Transcript The TESDA Performance Logic

The TESDA Performance
Logic
Or, why the PMS-OPES should be
a sustained initiative in TESDA
through the COROPOTI
The Mandatory Installation of the PMSOPES has been extended
• Administrative Order No. 241, dated October 2, 2008,
directs all agencies to “institute a Performance
Evaluation System based on objectively measured
output and performance of personnel and units, such as
the PMS-OPES developed by CSC,” as part of the
initiative to speed up the implementation of RA 9485
(Anti-Red Tape Act of 2007).
• CSC Memorandum Circular # 1 s. 2009, provides for the
extension of deadlines on the installation of the PMSOPES in all Government Agencies, which was first
provided for under CSC MC # 7, s. 2007.
Measurement is a decision support
system for management. . .
Who
Manages
What is Used
to Manage
What is
Managed
. . . and the PMS-OPES is all about MEASUREMENT of outputs
with the PD or Chief of Division as the central authority figure.
The TESDA Performance Logic Model
Input
Input
Activities and Outputs
Intermediate Outcomes
Activities and Outputs
Intermediate Outcomes
End Outcomes
GAA
Budget
Input
End Outcomes
NTESD Plan
2009 Work Plan
HRD Plan
Outsourced Service Contracting
Citizen Charter / e-Government Plan
Activity-Based Costing / Performance Budgeting
Improved Financial Management
DC/PD/RD/ED Performance Plan/ Contract
Accountability and Performance Report
The Logic of Technical Education and Training
Top-Line Return: Employed TVET graduates
Alignment
Goals
TESD
Program
Goals
Outcomes
Objectives
Impact
Strategies
TVET
Market
Results
Outputs
Initiatives
Activities
Resource
Inputs
Resource
Portfolio
Bottom-Line Investment: Skilled, Certified, JOB-READY TVET graduates
Planning
Structure for
TESDA’s Core
Business
NTESDP
TESDA’s immediate
priorities
Corporate Plan
COROPOTI
Work Plans
Project
Plans
Performance
Agreement
National Strategic
Themes
Budget
National Strategy
(Biannual Reporting)
Work Management Plans
(Biannual Report to DG)
Staff
Development
Performance
Monitoring and
Reporting
Annual
National
Report
Annual
Performance
Report
Project Plans (Monthly
Report to DG)
Strategic Planning Framework
TESDA
Vision
Policy context
TESDA
Mission
High-level
performance
indicators
(OPIF)
1.Employment is the metric of
performance (TESDA-is-Jobs)
2.Congresspersons’ Partnership
Satisfaction is Key
3.The TESD Area Managers’ Role
is Key
National
SURGE
Action Plan
TESDA
Law
Objectives
NTESDP
Strategies
Office and
Division
objectives
Corporate
Governance
Framework
COROPOTI
PMS-OPES
WFPs
Office &
Division
strategies
Budgetary
outputs (KBIs)
Budgetary
performance
measures
(DBM Form B
Priority action
areas and
deliverables
(Project Plans)
Individual
performance
plans (OPES
Output Ref Table)
ALIGNMENT
• Consistency of plans, processes,
information, resource decisions,
actions, results and analysis to
support key organization-wide goals
• Effective integration is the next step on
the journey, past alignment. Achieved
when the individual components of the
TESDA performance management
system operate as a fully interconnected
unit.
TVET SURGE Strategy, 2008 – 2010
3-YEAR INVESTMENT MATRIX
CY 2008
CY 2009
CY 2010
TVET Development Loop
N
o.
Component / P/P/A
1
TVET Delivery System
1.1 # enrolled under PGS
1.2 # employed under PGS
2
Physical
Financial
Physical
Financial
Physical
Financial
Actual
P’000
Target
P’000
Target
P’000
81,951
200,000
TVET Financing System
2.1 Amount of PGS due TBP
2.2 Amount of PGS due trainee
3
TVET Quality Assurance
3.1 # of WTR programs
3.2 # of NTR programs
4
TVET Support System
4.1 Release of SV/ funds
4.2 Fin & Adm Guidelines
5
TVET System Outcome
5.1 No. of employed TVET
graduates by
TR Qualification
5.2 AVE.EMPLOYMENT RATE
How do you locate your work group in the TVET SURGE Strategy
deployment?
WHY IS PMS-OPES NECESSARY FOR TESDA ROPOTI Unit?
If the TESDA
Organizational System is
It will very
likely be
TESDA will have to
maintain
To
maintain
Quality of
work life and
innovation
Effective
And
Efficient
Productive
And our products, services and
processes meet customer
needs
To
achieve
Excellence
Survival
Growth
Quality



High level
performance
Right things (on-time)
Right way (first time)
Right amount of resources
The job of the management team
The comptroller and the budget
S-M-A-R-T PM Criteria
1. Specific : The performance measure has to indicate
exactly what result is expected so that the performance
can be judged accurately. The specificity of the measure
is aided by clear definitions and standards for data
collection, standardization and reporting across program
lines and among program employees involved in use of
the measurement.
2. Measurable: The intended result has to be something
that can be measured and reported in quantitative and/or
clear qualitative terms. This characteristic is achieved
when programs set numeric targets or employ an
evaluative approach that can ascertain in a definitive
manner whether performance expectations have been
met.
3. Accountable : The performance measure has be “owned” by
a specific program line or employee base to the degree that
produced. Accountability is more than clarifying who is
charged with achieving the result; it requires that management
has devised targets based on what reasonably can be
produced by the program during a given period of time.
Accountability cannot be achieved if targets are unreasonable
from the start.
4. Results-Oriented: The performance measure must be
aligned to the Logic Model and track an important value or
benefit needed to advance the strategies and achieve the endresults of the program. A performance measurement meets
this test if it: 1) measures an end or intermediate outcome; or,
2) links to another measure already existing within the
program that measures an intermediate or end-outcome.
5. Time-bound : The performance measure must set a specific
time frame for the results to be produced as well as allow for
the reporting of performance in a timely manner. In this case,
the program must have measures to provide fresh enough
data to be used by management for adjustments in the
program and corrective action if necessary.
A good performance criteria is:
Meaningful
Reports tangible and significant accomplishments against objectives.
Clear
Easily understood by managers, partners & stakeholders; tells a clear story.
Legitimate
Accepted or legitimated by those who must use the data.
Consistent
Clear definition and data collection methodology.
Reliable
Captures what it purports to measure in an unbiased fashion.
Granular
Able to detect performance movement.
Responsible
Does not have unintended and undesirable consequences.
Actionable
Indicates what is good or bad, driving desired behavior and the timing of action
Accountable
Related to direct action or influence of an accountable and attributable entity.
Balanced
One of set of measures providing a clear picture of the full range of performance.
Feasible
Reasonable cost and accessibility of data that is not already collected.
We will conduct a workshop to develop
first the measures to be used to refine the
TESDA PMS-OPES Output Reference Table


The type of questions used to generate the list of measures include:
– How will we know how well we are doing?
– What measures and indicators should we monitor on a periodic basis to determine
how well we are performing?
– What should we measure to help us know if we are improving, or where we need
to improve?
The thinking process while developing this set of measures should not be constrained
by feasibility issues. The focus should be on providing the executive team the
information it needs
The output of this process will be a list of prioritized measures for all TESDA
ROPOTI
Developing a Composite Index of Performance
Measures
Customer
Satisfaction
1
Quality
2
Employee
Satisfaction
3
Productivity
4
Rating
40
30
20
10
Weighting
0.4
0.3
0.2
0.1
Performance
level
5
8
6
8
S
Weighted
score
2.0
2.4
1.2
0.8
6.4
TTI Activities
ACTIVITY
PMS
CODE
SERVICE
HRAC
GUIDELINE
For use by staff involved in TVET
delivery and related services.
Research
Instruction
Extension
Assessment
FAST
E-FAST
NTTAQP
Displaced Worker
Assistance
Pangulong Gloria
VERIFIABLE
OUTPUT
ACTIVITY
Procurement
PMS
CODE
SERVICE
PROC
GUIDELINE
For use by OCSA staff involved in the
procurement assignments
Commodities
(supplies,
equipment, parts,
etc.)
Includes work by OCSA staff who
track time and cost of assisting
internal personnel with identifying or
defining requirements related to the
procurement of commodities or
services
Contract Monitoring
and Auditing
Includes work by OCSA staff who
tract time and cost of conducting or
participating in contract monitoring
and auditing activities.
Warehousing/
Inventory Services
Includes work by OCSA staff who
track time and cost of supporting
activities directly related to the
storage, maintenance, inventorying,
and/or issuance of commodities and
materials maintained to support the
activities of their respective units.
VERIFIABLE
OUTPUT
ACTIVITY
Procurement
PMS
CODE
SERVICE
PROC
GUIDELINE
For use by OCSA staff involved in the
procurement assignments
Commodities
(supplies,
equipment, parts,
etc.)
Includes work by OCSA staff who
track time and cost of assisting
internal personnel with identifying or
defining requirements related to the
procurement of commodities or
services
Contract Monitoring
and Auditing
Includes work by OCSA staff who
tract time and cost of conducting or
participating in contract monitoring
and auditing activities.
Warehousing/
Inventory Services
Includes work by OCSA staff who
track time and cost of supporting
activities directly related to the
storage, maintenance, inventorying,
and/or issuance of commodities and
materials maintained to support the
activities of their respective units.
VERIFIABLE
OUTPUT
Writing Performance
Measures
Measure
Calculation
Data
Source
Reporting
Performance
Indicator
Operational Definition:
Methods for Defining Quality
Indicators
1. Start from the data available
2. Start from goals and objectives
3. Start from critical processes
Start from goals and objectives
• Translate the organization’s strategy into
operational and verifiable objectives at
different levels, and then identify indicators to
verify the achievement of these goals.
• The advantage of this method is that it
provides the organization with a clear focus.
• However, it may require a cumbersome
measurement process and/or lead to the
neglect of other key quality characteristics.
Start from critical processes
• Identify first the key processes that are necessary
for the organization to accomplish its mission,
and use for each of these outputs, process and/or
input variables to construct one or more
indicators.
• This approach is often the most comprehensive
one, but requires most time as well. It combines
features, advantages and disadvantages from the
two other methods.
• This method may also help in identifying in which
critical areas no valid indicators can be
constructed (at a reasonable cost).
Steps
1. Identify the critical processes;
2. Determine input -, process – and
output factors for each of the
processes;
3. Construct indicators based on
appropriate selection of factors.
ORGANIZATIONAL SYSTEM DIAGRAM:
TESDA IV-A
Requirements:
• Reliability
• Timeliness
• Affordability
• Quality
Demand
Policy System
Management
Suppliers
Inputs
Customers
Outputs
Value
Adding
Activities
Requirements
Requirements
Operating Unit Name: _________________________________________
Organizational Mission: _________________________________________
Measure since:
KPM# ___
Goal : ______________________________________________________________________
Operational Context: ____________________________________________________________
Data Source: _________________________________________________________________
Owner: ______________________________________________________________________
Summarize your unit’s strategy for this goal and performance measure
1.
OUR STRATEGY
2.
ABOUT THE TARGET Explain the rationale for the target
3.
HOW ARE WE DOING Insert an objective, stand-alone summary of organizational progress on this
measure, referring whenever possible to recent data and the trend.
4.
HOW WE COMPARE If possible, include a comparative analysis that will help readers understand how
well your organization is doing on this measure in relationship to something outside of itself.
5.
FACTORS AFFECTING RESULTS Factors affecting results, such as barriers or facilitating factors.
6.
WHAT NEEDS TO BE DONE What needs to be done in response to this data?
7.
ABOUT THE DATA Specify reporting cycle (FY/CY) and briefly describe the process used to gather
information. Describe any strengths and weaknesses