Camarines Sur Polytechnic Colleges

Best Practice Focus Area/s

Leadership, Human Resource, Operations

Year Implemented

September 2012 to present

This is a GBPR entry


The college needed to align its performance metrics with its many institutional mandates. To accomplish this, the college implemented the CSPC Strategic Performance Management System (CSPC-SPMS). Adapted from the foundational SPMS, it is a four-cycle, customized, and integrative approach for managing the overall performance of an organization. It encompasses performance planning and commitment, performance monitoring and coaching, performance review and evaluation, and performance rewarding and development planning.

Background and Problem

The college needed to align its performance metrics with its many institutional mandates; this included factors such as the Philippine Development Plan (PDP), the College Strategic Plan, the Annual Investment Program (AIP), the College Performance Indicator Framework (PIF), and the Executive/Legislative Agenda. To address this issue, the college sought to utilize a Strategic Performance Management System (SPMS).

Developed by the Civil Service Commission (CSC) in 2012, The SPMS is a four-cycle, customized, and integrative approach for managing the overall performance of an organization. This encompasses performance planning and commitment, performance monitoring and coaching, performance review and evaluation, and performance rewarding and development planning. It operates on the basis that performance goals and measurements are aligned with the following:

  1. National development plans
  2. Agency mandate
  3. Vision
  4. Mission
  5. Strategic priorities
  6. Organizational performance framework

Notably, the SPMS adopts a team approach to performance management. This is where accountabilities and individual roles in achieving organizational goals are clearly defined to give way to collective goal setting and performance rating. Moreover, its implementation requires the creation of the Performance Management Team to serve as the key player in implementing the system.

One of the system’s benefits is that it can align the involvement of various offices and delineate their respective roles toward attaining an organization’s goals. It also addresses the issue of subjective evaluations by implementing strategies such as performance-based evaluations, incentives for performers, developmental plans for poor performers, and sanctions for non-performers based on objective metrics.

Solution and Impact

CSPC institutionalized its SPMS by adopting the CSC’s Policy Guidelines governing establishing and implementing the Strategic Performance Management System. Said guidelines also identified some general policies and objectives.

Particularly, the policy guidelines articulated the key players and their respective responsibilities. In their implementation, their workforce was composed of: the College President, the Performance Management Team (PMT), Institutional Planning and Development Director, Human Resource Management Officer (HRMO), heads of offices/departments, and individual employees.

For their implementation of SPMS, their activities for each of the four-stage cycles are as follows:

In their first cycle, they conduct performance planning and commitment during the last quarter before the start of the new calendar year. This is when offices and employees identify their respective targets and expected accomplishments on various levels (i.e., institutional, office/unit/departmental, and individual). Organizational targets are also aligned in the Office Performance Commitment and Review (OPCR), while employees and individual targets are indicated in the Individual Performance Commitment and Review (IPCR).

In their second cycle, they conduct quarterly performance monitoring and coaching. These are facilitated by their College Deans, Division Directors, and Unit Heads who use the Performance Monitoring and Coaching Journal. Critical incidents are recorded with the coaching and action plan schedule during this cycle. Catch-Up/Recovery Plans are prepared for those behind work targets.

In their third cycle, they conduct performance reviews and evaluations., This is when the PMT Secretariat consolidates, reviews, validates and evaluates the initial performance of the heads of departments/units and individual employees based on reported accomplishments against established success indicators.

In their last cycle, they conduct performance rewarding and development planning. During this cycle, the development/unit heads and supervisors make appropriate development interventions or strategic options available in coordination with the HRD Office. Individual employees submit their respective individual development plans to improve or correct unsatisfactory or poor performance. The result of the performance evaluation/assessment serves as input to the following stakeholders and processes:
Heads of offices, for identifying and providing the different kinds of interventions needed to be based on the developmental needs identified;
The HRD Office, for consolidating and coordinating developmental interventions that will form part of the Human Resource Development Plan and the basis for rewards and incentives;
And the PMT for identifying potential nominations for various institutional awards and incentives.

Overall, the system aligned the institution’s operations towards realizing its vision, mission, goals, and objectives, facilitated a smoother flow of operations, and ensured the timely realization of targets.

Milestones/Next Steps

Institutionalizing the system led to the achievement of the following awards and recognitions for CSPC:

  1. ISO 9001:2015 Certification transitioned from ISO 9001:2008. The PMT has become the college partner in crafting, reviewing, and implementing the Quality Objectives of each office, which has led to continuous certification and recertification.
  2. Consistent Performance-Based Bonus (PBB) Qualifier. CSPC has been awarded by the AO25 Secretariat, CHED, and the Department of Budget and Management (DBM). The PMT ensures that all these are rationally distributed to different delivery units and that targets are also achieved on the timeline set;
  3. Program to Institutionalize Meritocracy in the Government for Human Resource Management (PRIME-HRM) Level II Accreditation. CSPC was also commended by the Civil Service Commission (CSC) as PRIME-HRM Level II accredited for implementing the four pillars of human resource management. The PMT serves as the focal in the Performance Management System and ensures a link between Training and Development and Rewards and Recognition;
  4. Quality Management System (QMS) Award. The college is among the 22 government organizations recognized by the Government Quality Management Committee (GQMC) in December 2018.
  5. Red Orchid Hall of Fame Award. CSPC is a Red Orchid Hall of Fame Awardee for having a Smoke-Free Advocacy in 2015, 2017, and 2018. The Performance Management Team became a college partner in ensuring that policies on smoke-free campuses are implemented.
  6. Saringaya Award. CSPC is a Saringaya Awardee (2014, 2016) for ensuring that the College is eco-friendly. The Performance Management team included the adoption of eco-friendly practices in their targets of the delivery units/individuals.
  7. Eco-Friendly School Award. CSPC is one of the two (2) SUC recipients among the 9 SUCs in the Bicol Region given by the Environmental Management Bureau of the Department of the Environment and Natural Resources (EMB-DENR) in October 2019.
  8. AACCUP accredits 100% of its accreditable programs. The College has been very conscious of targets, and the Performance Management Team serves as its guard in determining the targets and priorities.
  9. Center of Excellence. CSPC is awarded the Center of Excellence in recognition of the quality of training, career development services, and international community-building. The PMT serves as a partner of the college in planning and developing employees’ career advancement.
  10. Conversion of CSPC to Polytechnic State University of Bicol (PSUB) through RA 11283. Coping with the Philippine Higher Education standards, CSPC was finally converted through legislation from a college to a Chartered State University. The PMT is currently helping the college comply with the indicators needed before its full transition to a university.
  11. SUC Level III Classification. CSPC is now classified as SUC Level III per Joint Circular 2016-1 of the CHED and DBM. The areas evaluated were Quality and Relevance of Instruction, Research Capability and Output, Services to the Community, and Resource Management.