receipt of paid vouchers
Within 30 minutes after the receipt
Within 45 minutes after the receipt
Within 1 hour after the receipt
Within 2 hours after the receipt
Within 3 hours or more after the receipt
Immediately
Not immediately
Prepared within 10 days after end of every quarter
Prepared more than 20 days after end of every quarter
Target not reached
223 | S P M S
Travel Order
Trip Ticket
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
1 Error
2 Errors
3 Errors
4 or more Errors
5
4
3
2
1
5
4
3
2
1

224 | S P M S
D.8. Municipal Civil Registry Office
EXPECTED OUTPUT
Record (DTR)

Sheet (PDS)
Accomplished Statement Of
Assets, Liabilities And Net
Worth (SALN)
Amended Birth Certificate

(Legal Instruments/RA 9255)
Amended Birth, Marriage

and Death Certificate
(Supplemental Report)
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
With Revision
No Items Unfilled
1-2 Items Unfilled
3 Items Unfilled
4 Items Unfilled
No revision
1 revision
2 revisions
3 revisions
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
th
th
th
th
st nd
Processed and released within 30 minutes after receipt of documentary requirements
Processed and released within 35-40 min. after receipt of documentary requirements
Processed and released within 1 hour after receipt of documentary requirements
Processed and released more than 1 hour after receipt of documentary requirements
225 | S P M S
Amended Certificate
(RA 9048 and Court Order)
Annual Supplies
Plan (ASPP/PPMP)
Approved Petitions
BAC Request
Budget Proposal
Canvass Office Supplies and

Materials
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With 1 Minor Error

No Error
With Error
No revision
1 revision
2 revisions
3 revisions
No Complaint
With Complaint
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Petition processed and granted within 5 days after 10 days posting period
Petition processed and granted within 8-9 days after 10 days posting period
Petition processed and granted within 10 days after 10 days and beyond
Prepared 1 day after instruction
Canvass supplies and materials 1 day after approval
Canvass supplies and materials 2 days after approval
Canvass supplies and materials 3 days after approval
Canvass supplies and materials 4 days and more after approval
226 | S P M S
Certificate of Finality
Certificate of Death
(a) On Time Registration
Certificate of Live Birth

5
4
3
2
1
No Error
5
4
3
2
1
No Error
5
4
3
2
1
No Error
5
4
3
2
1
No Error
5
4
3
2
1
No Error
With Minor Error
1 Minor Error
1 Minor Error
1 Minor Error
1 Minor Error
5
4
3
2
1
Prepared immediately after received from NSO-OCRG

Prepared 1-3 days after received from NSO-OCRG
Prepared more than 7 days after received from NSO-OCRG
5
4
3
2
1
Prepare and registered death and release within 35 minutes after receipt
Prepare and registered death and release within 1 hour and beyond
5
4
3
2
1
Prepared documents and released on the 1 day after 10 days posting period
Prepared documents and released on the 2nd day after 10 days posting period
Prepared documents and released on the 3rd day after 10 days posting period
Prepared documents and released on the 4th day after 10 days posting period
Prepared documents and released on the 5th day and beyond
5
4
3
2
1
Prepare and registered birth and release within 35 minutes after receipt
Prepare and registered birth and release within 55 minutes and beyond
5
4
3
2
1
Prepared documents and released on the 1st day after 10 days posting period
nd
th
st
227 | S P M S
Certificate of Marriage
Certificate of Petition
Completed
Certified Copies
5
4
3
2
1
No Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Minor Error
1 Minor Error
No Error
With Minor Error

No Error
With Error
No Error
1 Minor Error
5
4
3
2
1
Prepare and registered marriage and release within 12 minutes after receipt
Prepare and registered marriage and release within 16 minutes and beyond
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
rd
th
th
Prepared documents and released on the 5 day and beyond
Prepared immediately after received from NSO-OCRG
Prepared more than 7 days after received from NSO-OCRG
Prepared certified document within 25 minutes after receipt
Prepared certified document within 45 minutes and beyond after receipt
228 | S P M S
Coded (Birth, Marriage and

Death Certificate)
Communications
(Reply)
Documents Posted
Documents Received
(Stamping of Received on Document
and doing Entry On Incoming
Logbook)
Encoded (Birth, Marriage and

Death Certificate)
Endorsement Letter
Transmittal Letter
Request Letter
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Minor Error
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Error
With Error
No Error
1 Minor Error
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Coded registered documents within 1 minute per document
Coded registered documents within 2 minutes per document
Coded registered documents within 5 minutes and more per document
Encoded registered documents within 1 minute per document
Encoded registered documents within 2 minutes per document
Encoded registered documents within 5 minutes and more per document
229 | S P M S
Filed Documents
Filled-Up Birth Certificate
Filled-Up Marriage
Applications
Filled-Up Petitions
(IPCR) Form
Itinerary of Travel
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Revision
1 Minor Revision
No Error
With Minor Error

No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared birth certificate within 10 minutes after receipt
Prepared birth certificate within 30 minutes and beyond after receipt
Coded registered documents within 40 minutes and more per document
Filled-up immediately after receipt
Filled-up 1-3 working days after receipt
Filled-up more than 7 working days after receipt
230 | S P M S
Lecture/Speakership
Liquidation Report
CA
Travel
Marriage License
Mobile Registration
(a) Birth/Death Section
(b) Marriage Section
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
5
4
3
2
1
No Error
5
4
3
2
1
No Error
With Complaint
No Error
With Error
No Error
1 Minor Error
1 Minor Error
1 Minor Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Lectures during marriage seminar 30 minutes on scheduled date

Lectures during marriage seminar 45 minutes on scheduled date
Lectures during marriage seminar 1 hour on scheduled date
Lectures during marriage seminar 1 hour on scheduled date
Lectures during marriage seminar 2 hours and more on scheduled date
st
Application processed and released on the 1 day after 10 days posting period
nd
rd
Application processed and released on the 4th day after 10 days posting period
Petition processed and released on the 5th day and beyond
5
4
3
2
1
Prepared documents and released on the 4th day after 10 days posting period
5
4
3
2
1
Conduct mobile registration immediately after the request of the Barangay Official
Conduct mobile registration 1 day after the request of the Barangay Official
Conduct 2 days after the request of the Barangay Official
Conduct 3 days after the request of the Barangay Official
Conduct 4 days and more after the request of the Barangay Official
231 | S P M S
Monthly Performance
Output Report
Monthly Report
Obligation Request
Office Performance
Philippine Civil Registry

Information System
(PHILCRIS) Database

Proposal
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
No Revision
1-2 Minor Revisions
3 Minor Revisions
4 Minor Revisions
5 or More Revisions
No Error
With Error
No Revision
1-2 Revisions
3 Revisions
No Error
1 Minor Error
No Revisions
With 1 Revision
With 2 Revisions
With 3 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
Submitted within the 8th day of the following month
Submitted within the 9th day of the following month
th
Submitted within the 10 day of the following month
Submitted within the 11th-12th day of the following month
th
th
Submitted within the 13 -14 day of the following month
Never submitted
Registered in PHILCRIS within 1 minute after receipt
Registered in PHILCRIS within 10 minutes after receipt
Registered in PHILCRIS within 30 minutes and beyond after receipt
Submitted 1-2 working days after approval of the budget
Submitted 5 working days after approval of the budget
Submitted 15 or more working days after approval of the budget
232 | S P M S
Purchase Request
Registry Book Updated

(RIS)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Posted registered documents within 1 minute per document
Posted registered documents within 5 minutes per document
Posted registered documents within 20 minutes and more per document
233 | S P M S
D.9. Municipal Health Office
EXPECTED OUTPUT
Conduct of Garantisadong
Pambata Activity
Dental Health Services
Immunization of Children
Laboratory Examinations
Management of Animal Bite

Cases
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
20 minutes
25 minutes
30 minutes
35 minutes
40 minutes
15 minute
18 minutes
20 minutes
22 minutes
25 minutes
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 or more Errors
No Error
1 Error
2 or more Errors
No Error
1 Error
2 or more Errors
No Error
1 Error
2 or more Errors
No Error
1 Error
2 or more Errors
234 | S P M S
Medical Certificates
Patient Consultation
PhilHealth Membership
Potable Water Sources
Provision of Family Planning

Services
Safe Maternal Delivery
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
No Error
1 Error
2 or more Errors
No Revision
1-2 Revisions
No Error
3 Minor Errors
4 or more Errors
No Error
1 Error
2 or more Errors
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
20 minutes
25 minutes
30 minutes
35 minutes
40 minutes
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
235 | S P M S
Treatment of Tuberculosis
(TB) Patients
5
4
3
2
1
No Error
1 Error
2 or more Errors
5
4
3
2
1

10 minutes
12 minutes
15 minutes
18 minutes
20 minutes
236 | S P M S
D.10. Municipal Social Welfare and Development Office
EXPECTED OUTPUT
Activity Design
(Women, PYA, PWD, DCC)
Annual Supplies
Plan (ASPP/PPMP)
Assessment Report on
Incoming Referrals
Attendance
Budget Proposal
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
3 Minor Errors
More than 3 Errors
No Error
With Error
No Error
3 Errors
More than 3 Errors
No Error
1 Error
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
3 working days
1 week before the activity
2 weeks before the activity
More than 2 weeks before the activity
rd
2 hours after home visitation
More than 4 hours after home visitation
1 minute/filled up client
More than 1 minute

237 | S P M S
Bureau of Assistance Form

with Case Summary
Case Recording
Certification
Closing Summary
Customer Assistance Sheets

on WEDC and CNSP
Disaster Assistance Family

Access Card/Emergency
Assistance Family Access
Card
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
2 Errors
No Error
3 Errors
More than 3 Errors
No Error
With Error
No Error
3 Errors
More than 3 Errors
No Complaint/Error
No Error
2 Errors
More than 2 Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

45 minutes
1 hour
1 hour
More than 1 hour
1 working day
2 working days
More than 2 working days
5 minutes
10 minutes
15 minutes
More than 10 minutes
30 minutes
45 minutes
1 hour
More than 1 hour
1 working day
2 working days
7 minutes
10 minutes
15 minutes
238 | S P M S
Disaster Report/
Incident Report
Endorsement of Disco Permit
Master List of Day Care

Centers Maintained and
Operated
Monthly Performance
Monitoring Journal
Office Performance
Office Status Quarterly

Reports (Programs and
Projects)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
2 Revisions
3 Revisions
4 Revisions
No Error
1 Error
No Complaint
3 Minor Complaints
No Complaint
With Complaint
No Revision
1-2 Revisions
3 Revisions
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

6 hours after the incident
More than 8 hours after the incident
8 minutes
10 minutes
15 minutes
Conducted monthly monitoring
No monitoring
Never submitted
st
Submitted within 1-7 working days of the 1 month of the preceding quarter
Submitted within 8-14 working days of the 1st month of the preceding quarter
Submitted on the 15th day of the 1st month of the preceding quarter
239 | S P M S
Payroll (Job Order, DCWs,

Senior Citizen and KALIPI
Organization)

Proposal
Progress Report to the

Honorable Court and
Assessment and Discernment
Report
Results of Assessment for

Electric Subsidy
Senior Citizen ID, Person with

Disability ID, Solo Parent
ID/Certification, PAG-ASA
Youth Association ID Issued
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
3 Errors
More than 3 Errors
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
No Complaint
3 Complaints
No Error
1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Client assisted/attended immediately
Not immediately assisted/attended

Not attended
5 hours after assessment
1 day after assessment
More than 1 day after assessment
6 minutes
8 minutes
240 | S P M S
Social Case Study
Training Report
(Women, PYA, PWD, DCC,
Advocacy, IEC Trainings)
Travel Permit
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
No Major Error
3 Errors
More than 3 Errors
No Error
1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

1 working day
2 working days
3 working days
4 working days
5 working days
8 minutes
10 minutes
15 minutes
241 | S P M S
D.11. Municipal Agriculture Office
EXPECTED OUTPUT
Animals Castrated
Animals De-Wormed
Animals Impregnated thru

Artificial Insemination
Animals Treated
Animals Vaccinated
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Immediately attended
1 working day after request
2 working days after request
Not attended
Not attended
Not attended
Not attended
Not attended
242 | S P M S
Annual Supplies
Plan (ASPP/PPMP)
Area Monitored
Under the National Corn
Production Program
Assistance extended to
associations
Case Study/Investigation and

Evaluation Report Done
Clients Served Thru

Information Services
Complete Report on
Agricultural Data Profile
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
100% monitored
80% monitored
60% monitored
40% monitored
Below 40% monitored
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
4 or more Minor Complaints
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
No Error
1 Minor Error
2 Minor Errors
3 Minor Errors
100% complete
80-99% complete
60-79% complete
40-59% complete
Less than 40% complete
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

rd

th
2 days before deadline
1 day before deadline
On day of deadline
1 day after deadline
2 or more days after deadline
1-2 working days after receipt of request
5 working days after receipt of request
8 working days or more after receipt of request
End of October of current year
End of November of current year
End of December of current year
End of January of the following year
End of February of the following year
15 minutes after clients request
More than 60 minutes after clients request
A week before the end of semester
2 weeks before the semester
On the last day of semester
2 weeks after semester
A month after the semester
243 | S P M S
Conducted Barangay LaborBased Road Operation

Activity
Conducted FFS and POTS
Conducted Monitoring and

Evaluation to Farmers
Distributed Quality Planting

Materials
Coffee
Cacao
Rubber
Distributed Vegetable Seeds
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revisions
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
No Error
With Error
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

On scheduled date
1 week after the scheduled date
2 weeks after the scheduled date
4 weeks or more after the scheduled date
5 working days after approval of training design
More than 20 working days after approval of training design
1-2 working days after end of the month
5 working days after end of the month
8 or more working days after end of the month
5 working days after delivery of planting materials
More than 20 working days after delivery of planting materials
More than 20 working days after delivery of planting materials
244 | S P M S
Farmers Assisted/Served
Farmers Served thru

Technology Transfer
Fish Sanctuaries Maintained
Hog Produced
Letters/Communications
Prepared
Livestock Monitoring Report
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
160-200 farmers assisted

Less than 40 farmers assisted
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
100% accomplished
80% accomplished
60% accomplished
40% accomplished
Below 40% accomplished
No Mortality
1 Head Mortality
2 Heads Mortality
3 Heads Mortality
4 Heads Mortality
No Error
1 Error
2 Errors
3-4 Errors
No Minor Error
1 Minor Error
2 Minor Errors
3 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Immediately assisted
Not attended
7 working days after attending the training
8-9 working days after attending the training
11-12 working days after attending the training
Not attended
Within 1 hour after instruction
2 hours after instruction
5 hours or more after instruction
Day before deadline
On day of deadline
245 | S P M S
Livestock Skills Trainings
Mangrove Propagules
Planted
Minutes Of Meeting
Monitoring Reports
Submitted
Monthly Report on
Monitoring of Fishpond
Production
Municipal Demo Farm

Operated and Maintained
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Revision
1 Revision
2 Revisions
3 Revisions
No Minor Error
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
No Minor Error
1 Minor Error
2 Minor Errors
3 Minor Errors
4 Minor Errors
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

On date scheduled
1 day after schedule
2 days after schedule
3 days after schedule
4 or more days after schedule
Day before deadline
On day of deadline
Day before deadline
On day of deadline
Attained 1 month after approval of budget
Attained 2-3 months after approval of budget
Attained 4 months after approval of budget
246 | S P M S
Organizational Meetings
Conducted
Not Properly Documented

Not Documented
100% accomplished
80% accomplished
60% accomplished
40% accomplished
Below 40% accomplished
No Minor Error
1 Minor Error
2 Minor Errors
3 Minor Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Documents submitted 3 working days after the activity

Documents submitted 7 working days or more after the activity
Within 3 working days after end of the month
Within 6-7 working days after end of the month
Within 8 or more working days after end of the month
5
4
3
2
1
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
5
4
3
2
1

(b) Environmental/Natural
Resources Mgt. Program
5
4
3
2
1
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
5
4
3
2
1
1 week after request
2 weeks after request
4 weeks or more after request
(c) Fisheries Development

Program
5
4
No Complaint
1 Complaint
5
4
1 week after request
P4MP
RIC
4H
Patrol Boats Maintained
Pest Monitoring and

Surveillance Conducted
P.O.s Assisted
(a) Livestock Development
Project
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
100% Documented
247 | S P M S
3
2
1
2 Complaints
3 Complaints
3
2
1

4 weeks or more after request
(d) Institutional Development
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
On scheduled date
1 week after scheduled date
2 weeks after scheduled date
3 weeks after scheduled date
4 weeks or more after scheduled date
(e) Cooperative and

Community Devt. Section
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
Immediately upon request

1 day after request
2 days after request
3 days after request
More than 3 days after request
(f) Support Function
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
5
4
3
2
1
5
4
3
2
1
Not attended
On scheduled date
P.O.s Assisted and Monitored
248 | S P M S
Pre-Membership Education
Seminars Conducted
Report on RBO Livelihood

Project
Rice Farmers Assisted and

Monitored
Seaborne/Foot Patrol
Operation Conducted
Special Projects Monitored
Support to HVCDP Activity
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Revision
1 Revision
2 Revisions
3 Revisions
4 or more Revision
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Minor Complaint
1 Minor Complaint
2 Minor Complaints
3 Minor Complaints
All activities
80% of Activities
60% of Activities
40% of Activities
Less than 30% of Activities
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

5 working days after registration
More than 11 working days after registration
1 day before deadline
On day of deadline
Immediately assisted after request
Not attended
On scheduled date
249 | S P M S
Technical Assistance Served
Trainings Conducted
Travel Order
Tress Planted, Grown and

Monitored
Forest Protection
Forest Production
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
With Error
No Minor Complaint
1-2 Minor Complaints
3 Minor Complaints
4 Minor Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

1-2 working days after clients request
5 working days after clients request
8 working days or more after clients request
3 working days upon request
10 or more working days upon request
Prepared and submitted 3 to 4 days before travel
Prepared and submitted 1 day before and on the day of the travel
More than 1 day after travel
On scheduled date
1 day delayed
2 days delayed
3 days delayed
4 days delayed
250 | S P M S
D.12. Municipal Engineering Office
EXPECTED OUTPUT
Activity Designs
Annual Supplies
Procurement Program
Breakdown of Budgetary
Requirements
Burial Services
Certifications
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
10 minutes
20 minutes
30 minutes
40 minutes
1 hour
2 hours
3 hours
4 hours
More than 4 hours
40 minutes
50 minutes
1 day
2 days
More than 2 days
2 hours
3 hours
4 hours
5 hours
More than 5 hours
30 minutes
40 minutes
60 minutes
70 minutes
251 | S P M S
Communications
Daily Time Report
Government Facilities
Maintained
Hauling of Construction
Materials
Inspection of Completed
Project Prepared and
Preparation of Inspection
Report
Inspection of Proposed
Project (Survey, Data
Gathering and the like)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Revisit
1 Revisit
2 Revisits
3 Revisits
More than 3 Revisits
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

30 minutes
40 minutes
60 minutes
70 minutes
3 working days
4 working days
5 working days
7 working days
1 day
2 days
3 days
4 days
More than 4 days
1 day
2 days
3 days
4 days
More than 4 days
7 hours
1 day
2 days
3 days
4 days
1 day
2 days
3 days
4 days
5 days
252 | S P M S
Issuance of Building Permit
Issuance of Electrical Permit
Issuance of Fencing Permit
Issuance of Mechanical
Permit
Issuance of Occupancy
Permit
Issuance of Plumbing Permit
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

5 working days
7 working days
15 working days
20 working days
4 hours
1 day
2 days
3 days
4 days
5 working days
7 working days
15 working days
20 working days
5 working days
7 working days
15 working days
20 working days
3 working days
4 working days
5 working days
7 working days
5 working days
7 working days
15 working days
20 working days
253 | S P M S
Issuance of Sanitary Permit
Itinerary
Job Order Slip

(a) Heavy Equipment
(b) Light Vehicles
Payroll
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
5
4
3
2
1
5
4
3
2
1
5 working days
7 working days
15 working days
20 working days
20 minutes
24 minutes
30 minutes
35 minutes
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
13 days
14 days
15 days
16 days
More than 16 days
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
5
4
3
2
1
7 days
8 days
9 days
10 days
More than 10 days
3 hours
4 hours
5 hours
6 hours
More than 6 hours
254 | S P M S
Plans and Design

(a) Project Cost below Php
100,000.00
(b) Project Cost above Php

100,000.00
Program of Work
(a) Project Cost below Php
100,000.00
(b) Project Cost above Php

100,000.00
Project Implemented and

Constructed
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
5 days
6 days
7 days
8 days
More than 8 days
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
15 days
20 days
22 days
25 days
More than 25 days
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
3 days
4 days
5 days
6 days
More than 6 days
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
5
4
3
2
1
5
4
3
2
1
10 days
12 days
14 days
18 days
More than 18 days
30 minutes
40 minutes
50 minutes
60 minutes
3more than 60 minutes
255 | S P M S
Personnel Dispatched and

Timekeeper
Pre-Canvass of Construction
Materials
Project Designs
Project Procurement
Management Plan
Project Profile
Purchase Order
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

5 minutes
10 minutes
20 minutes
25 minutes
6 hours
7 hours
8 hours
9 hours
More than 9 hours
6 hours
7 hours
8 hours
9 hours
More than 9 hours
1 hour
2 hours
3 hours
4 hours
More than 4 hours
1 day
2 days
3 days
4 days
More than 4 days
3 hours
4 hours
5 hours
6 hours
More than 6 hours
256 | S P M S
Purchase Request
Released Program of Works
Road Maintenance/
Rehabilitation/Construction
Streetlight Report/
Inspection
Supervision of Projects
Travel Order
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Complaint
1 Complaint
2 Complaints
3 Complaints
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

3 hours
4 hours
5 hours
6 hours
More than 6 hours
3 minutes
4 minutes
5 minutes
6 minutes
More than 6 minutes
3 days
4 days
5 days
6 days
More than 6 days
2 hours
3 hours
4 hours
5 hours
More than 5 hours
4 hours
3 hours
2 hours
1 hours
Less than 1 hour
3 minutes
4 minutes
5 minutes
6 minutes
More than 6 minutes
257 | S P M S
Work Order Slip

(a) Plumbing Works
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
6 hours
7 hours
8 hours
9 hours
More than 9 hours
(b) Electrical Works
5
4
3
2
1
No Complaint
1 Complaint
2 Complaints
3 Complaints
5
4
3
2
1
3 hours
day
1 day
2 days
More than 35 days
258 | S P M S
D.13. Local Economic Enterprise Management Office
EXPECTED OUTPUT
Annual Supplies
Plan (ASPP/PPMP)
RATING
QUALITY STANDARD
RATING
(per output)
(per output)
(per output)
5
4
3
2
1
No Error
5
4
3
2
1
With No Error
With 1 Error
With 2 Errors
More than 2 Errors
(b) Municipal Training Center
5
4
3
2
1
(c) Municipal Slaughterhouse

(Ante-Mortem)
5
4
3
2
Billing Statement/ Order of

Payments
(a) Santa Cruz Integrated
Terminal
TIME STANDARD
(per output)
rd
5
4
3
2
1

th
5
4
3
2
1
On the 5th day of the following month

With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
5
4
3
2
1
Within 10 minutes after the food services

More than 20 minutes after the food services
With 1 Revision
With 2 Revisions
5
4
3
2
Within 1 hour before butchery

Within 2 hours before butchery
With Error
More than 7 days of the following month
259 | S P M S
(d) Municipal Slaughterhouse

(Post-Mortem)
Budget Proposal
Burial Permit
Cash Tickets
(a) Santa Cruz Integrated
Terminal
(b) Municipal Public Market
More than 2 hours before butchery
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With No Error
With 1 Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Within 3 hours after display of meat

Within 5 hours after display of meat
5
4
3
2
1
With No Error
5
4
3
2
1
Within 2 minutes upon entry

More than 5 minutes upon entry
5
4
3
2
1
With No Error
5
4
3
2
1
Within 2 hours after display of goods in a day

More than 1 Error

No revision
1 revision
2 revisions
3 revisions
With No Major Complaint
With 1 Major Complaint
With 2 Major Complaints
More than 2 Major Complaints
With 1 Error
More than 1 Error
With 1 Error
More than 1 Error
More than 5 hours after display of meat

Within 5 days before burial
Within 1 day before burial
More than 4 hours after display of goods in a day
260 | S P M S
(c) Municipal Public Market

(Vehicles)
Coordination Report
Daily Cash Tickets Issuance

Report
Daily Maintenance Report
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With No Error
With 1 Error
More than 1 Error
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
No Complaint/Error
With no Error
With 1 Error
With 2 Errors
More than 2 Errors
With No Complaint
With 1 Complaint
With 2 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

More than 5 minutes upon entry
th
Submitted on the 5 day of the following month
Submitted on the 6th day of the following month
th
Submitted on the 7 day of the following month
Submitted more than the 7th day of the following month

Not attended
Report submitted within 8:00 AM the following day
Report submitted beyond 11:00 AM the following day
Within 3 hours before 8:00 AM
Within 2 hours before 8:00 AM
Within 1 hour before 8:00 AM
After 8:00 AM
261 | S P M S
Daily Security Report

Government-Owned
Buildings and Properties
Secured
Food and Beverage Services
Investors Assistance Sheet
Lease Contract
Local Economic Enterprise

Code
5
4
3
2
1
5
With No Complaint
With 1 Complaint
With 2 Complaints
With No Complaint
5
4
3
2
1
5
With 1 Complaint
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With 2 Complaints
With 3 Complaints
With No Complaint
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With 1 Complaint
More than 1 Complaint
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
With 1 Revision
With 2 Revisions
With 3 Revisions
With 4 Revisions
With 5 or more minor
Revisions
Within 8 hours
Less than 8 hours
Ready to serve within 30 minutes before 7:00 AM for breakfast/ 12:00
NN for lunch/ 7:00 PM for dinner
Ready to serve within 20 minutes before 10:00 AM for snack and 3:00
PM for snack
Ready to serve within 10 minutes before snack/meal time
Ready to serve within 5 minutes before snack/meal time
Ready to serve less than 5 minutes before snack/meal time
Within 30 minutes upon receipt
Within 45 minutes upon receipt
Within 1 hour upon receipt
More than 1 hour upon receipt
Within 5 working days after submission of contract
Within the 1st month of the 3rd quarter
Within the 2nd month of the quarter
Within the last month of the 3rd quarter within the fourth quarter
Within the fourth quarter
Within the 3rd month of the last quarter
262 | S P M S
Meat Inspection Certificate
Minutes of Meeting
Office Performance
Payroll (Job Order)

Proposal
Program of Works
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With No Complaints
With 2 Errors
More than 2 errors
No Revision
1 Revision
2 Revisions
3 Revisions
No Revision
1-2 Revisions
3 Revisions
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions

5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Certificate issued within 1 hour after butchery

Certificate issued within 1 and a half hour after butchery
Certificate issued within 2 hours after butchery
Certificate issued more than 2 hours after butchery
th
th
th
th

Submitted beyond April to June/October to December
More than 13 working day
263 | S P M S
Report

Training/Activities
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
With No Revision
With 1-2 Revisions
With 3 Revisions
With 4-5 Revisions
More than Revisions
With No Revision
With 1 Revision
With 2 Revisions
With 3 Revisions
No Complaint
1-2 Complaints
3 Complaints
4-5 Complaints

5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
th
th
st
Submitted on the 15 days of the 1 month of the preceding quarter
st
Submitted within 21-30 working days of the 1 month of the preceding quarter
As scheduled
264 | S P M S
D.14. COMMON OUTPUT
EXPECTED OUTPUT
Abstract of Bids

Report

Record (DTR)

Sheet (PDS)
Accomplished Statement Of
Assets, Liabilities And Net
Worth (SALN)
RATING
QUALITY STANDARD
RATING
TIME STANDARD
(per output)
(per output)
(per output)
(per output)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No Revision
With Revision
No Items Unfilled
1-2 Items Unfilled
3 Items Unfilled
4 Items Unfilled
No revision
1 revision
2 revisions
3 revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

rd th
th
Submitted on the 4 week of January
265 | S P M S
Annual Supplies
Plan (ASPP/PPMP)
BAC Procurement
Budget Proposal
Certifications
Completed
Communications
(Reply)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Error
With Error
No revision
1 revision
2 revisions
3 revisions
No Error
With Error
No Error
With Error
No Revision
1 Revision
2 Revisions
3 Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

rd

th
266 | S P M S
Comparative Assessment
Report
Customer Action
Document Delivered
(Outside)
Documents Posted
Documents Received
(Stamping of Received on Document
and doing Entry On Incoming
Logbook)
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
With Error
No Complaint/Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Prepared immediately after PSB submitted their rating
Prepared more than 7 working days after PSB submitted their rating

Not attended
267 | S P M S
Endorsement Letter
Transmittal Letter
Request Letter
Filed Documents
(IPCR) Form
Itinerary of Travel
(Appendix A)
Liquidation Report
CA
Travel
Liquidation Report of
Supplies and Materials
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Error
1 Error
2 Errors
3-5 Errors
6 or more Errors
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

st th
th
th
th
Submitted on the 15 day of June/December
th
Prepared and submitted on the 5 day after the end of the month
Prepared and submitted on the 8th day after the end of the month
Prepared and submitted after the 10th day after the end of the month
268 | S P M S
Minutes of Meeting
Monthly Performance
Monitoring Journal
Monthly Performance
Output Report
Notice of Meeting
Obligation Request
Cleaned/Maintained
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
No Complaint
With Complaint
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
No error
1 error
2-3 errors
More than 4 errors
No Error
With Error
No Complaint
1-2 Complaints
3 Complaints
4 Complaints
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

Conducted monthly
No monitoring
th
Prepared immediately
Prepared 30 minutes after instruction
Prepared 1 hour after instruction
Prepared 2 hours after instruction
Prepared more than 3 hours after instruction
269 | S P M S
Office Performance
Payroll (Job Order)

Proposal
Purchase Request
Report
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1-2 Revisions
3 Revisions
No Error
1 Error
2 Errors
3 Errors
More than 3 Errors
No Error
With Error
No Revisions
With 1 Revision
With 2 Revisions
With 3 Revisions
No Error
With Error
No Revision
1-2 Revisions
3 Revisions
4-5 Revisions
More than Revisions
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

th
th
th
th

Never submitted
270 | S P M S

Request For Quotation

(RIS)
Training/Activities
Training Kits/Supplies/
IDs (For Participants)
Travel Order
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
No Revision
1 Revision
2 Revisions
3 Revisions
No Error
With Error
No Error
With Error
No Complaint
1-2 Complaints
3 Complaints
4-5 Complaints
No Error
With Error
No Error
With Error
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1

st
Submitted w/in 1-7 working days of the 1 mo. of the preceding quarter
st
th
st
Submitted on the 15 day of the 1 mo. of the preceding quarter
st
Submitted w/in 21-30 working days of the 1st mo. of the preceding quarter
As scheduled

Prepared on the scheduled training/activity
271 | S P M S
Trip Tickets
5
4
3
2
1
No Error
1 Error
2 Errors
3 Errors
4 Errors or more
5
4
3
2
1

272 | S P M S
ANNEX E. SPMS Calendar

Activity
Submitted to
Jan
SCHEDULE
Feb
Mar Apr
SPMS Orientation
SPMS Pilot Test
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
July 17 and 18, 2013

2013 Second Semester
1. Planning and Commitment

Submission of OPCR
PMT review of OPCR
Approval of OPCR
Submission/Approval of IPCR
Submission of IPCR
th
PMT
Champion
th
15
th
30
Head of Work
Unit
HRMO
15
st
31
15
th
15
th
31
st
29
th
15
th
15
2. Performance Monitoring & Coaching

Monitoring By
Once in 2 months
Quarterly
As the need arises
Head of the Agency/Champion
PMT
Head of Work Unit
HRMO
Submission of Performance
Monitoring & Coaching Journal
Submission of Quarterly
Accomplishment Report
Developmental Intervention
(Professional Developmental Plan)
HRMO
Quarterly
MPDO
Quarterly
HRMO
As the need arises
3. Performance Review & Feedback

OPCR Submission
Recommending Approval of OPCR
by PMT
Final Approval of OPCR by
Champion
Release of OPCR Final Rating
PMT
15
th
15
th
Champion
31
st
31
st
MPDO
th
th
Head of Work
Unit
th
th
Meeting of Work Unit Head and

Employees
Submission of IPCR for Approval
Submission of Approved IPCR
Annual Performance Review
Conference
Head of Work
Unit
HRMO
12
th
12
th
18
th
18
th
28
th
28
th
4. Performance Rewarding and Development Planning

PMT to Submit Top Performers list
Developmental Intervention
(Professional Developmental Plan)
Municipal
Mayor/
PRAISE
15 days after OPCR has been determined

Any day in March & September
Note: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.
273 | S P M S
th
ANNEX F. 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 ta rgets in
accordance with the indicated measures for the period __________to________, 20__.
________________________
Municipal Mayor
Date:____________________
Approved by:
Date
ATTY. JOEL RAY L. LOPEZ
Municipal Mayor
5-outstanding
4-Very Satisfactory
3-Satisfactory
2-Unsatisfactory
1-Poor
Success
Indicators
(Targets +
Measures)
MFO
Allotted
Budget
Division/Individual
Accountable
Actual
Accomplishments
Rating
Remarks
STRATEGIC PRIORITY
CORE FUNCTIONS
SUPPORT FUNCTIONS
Average Rating
Category
Strategic Priority
Core Functions
Support Functions
MFO
Rating
Total Overall Rating

Final Average Rating
Adjectival Rating
Assessed by:
Final Rating
Date
Planning Office
LEGEND: 1-Quantity
PMT
2-Effectiveness
Date
Date
3-Timeliness
Head of Agency
4-Average
274 | S P M S
ANNEX G. 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____.
Reviewed by:
______________________
Ratee
Date _________________
Approved by:
Date
Date:
Immediate Supervisor
Head of Office
Success Indicators
(Targets + Measures)
Output
Actual
Accomplishments
Rating
Q(1)
E(2)
T(3)
Remarks
A(4)
STRATEGIC PRIORITY NO.

Output no. 1:
Output no. 2:
Total
CORE FUNCTIONS:
Output no. 1:
Output no. 2:
Total
SUPPORT FUNCTIONS:
Output no. 1:
Output no. 2:
Total
Final Ave. Rating
Comments and Recommendations for Development Purposes

Discuss with
Date
Assessed by
I certify that the I discussed my
assessment of the performance with
the employment
Supervisor
Employee
LEGEND: 1-Quantity
2-Effectiveness
3-Timeliness
Date
Final Rating by:
Date
Head of Office
4-Average
275 | S P M S
ANNEX H: Monitoring and Coaching Journal

1
2
st
nd
rd
th
Q
U
A
R
T
E
R
Name of Division/Field Office ________________________

Division Chief/Director II ____________________________
Number of the Personnel in the Division/FO _____________
Mechanism
Meeting
Activity
One-in-One
Memo
Group
Remarks
Others
(Pls. Specify)
Monitoring
Coaching
Please indicate the date in the appropriate box when the monitoring was conducted.
Conducted by:
Immediate Supervisor
Date:
Noted by:
Date:
Head of Office
276 | S P M S
ANNEX I. Professional Development Plan
Date
Aim
Objectives
Target date
Review date
Achieved date
Comments
Task
Outcome
Next Step
277 | S P M S
ANNEX J. Output Rating Sheet

MMO-Human Resource Management Section
OUTPUT RATING SHEET

Ratees Name: _______________________________
Output: _____________________________________
Date/Time Requested/Received: _________________
Date/Time Accomplished: ______________________
Date Submitted by Ratee to Rater: _______________
Rating:
Quantity: ______ Quality: ______ Timeliness: _____
Remarks: _____________________________________
_____________________________________
Raters Signature/Date: _________________________
Date Returned by Rater to Ratee: _________________
278 | S P M S
ANNEX K. Monthly Performance Output Report (MPOR)

Municipality of Sta. Cruz
MONTHLY PERFORMANCE OUTPUT REPORT
Name : _________________________
Office/Division: ___________________________
EXPECTED OUTPUT
1
EFFICIENCY
WEEK
2
3
4
5
TOTAL
Month: _____________________
QUALITY
WEEK
2
3
4
5
TOTAL
TIMELINESS
WEEK
2
3
4
5
TOTAL
STRATEGIC PRIORITIES
1
2
3
CORE FUNCTIONS
1
2
3
4
5
6
7
8
SUPPORT FUNCTIONS
1
2
3
4
5
6
7
8
9
10
WEEK 1
WEEK 2
WEEK 3
WEEK 4
TOTAL
MAN DAY(S) LOST THRU ABSENCE

MAN HRS./MINUTES LOST THRU TARDINESS/UNDERTIME
OBSERVATION/REMARKS
CONFIRMED:
Above entries are true & correct:
Rater
Ratee
279 | S P M S
ANNEX L. Summary of Monthly Performance Output Report (MPOR)

Municipality of Sta. Cruz
SUMMARY OF ACCOMPLISHMENT
Period
Ratee's Name ________________________________
Ratee's Position ______________________________
Ratee's Work Station __________________________
EXPECTED OUTPUT
ACCOMPLISHMENT
EFFICIENCY
QUALITY
TIME
JAN FEB MAR APR MAY JUN TOTAL AVE. JAN FEB MAR APR MAY JUN TOTAL AVE. JAN FEB MAR APR MAY JUN TOTAL AVE.
STRATEGIC PRIORITIES
1
2
3
CORE FUNCTIONS
1
2
3
4
5
6
7
8
SUPPORT FUNCTIONS
1
2
3
4
5
6
7
8
9
10
280 | S P M S
ANITA S. LUMANOG
Human Resource Management Officer III
RINA FE E. GAMAO
EMELDA B. RADA
Human Resource
Management Assistant
Human Resource
Management Aide
BENBENUTO L. CASPI, JR.
LOREMIE ANN M. LINDONG
JOSE A. MARTORILLAS
Municipal Health Officer
Municipal Agriculturist
RUFA T. MACROHON
ADELAIDA S. BADILLA
MARIO M. TIZON
Mun. Social Welfare & Devt. Officer
Municipal Civil Registrar
ROBINSON B. PANUDA
AURORA S. HERBITO
CAMILA S. INFIESTO
Mun. Planning & Devt. Coordinator
Local Economic Enterprise Manager
FLORENCIA A. CABALUNA
AZUCENA M. BUQUIA
RAY R. SEALANA
Municipal Treasurer
Municipal Engineer
Municipal Assessor
281 | S P M S
Employee Welfare
Program
282 | H R S Y S T E M S

EMPLOYEE WELFARE PROGRAM

I.
II.
BASIC POLICIES
1.
It is the policy of this agency to provide employees with safe and healthy workplace. A
proactive Employee Welfare Program shall make sure employee welfare is given priority.
2.
This agency is committed to engage in personnel practices that are sensitive to the
welfare of the employees. Thus, it shall support procedures that are considerate of its
employees welfare.
3.
Records documenting the identification of employees needs to relieve them from work
fatigue shall be maintained.
OBJECTIVES
1.
General
This Employee Welfare Program shall provide better physical and mental health to the
workforce. This shall promote a healthy work environment for a more stable labor force
and thus enhance productivity and attain responsible public service.
2.
III.
Specific
a.
Identify the needs of the workforce and establish an effective Employee Welfare
Program.
b.
Implement a suitable Employee Welfare Program that will keep the high morale
and motivation of the workforce so as to retain them for longer duration.
c.
Conduct a periodical assessment or evaluation on the feedback to further

enhance the program.
SCOPE
This Employee Welfare Program applies to all levels of officials and employees in the
organization regardless of the nature and status of their employment.
283 | H R S Y S T E M S
IV.
DEFINITION OF TERMS
1.
Employee Welfare
Is an effort of an employer to provide various services, benefits and facilities to the
employees. It includes anything, in addition to wage or salary, which is done for the
comfort and improvement of the workforce. Through such, the employees achieve more
productivity at work.
2.
Flextime
This is a system wherein employees choose their starting and quitting times from a
range of available hours.
3.
Ergonomics
Is the study of people and their interaction with the elements of their job or task
including equipment, tools, facilities, processes and environment. In a more practical
sense, ergonomics is the science of human comfort.
V.
WELFARE PROGRAMS
1.
Working Environment
Ventilation
Workplaces need to have an adequate supply of fresh air. In many cases suitable
ventilation can be achieved by opening windows and doors but where necessary,
mechanical ventilation shall be provided and maintained to an appropriate standard.
Office Temperature
Indoor temperature must provide comfort during working hours. Where work requires a
less physical effort, such as in an office, temperature shall be at least 17 degree Celsius,
subject to other conditions such as humidity, ventilation, etc.
Lighting
Lighting shall be sufficient to enable people to work and move about safely. Natural
light is preferable, although artificial lighting is acceptable and is often used to boost
light levels. Where loss of lighting could pose risk, independently powered automatic
emergency lighting shall be provided.
Cleanliness and Waste Disposal

Cleaning work and disposal of waste shall be carried out routinely in order to maintain
good standards of cleanliness and hygiene in the workplace.
284 | H R S Y S T E M S
Room Dimension and Space

Workrooms shall provide enough free space to allow people to freely access work areas
and move within the workplace, free from the risk of tripping or striking objects, etc.
Where space is limited, careful planning shall be considered.
Work Stations and Seating

Work stations and seating must be suitable for the work and the individuals using them.
All seats shall have adequate support particularly for the lower back. Footrests shall be
provided for employees that cannot place their feet on the floor to provide support.
Workstations shall allow individuals to leave them quickly in an emergency.
2.
Welfare Facilities
Drinking Water
An adequate supply of clean drinking water (bottled water or water dispensing systems)
shall be available. Suitable drinking cups shall also be provided.
Sanitary Facilities
An appropriate number of sanitary conveniences must be provided and shall be
adequately ventilated, lit and kept clean. Separate facilities for males and females shall
be provided. Employee sanitary facilities shall be separated to those provided for the
public. In smaller areas, facilities can be used by both the employees and the public
provided the first are not delayed by this arrangement.
Washing Facilities
Washing facilities shall be readily accessible and adequate in number. These must have
running water, wash basins, soap and, if possible, hand-drying facilities.
Functional Canteens
Cafeteria or canteens shall be provided to the employees so as to provide healthy food.
These cafeteria or canteens shall also be used as rest facilities.
Rest Facilities for Mothers

There shall be rest facilities for pregnant and nursing mothers. These facilities shall have
spaces for pregnant employees to lie down. Also, these must be close to sanitary
facilities.
Ramps for differently-abled employees

A ramp shall be present in an office building for employees with wheelchairs, canes and
even for those with walking disabilities for them to gain access to a particular entrance.
3.
Workplace Safety
Floors and Traffic Routes

Floors shall be of sound construction and in good condition, free from hazards which
could cause slips, trips or falls. Open-sided staircases shall be provided with upper and
lower rails.
285 | H R S Y S T E M S
Vehicle Traffic Routes

Vehicle traffic routes shall be wide enough and high enough to enable vehicles to move
about safely.
Transparent and Translucent Doors, Gates, Walls and Windows

Transparent and translucent doors, gates and windows shall be clearly identified and
made apparent to avoid accidental contact. Also, they shall be made of safety materials
or be protected against breakage.
4.
Ergonomics Program at Work

Ergonomics Program puts people first, taking account of their capabilities and
limitations. It aims to make sure that tasks, equipment, information and the
environment suit each worker.
This program shall answer the typical ergonomic problems found in the workplace, such
as:
The poorly positioned computer screen

The computer screen must not be too high, too low, too close, too far or is offset to one
side from the worker.
The proximity of the computer mouse to the user

The computer mouse must not be placed too far away from the employee. Stretching
the arms to use the mouse must be avoided.
The unavailability of suitable workbenches

Chairs must be properly adjusted to fit the person to avoid awkward and uncomfortable
postures. Height-adjustable chairs must be used so employees can work at their
preferred work height. Also, obstacles from under desks must be removed to create
sufficient leg room.
The insufficiency of breaks or changes of activities

There must be enough breaks for employees. Insufficient breaks may result to mistakes
and poor productivity, stress, eye strain, headaches and other pains. Job rotation must
be introduced to reduce physical and mental fatigue.
The constant information overload

Each employee must be given just enough tasks to perform for the day. Too much
information may result to confusion, mistakes and panic.
The presence of work-related stress

Stresses like the work demands are too high or too low, poor support from the
management and/or colleagues and conflicting demands could lead to ill health and
reduced performance and productivity. To help employees cope with these, seminars on
how to handle work-related stress must be available.
286 | H R S Y S T E M S
5.
Work Schedule
Flexible Work Time

This agency shall adopt flextime work arrangements wherein employees are given
greater scheduling freedom in how they fulfill the obligations of their positions. It shall
give employees far greater leeway in terms of the time when they begin and end work,
provided they put in the total number of hours required per week by this agency.
Through flextime, employees will have increased opportunity to fit other commitments
such as sending their children to school in the morning or fetching them from school in
the afternoon, etc.
6.
Socialization/Team Building Activities
Summer Outings
Officials and employees shall undertake summer outings using a responsible amount
from its fund.
Off-site Development Sessions

Development staff outings shall be awarded to offices that have rated outstanding in
the last rating period. Other offices however, can avail of such sessions provided they
shoulder the expenses.
Inter-office Social Gatherings

This shall be encouraged as a form of informal interaction and socialization. This shall
however be sponsored by different host offices on a rotation basis.
VI.
ROLES AND RESPONSIBILITIES

1.
Employee Welfare Program Coordinators

The coordinators shall report directly to the management and are responsible for this
program. They shall monitor the results of the program to determine additional areas of
focus as needed. It may also assign offices, committees and persons to perform roles in
the implementation of the program.
2.
Employees
Every employee in this agency shall be responsible for conducting himself/herself in
accordance with this Employee Welfare Program.
VII.
SOURCE OF FUNDING
The office shall submit, for approval, a yearly budget for Employee Welfare Program.
Ten percent (10%) of the Gender and Development (GAD) budget for the year shall be
appropriately allocated for this program. The office shall ensure the budget is appropriately
allocated.
287 | H R S Y S T E M S
VIII.
TRANSITORY POLICIES
All existing policies addressing Employee Welfare Program which are inconsistent with
these policies are superseded.
IX.
EFFECTIVITY
The Employee Welfare Program shall take effect immediately. Any subsequent changes
or amendments shall be subject to the approval of the Civil Service Commission and shall
take effect six (6) months from date of approval.
X.
COMMITMENT
I hereby commit to implement and abide by the provisions of this Employee Welfare
Program.

Municipal Mayor
October 17, 2013
288 | H R S Y S T E M S
Employee Learning and

Development Program
289 | H R S Y S T E M S

EMPLOYEE LEARNING AND DEVELOPMENT PROGRAM

I.
II.
BASIC POLICIES
1.
This agency values its human resources and commits to a systematic employee learning
and development program for all its officials and employees.
2.
Every official and employee is an asset to be valued, developed and utilized in the
delivery of public service. Thus, employee learning and development shall be one of the
main concerns of this agency to enable its officials and employees to contribute
meaningfully.
3.
This agency shall be responsible for the coordination and integration of a continuing
program of personnel development for all employees at all levels.
4.
An employee learning and development program that includes a variety of human

resource development interventions including seminars and enhancement activities
shall be established.
5.
For the underperforming employees, it shall be the agencys duty to provide avenues
for remedial actions. For the employees with exemplary performance, the agency, on
the other hand, shall provide rewards so as to encourage others to excellently perform
their duties and responsibilities
6.
This agency shall include a specific budgetary allocation for employee learning and
development program. At least sufficient amount shall be set aside for this purpose.
OBJECTIVES
1.
General
This Employee Learning and Development Program shall build public servants not only
competent and efficient but also with professional culture.
2.
Specific
a.
Determine an employee learning and development program appropriate to

the needs of the personnel of this agency.
290 | H R S Y S T E M S
b. Establish an employee learning and development program for all agency

personnel at all levels to create a work environment conducive to the
development of personnel for a better public service.
c.
III.
Conduct a periodical assessment or evaluation on the feedback to further

enhance the program.
SCOPE
This Employee Learning and Development Program applies to all levels of officials and
employees in the organization regardless of the nature and status of their employment.
IV.
V.
DEFINITION OF TERMS
1.
Coaching
Deals essentially with a deliberated effort at developing subordinates; improve ones job
skills, as well as technical knowledge through close teaching and supervision of
training for eventual promotion.
2.
Counseling
Is a process by which a supervisor helps an employee with job-related concerns which
the employee cannot cope alone and which affects job performance. It is a set of
techniques, skills and attitudes in helping an employee manage his/her problems using
his/her own resources.
EMPLOYEE LEARNING AND DEVELOPMENT PROGRAMS

1.
Induction Program
The agency shall conduct a one-day induction program for new entrants. This will be
beneficial as the new employees of the government develop their pride, belonging and
commitment to public service.
2.
CSC Alay sa Bayan (ALAB) Induction Program

Attendance in this program shall be required to new entrants in the government service
belonging to the first and second level positions.
3.
In-house Orientation Program for New Entrants

The agency shall set a three-day orientation program for its new employees. In the
three-day orientation, there shall be courses and activities designed to inform the new
entrants about the agencys programs, thrusts and operations as well as their duties,
responsibilities and benefits.
4.
Values Development Program for New Entrants

New entrants shall attend courses designed at enhancing and harnessing their public
service values to make them effective government workers.
291 | H R S Y S T E M S
VI.
5.
Re-orientation Programs
Courses to introduce new duties and responsibilities, new policies and programs shall
be designed to employees who have in the service for quite some time.
6.
Basic Skills Trainings

Personnel in the first level of the career service shall go through trainings aimed at
maintaining a high level of competence on basic workplace skills.
7.
Professional/Technical/Scientific Programs
Personnel in the second level of the career service shall undergo substantive and
specific professional/technical/scientific programs for the enhancement of their skills
and knowledge.
8.
Middle Management Development Programs

In preparation for greater responsibilities, there shall be resource interventions and
training courses designed to provide division chiefs and other officials of comparable
rank with management and administrative skills.
OTHER HRD INTERVENTIONS

1.
On-the-Job Training
Employees shall be given an informal training that will expose them to the job of a
particular position. This shall be a hands-on approach to actual work methods,
problems and solutions. Through this, employees will have the opportunity to develop
proficiency in the actual work situation. This is also helpful for career succession
purpose.
2.
Job Rotation Program

This shall be established in this agency as a means of developing and enhancing the
potentials of people in the organization. This will expose them to the other work
functions of the agency. Thus, allows the employees to expand their learning horizon in
preparation for a career path.
3.
Management-Training Program
Employees determined as outstanding performers in the entry-level position shall be
assigned to different offices in the agency for exposure and further development.
4.
Coaching Program
A supervisor shall help employees improve their performance by providing technical
suggestions or advices related to the job being done. This shall not only build
employees skills but also develop teamwork between the employees and their
supervisor.
292 | H R S Y S T E M S
5.
Counseling Program
A supervisor shall help employees cope with job-related problems. This shall be a
corrective approach in helping employees overcome their problems especially those
which affect their job performance. Counselling facilitates voluntary change on the part
of the employee to maintain high level of efficiency at work.
This Employee Welfare Program applies to all levels of officials and employees in the
organization regardless of the nature and status of their employment.
VII.

1.
2.
3.
VIII.
A committee for Information System shall be established and maintained to facilitate

the implementation of this Employee Learning and Development Program.
A Resource Unit shall be set within the agency to act as a mechanism encouraging
learning and development awareness among employees.
The Head of Office and immediate supervisors shall be responsible for the monitoring
of the Employee Learning and Development Program.
SOURCE OF FUNDING
The office shall submit, for approval, a yearly budget for Employee Learning and
Development Program. The office shall ensure the budget is appropriately allocated.
IX.
TRANSITORY POLICIES
All existing policies addressing Employee Learning and Development Program which are
inconsistent with these policies are superseded.
X.
EFFECTIVITY
The Employee Learning and Development Program shall take effect immediately. Any
subsequent changes or amendments shall be subject to the approval of the Civil Service
Commission and shall take effect six (6) months from date of approval.
XI.
COMMITMENT
I hereby commit to implement and abide by the provisions of this Employee Learning
and Development Program.

Municipal Mayor
October 17, 2013
293 | H R S Y S T E M S
Employee Health and

Wellness Program
294 | H R S Y S T E M S

EMPLOYEE HEALTH, WELLNESS AND SAFETY PROGRAM

I.
II.
BASIC POLICIES
1.
As the workforce is the most valuable asset, the organization shall ensure the health,
wellness and safely not only of its officials but also of all its employees to achieve
organizational productivity and success.
2.
As exercise is the key to maintaining employees health, the agency shall provide
necessary funds for the procurement and maintenance of physical fitness and sports
equipment and facilities.
3.
As good nutrition is essential, the agency shall promote healthy lifestyle of each
employee.
4.
As smoking is linked to many health conditions and diseases, the agency shall adopt a
no-smoking policy on its premises subject to areas designated for smoking.
5.
As psycho-social and spiritual growth of its workforce lead to its development, the
agency shall conduct activities aimed at addressing the psycho-social and spiritual
development of its workforce.
6.
As management of personal finances matters, the agency shall implement programs to

assist its personnel to manage ones wealth.
7.
As the preparation, establishment and implementation of a Disaster Preparedness and

Security Plan ensure occupational safety and health, the agency shall provide full
support on generally accepted principles and standards on occupational safety and
health as its own.
8.
As the agency recognizes the indispensable roles of private and government entities, it
shall undertake partnerships with these agencies in the implementation of this
Employee Health and Wellness Program.
OBJECTIVES
1.
General
This Employee Health, Wellness and Safety Program shall address the physical, mental,
emotional, psycho-social and spiritual needs of this agencys officials and employees to
achieve overall organizational productivity and success.
295 | H R S Y S T E M S
2.
Specific
a.
Implement an Employee Health, Wellness and Safety Program suitable for the
agencys officials and employees.
Continue monitoring and evaluating the said implemented program for future
enhancement.
Report regularly the outcome of the program in relation to reduced tardiness
and absenteeism due to sickness among others.
b.
c.
III.
SCOPE
This Employee Health, Wellness and Safety Program applies to all levels of officials and
employees in the organization regardless of the nature and status of their employment.
IV.
DEFINITION OF TERMS
1. Health
Is a state of complete physical, mental and social well-being and not merely the absence
of disease or infirmity (World Health Organization)
2. Wellness
Is a multidimensional state of being describing the existence of positive health in an
individual as exemplified by quality of life and a sense of well-being (Charles B. Corbin,
Arizona State University)
3. Occupational Health and Safety
Is the promotion and maintenance of the highest degree of physical, mental and social
well-being of workers in all occupations; the prevention amongst workers of departures
from health caused by their working conditions; the protection of workers in their
employment from risks resulting from factors adverse to health; the placing and
maintenance of the worker in an occupational environment adapted to his physiological
and psychological capabilities; and, to summarize, the adaptation of work to man and of
each man to his job. (Joint International Labor Organization/World Health Organization
Committee on Occupational Health)
V.
HEALTH AND WELLNESS PROGRAMS

1.
Physical-Medical Health Programs

a.
Physical and Medical Examination

The agencys personnel shall be given at least once a year a medical laboratory test
to be conducted by the Municipal Health competent personnel such as but not
296 | H R S Y S T E M S
limited to Complete Blood Count, Fasting Blood Sugar, Platelet Count, Chest X-Ray,
Drug Test, Urinalysis and other medical laboratory tests that the employee may
request provided that the requested lab test is available in the Municipal Health
Office.
b. Medical Database
A database containing medical records of individual employees taken from results
of laboratory tests and other diagnostic procedures undertaken as pre-employment
requirement or as directed by the employees attending physician shall be
established by the agencys clinic.
New entrants are required to submit the results of the following laboratory tests:
c.
Complete Blood Count

Fasting Blood Sugar
Platelet Count
Chest X-ray
Drug Test
Urinalysis
Physical Fitness, Sports and Recreation

The following activities may be conducted for an allotted time which shall not
exceed two (2) hours per week.
Sports clinic to include various games like basketball, volleyball, badminton,

tennis, table tennis, and other sports activities.
Conduct aerobics sessions to include brisk walking, jogging, gymnastics,
Pilates sessions, Yoga and other similar activities.
The organization of an Office Olympics as well as Inter-agency Tournaments is

allowed provided that they would not paralyze the delivery of the agencys services.
The procurement of new physical and sports equipment and replacement of
unserviceable ones may be necessary. Thus, the agency shall appropriate funds for
this purpose and shall allow the expenditure in accordance with pertinent
guidelines.
d. Nutrition and Food Sanitation Programs
The ways the officials and employees live inside and outside of their workplace
directly affect productivity and success of the agency. To encourage the workforce
to become healthier individuals, the agency shall adopt and promote a Healthy
Food and Lifestyle Program for its officials and employees. Toward this end, the
agency may tap services of nutritionist, dieticians and/or medical personnel to
perform among others, the following functions:
Conduct assessment of each employee health habits and suggest required

weekly diet and exercise based on existing medical condition; and
297 | H R S Y S T E M S
Assess the food or menu plan of the canteen and suggest improvements
whenever necessary especially with regards to the preparation of healthy
foods.
e.
Dental and Optical Services

The agency shall formulate a scheme to ensure each employee is given the
opportunity to be diagnosed and/or be treated by a dentist and by an
ophthalmologist. It shall then coordinate with a dentist and with an
ophthalmologist to provide the personnel with proper dental and eye care services.
These services may however be subject to the existing fund policies of the agency.
f.
Other Health Conditions

The agency, through coordination with government agencies and non-government
organizations concerned with the promotion and development of health and wellbeing, shall enact measures to effectively provide its personnel with relevant and
timely information on the diagnosis, treatment and prevention of medical, mental,
psychological and emotional health conditions that the personnel may be exposed
to.
Policies issued by the Department of Health on the following medical conditions in
the workplace shall be adopted and implemented as part of this Program:
2.
Human Immunodeficiency Virus-Acquired Immune Deficiency Syndrome

(HIV-AIDS)
Hypertension and High Blood Pressure
Tuberculosis
Diabetes
Smoking-related Illnesses
Other Common Medical Conditions
Financial Wellness Programs

The agency shall schedule, on a regular basis, the conduct of trainings, seminars and
other related activities aimed at addressing financial management to assist both existing
personnel and retirees to properly manage their finances.
3.
Psycho-Social Development Programs

To provide everyone a time to gather and socialize with one another and to ensure
increased and renewed rapport, camaraderie and better understanding among
themselves, the following activities may be conducted:
Employees Family Day

Teambuilding Activities
Executive Bonding
298 | H R S Y S T E M S
4.
Spiritual Health Promotion

Activities which shall address the spiritual dimension shall be incorporated in
Teambuilding and other Staff Development Activities of the agency.
The agency respects the right of its employees to the free exercise of religion provided
that such activities related to ones religious convictions shall not jeopardize the delivery
of public service.
VI.
OCCUPATIONAL SAFETY AND HEALTH PROGRAMS

The agency shall institute and maintain a workable Occupational and Health Program
taking into consideration both international and local standards. Toward this end, an
Occupational Safety and Health (OSH) Committee shall be created.
The Committee shall be responsible for the planning, development and implementation
of accident and illness prevention programs; conduct of safety and health meetings; review
of reports of inspections, accident investigations and implementation of programs; and the
provision of occupational safety and health training for the employees.
The Committee shall have officers required to attend advanced and specialized training
courses and capability building programs on Occupational Safety and Health to harness
their capabilities in discharging their functions.
The following Occupational Safety and Health programs and activities shall be
implemented in the agency:
1.
5 S Housekeeping Program
This program shall address not only the cleanliness but also the management of
occupational hazards. To ensure its effective implementation, regular unannounced or
unscheduled sanitary inspections of offices and premises including canteen, walkway,
gymnasium, multipurpose hall, and other areas in the premises shall be conducted. A
report of inspection shall be submitted at least once per semester. As the need arises,
fumigation and disinfection may be conducted in the office premises to contain the
possible spread or virus and contagious diseases.
2.
Electrical and Fire Safety Programs

Electrical and fire safety measures as well as techniques on the prevention and
management of electrical and fire hazards shall be disseminated to all personnel.
Educational materials shall be provided and seminars on this matter shall be conducted.
Electricians shall be regularly updated on electrical safety information considering the
fact that most mismanaged electrical systems cause the more common incidents of fire.
Firefighting equipment such as standpipe and hose, automatic sprinkler system, fire
hydrant and portable fire extinguishers of the approved type shall be installed within
the office buildings and premises.
299 | H R S Y S T E M S
3.
VII.
Disaster Response and Preparedness

To proactively address the hazards of natural calamities, the agency shall adopt
measures for the preparedness and response to disasters. A Disaster Preparedness and
Response Plan defining activities that would be undertaken in case of natural calamities
shall be prepared. A regular conduct of disaster response simulations shall be included
in the Plan. It shall likewise address the particular needs of women from a gender
perspective to ensure their full protection.
SUCCESS FACTORS
The following are the key success factors that will ensure the accomplishment of this
Employee Health, Wellness and Safety Program:
1. Support and participation from the management;
2. Worker involvement in planning;
3. Programs that meet staff members needs;
4. A realistic budget; and
5. Continuous review.
VIII.

In the implementation of the Employee Health, Wellness and Safety Program, the
agency shall act as the over-all authority to ensure objectives are attained and programs are
successfully implemented in all offices of the organization. The agency shall also collaborate,
coordinate and/or consult with concerned offices, committees and persons. It may also
assign offices, committees and persons to perform roles in the implementation of the
Employee Health, Wellness and Safety Program.
IX.
SOURCE OF FUNDING
The office shall submit, for approval, a yearly budget for Employee Health, Wellness and
Safety Program. The office shall ensure the budget is appropriately allocated.
X.
TRANSITORY POLICIES
All existing policies addressing Employee Health, Wellness and Safety Program which
are inconsistent with these policies are superseded.
XI.
EFFECTIVITY
The Employee Health, Wellness and Safety Program shall take effect immediately after
the approval by the Civil Service Commission Regional Office XI.
300 | H R S Y S T E M S
XII.
COMMITMENT
I hereby commit to implement and abide by the provisions of this Employee Health,
Wellness and Safety Program.

Municipal Mayor
October 17, 2013
301 | H R S Y S T E M S
Committee on Decorum
and Investigation (CODI)
Internal Administrative Disciplinary
Rules on Sexual Harassment
302 | H R S Y S T E M S


-o0o-
OFFICE OF THE MAYOR

Series of 2005
AN ORDER ESTABLISHING AN INTERNAL ADMINISTRATIVE DISCIPLINARY RULES ON SEXUAL
HARASSMENT OF SANTA CRUZ, DAVAO DEL SUR AND DESIGNATION OF MEMBERS HEREOF.
WHEREAS, Section 11, Article II of the Philippine Constitution provides that the State values the
dignity of every human person and guarantees full respect for human rights;
WHEREAS, the Philippine Congress enacted on February 14, 1995 Republic Act No. 7877,
otherwise known as the :Anti-Sexual Harassment Act of 1995, which took effect on March 5, 1995 and
declares unlawful sexual harassment against women and men in the employment, education and
training environment;
WHEREAS, Section 4(a) of Republic Act No. 7877 mandates every employer or head of agency
in the public and private sectors to promulgate rules and regulations prescribing the procedure for the
investigation of sexual harassment cases and the administrative sanctions therefore;
WHEREAS, there is a need to devise uniform rules and regulations particularly in the definition
of the administrative offense of sexual harassment and the sanctions therefore, and the procedures for
the administrative investigation, prosecution and adjunction of sexual harassment cases;
WHEREAS, sexual harassment violates the dignity of workers and their right to a humane, just
and safe work environment, defeats and impairs morale and efficiency in the workplace, and violates the
merit and fitness principle in the civil service;
NOW, THEREFORE, I, JEROME A. UNDALOK, Municipal Mayor of Santa Cruz, Davao del Sur,
by virtue of the powers vested in me by law, do hereby established the Internal Administrative
Disciplinary Rules on Sexual Harassment of Santa Cruz;
DECLERATION OF PRINCIPLE
The Local Government of Santa Cruz, Davao del Sur believes that the working environment
should be at all times supportive of the dignity as well as self-esteem of individuals.
Achieving this desired environment greatly depends upon mutual respect, cooperation and
understanding among officials and employees. Attitudes and behaviors that undermine these goals are
303 | H R S Y S T E M S
detrimental to all and should not be tolerates. High on the list of unacceptable behavior is sexual
harassment.
Inherent in its responsibility, the Local Government of Santa Cruz, Davao del Sur, is committed
to promote a culture of gender responsiveness in the workplace ensuring equality and equity. Likewise,
it commits to maintain learning and working environment that is free of sexual harassment and all forms
of sexual intimidation and exploitation.
Along this context, it is hereby promulgated that these rules and regulations form as an internal
policy of this that will govern the procedures for the investigation of sexual harassment cases and
administrative sanctions thereof.
RULE I. TITLE
Section 1. These Rules shall be known as the Internal Administrative Disciplinary Rules
Governing Sexual Harassment Cases.
Section 2. These Rules shall apply to all appointive officials and employees in this Local
Government Unit, regardless of status. It shall also include teachers under the Local School
Board.
In the case of elective local officials, it must conform with the provisions of the Local
Government Code of 1991 (RA 7160).
RULE II. COVERAGE

Section 3. As used in this policy, the following shall mean and be understood as defined
below:
a.
b.
c.
d.
Committee refers, to the Committee on Decorum and Investigation of the Office

LGU refers to the Local Government Unit of Sta. Cruz, Davao del Sur.
Complaint refers to the person who filed an action or complaint for sexual harassment.
Respondent refers to the person who is formally charged by the disciplining authority.
e. Person complained of refers to the person who is the subject of a complaint before
another agency or any tribunal against the same party involving the same acts or
causes of action and relief.
Section 4. For the purpose of these Rules, the administrative offense of sexual harassment is
an act, or a series of acts, involving any unwelcome sexual advances, request or demands for a
sexual favour, or other verbal or physical behaviour of a sexual nature, committed by a
government employee or official in a work-related, training or education related environment
of the person complained of.
304 | H R S Y S T E M S
a. Work-related sexual
circumstances;
harassment
is
committed
under
the
following
1. Submission to or rejection of the act or series of acts, is used as a basis

for any employment decision including, but not limited to, matters
related to hiring, promotion, raise in salary, job security, benefits and any
other personnel action affecting the applicant/employee; or
2. The act or series of acts have the purpose or effect of interfering with
the complainants work performance, or creating an intimidating, hostile
or offensive work environment; or
3. The act or series of acts might reasonably be expected to cause
discrimination, insecurity, discomfort, offense or humiliation to a
complainant who may be a co-employee, applicant, customer or ward of
the person complained of.
b. Education of training-related sexual harassment is committed against one who
is under the actual or constructive care, custody or supervision of the offender,
or against one whose education, training, apprenticeship, internship or
tutorship is directly or contractively entrusted to, or is provided by, the offender,
when:
1. Submission to or rejection of the act or series of acts, is used as a basis
for any decision affecting the complainant including, but not limited to,
the giving of a grade, the granting of ho9nors or a scholarship, the
payment of a stipend or allowance, or the giving of any benefit, privilege
or consideration;
2. The act or series of acts have the purpose or effect of interfering with
the performance, or creating an intimidating, hostile or offensive
academic environment of the complainant; or
3. The act or series of acts might reasonably be expected to cause
discrimination, insecurity, discomfort, offense or humiliation to a
complainant who may be a trainee, apprentice, intern tutee or ward of
the person complained of.
Section 5. Sexual harassment may take place;
1. In the premises of the workplace or office or the school or training institution;
305 | H R S Y S T E M S
2. In any place where the parties were found as a result of work education or
training responsibilities or relations;
3. At work of education or training-related social functions;
4. While on official business outside of the office or school or training institution
or during work or school or training-related level;
5. At official conferences, for a, symposia or training sessions; or
6. Be telephone, cellular, fax machine or electronic mail.
RULE IV. FORMS OF SEXUAL HARASSMENT

Section 6. The following are illustrative forms of sexual harassment:
a. Physical
1. Malicious touching
2. Overt sexual advances
3. Gestures with lewd insinuation
b. Verbal, such as, but not limited to, request or demands for sexual favors and
lurid remarks;
c. Non-verbal such as, but not limited to, the use of objects, pictures or graphics,
letters or written notes with sexual underpinnings;
d. Other forms analogous to the foregoing.
RULE V. PERSONS LIABLE FOR SEXUAL HARASSMENT

Section 7. Any government official or employee, regardless of sex, is liable for sexual
harassment when he/she:
a. Directly participates in the execution of any act of sexual harassment as defined
by these Rules;
b. Induces or directs another or others to commit sexual harassment as defined by
these Rules;
c. Cooperates in the commission of sexual harassment by another through an act
without which the sexual harassment would not have been accomplished;
d. Cooperates in the commission of sexual harassment by another through
previous or simultaneous acts.
306 | H R S Y S T E M S
RULE VI. COMMITTEE ON DECORUM AND INVESTIGATION OF

SEXUAL HARASSMENT CASES
Section 8. A committee on Decorum and investigation shall be created with membership
stipulated in Section 9. The Committee shall perform the following functions:
a. Receive complaints of sexual harassment;
b. Investigate sexual harassment complaints in accordance with the prescribed
procedure;
c. Submit a report of its findings with the corresponding recommendation to the
disciplining authority for decision;
d. Lead in the conduct of discussions about sexual harassment within the agency
or institution to increase understanding and prevent incidents of sexual
harassment;
When a member of the Committee is the complainant or the person complained of in a
sexual harassment case, he/she shall be disqualified from being a member of the committee.
In a situation contemplated above, the vacancy shall be filled up immediately. The
member who will substitutes shall be determined by the concerned level.
Section 9. Composition. The Committee on Decorum and Investigation of Sexual
Harassment Cases shall be composed of the following:
Chairman
ADELAIDA S. BADILLA
MSWDO
Members
MARCELINO A. BAUYA
EMERENCIANO C. ALQUIZOLA
RCO II
President Employees Union
Section 10. Term of Office. The term of office of its members should not be more than two
years. It shall be the duty of the members to formulate other matters pertaining to the
functions of the Committee not otherwise provided in these Rules.
307 | H R S Y S T E M S
RULE VII. PRE-FILING STANDARD OPERATING PROCEDURES IN ATTENDING TO VICTIMS

OF SEXUAL HARASSMENT
Section 11. The Pre-filing Stage. The LGU hereby commits to provide assistance to an
alleged victim of sexual harassment which may include but not limited to counselling, referral
to an agency offering professional help and advice on potions available before the filing of the
complaint.
RULE VIII. STANDARD PROCEDURAL REQUIREMENTS

Section 12. The procedural rules provided hereunder are the standard requirements in
handling a sexual harassment case.
Section 13. Complaint.
a. The complaint may be filed at anytime with the disciplining authority of the
LGU, or the Committee. Upon receipt of the complaint by the disciplining
authority of the office or agency, the same shall be transmitted to the
Committee.
b. The complaint must be in writing, signed and sworn to by the complainant. It
shall contain the following;
1.
2.
3.
4.
The full name and address of the complainant;

The full name, address, and position of the person complained of;
A brief statement of the relevant facts;
Certified true copies of documentary evidence and affidavits of his
witnesses, if any;
5. A certification or statement of non-forum shopping.
In the absence of any of the aforementioned requirements, the complaint shall be
dismissed without prejudice to its refilling.
Where the complainant in not under oath, the complainant shall be summoned by the
Committee to swear to the truth of the allegations in the complaint.
c. Complaints sent by telegram, radiogram, electronic mail or similar means of
communication shall be considered non-filed unless the complainant shall
comply with the requirements provided in Section 13(b) within ten (10) days
from receipt of the notice for compliance.
308 | H R S Y S T E M S
d. Withdrawal of the complaint at any stage of the proceedings shall not preclude
the Committee from proceedings with the investigation where there is obvious
truth or merit to the allegations in the complaint or where there is documentary
or direct evidence that can prove the guilt of the person complained of.
Section 14. Action on the Complaint. Upon receipt of a complaint that is sufficient in form
and substance, the Committee shall require the person complained of to submit a CounterAffidavit/Comment under oath within three (3) days from receipt of the notice, furnishing a
copy thereof to the complainant, otherwise the Counter-Affidavit/Comment shall be
considered as not filed.
Section 15. Preliminary Investigation. The Committee shall conduct a preliminary

investigation. The investigation involves the ex parte examination of documents submitted by
the complainant and the person complained of, as well as documents readily available from
other government offices.
During the preliminary investigation, the parties may submit affidavits and counteraffidavits.
Upon receipt of the counter-affidavit or comment under oath, the Committee may now
recommend whether a prima facie case exist to warrant the issuance of a formal charge.
During preliminary investigation, proceedings before the Committee shall be held
under strict confidentiality.
Any person violating the rule on confidentiality under this Section shall be held
administratively liable for violation of reasonable office rules and regulations under CSC
Resolution No. 99-1936.
Section 16. Duration of Investigation. A preliminary investigation shall commence not later
than five (5) days from receipt of the complaint by the Committee on Decorum and
Investigation and shall be terminated within fifteen (15) working days thereafter.
Section 17. Investigation Report. Within five (5) working days from the termination of the
preliminary investigation, the Committee shall submit the Investigation Report and the
complete records of the case to the disciplining authority.
Section 19. Formal Charge. After finding a prima facie case, the disciplining authority shall
formally charge the person complained of. The formal charge shall contain a specification of
the charge(s); a brief statement of material or relevant facts accompanied by certified copies of
the documentary evidence, if any; sworn statements covering the testimony of witnesses; a
directive to answer the charge(s) in writing under oath in not less than seventy-two (72) hours
309 | H R S Y S T E M S
from the receipt thereof; an advice for the respondent to indicate in his/her answer whether or
not he/she elects a formal investigation of the charge(s); and a notice that he/she is entitled to
be assisted by a counsel of his/her choice.
If the respondent has submitted his/her comment and counter-affidavits during the
preliminary investigation, he/she shall be given the opportunity to submit additional evidence.
The Committee shall not entertain request for clarification, bills of particulars or
motions to dismiss which are obviously designed to delay the administrative proceeding. If any
of these pleadings is filed by the respondent, the same shall be considered as part of his/her
answer which he/she may file within the remaining period for filing the answer.
Section 20. Answer. The answer, which must be in writing and under oath, shall be specific
and shall contain material facts and applicable laws, including documentary evidence, sworn
statements covering testimonies of witnesses, if any, in support of respondents case. It shall
also include a statement indicating whether he/she elects formal investigation.
Section 21. Failure to File an Answer. If the respondent fails or refuses to file/his/her answer
to the formal charge within seventy-two (72) hours from receipt thereof without justifiable
cause, he/she shall be considered to have waived his right to file an answer and formal
investigation may commence.
Section 22. Preventive Suspension. Upon petition of the complainant or motu propio upon
the recommendation of the Committee, at any time after the service of the Formal Charge to
the respondent, the proper disciplining authority may order the preventive suspension of the
respondent during the formal investigation, if there are reasons to believe that he/she is
probably guilty of the charges which would warrant his/her removal from the service.
An order of preventive suspension may be issued to temporary remove the respondent
from the scene of his/her exerting undue influence or pressure on the witness against him/her
or tampering of documentary evidence on file with this office.
Section 23. Duration of Preventive Suspension. When the administrative case against the
respondent under preventive suspension is not finally decided by the disciplining authority
within the period of ninety (90) days after the date of his/her preventive suspension, unless
otherwise provided that when the delay in the disposition of the case is due to the fault,
negligence or petition of the respondent, the period of delay should not be included in the
counting of the ninety (90) days period of preventive suspension. Provided further that should
the respondent be on paternity/maternity leave, said preventive suspension shall be deferred
or interrupted until such time that said leave has been fully enjoyed.
310 | H R S Y S T E M S
Section 24. Remedies from the Order of Preventive Suspension. The respondent may file a
motion for reconsideration with the disciplining authority or may elevate the same to the Civil
Service Commission by way of an appeal within fifteen (15) days from receipt thereof.
Section 25. Conduct of Formal Investigation. Although the respondent does not request for
a formal investigation, one shall nevertheless be conducted by the Committee on Decorum
and Investigation if it deems such investigation is necessary to decide the case judiciously.
The investigation shall be held not earlier than five (5) days not later than ten (10) days
from receipt of the respondents answer. Said investigation shall be finished within thirty (30)
days from the issuance of the formal charge or the receipt of the answer unless the period is
extended by the disciplining authority in meritorious cases.
Section 26. Pre-Hearing Conference. At the commencement of the formal investigation, the
Committee may conduct a pre-hearing conference for the parties to appear, consider and
agree on any of the following:
a.
b.
c.
d.
e.
f.
g.
Stipulation of facts;
Simplification of issues;
Identification and marking of evidence of the parties;
Waiver of objections to admissibility of evidence;
Limiting the number of witness, and their names;
Dates of subsequent hearings;
Such other matters as may aid in the prompt and just resolution of the case.
The parties may submit position papers/memoranda and submit the case for resolution
based on the result of the pre-hearing conference without any need for further hearing.
Section 27. Continuous Hearing Until Terminated; Postponement. Hearings shall be
conducted on the hearing dates set by the Committee or as agreed upon during the prehearing conference.
Where no pre-hearing conference is conducted, the parties, their counsel and
witnesses, if any, shall be given a notice of at least five (5) days before the first schedule
hearing specifying the time, date and place of the said hearing and subsequent hearings.
Thereafter, the schedule of hearings previously set shall be strictly followed without further
notice. A party shall be granted only three (3) postponements upon oral or written requests. A
further postponement may be granted only upon written request and subject to the discretion
of the Committee.
If the respondent appears without the aid of a counsel, he/she shall be deemed to have
waived his/her right to counsel.
311 | H R S Y S T E M S
Section 28. Preliminary Matters. At the start of the hearing, the Committee shall note the
appearances of the parties and shall proceed with the reception of evidence for the
complainant.
If the respondent appears without the aid of a counsel, he/she shall be deemed to have
waived his/her right to counsel.
Before taking the testimony of a witness, the Committee shall place him/her under oath
and then take his/her name, address, civil status, age and place of employment.
Section 29. Appearance of Parties. Any person representing any of the parties before any
hearing or investigation shall manifest orally or in writing his/her appearance for either the
respondent or complainant, stating his/her full name and exact address where he/she can be
served with notices and other documents. Any pleading or appearance made without
complying with the above stated requirements shall not be recognized.
Section 30. Order of Hearing. Unless the Committee directs otherwise, the order of the
hearing shall be as follows:
a. The complainant shall present evidence in support of the charges;
b. The respondent shall then offer evidence in support of his/her defense;
c. The complainant may then offer rebuttal evidence, and the respondent surrebuttal evidence.
Every witness may be examined in the following order:
a.
b.
c.
d.
Direct examination by the proponent;

Cross-examination by the opponent;
Re-direct examination by the proponent;
Re-cross examination by the opponent.
A sworn statement of a witness properly identified and affirmed by the witness before
the Committee shall constitute his/her direct testimony.
When the presentation of evidence has been conducted, the parties shall formally offer
their evidence either orally or in writing. Thereafter, both parties may be given time to submit
their respective memorandum which in no case shall be beyond five (5) days after the
termination of the investigation. Failure to submit the memorandum within the given period
shall be considered a waiver thereof.
Section 31. Objections. All objections raised during the hearing shall be resolved by the
Committee. However, objections that cannot be ruled upon by the Committee shall be noted
312 | H R S Y S T E M S
with the information that the same be included in the memorandum of the concerned party to
be ruled upon by the proper disciplining authority.
The committee shall accept all evidence deemed material and relevant to the case. In
case of doubt, the Committee on Decorum and investigation shall allow the admission of
evidence subject to the objection interposed against its admission.
Section 32. Markings. All documentary evidence or exhibits shall be properly marked by letter
(A,B,C, etc.) if presented by the complainant and numbers (1,2,3, etc.) if presented by the
respondent. These shall form part of the complete records of the case.
Section 33. Request for Subpoena. If a party desires the attendance of a witness or the
production of documents or things, he/she shall make a request for the issuance of the
necessary subpoena, at least three (3) days before the scheduled hearing.
Section 34. Issuance of Subpoena. The Committee may issue subpoena ad testificandum to
compel the attendance of witnesses and subpoena duces tecum for the production of
document or object.
Section 35. Records of Proceedings. The proceedings of the formal investigation must be
recorded either through shorthand or stenotype or by any other method.
Section 36. Effect of the Pendency of an Administrative Case. The pendency of any
administrative case shall not disqualify the respondent for promotion or from calming
maternity/paternity benefits. For this purpose, an administrative case shall be construed as
pending when the disciplining authority has issued a formal charge.
Section 37. Formal Investigation Report. When fifteen (15) days after the conclusion of the
formal investigation, a report containing a narration of the material facts established during
the investigation, the finding and the evidence supporting said findings, as well as the
recommendations, shall be submitted by the Committee to the disciplining authority. The
complete records of the case shall be attached to the Report of Investigation.
The complete record shall be systematically and chronologically arranged, paged and
securely bound to prevent loss. A table of content shall be prepared. Whoever is in charge of
the transmittal of the complete records shall be held responsible for any loss or suspension of
pages thereof.
Section 38. When case is decided. The disciplining authority shall render his decision on the
case within thirty (30) days from receipt of the Report of Investigation.
Section 39. Finality of Decision. A decision rendered by the disciplining authority where the
penalty of suspension for not more than thirty (30) days of fine in an amount not exceeding
313 | H R S Y S T E M S
thirty (30) days salary is imposed, shall be final and executor. However, if the penalty imposed
is suspension exceeding thirty (30) days or a fine exceeding thirty (30) days salary, the same
shall be final and executor after the lapse of the reglementary period for filing a motion for
reconsideration or an appeal and no such pleading has been filed.
RULE IX. REMEDIES AFTER A DECISION

Section 40. Filing of Motion for Reconsideration. The party adversely affected by the
decision may file a motion for reconsideration with the disciplinary authority who shall render
the decision within (15) days from receipt thereof.
Section 41. When Deemed Filed. A motion for reconsideration shall be deemed filed on the
date stamped on the official copy by the proper receiving authority, and in case it was sent by
mail, on the date shown by the postmark on the envelope which shall be attached to the
records of the case.
Section 42. Grounds for Motion for Reconsideration. The motion for reconsideration shall
be based on any of the following:
a. New evidence has been discovered which materially affects the decision
rendered; or
b. The decision is not supported by the evidence on record; or
c. Errors of law or irregularities have been committed prejudicial for the interest of
the movant.
Section 43. Limitation. Only one motion for reconsideration shall be entertained.
Section 44. Effect of Filing. The filing of a motion for reconsideration within the reglementary
period of fifteen (15) days shall stay the execution of the decision sought to be reconsidered.
Section 45. Appeals. In case the party adversely affected is not satisfied with the decision of
the Disciplining Authority, he/she may file his/her appeal to the Civil Service Commission
Proper pursuant to CSC Resolution Number 01-0940.
Pending appeal, the same be executory.
RULE X. CLASSIFICATION OF ACTS OF SEXUAL HARASSMENT

Section 46. Classification of Offenses. Sexual harassment is classified as grave, less grave and
light offenses.
314 | H R S Y S T E M S
A. Grave Offense shall include but are not limited to:

1. Unwanted touching of private parts of the body (genitalia, buttocks
and breast);
2. Sexual assault;
3. Malicious touching/pinching;
4. Requesting for sexual favour in exchange for employment, promotion,
local or foreign travels, favourable working conditions or assignments,
a passing grade, the granting of honors or scholarship, or the grant of
benefits or payment of a stipend or allowance; and
5. Other analogous cases.
B. Less Grave Offenses shall include but are not limited to:
1. Unwanted touching or brushing against a victims body.
2. Pinching not failing under grave offences;
3. Derogatory or degrading remarks or innuendoes toward the members
of one sex or ones sexual orientation or used to described a person.
4. Verbal abuse or threat with sexual overtones; and
5. Other analogous cases.
C. The following shall be considered Light Offenses;
1. Surreptitiously looking or stealing a look at a persons private parts or
worn undergarments;
2. Telling sexest/smutty jokes or sending theses through text, electronic
mail or other similar means, causing embarrassment of offense and
carried out after the offender has been advised that they are offensive
or embarrassing or, even without such advice, when they are their
nature clearly embarrassing, offensive or vulgar;
3. Malicious leering or ogling;
4. The display of sexually offensive pictures, materials or graffiti;
5. Unwelcome inquiries or comments about a persons sex life;
6. Unwelcome sexual flirtation, advances, propositions;
7. Making offensive hand and body gestures at an employee;
8. Persistent unwanted attention with sexual overtone;
9. Unwelcome phone calls with sexual overtones causing discomfort,
embarrassment, offense or insult to the receiver; and
10. Other analogous case.
315 | H R S Y S T E M S
RULE XI. ADMINISTRATIVE LIABILITIES

Section 47. Imposition of Proper Penalty. Any person who is found guilty of sexual
harassment shall, after the investigation, be meted with penalty corresponding to the gravity
and seriousness of the offense.
.
Section 48. The Penalties for light, less grave offenses are as follows:
A. For Light Offense:
1st Offense
2nd Offense
3rd Offense
Reprimand
Fine or Suspension not exceeding thirty (30) days
Dismissal
B. For Less Grave Offense

1st Offense
2nd Offense
Fine or Suspension not less than thirty (30) days and not
exceeding six (6) months
Dismissal
C. For Grave Offense:

1st Offense
Dismissal
Section 49. Penalty for Multiple Offenses. If the respondent is found guilty of two or more
charges or counts, the penalty to be imposed should be that corresponding to the most
serious charge or count and the rest shall be considered as aggravating circumstances.
RULE XII. CASES DURING THE INTERVENING PERIOD

Section 50. Retrosactive Application. The rule shall have a retroactive application insofar as ll
complaints alleging acts constituting sexual harassment filed before the Local Government
Unit of Santa Cruz, Davao del Sur and shall be administratively prosecuted, resolved and
adjudicated based on these rules.
RULE XIII. FORUM SHOPPING

Section 51. under the same set of ultimate facts, the filing of a complaint based on an
agencys rules and regulations on sexual harassment shall preclude the filing of another
administrative complaints under any other law.
316 | H R S Y S T E M S
RULE XIV. REPEALING CLAUSE

Section 52. Rules and regulations and other issuances or parts thereof inconsistent with the
provisions of these are hereby repealed or modified accordingly.
RULE XV. EFFECTIVITY CLAUSE

Section 53. These rules shall take effect fifteen (15) days after its approval by the Civil Service
Commission Regional Office and proof of posting in two (2) conspicuous places in the Local
Government Unit of Santa Cruz, Davao del Sur.
Done this 25th day of April, 2005 at Santa Cruz, Davao Del Sur, Philippines.
(SGD) ATTY. JEROME A. UNDALOK

Municipal Mayor
APPOVED AS TO THE INTERNAL

ADMINISTRATIVE DISCIPLINARY
RULES ON SEXUAL HARASSMENT:
(SGD) ATTY. ANNABELLE B. ROSELL

Director IV
317 | H R S Y S T E M S
Pre-Retirement
Program
318 | H R S Y S T E M S

PRE-RETIREMENT PROGRAM
I.
II.
BASIC POLICIES
1.
This agency values the human resource, thus, it shall design, implement and evaluate
programs to honor its retiring officials and employees.
2.
The agency shall provide courses intended to familiarize retiring officials and employees
on the government retirement plans and benefits as well as available business
opportunities or other productive options or pursuits.
3.
This agency shall establish a systematic and planned pre-retirement program as

determined appropriate and practicable by the management.
OBJECTIVES
1.
General
This Pre-Retirement Program of the agency shall provide continuing opportunities for
advancement to officials and employees who opt to retire from the government service.
2.
Specific
a.
Develop innovations and options which will sustain the retiring officials and
employees physically, mentally, socially and financially after service.
b.
Determine the appropriate livelihood programs for the agencys officials and
employees.
c.
Understand the importance of counseling as retirement is one area that needs

proper and careful attention for it to be progressive, productive and
meaningful.
d.
Develop exit interviews to bring closure to the years of service of officials and
employees and help the transition from service to retirement with greater ease
and success.
319 | H R S Y S T E M S
III.
SCOPE
This Pre-Retirement Program applies to all levels of retiring officials and employees in
the organization regardless of the nature and status of their employment.
IV.
DEFINITION OF TERMS
1.
Retirement
Retirement generally implies the terminal cessation, relaxation or changeover of
financially remunerative employment. It is a life stage because it is a period of economic
inactivity or a change over in ones economic activity, socially/legally prescribed for
workers in later life. Retirement is a phenomenon characterized by separation of the
worker from paid employment, which has the characteristic of an occupation or a career
over a period of time. It is essentially, a period of adjustment (Oniye, 2001).
2.
Retirement Counseling
Retirement counseling is the process of providing prospective retirees with factual
information needed to make a pleasant transition from world of work into the world of
less rigorous occupational schedules retirement. The concept includes a review of all
insurance policies, management of personal income during retirement, explanation of
the retirement process, general information about social security, medicare coverage
and acquisition of life skills needed for optional adjustment to retirement roles.
Retirement counseling is also interested in sensitizing prospective retirees and retired
people about issues bothering on the effect or problems of retirement (Adeloye, 1999).
3.
Retirement Planning
Retirement planning involves identifying retirees wants and needs, developing a plan to
achieve them, acting on the plan and continually reviewing and revising the plan. Early
planning means that just a small investment each year given reasonable profit margin
could create a portfolio large enough to meet the needs later in life (Solutions Colony
1998-2003).
V.
PRE-RETIREMENT PROGRAMS
1.
Livelihood Skills Development Programs

a.
There shall be a course on Basic Management Skills. This will be helpful to

retiring officials and employees as they learn the necessary skills to operate
business and creative solutions to actual business problems.
b.
Retiring officials and employees shall have training on Effective Negotiating and
Assertive Skills. Included in the training are alternatives for networking with
community and other organizations.
320 | H R S Y S T E M S
c.
A Basic Business Plan shall be provided to retiring officials and employees.

Schemes for financial and/or livelihood management shall be given emphasis in
this course.
2. Salamat-Paalam Program
The agency shall adopt the Salamat-Paalam Program held to honor all retiring
officials and employees, whether under optional or compulsory retirement. In
the ceremony, the retiring officials and employees may be given a plaque of
appreciation and/or recognition signed by the heads of their concerned offices.
3. Counseling Program
The agency shall come up with a counseling program that meets the needs and
expectations of the retiring officials and employees as per their present and
anticipated conditions.
a.
Emotional Counseling
This shall instil rationality in retiring officials and employees regarding their
perception of retirement. It aims to reduce anxiety, panic and depression. Thus,
results to seeing retirement as a natural growth process and so should be
accepted as a normal developmental process.
b.
Reality Counselling
This shall provide conditions that will help clients develop their psychological
strength to evaluate their present behavior. The overall goal is for individuals to
find more effective ways of meeting their needs for belonging, power, freedom,
and fun. The workshop shall stress helping clients learn ways to regain control
of their lives and to live more effectively after service.
c.
Steps in Retirement Planning

This shall teach the retiring officials and employees the setting of financial
goals, investing in appropriate modes, calculating of net worth, monitoring
regularly the financial plan and incorporating amendments in the retirement
plan.
d.
Preparing the Senior Life

This shall discuss the importance of staying fit and healthy and the beauty of
staying active in the community. This shall also discuss joining charities,
humanitarian organizations and community work.
e.
Spiritual Promotion
The agency respects the right of its employees to the free exercise of religion.
This program shall not promote religion but shall highlight the importance of
spiritual well-being of the retiring officials and employees.
321 | H R S Y S T E M S
4.
Exit Interview
Exit interviews are essential part of the cycle of service for both employees and the
organization. These shall enable employees to transition from service into the next
stage of their lives.
How to Conduct Exit Interviews

a.
An employee shall be informed that he/she will be subjected for an exit

interview.
b.
The purpose of the interview shall be explained to the employee.
c.
The interview shall be scheduled two (2) weeks after the actual
departure of the employee to give him/her ample time to generate a
more honest and accurate information.
d.
The interviewer shall be a Division Chief but not the immediate

supervisor of the employee to avoid hesitations under certain
circumstances.
e.
Confidentiality of the one-on-one exit interview shall be ensured.

Employees answers shall not be used against him/her and shall not be
divulged to their supervisors.
Guidelines for the Exit Interview

a.
Broader measures about the employees attitude and experiences shall

be identified and issues and concerns shall be resolved before the
retirement.
b.
The employee shall be allowed to express his/her feelings. Open-ended

questions shall be prepared to give the employee the chance to
comment.
c.
Key attitudinal measures such as the employee's satisfaction with the job
itself, an assessment of the organization's work culture and effectiveness
of its various lines of communication, how well the employee's job
responsibilities were defined, perceived opportunities for advancement
and the employee's perspective on the amount of training, feedback and
recognition received shall be included in the interview.
322 | H R S Y S T E M S
d.
5.
VI.
The exit interview shall be implemented consistently and in such a way

as to encourage employees to share their opinions as honestly and
candidly as possible.
Other Pre-Retirement Programs
a.
Information Services
The agency shall supply valid and reliable information on various issues
related to retirement, like retirement policies, when and how to retire,
how to merge services before retirement, how gratuity and pension are
computed or and what to do after retirement.
b.
Vocation Services
The agency shall assist retiring officials and employees to explore career
alternatives and develop leisure interest in which they can utilize their
knowledge and skills.
c.
Planning, Placement and Follow-up Services

The agency shall help the retiring officials and employees plan their lives
realistically and effectively. Planning herein connotes taking cognizance
of retiring employees abilities, interests, value system, personality
disposition, aptitude and so on. The appropriate planning and
placement shall however be accompanied with periodic follow-up to
ascertain the effectiveness.
d.
Referral Services
The agency shall send special cases to specialists for appropriate
treatment; like dentists to ascertain healthiness of aging persons teeth,
medical doctors to check blood pressure or psychiatrists to proffer
therapeutic insights.
ROLES OF THE HRMP

The HRMP shall be responsible for:
1.
2.
3.
4.
Assisting officials and employees to plan their retirement and conduct exit interview;
Informing the retiring officials and employees on the best retirement package to avail of;
Conducting orientation/trainings in relation to the retiring officials and employees
second career such as livelihood options, etc.
Submitting the names of retirees, to the Ombudsman and CSC for verification of
pendency of cases within one (1) month after the official or employee has submitted
his/her written expression of intent to retire (Section 7, Rule III of the Implementing
Rules and Regulation of RA 10154 as amended).
323 | H R S Y S T E M S
5.
Sending the retiring employee a letter not later than one (l) year prior to the effectivity
date of his/her retirement, informing him/her to submit his/her expression of intent to
retire and notifying him/her to submit the necessary requirements at least one hundred
(100) days prior to the effectivity date of his/her retirement;
6. Computing the retirees total number of accumulated years of government service;
7. Providing the retiring employee with the retirement application form, with the
accompanying checklist of all the requirements for retirement purposes;
8. Stamp marking, upon submission of the requirements, the date on the corresponding
item in the retirement application form in clear bold marks, countersigned by the
proper receiving and validating employee;
9. Processing the application for retirement, computing the appropriate retirement
benefits and verifying the authenticity, accuracy and consistency of the data contained
in the documents submitted;
10. Endorsing, not later than ninety (90) days prior the actual date of retirement, to GSIS
and other concerned agencies the request of the retiring employee together with the
complete set of documentary requirements (Section 8, Rule IV of the Implementing
Rules and Regulation of RA 10154 as amended).
11. Submitting, as part of its budget proposal to the Municipal Budget Office, a list of
officials and employees who shall compulsorily retire in the next succeeding fiscal year
for the latters incorporation in the Annual Budget.
VII.
TRANSITORY POLICIES
All existing policies addressing Pre-Retirement Program which are inconsistent with
these policies are superseded.
VIII.
EFFECTIVITY
The Pre-Retirement Program shall take effect immediately after the approval by the Civil
Service Commission Regional Office XI.
IX.
COMMITMENT
I hereby commit to implement and abide by the provisions of this Pre-Retirement
Program.

Municipal Mayor
October 17, 2013
324 | H R S Y S T E M S
F oremost, I would like to express my heartfelt thanks and gratitude to Director

Richard T. Ortiz, Civil Service Field Office, Province of Davao del Sur, for the technical
assistance he extended in making this Human Resource (HR) Plan a realization.
To the Human Resource Management Staff, especially to Rina Fe. E. Gamao and
Omar Jason B. Martel, for helping me in the encoding of the data as well as in the
binding and reproduction of the HR Plan.
Also, I would like to thank the Municipal Government Department Heads and
the supervisors of each office for their immediate response in time when I need data
and for the prompt submission of their offices Major Final Output (MFO) and the
Performance Standard Guide.
Last but not the least, I would like to thank Mayor Joel Ray L. Lopez for his
support for without him the HR Plan would not have been possible.
ANITA S. LUMANOG
Human Resource Management Section
325 | A C K N O W L E D G M E N T

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MUNICIPAL GOVERNMENT OF SANTA CRUZ