Human Resource Plan of Municipality of Santa Cruz PDF

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 2
MESSAGE OF THE MAYOR 3
I. Organizational Profile 5
A. Mandate 6
B. Vision, Mission, Service Values, Strategic Goals 7
C. Organizational Structures 8
Office of the Municipal Mayor 9
MMO-Sections 10
Office of the Sangguniang Bayan 11
Office of the Municipal Budget Officer 12
Office of the Municipal Accountant 13
Office of the Municipal Planning and Development Coordinator 14
Office of the Municipal Treasurer 15
Office of the Municipal Assessor 16
Office of the Municipal Civil Registrar 17
Office of the Municipal Engineer 18
Office of the Municipal Health Officer 19
Office of the Municipal Social Welfare and Development Officer 20
Office of the Municipal Agriculturist 21
Economic Enterprise Management Office 22
D. Human Resource (HR) Structures
Office of the Municipal Mayor
Administrative/Legal Section 23
Human Resource Management Section 24
Business Permit and Licensing Section 25
General Services Section 26
Housing and Homesite Regulation Office 27
Investment Promotion (PAIC) and Tourism Office 28
Office of the Sangguniang Bayan
Office of the Municipal Vice Mayor 29
Office of the Secretary to the Sanggunian 30
Office of the Municipal Budget Officer 31
Office of the Municipal Accountant 32
Office of the Municipal Planning and Development Coordinator 33
Office of the Municipal Treasurer 34
Office of the Municipal Assessor 35
Office of the Municipal Civil Registrar 36
Office of the Municipal Engineer 37
Office of the Municipal Health Officer 38
Office of the Municipal Social Welfare and Development Officer 39
Office of the Municipal Agriculturist 40
Economic Enterprise Management Office 41
E. Functional Structure 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 self-
reliant 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 MUNICIPAL MUNICIPAL

PLANNING AND BUDGET ACCOUNTING
DEVT. OFFICE OFFICE OFFICE
MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL MUN. SOCIAL MUNICIPAL MUNICIPAL ECONOMIC

TREASURERS ASSESSORS ENGINEERS HEALTH WELFARE AND AGRICULTURE CIVIL ENTERPRISE
OFFICE OFFICE OFFICE OFFICE DEVT. OFFICE OFFICE REGISTRY MGT. OFFICE
BARANGAY

MUNICIPAL MAYOR SG-27
PERSONAL STAFF
Attorney IV SG-23
Private Secretary II SG-15
Private Secretary I SG-11
HOUSING AND HOMESITE INVESTMENT PROMOTION (PAIC) Private Secretary I SG-11
REGULATION OFFICE AND TOURISM OFFICE Security Agent I SG-08
Personal Driver II SG-04
Housing & Homesite Regulation Officer III SG-18 Senior Tourism Operations Officer SG-18
Engineer I SG-11* Tourism Operations Officer I SG-11
Draftsman I SG-06 Planning Officer I SG-11
Clerk II SG-04 Project Evaluation Assistant SG-08*
Tourism Operations Assistant SG-07*
Clerk II SG-04*
Clerk I SG-03*
Vacant Position(s)
* Unfunded Position(s)
OFFICE OF THE
MUNICIPAL ADMINISTRATOR SG-24*
ADMINISTRATIVE SECTION
Administrative Officer V SG-18 HUMAN RESOURCE

Computer Maintenance Technologist I SG-11 MANAGEMENT SECTION
Clerk III SG-06 Human Resource Management Officer III SG-18
Com. Equipment Operator SG-04 Human Resource Management Assistant SG-08
Reproduction Machine Operator II SG-04 Clerk III SG-06
Clerk I SG-03 Human Resource Management Aide SG-04
Clerk I SG-03*
Utility Worker II SG-03
Driver I SG-03*
Messenger SG-02
Utility Worker I SG-01 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 OFFICE OF THE

Driver 1 SG-03 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
Utility Worker I SG-01
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 III SG-18
Fiscal Examiner II SG-15 Fiscal Examiner I SG-11*
Bookkeeper I SG-08 Accountant I SG-11*
Accounting Clerk II SG-06 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 PROJECT RESEARCH AND

ADMINISTRATION SECTION EVALUATION SECTION
Planning Officer I SG-11 Project Development Officer I SG-11
Planning Assistant SG-08* Statistician I SG-11*
Zoning Inspector II SG-08* Economic Researcher SG-09*
Draftsman II SG-08 Project Development Assistant SG-08
Computer Operator I SG-07* Computer Operator I SG-07
Illustrator I SG-03
Clerk I SG-03*
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 Cashier II SG-14
Local Revenue Collection Officer II SG-15 Disbursing Officer II SG-08
Local Revenue Collection Officer I SG-11 Clerk III SG-06
Revenue Collection Clerk III SG-09 Clerk II SG-04*
Revenue Collection Clerk III SG-09 Utility Worker I SG-01
Revenue Collection Clerk III SG-09
Revenue Collection Clerk III SG-09
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
MARRIAGE/DEATH RECORDS MANAGEMENT

BIRTH SECTION
SECTION SECTION
Registration Officer II SG-14* Registration Officer II SG-14* Registration Officer II SG-14
Clerk III SG-06 Clerk III SG-06 Clerk III SG-06*
Clerk II SG-04* Clerk II SG-04* Clerk II SG-04
OFFICE OF THE
MUNICIPAL ENGINEER
MUNICIPAL ENGINEER SG-24
Engineer III SG-19
Clerk I SG-03* Warehouse I SG-06*
MAINTENANCE SECTION BUILDING/INSPECTION CONSTRUCTION AND MOTORPOLL SECTION

SECTION PLANNING SECTION
Engineer I SG-12 Engineer I SG-12 Engineer I SG-12 Mechanic II SG-06
Const. Maint. General Foreman SG-11 Engineering Assistant SG-08* Draftsman I SG-06* Mechanic I SG-04*
Driver I SG-03* Driver I SG-03 Carpenter I SG-03* Mechanic I SG-04*
Laborer II SG-03 Utility Worker I SG-01 Mason I SG-03 Driver I SG-03*
Laborer I SG-01* Laborer I SG-01* Driver I SG-03*
Laborer I SG-01* Laborer I SG-01*
HEALTH OFFICER
MUNICIPAL HEALTH OFFICER SG-24
Driver I SG-03
Driver I SG-03
Driver I SG-03*
Medical Officer V SG-22
MEDICAL SERVICES DENTAL SERVICES LABORATORY SERVICES ENVIRONMENTAL NUTRITION SERVICES

SANITATION SERVICES
Nurse III SG-16 Dentist I SG-19 Medical Technologist II SG-15 Sanitation Inspector II SG-08 Nutritionist Dietician SG-10*
Nurse II SG-14 Dental Aide SG-04 Medical Technologist I SG-11 Sanitation Inspector I SG-06
Public Health Nurse I SG-12* Sanitation Inspector I SG-06*
Midwife III SG-11 Laborer I SG-01
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*
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 CRISIS INTERVENTION AND LIVELIHOOD/ SKILLS TRAINING/

SECTION DISASTER MANAGEMENT SPECIAL PROJECT AND INSTITUTION
SECTION MANAGEMENT SECTION
Social Welfare Officer I SG-11* Social Welfare Officer I SG-11 Community Affairs Officer I SG-11
Social Welfare Assistant SG-08 Social Welfare Aide SG-04 Community Affairs Asst. II SG-08*
Day Care Worker II SG-08 Social Welfare Aide SG-04*
Day Care Worker I SG-06

AGRICULTURIST
MUNICIPAL AGRICULTURIST SG-24
Clerk I SG-03
Senior Agriculturist SG-18
CROPS DEVELOPMENT AND LIVESTOCK FISHERIES COOPERATIVE AND ENVIRONMENT AND NATURAL
AGRI. INFRA SECTION DEVELOPMENT PROGRAM DEVELOPMENT PROGRAM COMMUNITY DEVT. SECTION RESOURCES MGT. PROGRAM
Agriculturist II SG-15 Agriculturist II SG-15 Aquaculturist I SG-11 Cooperative Devt. Specialist I SG-11 Environment Mgt. Specialist I SG-11
Engineer I SG-12* Livestock Inspector I SG-06* Aquacultural Technician I SG-06* Community Devt. Assistant I SG-07* Environment Mgt. Specialist I SG-11
Agriculturist I SG-11 Livestock Inspector I SG-06* Com. Equipment Operator SG-04* Community Devt. Assistant I SG-07*
Agricultural Technician I SG-06* Farm Worker I SG-02* Marine Engineman II SG-06*
Agricultural Technician I SG-06* Farm Worker I SG-02* Marine Engineman II SG-06*
Agricultural Technician I SG-06* Marine Engineman II SG-06*
Marine Engineman II SG-06*
ECONOMIC ENTERPRISE
MANAGEMENT OFFICE
MUNICIPAL GOVT. DEPARTMENT HEAD SG-24
(ECONOMIC ENTERPRISE MANAGER)
Clerk I SG-03*
OPERATION OF OPERATION OF OPERATION OF OPERATION OF

MARKET SLAUGHTERHOUSE WATERWORKS CEMETERY
Market Supervisor III SG-18 Meat Inspection II SG-08 Plumber Foreman SG-08 Cemetery Caretaker SG-02
Market Inspector II SG-08 Utility Worker I SG-01 Plumber II SG-05 Utility Worker I SG-01
Watchman III SG-07
Watchman III SG-07
Watchman I SG-02
Watchman I SG-02
OPERATION OF OPERATION OF OPERATION OF MUNICIPAL OPERATION OF MUNICIPAL

HEAVY EQUIPMENT GARBAGE COLLECTION TRAINING CENTER INTEGRATED TERMINAL
Heavy Equip. Operator I SG -04 Driver I SG-03 Cook I SG-03 Utility Worker II SG-03
Heavy Equip. Operator I SG -04 Watchman I SG-02 Utility Worker II SG-03
Heavy Equip. Operator I SG -04 Watchman I SG-02* Watchman I SG-02
Watchman I SG-02 Laborer I SG-01 Watchman I SG-02
Watchman I SG-02* Utility Worker I SG-01 Utility Worker I SG-02*
Vacant Position(s)
HUMAN RESOURCE STRUCTURE
FUNCTIONAL OFFICE OF THE MUNICIPAL MAYOR

STRUCTURE MUNICIPAL MAYOR
Exercise general supervision and control over all programs, projects, services and
SANGGUNIANG BAYAN
activities of the municipality, enforces all laws and ordinances, initiates and maximizes MUNICIPAL VICE-MAYOR
the generation of resources and revenues, ensure the delivery of basic services and the SANGGUNIANG BAYAN MEMBERS
provision of adequate facilities and exercises all the other powers to the performance of
an effective governance. Local legislative development in local governance is concerned of
rule-making the socio-cultural, economic and political development
OFFICE OF THE needs and aspirations of the people within the territorial jurisdiction
of the Municipality of Santa Cruz, Davao del Sur.
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 OFFICE OF THE
the governing policies, rules, laws, and regulations. SECRETARY TO THE
SANNGGUNIAN
The Secretariat of the Sangguniang Bayan
MUNICIPAL MUNICIPAL MUNICIPAL plays vital role to the legislative body in
PLANNING AND BUDGET ACCOUNTING effecting its function of coming up with a
OFFICE OFFICE propriety and quality of legislative
DEVT. OFFICE enactments of resolutions and ordinances in
The Office of the Municipal Review and consolidate budget The Office of the Municipal the pursuance of the executive legislative
Planning and Development proposals of different offices Accountant takes charge of both agenda for the general welfare of the
Coordinator serves as the core and department of the Local the accounting and internal constituents.
in development planning of all Government Unit and provide audit services of the
sectors/concerns of the entire technical assistance to the Local municipality and keeps all
Local Government Unit. Chief Executive and Sangguniang accounts and financial records
Bayan on Budgetary and of the Local Government Unit.
appropriation matters.
MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL MUN. SOCIAL MUNICIPAL MUNICIPAL ECONOMIC

TREASURERS ASSESSORS ENGINEERS HEALTH WELFARE AND AGRICULTURE CIVIL ENTERPRISE MGT.
OFFICE OFFICE OFFICE OFFICE DEVT. OFFICE OFFICE REGISTRY OFFICE
The Office of the Municipal To heighten the realty tax Initiate, review and recommend The Office of the Municipal Delivery of Social Welfare and Facilitates of community The office is responsible for the Manages and administers all
Treasurer takes custody and collections and maintain changes in policies and Health Officer is responsible for Development projects and development thru: agri- administration and economic Enterprise
exercise proper management of effective recording of objectives, plan and program, the promotion of optimum programs for the indigent livestock and fishery extension implementation of the Local programs/projects of the
the funds of the Local assessment rolls, preparing techniques and procedures, health of the populace through sectors. services; institution building; Civil Registration Program. Municipal Government and
Government Unit concerned as notice of Assessment and Tax public works in general of the various health programs. enterprise development; maintain a proper accounting
well as other matters relative Bills of 18 Barangays and Local Government Unit resource management and and financial management
to public finance. discovery of new or additional concerned. environmental protection; agri- system to monitor its income
improvements of perennial support facilities; agri-livestock and expenditures and provide
plants/trees, buildings and
machineries.
BARANGAY and fishery law enforcement;
external technical and financial
better facilities.
assistance and special projects.
Human Resource
System Checklist
43 | H R S Y S T E M C H E C K L I S T
PRESENT
Non-Operation ABSENT
HR ACTIONS HR SYSTEMS Operational
(In What Aspect) WHY?
(In All Aspect)
WHY?
Qualification Standards
Recruitment Recruitment System
Personnel Selection Board
Merit Promotion Plan
Lack of
Promotion Career Pathing Program knowledge
how to prepare
Succession Planning
Performance Management
System
Lack of
Career Pathing Program knowledge
Retention how to prepare
Training and Development
Employee Welfare Program
Rewards and Program for Rewards and

Recognition Incentives on Service
Excellence (PRAISE)
Personnel Grievance Machinery

Relations
Retirement 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.
PRESENT
ABSENT
Health and Wellness Program Non-Operation
Operational WHY?
WHY?
Physical
Physical Fitness Program
Strict No Smoking Policy
Annual Complete Medical Check-Up
Not complete due to
lack of equipments
Mental
Forum Lack of Time
Discussion, Brown Bag Lack of Time
Thoughts for the Day/Trivia Lack of Time
Mind Games Lack of Time
Emotional
Counseling Service 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 Does Tree Planting,
centered on an agencys environmental or other Information
theme) Dissemination on
proper waste
management, etc.
Outreach Program
Financial
Financial Forum
Welfare Benefits
Livelihood Program Lack of Funds
Spiritual
Bible/Quran
Spiritual Forum Lack of Time
Mass/Ecumenical Services
Retreat/Recollections Lack of Time
Other Religious Activities Lack of Time
Facilities
Medical Clinic with Competent Staff
Dental Clinic with Competent Staff
Potable Water
Sanitary Employees Canteen with
Lack of Funds
Quality Food and Service
Separate, Clean and Hygienic Rest
Rooms for Males and for Females
Gym
Proper Office Ventilation
Proper Lighting and Emergency
Power (i.e. Generator)
Library Lack of Funds
Proper Waste Disposal and
Segregation
Facilities for the Physically-
Challenged
Ecumenical Chapel Lack of Funds
Fire Exits
Functional Safety Devices for
Emergencies
Elevator Not appropriate since the
building has only two (2)
floors/stories.
Personnel Selection
Board (PSB)
48 | P S B

Province of Davao del SUR
-o0o-
OFFICE 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

-o0o-
OFFICE 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: 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)
Members: 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 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:
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: Hon. Ignatius R. Bajo

Co-Sponsored by: 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.
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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
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Merit Selection
Plan (MSP)
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Province of Dave del Sur
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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:
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.
II. 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, government-

owned-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.
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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 line-
up 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.
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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 non-
supervisory 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. Organizational structure;
b. Salary grade allocation;
c. Classification and functional relationship of positions, and
d. Geographical location.
IV. 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. Primarily confidential positions;

b. Positions which are policy determining;
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c. Highly technical positions;

d. Other non-career positions;
e. Third level positions (Career Executive Service); and
f. Positions to be filled by existing regular employees in the agency in case of
reorganization.
2. 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.
Promotion within six (6) months prior to compulsory retirement shall not be allowed
except as otherwise provided by law.
3. 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.
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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.
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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.
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.
V. GRIEVANCE
1. A qualified next-in-rank employee may present the grievance with the agency grievance
machinery under the following conditions:
a. Non-compliance with the selection process;

b. Discrimination of account of gender, civil status, disability, pregnancy, religion,
ethnicity or political affiliation;
c. Disqualification of applicant to a career position for reason of lack of confidence
of the appointing authority; and
d. Other violations of the provisions of this Merit Selection Plan
VI. 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.
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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);
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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 re-
published.
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.
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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:
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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.
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.
4. 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.
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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)
c. Issue appointments in accordance with the provisions of the agency Merit

Selection Plan.
VIII. 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
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System of Ranking
Position (SRP)
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SYSTEM OF RANKING POSITION
SECOND LEVEL POSTION
POSITION TO BE FILLED LOCATION SALARY POSITION LOCATION SALARY

GRADE NEXT-IN-RANK GRADE
Secretary to the Sanggunian SBO 24 OPEN - -
Mun. Plng. & Dev't. Coordinator MPDO 24 OPEN - -
Municipal Civil Registrar MCR 24 Registration Officer III MCR 18
Municipa Budget Officer MBO 24 OPEN - -
Municipal Accountant MAO 24 OPEN - -
Municipal Treasurer MTO 24 Assistant Mun. Treasurer MTO 22
Municipal Assessor MASSO 24 OPEN - -
Municipal Health Officer MHO 24 Medical Officer V MHO 22
Mun. Socia Welfare & Dev't. Officer MSWDO 24 OPEN - -
Municipal Agriculturist MAGRO 24 Senior Agriculturist MAGRO 18
Municipal Engineer MEO 24 Engineer III MEO 19
Assistant Municipal Treasurer MTO 22 Local Treasury Optn. Officer III MTO 18
Medical Officer V MHO 22 OPEN - -
Engineer III MEO 19 Engineer I MEO 12
Dentist III MHO 19 OPEN - -
Administrative Officer V All Offices 18 Administrative Officer IV MAO 15
Licensing Officer III MMO 18 Local Revenue Coltn. Officer II MTO 15
Senior Tourism Operations Officer MMO 18 Tourism Operation Officer I MMO 11
Planning Officer I All Offices 11
Registration Officer III MCR 18 Registration Officer II MCR 14
Local Treasury Optn. Officer III MTO 18 Local Revenue Coltn. Officer II MTO 15
Local Assessment Optn. Ofcr.II MASSO 15
Administrative Officer IV MAO 15
Senior Agriculturist MAGRO 18 Agriculturist II MAGRO 15
Market Supervisor III MEEO 18 OPEN - -
Nurse III MHO 16 Nurse II MHO 14
Housing & Homesite Reg. Ofcr. III MMO 16 Engineer I MEO 12
Administrative Officer IV MAO 15 Administrative Officer III MTO 14
Local Revenue Collection Officer II MTO 15 Administrative Officer III MTO 14
Local Assessment Operation Ofcr.II MASSO 15 Tax Mapper I MASSO 11
Medical Technologist II MHO 15 Medical Technologist I MHO 11
Social Welfare Officer II MSWDO 15 Social Welfare Officer I MHO 11
Agriculturist II MAGRO 15 Agriculturist I MAGRO 11
Aquaculturist I MAGRO 11
Cooperative Dev't. Officer I MAGRO 11
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Environment Mgt. Specialist I MAGRO 11

Administrative Officer III SBO 14 Administrative Officer I MMO 10
Nurse II MHO 14 OPEN - -
Registration Officer II MCR 14 OPEN - -
Engineer I MEO 12 OPEN - -
Computer Maint.Technologist MMO 11 OPEN - -
Tourism Operation Officer I MMO 11 OPEN - -
Planning Officer I All Offices 11 OPEN - -
Project Development Officer MPDO 11 OPEN - -
Administrative Officer II MAO 11 OPEN - -
Local Revenue Collection Officer I MAO 11 OPEN - -
Tax Mapper I MASSO 11 OPEN - -
Medical Technologist I MHO 11 OPEN - -
Social Welfare Officer I MSWDO 11 OPEN - -
Community Affairs Officer I MSWDO 11 OPEN - -
Agriculturist I MAGRO 11 OPEN - -
Aquaculturist I MAGRO 11 OPEN - -
Cooperative Dev't. Specialist I MAGRO 11 OPEN - -
Environment Mgt. Specialist I MAGRO 11 OPEN - -
Administrative Officer I MMO 10 OPEN - -
FIRST LEVEL POSTION
POSITION TO BE FILLED LOCATION SALARY POSITION LOCATION SALARY

GRADE NEXT-IN-RANK GRADE
Midwife III MHO 13 Midwife II MHO 11
Midwife II MHO 11 Midwife I MHO 9
Construction Maint. Gen. Foreman MEO 11 OPEN - -
Administrative Assistant III SBO 9 OPEN - -
Revenue Collection Clerk III MTO 9 Administrative Assistant II All Offices 8
Assessment Clerk III MASSO 9 Assessment Clerk II MASSO 6
Administrative Assistant II All Offices 8 Administrative Aide VI All Offices 6
Project Development Assistant MPDO 8 OPEN
Draftsman II MPDO 8 Draftsman I All Offices 6
Midwife II MHO 8 OPEN - -
Sanitation Inspector II MHO 8 Sanitation Inspector I MHO 6
Sanitation Inspector I MHO 6 OPEN - -
Social Welfare Assistant MSWDO 8 OPEN - -
Day Care Worker II MSWDO 8 OPEN - -
Market Inspector II MEEO 8 OPEN - -
Meat Inspector II MEEO 8 OPEN - -
Administrative Assistant I MPDO 7 OPEN - -
Watchman III MEEO 7 Watchman I MEEO 2
Administrative Aide VI All Offices 6 Administrative Aide IV All Offices 4
License Inspector I MMO 6 OPEN - -
Draftsman I All Offices 6 OPEN - -
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Legislative Staff Assistant SBO 6 Administrative Aide IV All Offices 4

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

Director IV Municipal Mayor
Civil Service Commission, Region XI
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PRAISE
Program on Awards and Incentives
for Service Excellence
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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

Municipal Budget Officer
Ms. ANITA S. LUMANOG

HRMO III
Ms. MA. CHERYL D. SERENATAS

Tourism Operations Officer I
(2nd Level Representative)
Ms. RINA FE E. GAMAO

Administrative Assistant II
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

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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.
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
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.
IV. 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:
4.1.1 Presidential or Lingkod Bayan Award - conferred on an individual for

consistent, dedicated performance exemplifying the best in any profession or
occupation resulting in the successful implementation of an idea or
performance, which is of significant effect to the public or principally affects
national interest, security and patrimony.
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.
4.2 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
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.
V. 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 Annual Rate

No. of Years per five years
10 yrs. P300.00
15 yrs. Plus P150.00 or P450.00
20 yrs. Plus P 50.00 or P500.00
25 yrs. Plus P 50.00 or P550.00
30 yrs. Plus P 50.00 or P600.00
35 yrs. Plus P 50.00 or P650.00
40 yrs. Plus P 50.00 or P700.00
Besides cash award, a lapel emblem/loyalty pin shall be given:
10 and 15 years Bronze

20 and 25 years Silver
30, 35 & 40 years 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. P10,000.00 - shall be given to all municipal employees who have

rendered at least two (2) years continuous service in the LGU;
b. P5,000.00 - shall be given to all municipal employees who have
rendered at least one (1) year of continuous service in the LGU.
5.6 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.
VI. FORMS OF AWARDS AND INCENTIVES
6.1 Compensatory Time-Off - granted to an employee who has worked beyond his
regular office hours on a project without overtime pay.
6.2 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.
6.3 Salu-salo Together - meal hosted by superiors or supervisors for employees who
have made significant contributions.
6.4 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.
6.5 Trophies, Plaques and Certificates
6.6 Monetary Award
6.7 Travel Packages
6.8 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

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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

Administrative Officer III
Ms. MARY GRACE A. BALINGAN

(Authorized Representative)
Mr. MICHAEL RYAN D. BAJO

Planning Officer I
(2nd Level Representative)
Ms. OMMI KHARZOM L. BUAT

Administrative Aide VI
(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

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OFFICE OF THE MAYOR
MEMORANDUM ORDER NO. 001-A

Series of 2003
T O : 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. 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.
II. 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.
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:
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.
V. 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 Section/Division/Office
_______________________________________ __________________________________________
Position Title/Designation (if any) 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: ____________________________________________

_____________________________________________
______________________________________
Chairman
Date __________________ 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. A Background 99
II. The Concept 100
III. The Objectives 100
IV. Basic Elements 101
V. Enabling Mechanism 102
VI. The Scope 103
VII. The Key Players 104
VIII. The SPMS Process
A. Performance Planning & Commitment 106
B. Performance Monitoring & Coaching 109
C. Performance Review & Evaluation 110
D. Performance Rewarding & Development Planning 112
IX. Rating Period 113
X. Computing the Rating 113
XI. Rating Scale 117
XII. Intervening Tasks 119
XIII. Uses of Performance Ratings 119
XIV. Sanctions 120
XV. Appeals 121
XVI. Transition 122
ANNEXES
ANNEX A: Executive Order Creating the PMT 124

ANNEX B: Quarterly Accomplishment Report 126
ANNEX C: Major Final Outputs and Success Indicators
C.1. Office of the Mayor
C.1.1. Administrative Section 127
C.1.2. Human Resource Management Section 128
C.1.3. Business Permits & Licensing Section 130
C.1.4. General Services Section 131
C.1.5. Housing & Homesite Regulation Office 132
C.1.6. Investment Promotion & Tourism Office 133
C.2. Office of the Sanggunian Bayan 134
C.3. Office of the Mun. Plng. & Development Coordinator 135
C.4. Office of the Municipal Budget Officer 137
C.5. Office of the Municipal Accountant 139
C.6. Office of the Municipal Assessor 141
C.7. Office of the Municipal Treasurer 142
C.8. Office of the Municipal Civil Registrar 143
C.9. Office of the Municipal Health Officer 145
97 | S P M S
C.10. Office of the Municipal Social Welfare & Devt. Officer 146
C. 11. Office of the Municipal Agriculturist 148
C.12. Office of the Municipal Engineer 151
C.13. Office of the Economic Enterprise Manager 154
ANNEX D: Performance Standard Guide
D.1. Office of the Mayor
D.1.1. Administrative Section 157
D.1.2. Human Resource Management Section 160
D.1.3. Business Permits & Licensing Section 177
D.1.4. General Services Section 179
D.1.5. Housing & Homesite Regulation Office 183
D.1.6. Investment Promotion & Tourism Office 186
D.2. Office of the Sanggunian Bayan 191
D.3. Office of the Municipal Planning & Devt. Coordinator 193
D.4. Office of the Municipal Budget Officer 197
D.5. Office of the Municipal Accountant 205
D.6. Office of the Municipal Assessor 216
D.7. Office of the Municipal Treasurer 218
D.8. Office of the Municipal Civil Registrar 225
D.9. Office of the Municipal Health Officer 234
D.10. Office of the Municipal Social Welfare & Devt. Officer 237
D. 11. Office of the Municipal Agriculturist 242
D.12. Office of the Municipal Engineer 251
D.13. Office of the Economic Enterprise Manager 259
D.14. Common Output 265
ANNEX E: SPMS Calendar 273
ANNEX F: Office Performance Commitment & Review (OPCR) 274
ANNEX G: Individual Performance Commitment & Review (IPCR) 275
ANNEX H: Monitoring and Coaching Journal 276
ANNEX I: Professional Development Plan 277
ANNEX J: Output Rating Sheet 278
ANNEX K: Monthly Performance Output Report (MPOR) 279
ANNEX L: Summary of MPOR 280
SPMS Manual Staff 281
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 ROLE
The SPMS Champion Primarily responsible and accountable for the establishment and
(Municipal Mayor) the implementation of the SPMS.
Sets agency performance goals/objectives and performance measures.
Determines agency target setting period.
Asst. SPMS Champion 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.
The Performance Sets consultation meeting of all heads of work units for the
Management Team (PMT) purpose of discussing the targets set in the OPCR form.
(Please see Annex A at page 123) 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
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.
The Planning Office 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.
The Human Resource Monitors the submission of Individual Performance Commitment

Management Office 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 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.
Individual Employees 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 PERFORMANCE PERFORMANCE

HERE PLANNING AND MONITORING
COMMITMENT AND COACHING
PERFORMANCE PERFORMANCE
REWARDING AND REVIEW AND
DEVELOPMENT EVALUATION
PLANNING
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 pilot-
testing 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
Success
Measures Targets Indicators
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, one-on-one discussions,

memorandum and review of pertinent documents, such as reports and
communications and tracking forms, to ensure timely completion and quality
execution of deliverables. Monitoring is also done to avert any untoward incident or
to address constraints and challenges, if these occur.
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.
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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 competency-
related 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) Equivalent Numerical Rating

(From Summary MPOR) (To be reflected on the IPCR)
5.00 5
4.00 - 4.99 4
3.00 - 3.99 3
2.00 - 2.99 2
1.00 - 1.99 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.
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Quantity Rating Percentage of Actual Accomplishment

5 Accomplishment is 130 percent or more than the set target
4 Accomplishment is 115 to 129 percent more than the set target
3 Accomplishment is equal to the set target or 101 to 114 percent more
than the set target
2 Accomplishment is 51 to 99 percent of the set target
1 Accomplishment is below 50 percent of the target
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 - 45%;

Core Functions - 45%;
Support Functions - 10%;
Total - 100%.
If an employee has outputs only in two out of three categories, as reflected on the IPCR:

Total - 100%.

Total - 100%.
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Total - 100%
If an employee has outputs only in one out of three categories, as reflected on the IPCR:

Support Functions - 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 Adjectival Rating

4.51-5.00 Outstanding (O)
3.51-4.50 Very Satisfactory (VS)
2.51-3.50 Satisfactory (S)
1.51-2.50 Unsatisfactory (US)
1.00-1.50 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.
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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
DESCRIPTION
Numerical Adjectival
5 Outstanding 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.
4 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.
3 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.
2 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
1 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
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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 Adjectival Rating

4.51-5.00 Outstanding (O)
3.51-4.50 Very Satisfactory (VS)
2.51-3.50 Satisfactory (S)
1.51-2.50 Unsatisfactory (US)
1.00-1.50 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.
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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-to-
date 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;
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I. COMPOSITION.
1. PMT Chairperson: - MR. ROBINSON B. PANUDA

Municipal Accountant
PMT Members: - MS. ANITA S. LUMANOG
Human Resource Management Officer
- MS. AURORA S. HERBITO
Municipal Planning & Development Coordinator
- MS. FLORENCIA A. CABALUNA
Municipal Treasurer
- MR. MICHAEL RYAN D. BAJO
President, SCMEU
II. FUNCTIONS AND RESPONSIBILITIES.
PERFORMANCE MANAGEMENT TEAM (PMT) :
1. Sets consultation meeting of all Heads of Offices for the purpose of discussing
the targets set in the office performance commitment and rating form;
2. 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;
3. Recommends approval of the office performance commitment and rating to the
Head of Agency;
4. Acts as appeals body and final arbiter for performance management issues of
the agency;
5. Identifies potential top performers and provide inputs to the PRAISE
Committee for grant of awards and incentives;
6. 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.
III. EFFECTIVITY.
This Order takes effect immediately.
Issued this 12th day of November, 2012 at Sta. Cruz, Davao del Sur, Philippines.

Municipal Mayor
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ANNEX B: Quarterly Accomplishment Report
Name of Work Unit: _____________________________

Date Accomplishment: ___________________________
Percentage of
MFO Target Accomplishment
Accomplishment
______________________________________
Head of Work Unit
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ANNEX C. Major Final Output and Success Indicators
C.1 Office of the Mayor

C.1.1. Administrative Section
MAJOR FINAL OUTPUT SUCCESS INDICATOR
1. Executive Order Executive Orders drafted with 3 minor errors within

days after instruction of the Local Chief Executive
(LCE).
2. Memorandum Order Memorandum Orders drafted with 3 minor errors
within 30 minutes after instruction of the LCE.
3. Endorsement Endorsements prepared with 2 minor errors within
3 working days after instruction of the LCE.
4. Recommendation Recommendations prepared with 3 minor errors
within 15 minutes after instruction of the LCE.
5. Mayors Clearance Mayors Clearance prepared with 3 minor errors
within 10 minutes after receipt of clients complete
pre-requisites.
6. Mayors Permit Mayors Permits prepared with 3 minor errors
within 10 minutes after receipt of clients complete
pre-requisites.
7. Mayors Certification Mayors certifications prepared with no error within
20 minutes upon request.
8. Marriage Contract Marriage Contracts prepared with 3 minor errors
within 30 minutes after interview of marriage
applicants and receipt of complete required
documents.
9. Customer Action Sheet Clients assisted/attended immediately with no
complaint.
10. Outgoing Outgoing communications/letters prepared with 3
Communications/Letters minor errors within 30 minutes after instruction of
(Request/Notices) the LCE.
11. Plans, Program and Project Program Designs prepared with at least 2 minor
Designs revisions within 5 working days after approval of
the Annual Budget.
12. Office Performance Commitment OPCR prepared with 3 minor revisions submitted
and Review on the 15th day of October.
13. Quarterly Accomplishment Report prepared submitted on the 15th day after
Report the end of the quarter.
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C.1.2. Human Resource Management Section
1. Report on Appointment Issued Report on appointment issued submitted with

(RAI) no error on the 15th day after end of the month.
2. Job Order Contract Job Order contract papers submitted with no
error 5 working days after instruction of the
Mayor/ Vice Mayor.
3. Leave Card Leave card of employees updated every last
week of the succeeding month with no error.
4. Service Record Service Records issued with no error within 20
minutes after request.
5. Plantilla Plantillas of Personnel submitted with no error
CSC version (Plantilla of Personnel) within the month of September to MBO/4th
DBM version (Personnel Schedule week of January to CSC.
6. Notice of Salary Adjustment/Step Notice of Step Increment prepared with no error
Increment (NOSA/NOSI) 5 working days before the month of employees'
entitlement.
7. Trainings/Activities conducted/ Trainings/activities conducted/facilitated as
facilitated scheduled with 3 complaints.
8. Personnel Profile updated Personnel Profile updated with no error 5
working days after receipt of PDS.
9. Agency Remittance Advice Agency Remittance Advice emailed with no error
prepared/emailed 3 working days after due notice.
Forms A,B,C, D, & E
10. Revised Personnel Mechanisms Mechanisms revised with 2 revisions submitted
For CSC review 15 days after approval of the
Mayor.
11. Customer Assisted Clients assisted immediately with no complaint.
12. Certifications Certifications issued with no error in the content

prepared within 20 minutes after request.
13. Minutes of Meeting Minutes of meeting prepared 5 working days
after meeting with 2 minor revisions.
14. Report on Accession/Separation Reports on accession and 6 report on separation
prepared with 3 revisions submitted on the 15th
day after end of the month.
15. Attendance Report Reports prepared with 3 revisions submitted on
the 15th day after end of the quarter.
128 | S P M S
16. Payrolls
(a) Regular Regular and 26 special payrolls submitted with
no error within the 15th working day of the
month.
(b) J.O./Honorarium Payrolls of Job Order and honorarium prepared

with 2 errors within 3-5 working days after
submission of all supporting documents.
17. Memorandum Order Memorandum Order submitted with 3 errors
within 5 working days after instruction.
18. Quarterly Accomplishment Report Reports prepared with 3 revisions submitted on
the 15th day after end of the quarter.
19. Monthly Monitoring Journal Monitoring journal prepared and conducted
monthly with no complaint.
20. Office Performance Commitment OPCR prepared in a semester with 3 revisions
Review Form (OPCR) submitted on the 15th day of April.
21. Reviewed/Validated Office Municipal offices OPCR reviewed/ validated
Performance Commitment Review within 2 months after receipt of the OPCR.
Form
22. Employees loan confirmed Employees loan with the GSIS confirmed 3
recorded in the logbook 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 SUCCESS INDICATORS
1. Business Permit/Additional Line Permits with 1 error within 1 hour after

submission of all supporting documents.
2. Application Form of Retirement Of Application form for retirement prepared with
Business 1 error within 1 hour after submission of all
supporting documents.
3. Motorized Tricycle Operators Permit Franchise prepared with 1 error within 1 hour
(MTOP) Franchise after submission of all supporting documents
per MTOP.
4. Order of Dropping of Franchise Form Order of dropping of franchise prepared with
1 error within 1 hour after submission of all
supporting documents per order of dropping.
5. Special Permit Special permits prepared with one error within
1 hour after submission of all supporting
documents per permit.
6. Registered Bicycles and Trisicads Bicycles/trisicads registered with 1 error within
1 hour after submission of all supporting
documents per registration.
7. Report of Inspected Business Business establishments inspected with 2
Establishment errors within 8 minutes per establishments.
8. Occupational Permit Occupational permit prepared with one error
within 1 hour after submission of all
supporting documents per permit.
9. Certification Certifications prepared with 1 error after 1
hour upon request.
10. Travel Order Travel orders prepared with 1 submitted 5
days before travel.
11. Indorsement Indorsement prepared with no error within 15
minutes.
12. Letters/Communications Certification prepared with no error within 15
minutes.
13. Annual Supplies Procurement ASPP/PPMP prepared with no error within 15
Plan/Project Program Management minutes.
Plan
14. Vouchers/PO/PR Vouchers/PO/PR prepared with no error within
15 minutes.
130 | S P M S
C.1.4. General Services Section
1. LGUs Annual Procurement Plan LGUs APP prepared and done on the 2nd week
of December with no error.
2. Inventory of Property, Plant and Inventory, Plant and Equipment Report prepared
Equipment Report and submitted with no error on the 31st day of
July.
3. Agency Procurement Request APRs prepared 15 minutes per APR with no error.
4. Annual Inventory Report Physical count conducted/done within 30
working days with no lapses every December.
5. Annual Suppliers Procurement Plan Consolidated Annual Supplies Procurement Plan
Consolidated (ASPP) done on the 15th day of November with
no error.
6. Stock Cards Updated Stock cards maintained and updated within 3
minutes after issuance of supplies and materials
with no error.
7. Request for Quotations Delivered RFQs delivered within 5 days after receipt of the
RFQ with no error.
8. Request Issue Slip (RIS) RIS received and supplies released within 15
minutes after receipt of RIS with no error.
9. Certificate of Insurance Policy Insurance of motor vehicles renewed on the date
of registration with no error.
10. Certificate of Registration Registration of motor vehicles and buildings
renewed on the date of annual registration with
no error.
11. Property Issue Slip/ Memorandum PIS/MR prepared and issued within 5 working
Receipt days upon delivery of Office Equipment and
Property with no error.
12. Property Sticker Stickers attached within 2 working days per
property/equipment issued with no error.
13. Inspection and Acceptance Report Deliveries accepted/received and inspected upon
delivery of goods with no error.
14. Waste Material Report Waste materials reported within 5 minutes upon
receipt of goods with no error.
15. Request for Quotation Posted RFQs posted within 10 minutes upon receipt
with no error.
16. Summary of Supplies and Materials Reports of Summary of Supplies and Materials
Used used done every 3rd week of September and
December with no error.
17. Property Card 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
1. Data Bank Data bank established on September 2013

with 3 lapses on data gathered.
2. Subdivision Plan and Design Plan and Design submitted with 2 revisions
submitted within 1 month after instruction of
the immediate supervisor.
3. Program of Works and Bill of Materials 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.
4. Customer Action Sheet Clients assisted immediately with 2 minor
complaints
5. GK Houses Construction Unit constructed within 3 months from the
start of construction with 3 minor complaints.
6. Organized Homeowners Association Homeowners Association organized and
Homeowners Association functionalized in
December with 3 minor complaints.
7. Status Monitoring Report Report prepared and submitted within 5
working days after the activity done with 2
revisions.
8. Minutes of Meetings Document submitted within 5 working days of
no intervention after activity with 2 errors.
9. Activity Reports Document prepared within 5 working days of
after activity with 2 revisions.
10. Communications (meeting) Prepared and distributed 3 working days
before the date of meeting with 2 minor errors
11. Vouchers, Payroll, APP and PPMP Prepared and process within 2 hours after the
order the immediate supervisor with 2 errors.
12. Travel Orders and Pass Slips Prepared and submitted to concern office for
signature 1 day before the travel date with 2
minor errors.
13. Budget Proposal Prepared and submitted 2 working days
before deadline with 2 revisions.
14. Activity and Project Design Prepared and submitted 4 working days after
the order from the immediate supervisor with
2 revisions.
15. Office Performance Commitment Prepared and submitted not late from the
Review deadline with 2 revisions.
132 | S P M S
C.1.6. Investment Promotion & Tourism Office
1. Investors Profile and Databank Investors profile and data bank updated every 3
months with 3 errors.
2. Project Proposal Projects proposals prepared with 3 minor errors
within 3 days after receipt of notice.
3. Investors Assistance Sheet New investors assisted with complaint within 1
hour upon request.
4. Training/Activity Report Training/activity reports submitted within 5 days
after the activity with 2 minor revisions.
5. Certificate of Local Tax Certificate of Local Tax Exemption prepared with no
Exemption error and released within 1 day after approval of
the PAIC Board.
6. Research Documents Research works related to investment and tourism
conducted within 3 months with 2 errors.
7. Permit to Climb Mt. Apo Climbers given with permit to climb Mt. Apo with
no error within 1 hour after submission of required
documents.
8. Certificate of Mt. Apo Climb Certificates of Mt. Apo Climb issued to climbers
with no error within 1 hour upon request.
9. Monthly Report of Tourism Monthly reports of tourism statistics submitted to
Statistics the Department of Tourism XI with 2 minor errors
within 5 days of the succeeding month.
10. Local Tour Itinerary Local tour itineraries issued within 1 day upon
receipt of request with no revision.
11. Press and Photo Releases of LGU Press and photo releases of LGU activities
Activities submitted with no error within 3 days after the
activity.
12. LGU Website Maintained and Website updated monthly with no error.
Updated
133 | S P M S
C.2. Office of the Sanggunian Bayan
1. Resolutions/Ordinances Resolutions and 3 ordinances prepared/encoded

within 7 working days after the session with 2
revisions allowed.
2. Minutes Minutes of sessions prepared within 7 working
days after the session with 2 revisions allowed.
3. Committee Reports Reports prepared within 3 working days after the
committee hearing/meeting with 1 revision
allowed.
4. Indorsments
(a) Legislations Legislations indorsed within 2 working days after
receipt from the LCE with 1 error allowed.
(b) Barangay Annual and Budgets and 30 MTOPs indorsed within 2 days
Supplemental Budgets and after the session with 1 error allowed.
MTOPs
5. Certifications Certifications prepared and issued within 10
minutes upon request with 1 error allowed.
6. Notices
(a) Sessions Notices prepared and served within 1 working day
before the session with 1 error allowed.
(b) Committee Works 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
1. Municipal Comprehensive MCLUP updated with 2 minor revisions by the end of

Land Use Plan (MCLUP) December.
Formulated (10 year plan)
2. Annual Investment Plan (AIP) Formulated and produced with 2 minor revisions by
Formulated last week of September.
3. Office Budget/ Program/ Project proposals prepared with 2 minor revisions and
Project Proposals (LGU) submitted 3 working days before AIP workshop
schedule.
4. Project Proposals (NGA) Project proposals prepared and submitted with 2
minor revisions by the end of December.
5. Activity Design (20% LGDF) Activity design reviewed with 2 minor lapses within 20
Reviewed and Signed minutes upon receipt.
6. Quarterly Status Report QSR prepared with 2 minor revisions and submitted
to COA on the 25th day of the first month of the next
quarter.
7. Zoning Certification ZC prepared and issued with no error within 21
minutes after review of documentary requirements
and site inspection.
8. Locational Clearance LC prepared with no error within 1 day and 73
minutes from the time of documentary requirements
and project site inspection.
9. Minutes/Resolutions 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.
10. Reviewed and Validated OPCR Municipal offices OPCR reviewed/validated within 2
months after receipt of the OPCR.
11. Office Performance OPCR prepared in a semester with 3 revisions
Commitment Review Form submitted on the 15th day of April.
12. Quarterly Accomplishment Reports submitted on the 15th day after the end of the
Report quarter with 3 revisions.
13. Monthly Monitoring Journal Monitoring journal prepared and conducted monthly
with no complaint.
14. Annual Supplies Procurement ASPP/PPMP prepared with no error and submitted on
Plan/ Project Program Mgt. or before October 15.
Plan (ASPP/PPMP)
135 | S P M S
15. Office Performance OPCR prepared with 3 revisions and submitted on last
Commitment Review day of July.
16. Results on Assessment for Favorably endorsed for the subsidy with no complaint
Electric Subsidy within 1 day after assessment.
136 | S P M S
C.4. Office of the Municipal Budget Officer
1. LGU Annual Budget LGU Annual Budget prepared with 3 minor revisions
submitted on the 15th day of October.
2. LGU Supplemental Budget LGU Supplemental Budget prepared within 5 working
days after instruction with 3 minor revisions.
3. Reviewed Barangay Annual Barangay Annual Budget reviewed within 40 minutes
Budget after receipt the documents with no error.
4. Reviewed Barangay Barangay Supplemental Budget reviewed within 20
Supplemental Budget minutes after receipt of the documents with no error.
5. Prepared Local Budget Matrix Local Budget Matrix prepared with 3 minor revisions
within 5 working days after receipt of the approval
Annual Budget/Appropriation Ordinance.
6. Prepared Allotment Release Allotment Release Order prepared with 3 minor
Order revisions within 5 working days after receipt of the
approved Appropriation Ordinance/Resolution/Request
7. Status Report Status Reports prepared with no error and submitted
every 20th day after end of the month.
8. Registry of Appropriation, RAAO maintained weekly with 3 minor errors.
Allotment and Obligation
9. Registered Appropriation and Registered Appropriation and Obligation (RAO) with 3
Obligation (RAO) minor errors within 10 minutes per Obligation
Request.
10. Certified Appropriation on Appointments certified with no error within 5 minutes
Appointment of Job Order per appointment.
11. Subsidiary Account of Programs and projects financial status maintained
Programs and Projects weekly with 3 minor errors.
(Breakdown of Expenditures)
12. Annual Supplies Procurement ASPP and PPMP prepared with no error submitted on
Plan and Project Procurement or before October 15.
Management Plan
(ASPP/PPMP)
13. Minutes of Meeting (Local Minutes of meetings prepared with 2 minor revisions
Finance) within 5 working days after the meeting.
14. Monthly Performance Monthly Performance Monitoring Journal with no
Monitoring Journal complaint conducted monthly.
15. Office Performance OPCR prepared with 3 minor revisions submitted on
Commitment Review (OPCR) the 15th of October.
16. Payroll (Job Order) Payrolls prepared with 2 minor errors within 3-5 working
days after submission of all supporting documents.
137 | S P M S
17. Quarterly Accomplishment Reports prepared with 3 minor revisions submitted on

Report the 15th day after the end of the quarter.
18. Budget Proposal Budget proposal prepared with 2 minor revisions
submitted 2 weeks before the deadline.
19. Quarterly Status Report Quarterly status reports prepared with 2 minor
(Program and Projects) revisions submitted on the 7th day of the 1st month of
the preceding quarter.
20. Disbursed LCE IF Clients assisted with 3 minor errors within 5 minutes
per client.
138 | S P M S
C.5. Office of the Municipal Accountant
1. Trial Balance Trial Balance prepared and submitted with no error on

the 20th day after the end of the month.
2. Balance Sheet Balance Sheet prepared and submitted with no error
on the 20th day after the end of a quarter.
3. Income and Expense Income and Expense prepared and submitted with no
Statement error on the 20th day after end of a quarter.
4. Schedule of Accounts Schedule of accounts prepared and submitted with no
error on the 20th day after end of a quarter.
5. Maintenance of GL and SL Schedule of accounts prepared and submitted with no
Book of Accounts error on the 15th day after end of the month.
6. Cash Flow Cash Flow prepared and submitted with no error
within 20th day after end of a quarter.
7. Notes to Financial Statements Notes to Financial Statements prepared with no error
and submitted on the 14th day of February of the
succeeding year.
8. Bank Reconciliation Statement Bank reconciliation Statement prepared with no error
and submitted on 7th day upon receipt of bank
statement.
9. Accountants Advice of Local Accountants Advice of Local Check Disbursement
Check Disbursement prepared with no error daily.
10. Journal Entry Voucher Journal Entry Voucher prepared with no error 15 days
after end of the month.
11. Journal Journal prepared with no error 15 days after end of
the month.
12. Vouchers Vouchers processed with no error within 30 minutes
per voucher.
13. Payrolls Payrolls processed with no error within 20 minutes per
payroll.
14. Liquidation Reports Liquidation reports processed with no error within 30
minutes per liquidation report.
15. Employee Index Cards Employees earnings/deductions posted with no error
within 1 minute per employee.
16. Supplier Index Cards Suppliers transaction posted with no error within 20
seconds per voucher claim.
17. Signed Vouchers, Payroll, Signed vouchers/payrolls/other official documents
Liquidation Reports, Financial with no error within 5 minutes upon receipts.
Statement, Net TakeHome Pay,
PHIC, Certification, Loan, etc.
139 | S P M S
18. Receives and Segregates Paid Received and segregated vouchers, payrolls and
Vouchers liquidation reports with no error within 5 minutes per
voucher.
19. Receives and Segregates paid Received and segregated paid payrolls, liquidation
Payrolls and Liquidation reports with no error within 20 minutes per payroll
Reports and liquidation report.
20. Certificate of Disbursement Certificate of Disbursement prepared within 15 days
upon request with no error.
21. Annual Alphalist BIR Annual alphalist prepared and submitted with no
Officials/Employees/Suppliers error within one month (officials and employees)/
within 3 months (suppliers) after end of the year.
22. Remittance List Remittance list prepared and processed with no error
within the month and/or within 10 days after the end
of the month.
23. Preparation of Annual Budget Prepared annual budget proposal with 2 revisions
Proposal within 1 week before the deadline of submission.
24. Inventory/Disposal of Old Inventoried old accounting/financial records with no
Accounting/Financial Records 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
1. Tax Declaration of Real TDs/FAAS prepared within 30 minutes per RPU after
Property/ Field Appraisal inspection conducted with no error (for PASSO
Assessment Sheet (FAAS) approval).
2. Tax Map/ Tax Map Control Roll Tax Maps/TMCR updated within 20 minutes after
(TMCR) receipt of approved TD/FAAS with no error.
3. Notice of Assessment Notice of Assessments prepared within 15 minutes
after receipt of every approved RPU with no error.
4. Assessment Rolls Sets of assessment roll prepared every revision year
with no error.
5. Quarterly Report of Real Reports prepared with no error submitted to PASSO
Property Assessments within 3 days after end of the quarter.
6. Certified True Copy of Tax Tax Declaration certified within 15 minutes with no
Declaration (TD) error.
7. Certifications Certificates prepared within 15 minutes after
presentation of documents with no error.
8. Annotation of Bailbond Tax Declaration annotated/cancelled within 3 minutes
after receipt of annotated/TD/FAAS from PASSO with
no error.
9. Plans, Programs and Project Plans/Programs/Proposals prepared for with no error
Proposal/Designs and submitted 3 days after end of the month.
10. Budget Proposal Proposals prepared for with no error and submitted 3
days after end of the month.
11. Project Procurement PPMP and ASPP prepared within 4 days per program
Management Plan/ Annual with no error.
Supplies Procurement Plan
12. Quarterly Accomplishment Reports prepared with no error and submitted within
Report 5 days after every end of quarter.
13. Quarterly Status Report Reports prepared with no error and submitted within
5 days after every end of quarter.
14. Payroll (Regular/Job Order) Payrolls prepared in 2-3 working days after
submission of all supporting documents with 2 errors.
15. Office Performance OPCR submitted 15th of April/15th of October with 1-2
Commitment Review (OPCR) revisions.
16. Vouchers Voucher prepared 2 working days after instruction
with minor error.
17. Accomplished Statement of SALN prepared and submitted on the 1st-15th day of
Assets, Liabilities and Net Worth March with no revision.
141 | S P M S
C.7. Office of the Municipal Treasurer
1. Collected Tax Revenues Collected within six months with no error.

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

(a) On Time Applications processed with no error and released
within 35 minutes after request.
(b) Delayed Registration Applications processed with no error and released on

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

3. Certificate of Death
(a) On Time Applications processed with no error and released
within 34 minutes from receipt of request.

4. Certified Copies Copies processed with no error and released within 25
minutes from receipt.
5. Amended Birth Certificate Applications processed with no error and released
(Legal Instruments, RA 9048, Court within 30 minutes after receipt of documentary
Order, Supplemental Report)
requirements.
6. Approved Petitions Petitions processed with no error and granted within 5
days after 10 days posting period.
7. Monthly Report Reports prepared with 3 minor revision and submitted
within 10th day of the following month.
8. Registry Book Registered documents posted in the Registry book
with no error within 1 minute per document.
9. PHILCRIS Database Registered documents encoded in the PHILCRIS
Database with no error within 1 minute per document.
10. Marriage License Applications processed with no error and released
within 1 day after the 10 days posting period.
143 | S P M S
11. Supplemental Report Supplemental report processed with no error

submitted on the 10th day of the following month.
12. Lecture/Speakership Lectures given during pre-marriage seminar with 3
minor complaints on the scheduled date. Certificate of
appearance during conduct.
13. Official Annual Budget Office annual budget prepared and revision with 3
minor revisions within 3 days.
14. Annual Supplies Procurement Submitted on the 3rd week of September with no error.
Plan/ Project Procurement
Management Plan
15. Mobile Registration Applications processed with no error and released
within 20 days from receipt of request.
16. Customer Action Sheet Client assisted/attended immediately.
17. Office Performance Submitted before 15th of October.
Commitment Review (OPCR)
18. Payroll (Job Order) Payroll prepared with no error within the day after
submission of all supporting document.
19. Quarterly Accomplishment Submitted within 1-7 working days after the end of
Report the quarter.
20. Mobile Registration Applications processed with no error and released
within 20 days from receipt of request.
21. Budget Proposal Submitted 4-5 working days before the deadline.
22. Plans, Programs and Project Submitted 1-2 working days after approval of the
Proposal budget.
144 | S P M S
C.9. Office of the Municipal Health Officer
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 Children aged 0-9 months given immunization within
and Development Card 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 Patients attended within 15 minutes per patient with
(ITR) 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 Children 0-59 months given Vitamin A and Deworming
Form 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
1. Monthly Report (Day Care Monthly reports on Day Care Centers served with
Center Supplemental Feeding) supplementary feeding with no revision submitted on
the 15th day after the end of the month.
2. Social Case Study Report Social case study reports prepared with no revision
within 2 working days after request.
3. Case Recording Case records completely filed with 3 errors within 2
hours per client.
4. Closing Summary Closing Summary prepared with 3 minor errors within
1 hour.
5. Progress Report to the Assessment report prepared and submitted with 3
Honorable Court and minor errors within 3 working days after receipt of
Assessment on Discernment court order/police request.
6. Customer Assistance Sheet on Clients served by category with 2 minor complaints
WEDC and CNSP within 30 minutes.
7. Travel Permit Permit to travel prepared with no error and issued
within 15 minutes per permit.
8. Bureau of Assistance Form 200 Bureau of Assistance forms filled-up with case
with Case Summary. summary with 2 errors within 1 hours.
9. Customer Assistance Sheet on Individuals/families provided with community-based
Community-based Services services with 3 minor complaints within 6 months.
10. Masterlist of Day Care Centers Day Care Centers maintained and operated with 3
minor complaints within school calendar year.
11. ID Card Issued (Senior Citizen, ID Card issued with no error and issued in 8 minutes
Persons with Disability, Solo per ID.
Parent and Pag-asa Youth
Association)
12. Training Report Training report prepared with 3 errors in content
within 5 working days after the activity.
13. Activity Design Designs prepared with 3 minor errors within 2 weeks
before the activity.
14. Activity Report Activity report prepared with 3 revision in content
within 5 working 5 working days after the activity.
15. Disaster Assitance Family Access card (DFAC/EAFAC) filled up with 2 errors
Access Card (DFAC)/Emergency within 15 minutes.
Assistance Family Access Card
16. Disaster Report/ Incident Reports with 3 revision submitted 8 hours after
Report incident/disaster.
146 | S P M S
17. Office Status Quarterly Report Consolidated reports with 3 revision within 7 working
(Program and Projects) days after end of the quarter.
18. Monthly Performance Monitoring journal prepared and conducted monthly
Monitoring Journal with no complaint.
147 | S P M S
C.11. Office of the Municipal Agriculturist
1. Vaccination Animals immunized with 2 complaints done within 2

working days after request.
2. Deworming Animals dewormed with 2 complaints done within 2
3. Treated Animals Animals treated with 2 complaints done within 2
4. Castrated Animals Animals castrated with 2 complaints done within 2
5. Animal Impregnated Sows impregnated thru artificial insemination with 2
6. (thru artificial insemination) complaints done within 2 working days after request.
7. Livestock Monitoring Report Livestock monitoring reports with 2 minor errors
submitted on day of deadline.
8. Trainings Conducted Trainings conducted on animal health care with 2
complaints done 7 working days upon request.
9. Farmers Assisted/Served Farmers assisted and served within 2 working days
after request.
10. Produced High Quality Hogs Produced hogs with 2 heads mortality with assistance
done 2 working days after request.
11. Mangrove Regeneration Barangays Zone II and III planted mangrove
propagules with 2 complaints at the end of December.
12. Seaborne/Foot Patrol Seaborne patrol operation with 2 complaints at the
Operation Conducted end of December.
13. Patrol Boat Maintained Patrol boats maintained with 60% accomplishment
done every 6 weeks.
14. Fish Sanctuaries Maintained Fish sanctuaries maintained with 60% accomplishment
at the end of December.
15. Monitoring Report of Fishpond Reports prepared with 2 minor errors submitted one
Production day before the deadline.
16. Pre-membership Education PMEs conducted with 2 complaints within 9 working
Seminar Conducted days after registration.
17. Monitoring Report Reports prepared with 3 minor errors submitted 1 day
before the deadline.
18. Case Study/Investigation and Case study/investigation and evaluation report done
Evaluation Report at the end of December with 2 minor complaints.
19. Distribution of quality planting Distribute assorted quality planting materials 15
materials working days after delivery with 2 minor complaints.
148 | S P M S
20. Distribution of Vegetable Seeds Distributed assorted vegetable seeds 15 working days
(Pinakbet) after delivery with 2 minor complaints.
21. Pets Monitoring and Monitoring and surveillance conducted every 5
Surveillance Conducted weekdays after end of each month with 2 minor errors.
22. Extended Technical Assistance Extended technical assistance to 240 farmers done 5
working days after clients request with 2 minor
complaints.
23. Farmers Field School and Conducted FFS and POTs to farmers 15 working days
Package of technology after approval of training design with 2 minor
Conducted complaints
24. Monitoring and Evaluation Conducted monitoring and evaluation to farmers done
Conducted every 5 working days after end of month with 2 minor
errors.
25. Technology Transfer Conducted 4 technology transfer to farmers done 10
Conducted working days after attending training with 2 minor
complaints.
26. Information Services Extended Served clients done 45 minutes after clients request
with 2 minor errors.
27. Area Supervised and Reported Area monitored and reports submitted on the day of
to DA-RFU XI deadline.
28. Rice Farmers Assisted and Rice farmers assisted and monitored done 45 minutes
Monitored after clients request with 2 minor errors.
29. Livelihood Skills Training Livelihood skills training conducted 2 days after
scheduled date with 2 minor errors.
30. Organizational Meetings Organizational meetings conducted 2 days after
Conducted scheduled date with 2 minor errors.
31. Submitted Report on RBO Reports submitted on day of deadline with 2 revisions.
Livelihood Project
32. Assisted Barangay Labor-based Barangay labor-based road operation activity assisted
Road Operation with 3 minor complaints done 3 weeks after schedule.
33. Extended Assistance to Associations assisted within 5 working days after
Association receipt of request with 2 minor errors.
34. Planted, Grown and Monitored Trees planted, grown and monitored 2 days delayed
Trees under the Forest from scheduled date 3 minor complaints.
Protection Program
35. Planted, Grown and Monitored Trees planted, grown and monitored 2 days delayed
Trees under the Forest from scheduled date 3 minor errors.
Production Program
36. Municipal Demo Farm Activities conducted/attained 4 months upon approval
Operated and Maintained of budget with 2 minor complaints.
37. Special Programs and Projects Special projects implemented, assisted and monitored
Supervised and Implemented with 3 minor complaints.
149 | S P M S
38. Agricultural Data Profile Report on Agricultural Data Profile submitted on the
last day of semester which is 60-79% completed.
39. Travel Orders Prepared TOs prepared with 2 minor errors submitted 1 day
before deadline.
40. Minutes of Meetings Prepared Minutes of meetings prepared with 2 revisions
submitted within 5 working days after instruction.
41. Disbursement Vouchers DVs prepared with 2 minor errors done 2 working days
Processed after instruction.
42. Annual Supplies Procurement APP/PPMP submitted with 2 minor errors 3 weeks
Plan/ Project Procurement after approval of budget.
Management Plan
43. Letters/Communications Letters/communications prepared with 2 minor errors
Prepared 3 hours after instruction.
150 | S P M S
C.12. Office of the Municipal Engineer
1. Project Implemented/ Projects implemented/constructed with 2 revision 5

Constructed days after completed delivery of construction
materials.
2. Plans and Designs
(a) Project Cost below 100,000 Plan and design of a structure with 2 revisions
submitted within 7 working days per project after the
approval of Annual Budget.
(b) Project Cost above 100,000 Plans and designs of a structure with 2 revisions
submitted within 22 working days per project after the
approval of Annual Budget.
3. Program of Work
(a) Project Cost below 100,000 POW of a structure with 2 minor revisions completed
within 5 working days per project after the approval of
plans and designs/site inspection.
(b) Project Cost above 100,000 POW of a structure with 2 minor revisions completed
within 14 working days per project after the approval
of plans and designs/site inspection.
4. Inspection Report of Inspection report of an infrastructure projects with 2
Completed Infrastructure minor errors completed within 2 days after the
Project inspection/project completed.
5. Checked and Reviewed POW of Barangay projects checked and reviewed with
Infrastructure Project 2 minor errors completed within 2 days upon
submission.
6. Inspection Report on Inspection report on electrical facilities within 2
Streetlights/ Electrical Facilities 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.
13. Government Facilities Work order request acted (masonry, carpentry and
Maintained electrical works) with 2 complaints within 3 days after
the approval of work order.
14. Job Order Slip
(a) Heavy Equipments Job order request acted (heavy equipments) with 2
minor complaints within 15 days after the approval of
the Job Order.
(b) Light Vehicles Job order slip (light vehicles) with 2 minor complaints
within 9 days after the approval of the Job Order.
15. Barangay Road Barangay roads rehabilitated/constructed with 2 minor
Rehabilitated/Constructed complaints within 5 days after the approval of the job
order.
16. Daily Time Record (DTR) DTR with 2 errors completed within 5 working days
after the biometric printout.
17. Pre-Canvass of Construction Pre-canvass with 2 errors completed within 8 hour.

Materials and Spare Parts
18. Work Order Slip

(a) Garbage Collection Work order slip (garbage collection) with 2 minor
complaints within 8 hours after the approval of the
work order.
(b) Electrical Works Work order slip (electrical works) with 2 minor
complaints within 1 day after the approval of the work
order.
19. Project Profile Project profiles with 2 errors completed within 3 days
after the approval of budget.
20. Certifications 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 Breakdown of budgetary requirements with 2 minor

Requirements errors completed within 1 day.
30. Annual Supplies Procurement ASPP with 2 minor errors completed within 4 hours.
Program (ASPP)
31. Project Procurement PPMP with 2 minor errors completed within 3 hours.
Management Plan (PPMP)
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
1. Local Economic Enterprise Endorsed the draft of the LEE Code to the
Code Sangguniang Bayan with 3 minor revisions within the
last month of the 3rd quarter.
2. Lease Contract Stall leases are given lease contracts with 2 revisions
after submission of application within 10 days.
3. Billing Statement/Order of
Payments
(a) Terminal 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 Customer/meat vendors are issued order of payment

mortem) on ante mortem inspection of cattle and/ or livestock
to be butchered with no error within 1 hour before
butchery.
(d) Slaughterhouse (post Customers/meat vendors are issued order of payments

mortem) 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.
5. Daily Cash Tickets Issuance Units of the Local Economic Enterprise have submitted
Report their daily cash tickets issuance report to the Municipal
Treasurers Office with no error within 3 hours the
following working day
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.
9. Program of Works POW from offices and barangays are prepared with
two (2) minor revisions within ten (10) working days
after approval by the Local Chief Executive.
10. Burial Permit Burial permits are issued to clients with 2 complaints
within five (5) days before burial.
11. Daily Security Report/ Local Economic enterprises are safe and secured in a
Government-Owned Buildings day with 2 complaints.
and Properties Secured
12. Daily Maintenance Report 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.
13. Investors Assistance Sheet New investors with 1 complaint within 1 hour upon
request
14. Annual Supplies Procurement ASPP/PPMP are submitted on the 3rd week of the
Plan/ Project Procurement Plan month of September with 2 revisions.
(ASPP/PPMP)
15. Customer Action Sheet Customers request are attended immediately upon
clients request with no error.
16. Minutes of Meeting Minutes of meeting are prepared within 5 working

days after meeting with 2 minor revisions.
17. Office Performance OPCR are submitted on the 15th day of October with 3
Commitment Review minor revisions.
18. Payroll (Job Order) Payrolls are prepared within a day after supporting
documents are acquired with no error.
19. Quarterly Accomplishment QAR are prepared within 1-7 working days after the
Report end of the quarter with no minor revisions.
155 | S P M S
20. Training/Activities Trainings/Activities are conducted/ facilitated

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.
22. Plans, Programs and Project Submitted within 1-2 working days after approval of
Proposal the budget with no minor revisions.
23. Quarterly Status Report QSR are submitted within 1-7 working days of the 1st
(Programs and Projects) 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
RATING QUALITY STANDARD RATING TIME STANDARD

EXPECTED OUTPUT
(per output) (per output) (per output) (per output)
Customer Action Sheet 5 No Complaint/Error 5 Client assisted/attended Immediately
4 4
3 3
2 With Complaint/Error 2 Not immediately attended/assisted
1 1 Not attended
Endorsement 5 No Error 5 Prepared within 1 working day after instruction of the Local Chief Executive
4 1 Error 4 Prepared within 2 working day after instruction of the Local Chief Executive
3 2 Errors 3 Prepared within 3 working day after instruction of the Local Chief Executive
2 3-5 Errors 2 Prepared within 4 working day after instruction of the Local Chief Executive
1 6 or more Errors 1 Prepared within 5 or more working day after instruction of the LCE
Letters/Outgoing 5 1 Minor Error 5 Drafted within 10 minutes after instruction of the Local Chief Executive
Communications 4 2 Minor Errors 4 Drafted within 20 minutes after instruction of the Local Chief Executive
(Request/Notice) 3 3 Minor Errors 3 Drafted within 30 minutes after instruction of the Local Chief Executive
2 4 Minor Errors 2 Drafted within 40 minutes after instruction of the Local Chief Executive
Marriage Contract 5 1 Minor Error 5 Prepared within 10 minutes after receipt of clients complete pre-requisites
4 2 Minor Errors 4 Prepared within 20 minutes after receipt of clients complete pre-requisites
157 | S P M S
Executive Order 5 1 Minor Error 5 Drafted within 1 day after instruction of the Local Chief Executive
4 2 Minor Errors 4 Drafted within 2 days after instruction of the Local Chief Executive
Mayors Certification 5 No Error 5 Prepared immediately upon request
4 4 Prepared 15 minutes upon request
2 With Error 2 Prepared 25 minutes upon request
Mayors Clearance 5 1 Minor Error 5 Prepared within 3-5 minutes after receipt of clients complete pre-requisites
Mayors Permit 5 1 Minor Error 5 Prepared within 3-5 minutes after receipt of clients complete pre-requisites
Memorandum Order 5 1 Minor Error 5 Drafted within 10 minutes after instruction of the Local Chief Executive
th th
Office Performance 5 No Revision 5 Submitted before 15 of April/15 of October
Commitment Review (OPCR) 4 1-2 Revisions 4
3 3 Revisions 3 Submitted on the 15th of April/15th of October
2 More than 4 Revisions 2
1 1 Submitted beyond April to June/October to December
158 | S P M S
Plans, Programs and Project 5 With No Revision 5 Submitted 1-2 working days approval of the budget
Proposal 4 With 1 Revision 4 Submitted 3-4 working days approval of the budget
3 With 2 Revisions 3 Submitted 5 working days approval of the budget
1 More than 3 Revisions 1 Submitted 15 or more working days approval of the budget
Quarterly Accomplishment 5 With No Revision 5 Submitted within 1-7 working days after the end of the quarter
Report 4 With 1-2 Revisions 4 Submitted within 8-14 working days after the end of the quarter
th
3 With 3 Revisions 3 Submitted on the 15 day after the end of the quarter
2 With 4-5 Revisions 2 Submitted within 16-22 working days after the end of the quarter
nd
1 More than Revisions 1 Submitted beyond the 22 day after the end of the quarter
Recommendation 5 1 Minor Error 5 Prepared within 5 minutes after instruction of the Local Chief Executive
4 2 Minor Errors 4 Prepared within 10 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 5 No Error 5 Prepared less than 30 minutes per index card
4 4 Prepared 30 minutes per index card
3 3 Prepared 1 hour per index card
2 With Error 2 Prepared 2 hours per index card
1 1 Prepared more than 2 hours per index card
th
Accomplished Daily Time 5 No Revision 5 Submitted 2-3 working days after the 15 and/or end of the month
Record (DTR) 4 4 Submitted 4-5 working days after the 15th and/or end of the month
3 3 Submitted 6 working days after the 15th and/or end of the month
2 With Revision 2 Submitted 7 working days after the 15th and/or end of the month
1 1 Submitted more than 7 working days after the 15 th and/or end of the mo.
Accomplished Personal Data 5 No Items Unfilled 5 Submitted within the 1st-2nd week of January
Sheet (PDS) 4 1-2 Items Unfilled 4 Submitted within the 3rd-4th week of January
3 3 Items Unfilled 3 Submitted on the 4th week of January
2 4 Items Unfilled 2 Submitted on February and beyond
1 5 or more Items Unfilled 1
Accomplished Statement of 5 No revision 5 Submitted on the 1st-15th day of March
th th
Assets, Liabilities and Net 4 1 revision 4 Submitted on the 16 -30 day of March
st
Worth (SALN) 3 2 revisions 3 Submitted on the 31 day of March
2 3 revisions 2 Submitted later than March and beyond
1 More than 3 revisions 1
Agency Remittance Advice 5 No Error 5 Prepared immediately when there is a need to report
Prepared/Emailed 4 4 Prepared 1-2 working days after need to report
Forms A, B, C, D & E 3 3 Prepared 3 working days after need to report
2 With Error 2 Prepared 4-5 working days after need to report
1 1 Prepared beyond 5 working days after need to report
160 | S P M S
Annual Inventory of Records 5 No Records Lost 5 Inventory done once a year
Done 4 4
(Active & In-Active 201 Files) 3 3 No inventory conducted
2 With Records Lost 2
1 1
Annual Supplies 5 No Error 5 Submitted within the 3rd week of September
Procurement Plan/ Project 4 4 Submitted within the 4th week of October
Procurement Management 3 3 Submitted on or before Oct. 15
Plan (ASPP/PPMP) 2 With Error 2 Submitted beyond Oct. 15
1 1
Application for Leave 5 No Error 5 Prepared immediately after request
4 1-2 Minor Error 4 Prepared on the following working day after request
nd
3 3 Minor Errors 3 Prepared on the 2 working day after request
2 4 Minor Errors 2 Prepared on the 3rd working day after request
1 5 Minor Errors 1 Prepared after 3rd working day after request
Application For Membership 5 No Error 5 Prepared within 1-7 working days after employees Assumption of Office
Prepared 4 4 Prepared within 6-15 working days after employees Assumption of Office
3 3 Prepared within 1 month after employees Assumption of Office
2 With Error 2 Prepared within 2 months after employees Assumption of Office
1 1 Prepared after 2 months after employees Assumption of Office
Approved Appointment 5 No error 5 Prepared within 5 working days after instruction
4 With 1-2 errors 4 Prepared within 10 working days after instruction
3 With 3 errors 3 Prepared within 15 working days after instruction
2 With 4 errors 2 Prepared within 20 working days after instruction
1 With 5 or more errors 1 Prepared beyond 20 working days after instruction
Attendance Report (CSC) 5 No Revision 5 Submitted 1-5 working days after end of the month
4 1-2 Revisions 4 Submitted 6-14 working days after end of the month
3 3 Revisions 3 Submitted on the 15th day of January/April/July/October
2 4-5 Revisions 2 Submitted on the 16th to 22nd day of the month
1 More than 5 Revisions 1 Submitted beyond the 22nd day of the month
161 | S P M S
Attendance Sheet 5 No Error 5 Accomplished immediately upon schedule of activity
4 4
3 3
2 With Error 2 Not immediately accomplished
1 1
BAC Procurement 5 No Error 5 Prepared immediately after GSO P.O. coded
4 4 Prepared 1-2 working days after GSO P.O. coded
2 With Error 2 Prepared 6-7 working days after GSO P.O. coded
1 1 Prepared more than 7 working days after GSO P.O. coded
Budget Proposal 5 No revision 5 Submitted 4-5 WDs before the deadline
4 1 revision 4 Submitted 3 WDs before the deadline
3 2 revisions 3 Submitted 2 WDs before the deadline
2 3 revisions 2 Submitted 1 WD before the deadline
1 More than 3 revisions 1 Submitted after the deadline
Certifications 5 No Error 5 Prepared immediately upon request
Certificate of Employment 4 4 Prepared within 15 minutes upon request
Certificate of Leave Balances
3 3 Prepared within 20 minutes upon request
Certificate of Employment and
Compensation 2 With Error 2 Prepared within 30 minutes upon request
1 1 Prepared more than 30 minutes upon request
Certificate of Assumption of 5 No Error 5 Within 10 minutes after instruction
Office 4 4 Within 15 minutes after instruction
3 3 Within 20 minutes after instruction
2 With Error 2 Within 25 minutes after instruction
1 1 Within 30 minutes or more after instruction
Certificate Of Training/ 5 No Revision 5 Prepared 1-2 working days after instruction
Participation 4 1 Revision 4 Prepared 3-4 working days after instruction
3 2 Revisions 3 Prepared 5 working days after instruction
2 3 Revisions 2 Prepared 6-7 working days after instruction
1 More than 3 Revisions 1 Prepared More than 7 working days after instruction
162 | S P M S
Certificate Of Travel 5 No Error 5 Within 1 to 2 WDs after travel
Completed 4 4 Within 3 WDs after travel
(Appendix B) 3 3 Within 6 WDs after travel
2 With Error 2 Within 8 WDs after travel
1 1 More than 8 WDs after travel
Civil Service Month 5 No Revision 5 Prepared within the 1-7th working days of October
Celebration Report 4 1 Revision 4 Prepared within the 8-14th working days of October
th
3 2 Revisions 3 Prepared on the 15 working day of October
2 3 Revisions 2 Prepared within the 16-22th working days of October
1 More than 3 Revisions 1 Prepared more than 22 working days of October
Communications 5 No Revision 5 Prepared 1-5 working days after instruction
(Reply) 4 1 Revision 4 Prepared 6-10 working days after instruction
2 3 Revisions 2 Prepared 15 or more working days after instruction
Comparative Assessment 5 No Error 5 Prepared immediately after PSB submitted their rating
Report 4 4 Prepared within 3 working days after PSB submitted their rating
3 3 Prepared within 5 working days after PSB submitted their rating
2 With Error 2 Prepared within 7 working days after PSB submitted their rating
1 1 Prepared more than 7 working days after PSB submitted their rating
Customer Action 5 No Complaint/Error 5 Client assisted/attended Immediately
4 4
3 3
1 1 Not attended
Disbursement Voucher 5 No Error 5 Prepared 30 minutes after all supporting documents completed
4 4 Prepared 45 minutes after all supporting documents completed
3 3 Prepared 1 hour after all supporting documents completed
2 With Error 2 Prepared 2 hours after all supporting documents completed
1 1 More than 2 hours after all supporting documents completed
163 | S P M S
Disposed/Returned 5 No Error 5 Returned 201 file of retired employees on the date of retirement
Documents/201 Files 4 4 Returned 201 file 7 working days after retirement
3 3 Returned 201 file on 15 working days after retirement
2 With Error 2 Returned 201 file on 22 working days after retirement
1 1 Returned 201 file after 22 working days
Design/ Layout 5 No Revision 5 Finished 1-2 working days after instruction
4 1 Revision 4 Finished 3-4 working days after instruction
3 2 Revisions 3 Finished 5 working days after instruction
2 3 Revisions 2 Finished 6-7 working days after instruction
1 More than 3 Revisions 1 Finished more than 7 working days after instruction
Document Delivered 5 No Error 5 Done immediately after instruction
(Outside) 4 4 Done 1-2 working days after instruction
3 3 Done 3 working days after instruction
2 With Error 2 Done 4 working days after instruction
1 1 Done more than 4 working days after instruction
Documents Posted 5 No Error 5 Done within 4 hours after instruction
Employees Leave Balances 4 4 Done within 6 hours after instruction
Attendance Summary Report
3 3 Done within the day after instruction
Birthday Celebrants
List Of Employees Entitled For
2 With Error 2 Done within 2-3 working days after instruction
Increment/Loyalty 1 1 Done within 3 working days after instruction
Documents Prepared 5 No Error 5 Processed one month before date of retirement
(Retirement/Terminal Leave) 4 4 Processed 3 weeks before date of retirement
3 3 Processed 2 weeks before date of retirement
2 With Error 2 Processed 1 week before date of retirement
1 1 Processed less than a week before date of retirement
Documents Received 5 No Error 5 Done 2 minutes after receipt
(Stamping Of Received On 4 4 Done 3 minutes after receipt
Document And Doing Entry On
3 3 Done 5 minutes after receipt
Incoming Logbook)
2 With Error 2 Done 6-10 minutes after receipt
1 1 Done 20 minutes or more after receipt
164 | S P M S
Document Reproduced 5 No Error 5 Done immediately after instruction
4 4 Done 1-2 working days after instruction
Downloaded Data on 5 No Error 5 Done 1 working day after the end of quencena/end of month
Biometric Machine 4 4 Done 2 working days after the end of quencena/end of month
3 3 Done 3 working days after the end of quencena/end of month
2 With Error 2 Done 4 working days after the end of quencena/end of month
1 1 Done more than 4 working days after the end of quencena/end of month
Employee ID Card 5 No Error 5 Produced not later than 1-2 working days after request
4 4 Produced not later than 3-4 working days after request
3 3 Produced not later than 5 working days after request
2 With Error 2 Produced not later than 6-7 working days after request
1 1 Produced later than 7 working days after request
Employee Profile Form 5 No Error in encoding 5 Prepared not later than the month of August
4 1 Error in encoding 4 Prepared not later than the month of September
3 2 Errors in encoding 3 Prepared not later than the month of October
2 3 Errors in encoding 2 Prepared not later than the month of November
1 More than 3 Errors in 1 Prepared not later than the month of December
encoding
Employees Loan Confirmed 5 No Complaint 5 Immediately after text received from GSIS/employee
Recorded in the Logbook 4 1-2 Complaints 4 1-2 working days after text received from GSIS/employee
(Complaints do not include 3 3 Complaints 3 3 working days after text received from GSIS/employee
the time of loans credited in 2 4 Complaints 2 4 working days after text received from GSIS/employee
the bank) 1 5 or more Complaints 1 5 working days or more after text received from GSIS/employee
165 | S P M S
Endorsement Letter 5 No Error 5 Within 1 working day after instruction
Transmittal Letter 4 1 Error 4 Within 2 working days after instruction
Acknowledgment Letter 3 2 Errors 3 Within 3 working days after instruction
Request Letter 2 3-5 Errors 2 Within 4 working days after instruction
1 6 or more Errors 1 Within 5 or more working days after instruction
Filed Documents 5 No Error 5 Filed less than 30 minutes upon receipt of documents
Leave 4 4 Filed 30 minutes upon receipt of documents
Memorandum Order
3 3 Filed 1 hour upon receipt of documents
Communication/Certification
Nosi/Nosa
2 With Error 2 Filed 2 hours upon receipt of documents
Dtr/Attendance Sheet 1 1 Filed more than 2 hours upon receipt of documents
Saln/Per/Payrolls
201 Files/Request Slip
Individual Performance 5 No Error 5 Submitted within the 1st-5th day of June/December
Commitment and Review 4 4 Submitted within the 6th-14th day of June/December
(IPCR) Form 3 3 Submitted on the 15th day of June/December
2 With Error 2 Submitted within the 16th-22nd day of June/December
1 1 Submitted beyond the 22nd day of June/December
Information Technology (IT) 5 No Error 5 Acted immediately after request
Technical Support 4 1-2 Errors 4 Acted 1-2 working days after request
3 3-5 Errors 3 Acted 3 working days after request
2 6-8 Errors 2 Acted 4 working days after request
1 More than 8 Errors 1 Acted more than 4 working days after request
Itinerary of Travel 5 No Error 5 Prepared immediately upon advise
(Appendix A) 4 4 Prepared 30 minutes after advise
3 3 Prepared 1 hours after advise
2 With Error 2 Prepared 2 hours after advise
1 1 Prepared more than 2 hours after advise
166 | S P M S
Job Order (JO) Contract 5 No Error 5 Prepared within 1-2 working days upon instruction/advise
4 4 Prepared within 3-4 working days upon instruction/advise
3 3 Prepared within 5 working days upon instruction/advise
2 With Error 2 Prepared within 6-7 working days upon instruction/advise
1 1 Prepared more than 7 working days upon instruction/advise
Job Order Profile Updated 5 No Error 5 Done within the 1st-2nd week of the last month of every semester
4 4 Done within the 3rd week of the last month of every semester
3 3 Done within the 4th week of the last month of every semester
2 With Error 2 Done on the following month after end of the semester
1 1
Laundry Done 5 No Complaint 5 1 working day after changing of curtains
4 1-2 Complaints 4 2 working days after changing of curtains
3 3 Complaints 3 3 working days after changing of curtains
2 4 Complaints 2 4 working days after changing of curtains
1 More than 4 Complaints 1 More than 4 working days after changing of curtains
Leave Cards Updated 5 No Error 5 Done on the 1st to 2nd week of the succeeding month
4 4 Done on the 3rd week of the succeeding month
3 3 Done on the last week of the succeeding month
2 With Error 2 Done beyond the succeeding month
1 1
Liquidation Report 5 No Error 5 Prepared immediately on the following day of travel
(Travel) 4 4 Prepared 2-3 working days after travel
3 3 Prepared 4-5 working days after travel
2 With Error 2 Prepared 6-7 working days after travel
1 1 Prepared more than 7working days after travel
List Of Employees Entitled 5 No Revision 5 Prepared within the month of July
for Step Increment/ Loyalty 4 1-2 Revisions 4 Prepared within the month of August
3 3 Revisions 3 Prepared within the month of September
2 4-5 Revisions 2 Prepared within the month of October
1 More than 5 Revisions 1 Prepared within the month of November or after
167 | S P M S
List of Personnel Paid On 5 No Error 5 Done within the 1st-2nd week of the last month of every semester
Honorarium Basis Updated 4 4 Done within the 3rd week of the last month of every semester
(Volunteer Teachers, Watchmen, 3 3 Done within the 4th week of the last month of every semester
Traffic Aides, Madrasah Teachers,
2 With Error 2 Done on the following month after end of the semester
Blp Facilitator, Als Instructional
Manager)
1 1
List of Vacant Plantilla 5 No Error 5 Prepared 1-2 working days after instruction
Positions 4 1 Error 4 Prepared 3-4 working days after instruction
3 2 Errors 3 Prepared 5 working days after instruction
2 3 Errors 2 Prepared 6 working days after instruction
1 More than 3 Errors 1 Prepared more than 6 working days after instruction
Masterlist of Employees 5 No Error 5 Immediately upon registration of employee
Registered in the Biometric 4 1-2 Errors 4 On the 1st-2nd working day after employee registration
Machine 3 3 Errors 3 On the 3rd working day after employee registration
2 4-5 Errors 2 On the 4th working day after employee registration
1 More than 5 Errors 1 Later than the 4th working day after employee registration
Memorandum 5 No Error in the content 5 Within 1-2 WDs after instruction
4 With 1-2 errors 4 Within 3-5 WDs after instruction
3 With 3 errors 3 Within 5 WDs after instruction
2 With 4- errors 2 Within 6 WDs after instruction
1 With more than 4 errors 1 More than 6 WDs after instruction
Minutes of Meeting 5 No Revision 5 Prepared 1-2 working days after the meeting
4 1 Revision 4 Prepared 3-4 working days after the meeting
3 2 Revisions 3 Prepared 5 working days after the meeting
2 3 Revisions 2 Prepared 6-7 working days after the meeting
1 More than 3 Revisions 1 Prepared more than 7 working days after the meeting
Monthly Employees 5 No Error 5 Prepared on the 1st week of the following month
Attending Flag Raising 4 4 Prepared on the 2nd week of the following month
Ceremony Report 3 3 Prepared on the 3rd week of the following month
2 With Error 2 Prepared on the last week of the following month
1 1 Prepared beyond the following month
168 | S P M S
Monthly Performance 5 No Complaint 5 Conducted monthly
Monitoring Journal 4 4
3 3
2 With Complaint 2 No monitoring
1 1
Monthly Performance 5 No Revision 5 Submitted within 1-7 working days after the end of the month
Output Report 4 1-2 Revisions 4 Submitted within 8-14 working days after the end of the month
th
3 3 Revisions 3 Submitted on the 15 day after the end of the month
2 4-5 Revisions 2 Submitted within 16-22 working days after the end of the month
nd
1 More than Revisions 1 Submitted beyond the 22 day after the end of the month
Notice of PSB Meeting 5 No error 5 Prepared and delivered within 1-2 days after instruction
4 1 error 4 Prepared and delivered within 3-4 days after instruction
3 2-3 errors 3 Prepared and delivered within 5 days after instruction
2 More than 4 errors 2 Prepared and delivered within 6 days after instruction
1 1 Prepared and delivered more than 6 days after instruction
Notice of Salary Adjustment/ 5 No Error 5 Prepared 1 month before the month of employees entitlement
Notice of Step Increment 4 4 Prepared 15 working days before the month of employees entitlement
(NOSI/NOSA) 3 3 Prepared 5 working days before the month of employees entitlement
2 With Error 2 Prepared within the month of employees entitlement
1 1 Prepared beyond the month of employees entitlement
Oath of Office Form Filled- 5 No Revision 5 Prepared 3-5 working days before appointees assumption
Up and Signed 4 1 Revision 4 Prepared 1-2 working days before appointees assumption
3 2 Revisions 3 Prepared on the day of assumption of employee
2 3 Revisions 2
1 4 or More Revisions 1
Obligation Request 5 No Error 5 Prepared immediately after instruction
4 4 Prepared I day after instruction
3 3 Prepared 2 days after instruction
2 With Error 2 Prepared 3 days after instruction
1 1 Prepared more than 3 days after instruction
169 | S P M S
Office Area/Equipment 5 No Complaint 5 Finished at 7:30 AM/12:30 PM
Cleaned/Maintained 4 1-2 Complaints 4 Finished at 7:45 AM/12:45 PM
3 3 Complaints 3 Finished at 8:00 AM/1:00 PM
2 4 Complaints 2 Finished beyond 8:00 AM/beyond 1:00 PM
1 More than 4 Complaints 1
Office Performance 5 No Revision 5 Submitted before 15th of April/15th of October
th th
3 3 Revisions 3 Submitted on the 15 of April/15 of October
1 1 Never submitted
Payroll/Voucher Rerouted 5 No Error 5 Done immediately after instruction
Payroll 5 No Error 5 Prepared within the 8th working day of the month
Regular 4 4 Prepared within the 10th working day of the month
Special
3 3 Prepared within the 15th working day of the month
2 With Error 2 Prepared within the 20th working day of the month
1 1 Prepared within the 21st working day of the month and beyond
JobOrder, LSB Volunteer and 5 No Error 5 Prepared within the day after submission of all supporting documents
Madrasah Teacher, Watchman, 4 1 Error 4 Prepared 1-2 working days after submission of all supporting documents
Traffic Aide, BLP Facilitator, ALS
3 2 Errors 3 Prepared 3-5 working days after submission of all supporting documents
Manager, Honorarium
1 More than 3 Errors 1 Prepared 9 working days after submission of all supporting documents
170 | S P M S
Plants Watered 5 No Complaint 5 Finished at 7:45 AM/12:45 PM
4 1-2 Complaints 4 Finished at 7:30 AM/12:30 PM
Personnel Complement 5 No Revision 5 Prepared/Posted on the 1st week after the end of the semester
4 1-2 Revisions 4 Prepared/Posted on the 2nd week after the end of the semester
rd
3 3 Revisions 3 Prepared/Posted on the 3 week after the end of the semester
2 4 Revisions 2 Prepared/Posted on the 4th week after the end of the semester
1 5 Revisions 1 Prepared/Posted 1 month after the end of the semester
st
Personnel Profile Updated 5 With No Error 5 Updated on the 1 week after the end of semester
nd
4 With 1 Error 4 Updated on the 2 week after the end of semester
rd
3 With 2 Errors 3 Updated on the 3 week after the end of semester
2 With 3 Errors 2 Updated on the 4th week after the end of semester
1 With 4 or more Errors 1 Updated on the 5th week after the end of semester
Plantilla Prepared 5 No Error 5 Prepared within the month of July
DBM Version (Personnel Schedule) 4 4 Prepared within the month of August
CSC Version (Plantilla of Personnel)
3 3 Prepared within the month of September
2 With Error 2 Prepared within the month of October
1 1 Never prepared
Position Description Form 5 No Error 5 Prepared within 5 working days after approval of appointment
4 1-2 Errors 4 Prepared within 10 working days after approval of appointment
3 3 Errors 3 Prepared within 15 working days after approval of appointment
2 4 Errors 2 Prepared within 20 working days after approval of appointment
1 More than 4 Errors 1 Prepared more than 20 working days after approval of appointment
Posted Notice/ 5 No Error 5 Done immediately after instruction
Announcement 4 4 Done 1-2 working days after instruction
171 | S P M S
PowerPoint Presentation 5 No Revision 5 Finished 1-2 working days after instruction
4 1 Revision 4 Finished 3-4 working days after instruction
3 2 Revisions 3 Finished 5 working days after instruction
2 3 Revisions 2 Finished 6-7 working days after instruction
1 More than 3 Revisions 1 Finished more than 7 working days after instruction
Printed Employees Daily 5 No Error 5 Done immediately after data has been downloaded
Time Record 4 4 Done 1-2 working days after data has been downloaded
(Biometric Print-Out) 3 3 Done 3 working days after data has been downloaded
2 With Error 2 Done 4 working days after data has been downloaded
1 1 Done more than 4 working days after data has been downloaded
Profile of Applicant 5 No Error in encoding 5 Prepared 1-2 working days after submission of application
4 1-2 Error in encoding 4 Prepared 3-4 working days after submission of application
3 3 Errors in encoding 3 Prepared 5 working days after submission of application
2 4 Errors in encoding 2 Prepared 6-7 working days after submission of application
1 More than 4 Errors 1 Prepared more than 7 working days after submission of application
PSB Documents Filled-Up 5 No Revision 5 Filled-up within 5 working days before the scheduled meeting
Pf1-A (Individual Assessment Form) 4 4 Filled-up within 4 working days before the scheduled meeting
Pf1-B (Interview Assessment Form)
3 3 Filled-up within 3 working days before the scheduled meeting
Pf1-C (Potential Assessment Form)
2 With Revision 2 Filled-up within 2 working days before the scheduled meeting
1 1 Filled-up on the scheduled meeting
Purchase Request 5 No Error 5 Prepared immediately after instruction
4 4 Prepared I working day after instruction
3 3 Prepared 2 working days after instruction
2 With Error 2 Prepared 3 working days after instruction
1 1 Prepared more than 3 working days after instruction
Quarterly Accomplishment 5 No Revision 5 Submitted within 1-7 working days after the end of the quarter
Report 4 1-2 Revisions 4 Submitted within 8-14 working days after the end of the quarter
3 3 Revisions 3 Submitted on the 15th day after the end of the quarter
2 4-5 Revisions 2 Submitted within 16-22 working days after the end of the quarter
1 More than Revisions 1 Submitted beyond the 22nd day after the end of the quarter
172 | S P M S
st th
Quick Count of Government 5 No Revision 5 Submitted within the 1 -7 day of January
th th
Personnel 4 1-2 Revisions 4 Submitted within the 8 -14 day of January
th
3 3 Revisions 3 Submitted within the 15 day of January
th nd
2 4-5 Revisions 2 Submitted within the 16 -22 day of January
nd
1 More than 5 Revisions 1 Submitted beyond the 22 day of January
Report on Appointment 5 No Revision 5 Submitted 1-5 working days after the end of the month
Issued (RAI) 4 1-2 Revisions 4 Submitted 6-14 working days after the end of the month
th
2 4 Revisions 2 Submitted more than 16 working days after the end of the month
Requisition and Issue Slip 5 No Error 5 Prepared immediately upon advise
4 4 Prepared 30 minutes after advise
3 3 Prepared 1 hour after advise
Report on Accession/ 5 No Revision 5 Submitted 1-5 working days after end of the month
Separation 4 1-2 Revisions 4 Submitted 6-14 working days after end of the month
3 3 Revisions 3 Submitted on the 15th day of the month
2 4-5 Revisions 2 Submitted on the 16th-22nd day of the month
1 More than 5 Revisions 1 Submitted beyond the 22nd day of the month
Report on Employees 5 No Revision 5 Submitted on the 23rd day of the last month of every quarter
Nominated/Recognized 4 1-2 Revisions 4 Submitted within the 24th-25th day of the last month of every quarter
Based on Approved PRAISE 3 3 Revisions 3 Submitted on the 26th day of the last month of every quarter
2 4-5 Revisions 2 Submitted on the 27th-30th day of the last month of every quarter
1 More than 5 Revisions 1 Submitted beyond 30th day of the last month of every quarter
Reviewed/Validated Office 5 No Complaint 5 Within 15 working days after receipt of the OPCR
Performance Commitment 4 1-2 Complaints 4 Within 1 month after receipt of the OPCR
Review (OPCR) 3 3 Complaints 3 Within 2 months after receipt of the OPCR
2 More than 4 Complaints 2 Within 3 months after receipt of the OPCR
1 1 Never reviewed/validated
173 | S P M S
Revised Personnel 5 No revisions 5 Submitted to CSC for review 5 days after signed by the LCE
Mechanisms 4 With 1 revision 4 Submitted to CSC for review 10 days after signed by the LCE
3 With 2 revisions 3 Submitted to CSC for review 15 days after signed by the LCE
2 With 3 revisions 2 Submitted to CSC for review 20 days after signed of the LCE
1 With more than 3 revisions 1 Submitted to CSC for review more than 20 days after signed by the LCE
Segregated Records/Files 5 No Error 5 Within 15 minutes for each 201 File
4 1 error 4 Within 20 minutes for each 201 File
3 2 errors 3 Within 30 minutes for each 201 File
2 3 errors 2 Within 35 minutes for each 201 File
1 More than 3 errors 1 Within 40 minutes or more for each 201 File
Service Record 5 No Error 5 Updated within 5 working days after approval of the NOSI/NOSA
Updated 4 1-2 Errors 4 Updated within 10 working days after approval of the NOSI/NOSA
3 3 Errors 3 Updated within 15 working days after approval of the NOSI/NOSA
2 4 Errors 2 Updated within 20 working days after approval of the NOSI/NOSA
1 More than 4 Errors 1 Updated more than 20 working days after approval of the NOSI/NOSA
Created 5 No error 5 Created within 5 working days after approval of the appointment
4 1-2 errors 4 Created within 10 working days after approval of the appointment
3 3 errors 3 Created within 15 working days after approval of the appointment
2 4 errors 2 Created within 20 working days after approval of the appointment
1 More than 4 errors 1 Created more than 20 working days after approval of the appointment
Prepared 5 No Error 5 Prepared immediately upon request

2 With Error 2 Prepared within 30 minutes upon request
174 | S P M S
Staffing and Compensation 5 No Revision 5 Prepared within the month of July
Profile 4 1-2 Revisions 4 Prepared within the month of August
3 3 Revisions 3 Prepared within the month of September
2 4-5 Revisions 2 Prepared within the month of October
1 More than 5 Revisions 1 Never prepared
Study Leave Contract 5 No Revision 5 Prepared 1 month before employees enrollment
Prepared 4 1-2 Revisions 4 Prepared 3 weeks before employees enrollment
3 3 Revisions 3 Prepared 2 weeks before employees enrollment
2 4 Revisions 2 Prepared 1 week before employees enrollment
1 More than 4 Revisions 1 Prepared less than a week before employees enrollment
Summary Report on 5 No Revision 5 Submitted to Office of the Ombudsman within 1-5 working days of April
Employees SALN 4 1-2 Revisions 4 Submitted within 15 working days of April
th
. Ombudsman 3 3 Revisions 3 Submitted on the 30 day of April
2 4-5 Revisions 2 Submitted within 1-15 working days of May
1 More than 5 Revisions 1 Submitted after the 15th day of May
.CSC 5 No Revision 5 Submitted to CSC 1-7 working days OF May

3 3 Revisions 3 Submitted on the 15th day of May
1 More than 5 Revisions 1 Submitted beyond the 22nd day of May
Training/Activities 5 No Complaint 5 As scheduled
Conducted/Facilitated 4 1-2 Complaints 4
3 3 Complaints 3
2 4-5 Complaints 2 Not able to comply with the schedule
175 | S P M S
Training Kits/Supplies/ 5 No Error 5 Prepared 15 working days before the scheduled training/activity
IDs (For Participants) 4 4 Prepared 10 working days before the scheduled training/activity
3 3 Prepared 5 working days before the scheduled training/activity
2 With Error 2 Prepared 3 working days before the scheduled training/activity
1 1 Prepared on the scheduled training/activity
Travel Order 5 No Error 5 Prepared and submitted 5 days before travel
4 4 Prepared and submitted 3-5 days before travel
3 3 Prepared and submitted 1 day before travel and on the day of travel
2 With Error 2 Prepared and submitted 1 day after travel
1 1 Prepared and submitted more than 1 day after travel
Validated Personal Data 5 No Error 5 5 minutes after PDS received
Sheet (PDS) 4 4 10 minutes after PDS received
3 3 15 minutes after PDS received
2 With Error 2 20 minutes after PDS received
1 1 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 5 No Error 5 Within 40 minutes
4 4 After 40 minutes 1 hour
3 1 Error 3 After 1 hour 1 hour and 30 minutes
2 2-3 Errors 2 After 1hour and 30 minutes 2 hours
1 More than 3 Errors 1 After 2 hours and onwards
Business Permit 5 No Error 5 Within 40 minutes
Certification 5 No Error 5 Within 15 minutes
Dropping of MTOP Franchise 5 No Error 5 Within 5 minutes per establishment
4 4 After 5-8 minutes per establishment
3 1 Error 3 After 8-10 minutes per establishment
2 2-3 Errors 2 After 10-12 minutes per establishment
1 More than 3 Errors 1 After 12 minutes and onwards
Inspection of Business 5 No Error 5 Within 5 minutes
Establishment 4 1 Error 4 After 40 minutes 1 hour
3 2-3 Errors 3 After 1 hour 1 hour and 30 minutes
177 | S P M S
MTOP Franchise 5 No Error 5 Within 30 minutes
Occupational Permit 5 No Error 5 Within 15 minutes
Retirement of Business 5 No Error 5 Within 25 minutes
Permit 4 4 After 25 minutes 1 hour
Special Permit 5 No Error 5 Within 25 minutes
Trisicad and Bicycle 5 No Error 5 Within 25 minutes
Registration 4 4 After 25 minutes 1 hour
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 5 No Error 5 Within 10 minutes per Agency Procurement Request
Request 4 4 Within 13 minutes per Agency Procurement Request
3 3 Within 15 minutes per Agency Procurement Request
2 With Error 2 Within 18 minutes per Agency Procurement Request
1 With 2 or more Errors 1 Within 20 minutes per Agency Procurement Request
th
Annual Supplies 5 No Error 5 Within the 5 day of November
Procurement Plan 4 4 Within the 10th day of November
Consolidated 3 3 Within the 15th day of November
2 With Error 2 Within the 18th day of November
1 With 2 or more Errors 1 Within the 20th day of November
BAC Request Form Coded 5 No Error 5 Upon receipt of BAC-R Form
and Logged 4 4 Within 2 minutes upon receipt of BAC-R Form
3 3 Within 3 minutes upon receipt of BAC-R Form
2 With Error 2 Within 5 minutes upon receipt of BAC-R Form
1 With 2 or more Errors 1 Within 10 minutes upon receipt of BAC-R Form
Certificate of Insurance 5 No Error 5 Within 1 week before the expiration date
Policy 4 4 Within 3 days before the expiration date
3 3 On the date of the expiration
2 With Error 2 Within 1 week after the expiration date
1 With 2 or more Errors 1 Within 2 weeks after the expiration date
Certificate of Registration 5 No Error 5 Within 1 week before the expiration date
4 4 Within 3 days before the expiration date
3 3 On the date of the expiration
2 With Error 2 Within 1 week after the expiration date
1 With 2 or more Errors 1 Within 2 weeks after the expiration date
179 | S P M S
Inspection and Acceptance 5 No Error 5 Upon receipt/delivery of goods
Report 4 4 Within 3 minutes upon receipt/delivery of goods
3 3 Within 5 minutes upon receipt/delivery of goods
2 With Error 2 Within 8 minutes upon receipt/delivery of goods
1 With 2 or more Errors 1 Within 10 minutes upon receipt/delivery of goods
LGUs Annual Procurement 5 No Error 5 Within the 1st working day of December
Plan 4 4 Within the 1st week of December
nd
3 3 Within the 2 week of December
2 With Error 2 Within the 3rd week of December
th
1 With 2 or more Errors 1 Within the 4 week of December
Property Card 5 No Error 5 Within 5 minutes after issuance
4 4 Within 10 minutes after issuance
2 With Error 2 Within 20 minutes after issuance
1 With 2 or more Errors 1 Within 30 minutes or more after issuance
Property Issue 5 No Error 5 Upon delivery of the equipment/property
Slip/Memorandum Receipt 4 4 Within 3 working days upon delivery
3 3 Within 5 working days upon delivery
2 With Error 2 Within 6 working days upon delivery
1 With 2 or more Errors 1 Within 7 working days upon delivery
Property, Plant and 5 No Error 5 Within the 20th day of January
Equipment Report Prepared 4 4 Within 25 day of January
3 3 Within 31st day of January
2 With Error 2 Within the 1st week of January
1 With 2 or more Errors 1 Within the 2nd week of January
Property Sticker 5 No Error 5 Upon issuance of property/equipment
4 4
3 3 Within 2 working days after issuance
2 With Error 2 Within 3 working days after issuance
1 With 2 or more Errors 1 Within 1 working days after issuance
180 | S P M S
Purchase Order Reviewed, 5 No Error 5 Upon receipt of Purchase Order
Coded and Logged 4 4 Within 3 minutes upon receipt of Purchase Order
3 3 Within 5 minutes upon receipt of Purchase Order
2 With Error 2 Within 8 minutes upon receipt of Purchase Order
1 With 2 or more Errors 1 Within 10 minutes upon receipt of Purchase Order
Purchase Request Reviewed, 5 No Error 5 Upon receipt of Purchase Request
Coded and Logged 4 4 Within 3 minutes upon receipt of Purchase Request
3 3 Within 5 minutes upon receipt of Purchase Request
2 With Error 2 Within 8 minutes upon receipt of Purchase Request
1 With 2 or more Errors 1 Within 10 minutes upon receipt of Purchase Request
Request for Quotations 5 No Error 5 Within 3 days upon receipt of Request for Quotation
Delivered 4 4 Within 4 days upon receipt of Request for Quotation
3 3 Within 5 days upon receipt of Request for Quotation
2 With Error 2 Within 6 days upon receipt of Request for Quotation
1 With 2 or more Errors 1 Within 7 days upon receipt of Request for Quotation
Request for Quotations 5 No Error 5 Upon receipt of Request for Quotation
Posted 4 4 Within 5 minutes upon receipt of Request for Quotation
3 3 Within 10 minutes upon receipt of Request for Quotation
2 With Error 2 Within 15 minutes upon receipt of Request for Quotation
1 With 2 or more Errors 1 Within 30 minutes upon receipt of Request for Quotation
Requisition And Issue Slip 5 No Error 5 Prepared immediately upon advise
(RIS) 4 4 Prepared 30 minutes after advise
Stock Cards Updated 5 No Error 5 Within 1 minute after issuance
2 With Error 2 Within 4 minutes after issuance
1 With 2 or more Errors 1 Within 5 minutes after issuance
181 | S P M S
st
Summary of Supplies and 5 No Error 5 Within 1 day of July
st
Materials Used 4 4 Within 1 week of July
nd
3 3 Within 2 week of July
rd
2 With Error 2 Within 3 week of July
1 With 2 or more Errors 1 Within 4th week of July
Water Material Report 5 No Error 5 Upon receipt of waste material
4 4 Within 3 minutes after receipt of waste material
3 3 Within 5 minutes after receipt of waste material
2 With Error 2 Within 10 minutes after receipt of waste material
1 With 2 or more Errors 1 Within 15 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 5 No Revision 5 2 days after the order from the supervisor
Design 4 1 Revision 4 3 days after the order from the supervisor
3 2 Revisions 3 4 days after the order from the supervisor
2 3 Revisions 2 5 days after the order from the supervisor
1 4 or more Revisions 1 More than 5 days after the order from the supervisor
Activity Report 5 No Revision 5 Client assisted/attended Immediately
Emergency Meeting 4 1 Revision 4
Organizational Meeting
3 2 Revisions 3
Monitoring
2 3 Revisions 2 Not immediately attended/assisted
1 4 or more Revisions 1 Not attended
Budget Proposal 5 No Revision 5 Submitted 4-5 working days before the deadline
4 1 Revision 4 Submitted 3 working days before the deadline
3 2 Revisions 3 Submitted 2 working days before the deadline
2 3 Revisions 2 Submitted 1 working day before the deadline
1 More than 3 Revisions 1 Submitted after the deadline
4 4
3 3
1 1 Not attended
183 | S P M S
Data Bank (Housing Data) 5 No Lapses on Data 5 Within 40 minutes
4 1-2 Lapses on Data 4 After 40 minutes 1 hour
3 3 Lapses on Data 3 After 1 hour 1 hour and 30 minutes
2 4 Lapses on Data 2 After 1hour and 30 minutes 2 hours
1 More than 4 Lapses on Data 1 After 2 hours and onwards
GK Housing Constructed 5 1 Minor Complaint 5 1 month from the start of construction
4 2 Minor Complaints 4 2 months from the start of construction
1 More than 4 Complaints 1 5 months from the start of construction
Homeowners Association 5 No Complaint 5 1 month from the start of construction
Organized 4 1-2 Minor Complaints 4 2 months from the start of construction
1 More than 4 Complaints 1 5 months from the start of construction
1 1 Never submitted
Program of Works 5 No Revision 5 Submitted 1 week after instruction from supervisor
(Php 10,000 Below) 4 1 Revision 4 Submitted 2 weeks after instruction from supervisor
3 2 Revisions 3 Submitted 3 weeks after instruction from supervisor
2 3 Revisions 2 Submitted 4 weeks after instruction from supervisor
1 4 or more Revisions 1 Not Submitted
184 | S P M S
Subdivision Plan and Design 5 No Revision 5 Submitted 1-2 weeks after instruction from supervisor
(per 1.0 hectare) 4 1 Revision 4 Submitted 3 weeks after instruction from supervisor
3 2 Revisions 3 Submitted 1 month after instruction from supervisor
2 3 Revisions 2 Submitted 2 months after instruction from supervisor
1 4 or more Revisions 1 Submitted more than 2 months after instruction from supervisor
Travel Order and Pass Slip 5 No Error 5 2 days before travel
4 1 Minor Error 4
3 2 Minor Errors 3 1 day before travel
2 2 On the day of travel
1 3 or more Errors 1 Late
Voucher, APP, PPMP 5 No Error 5 1 hour per document processed
4 1 Minor Error 4
3 2 Errors 3 2 hours per document processed
2 3 Errors 2
1 4 or more Errors 1 More than 2 hours per document
185 | S P M S
D.1.6. Investment Promotion (PAIC) and Tourism Office

EXPECTED OUTPUT
Attendance Sheet 5 No Revision 5 5 days before the training
4 1-2 Minor Revisions 4 4 days before the training
3 3 Minor Revisions 3 3 days before the training
2 4-5 Minor Revisions 2 2 days before the training
1 More than 5 Revisions 1 1 day before the training
Certificate of Local Tax 5 No Error 5 Within 1 day after approval of the PAIC Board
Exemption 4 4 Within 2 days after approval of the PAIC Board
3 3 Within 3 days after approval of the PAIC Board
2 2 Within 4 days after approval of the PAIC Board
1 1 Error 1 More than 4 days after approval of the PAIC Board
Certificate of Training 5 No Error 5 Within 1 working day
4 1-2 Minor Errors 4 Within 2 working days
3 3 Minor Errors 3 Within 3 working days
2 4-5 Minor Errors 2 Within 4 working days
1 More than 5 Minor Errors 1 Within 5 working days
Certificate of Mt. Apo Climb 5 No Error 5 Within 15 minutes upon request
4 4 Within 30 minutes upon request
3 3 Within 1 hour upon request
2 2 Within 2 hours upon request
1 1 Error 1 More than 2 hours upon request
Communications 5 No Revision 5 Within 5 days before the training/activity
4 1-2 Minor Revisions 4 Within 4 days before the training/activity
3 3 Minor Revisions 3 Within 3 days before the training/activity
2 4-5 Minor Revisions 2 Within 2 days before the training/activity
1 More than 5 Revisions 1 More than 6 days before the training/activity
186 | S P M S
Company Data 5 No Error 5 Every month
4 1-2 Minor Errors 4 Every 2 months
3 3 Minor Errors 3 Every 3 months
2 4-5 Minor Errors 2 Every 4 months
1 More than 5 Minor Errors 1 Every 5 months and beyond
Company Profile Form 5 No Error 5 1 day before the end of the quarter
4 1-2 Minor Errors 4 2 days before the end of the quarter
3 3 Minor Errors 3 3 days before the end of the quarter
2 4-5 Minor Errors 2 4 days before the end of the quarter
1 More than 5 Minor Errors 1 5 days before the end of the quarter
Data 5 No Error 5 Within 3 working days upon receipt of instruction
4 1-2 Minor Errors 4 Within 4 working days upon receipt of instruction
3 3 Minor Errors 3 Within 5 working days upon receipt of instruction
2 4-5 Minor Errors 2 Within 6 working days upon receipt of instruction
1 More than 5 Minor Errors 1 More than 6 working days upon receipt of instruction
(outside) 4 4 Done 1-2 working days after instruction
Investors Assistance Sheet 5 No Complaint 5 30 minutes upon request
4 4 45 minutes upon request
3 1 Complaint 3 1 hour up[on request
2 2 More than 1 hour upon request
1 More than 1 Complaint 1
Investors Profile and Data 5 No Error 5 Conducted every 1 month
Bank 4 4 Conducted every 2 months
3 3 Conducted every 3 months
2 2 Conducted every 4 months
1 1 Error 1 Conducted every 5 months
187 | S P M S
LGU Website Maintained 5 No Error 5 LGU website updated/maintained twice a week
and Updated 4 4 LGU website updated/maintained once a week
3 3 LGU website updated/maintained once every 2 weeks
2 2 LGU website updated/maintained once every 3 weeks
1 1 LGU website updated/maintained once a month
Local Tour 5 With No Complaints 5 Within 1 day after instruction
4 4 Within 2 days after instruction
1 1 More than 4 days after instruction
Local Tour Itinerary 5 No Revision 5 Within 4 hours upon receipt of request
4 4 Within 6 hours upon receipt of request
3 3 Within 1 day upon receipt of request
2 2 Within 2 days upon receipt of request
1 1 More than 2 days upon receipt of request
Monthly Report 5 No Error 5 Within 1 working day of the succeeding month
4 1-2 Minor Errors 4 Within 2 working days of the succeeding month
3 3 Minor Errors 3 Within 3 working days of the succeeding month
2 4-5 Minor Errors 2 Within 4 working days of the succeeding month
1 More than 5 Minor Errors 1 Within 5 working days of the succeeding month
Monthly Report of Tourism 5 No Error 5 Within 3 days of the succeeding month
Statistics 4 1 Minor Error 4 Within 4 days of the succeeding month
3 2 Minor Errors 3 Within 5 days of the succeeding month
2 3 Minor Errors 2 Within 6 days of the succeeding month
1 More than 3 Minor Errors 1 More than 1 week of the succeeding month
Permit to Climb Mt. Apo 5 No Error 5 Within 15 minutes after submission of required documents
4 4 Within 30 minutes after submission of required documents
3 3 Within 1 hour after submission of required documents
2 2 Within 2 hours after submission of required documents
1 1 Error 1 More than 2 hours after submission of required documents
188 | S P M S
Press and Photo Releases of 5 No Error 5 Within 1 day after the activity
LGU Activities 4 4 Within 2 days after the activity
3 3 Within 3 days after the activity
1 1 More than 4 days after the activity
Posted News Articles 5 No Error 5 Within 1 day after the activity
1 With Error 1 Within 5 days after the activity
Posted Pictures 5 No Error 5 Within 1 day after the activity
1 With Error 1 Within 5 days after the activity
Project Proposal 5 No Error 5 1 day after receipt of notice
4 1-2 Minor Errors 4 2 days after receipt of notice
3 3 Minor Errors 3 3 days after receipt of notice
2 4-5 Minor Errors 2 4 days after receipt of notice
1 More than 5 Minor Errors 1 5 days after receipt of notice
Related Literature 5 No Error 5 Within 1 day after receipt of request
4 1-2 Minor Errors 4 Within 2 days after receipt of request
3 3 Minor Errors 3 Within 3 days after receipt of request
2 4-5 Minor Errors 2 Within 4 days after receipt of request
1 More than 5 Minor Errors 1 Within 5 days after receipt of request
Research Documents 5 No Error 5 Conducted within 1 month
4 1 Minor Error 4 Conducted within 2 months
3 2 Minor Errors 3 Conducted within 3 months
2 3 Minor Errors 2 Conducted within 4 months
1 More than 3 Minor Errors 1 Conducted within 5 months
189 | S P M S
Survey Form 5 No Error 5 Within 1 day after the end of the month
(Tourist Arrival at the Resorts 4 1-2 Minor Errors 4 Within 2 days after the end of the month
and Restaurants) 3 3 Minor Errors 3 Within 3 days after the end of the month
2 4-5 Minor Errors 2 Within 4 days after the end of the month
1 More than 5 Minor Errors 1 Within 5 days after the end of the month
Training/Activity Report 5 No Error 5 Within 3 days after the activity
4 1 Minor Error 4 Within 4 days after the activity
3 2 Minor Errors 3 Within 5 days after the activity
2 3 Minor Errors 2 Within 6 days after the activity
1 More than 3 Minor Errors 1 More than 6 days after the activity
Training Design 5 No Revision 5 Within 7 working days before the training
4 1-2 Minor Revisions 4 Within 6 working days before the training
3 3 Minor Revisions 3 Within 5 working days before the training
2 4-5 Minor Revisions 2 Within 4 working days before the training
1 More than 5 Revisions 1 Within 3 working days before the training
Training Kits 5 No Error 5 Within 5 days before the training
4 1-2 Minor Errors 4 Within 4 days before the training
3 3 Minor Errors 3 Within 3 days before the training
2 4-5 Minor Errors 2 Within 2 days before the training
1 More than 5 Minor Errors 1 Within 1 day before the training
190 | S P M S
D.2. Office of the Secretary to the Sangguian

EXPECTED OUTPUT
Certifications 5 No Error 5 Within 5 minutes upon request
4 4
3 1 Error 3 Within 10 minutes upon request
2 2 Errors 2 Within 15 minutes upon request
1 More than 2 Errors 1 More than 15 minutes upon request
Committee Reports 5 No Revision 5 Within 2 working days after the committee hearing
4 4
3 1 Revision 3 Within 3 working days after the committee hearing
2 2 Revisions 2 Within 4 working days after the committee hearing
1 More than 2 Revisions 1 More than 4 working days after the committee hearing
Indorsements of Approved:
(a) Legislations 5 No Error 5 Within 1 working day after receipt from the LCE
4 4
3 1 Error 3 Within 2 working days after receipt from the LCE
2 2 Errors 2 Within 3 working days after receipt from the LCE
1 More than 2 Errors 1 More than 3 working days after receipt from the LCE
(b) Barangay Annual and 5 No Error 5 Within 1 working day after the session
Supplemental Budgets and 4 4
MTOPs 3 1 Error 3 Within 2 working days after the session
2 2
1 More than 1 Error 1 More than 2 working days after the session
191 | S P M S
Minutes 5 No Revision 5 Within 5 working days after the session
4 1 Revision 4 Within 6 working days after the session
3 2 Revisions 3 Within 7 working days after the session
1 More than 3 Revisions 1 More than 8 working days after the session
Notices
(a) Sessions 5 No Error 5 Within 2 working days before the session
4 4
3 1 Error 3 Within 1 working day before the session
2 2 Errors 2
1 More than 2 Errors 1 Within the day of the scheduled session
(b) Committee Works 5 No Error 5 Within 2 working days before the committee work
4 4
3 1 Error 3 Within 1 working day before the committee work
2 2 Errors 2
1 More than 2 Errors 1 Within the day of the scheduled committee work
Resolutions/Ordinances 5 No Revision 5 Within 5 working days after the session
4 1 Revision 4 Within 6 working days after the session
2 2 Within 8 working days after the session
1 More than 2 Revisions 1 More than 8 working days after the session
192 | S P M S
D.3. Municipal Planning and Development Office

EXPECTED OUTPUT
nd
Annual Investment Plan 5 No Revision 5 2 week of August
rd
4 1 Minor Revision 4 3 week of August
3 2 Minor Revisions 3 End of August
st
2 3 Minor Revisions 2 1 week of September
1 4 or more Revisions 1 2nd week of September
rd
Annual Supplies 5 No Error 5 Submitted within the 3 week of September
Procurement Management 3 3 Submitted on or before October 15
Plan (ASPP/PPMP) 2 With Error 2 Submitted beyond October 15
1 1
Locational Clearance Issued 5 No Error 5 1 day and 73 minutes
4 4
3 3
2 2
1 With Minor Error 1 More than 2 days
Minutes 5 No Revision 5 Ready 3 days before the next meeting
4 1 Revision 4 Ready 4 days before the next meeting
3 2 Revisions 3 Ready 5 days before the next meeting
2 3 Revisions 2 Ready 6 days before the next meeting
1 4 Revisions 1 Not ready during the meeting
193 | S P M S
Monthly Monitoring Journal 5 No Complaint 5 Conducted monthly
4 4
3 3
1 1
Municipal Comprehensive 5 No Revision 5 2nd week of December
Land Use Plan (MCLUP) 4 1 Minor Revision 4 3rd week of December
3 2 Minor Revisions 3 End of December
2 3 Minor Revisions 2 Beyond December
1 4 or more Revisions 1
Notice of Meeting 5 No Error 5 Within 1 hour after instruction
4 4 Within 2 hours after instruction
3 1 Error 3 Within 3 hours after instruction
2 2-3 Errors 2 Within 4 hours after instruction
1 4 or more Errors 1 More than 4 hours after instruction
1 1 Never submitted
Payroll (Job Order) 5 No Error 5 Prepared within the day after submission of all supporting documents
4 1 Error 4 Prepared 1-2 working days after submission of all supporting documents
Project Design Prepared 5 No Revision 5 2 hours
4 1 Minor Revision 4 3 hours
3 2 Minor Revisions 3 4 hours
1 4 or more Revisions 1 6 hours or more
194 | S P M S
Project Design/Activity 5 No Error 5 20 minutes upon receipt
Design Reviewed 4 1 Minor Error 4 25 minutes upon receipt
3 2 Minor Errors 3 30 minutes upon receipt
2 3 Minor Errors 2 45 minutes upon receipt
1 4 or more Minor Errors 1 1 hour or more upon receipt
Project Proposal Prepared 5 No Revision 5 2 hours
4 1 Minor Revision 4 3 hours
1 4 or more Revisions 1 6 hours or more
Report 4 1 or 2 Revisions 4 Submitted within 8-14 working days after the end of the quarter
th
3 3 Revisions 3 Submitted on the 15 day after the end of the quarter
2 4 Revisions 2 Submitted within 16-22 working days after the end of the quarter
1 5 or more Revisions 1 Submitted beyond the 22nd day after the end of the quarter
Quarterly Status Report on 5 No Revision 5 15th day of the 1st month of the next quarter
Programs/Projects/Activities 4 1 Minor Revision 4 20th day of the 1st month of the next quarter
3 2 Minor Revisions 3 25th day of the 1st month of the next quarter
2 3 Minor Revisions 2 30th day of the 1st month of the next quarter
1 4 or more Revisions 1 More than a month
Resolution 5 No Revision 5 Ready 3 days after the meeting
4 1 Revision 4 Ready 4 days after the meeting
3 2 Revisions 3 Ready 5 days after the meeting
2 3 Revisions 2 Ready 6 days after the meeting
1 4 Revisions 1 Ready 7 days or more after the meeting
Subdivision Plans/ 5 No Error 5 4 days and 48 minutes
Development permit 4 4
3 3
2 2
1 With Minor Error 1 More than 4 days and 48 minutes
195 | S P M S
Zoning Certification Issued 5 No Error 5 1 day and 21 minutes
4 4
3 3
2 2
1 With Minor Error 1 More than 1 day and 21 minutes
196 | S P M S
D.4. Municipal Budget Office

EXPECTED OUTPUT
Abstract Of Bids 5 No Error 5 Prepared immediately after Opening of Canvass
4 4 Prepared 1-3 working days after Opening of Canvass
2 With Error 2 Prepared 6-7 working days after Opening of Canvass
1 1 Prepared more than 7 working days after Opening of Canvass
Act as Special Disbursing 5 No Error 5 3 minutes per client
Officer of the LCE IF 4 1 or 2 Minor Errors 4 4 minutes per client
3 3 Minor Errors 3 5 minutes per client
2 4 Minor Errors 2 8 minutes per client
1 5 or more Minor Errors 1 10 or more minutes per client
Acceptance and Inspection 5 No Error 5 Accepted and signed immediately upon complete delivery of goods
Report 4 4 Accepted and signed 1 day upon complete delivery of goods
3 3 Accepted and signed 2 days upon complete delivery of goods
2 With Error 2 Accepted and signed 3-4 days upon complete delivery of goods
1 1 Accepted and signed more than 4 days upon complete delivery of goods
Accomplished Daily Time 5 No Revision 5 Submitted 2-3 working days after the 15th and/or end of the month
th
Record (DTR) 4 4 Submitted 4-5 working days after the 15 and/or end of the month
th
3 3 Submitted 6 working days after the 15 and/or end of the month
197 | S P M S
th
Accomplished Statement of 5 No revision 5 Submitted on the 1st-15 day of March
th th
Assets, Liabilities and Net 4 1 revision 4 Submitted on the 16 -30 day of March
st
Worth (SALN) 3 2 revisions 3 Submitted on the 31 day of March
Allotment Release Order 5 No Revision 5 Prepared within 3 working days after receipt of approved A.O./Resolution/Request
4 1 or 2 Revisions 4 Prepared within 4 working days after receipt of approved A.O./Resolution/Request
3 3 Revisions 3 Prepared within 5 working days after receipt of approved A.O./Resolution/Request
2 4 Revisions 2 Prepared within 6 working days after receipt of approved A.O./Resolution/Request
1 5 or more Revisions 1 Prepared within 7 or more working days after receipt of approved A.O./Resolution/Request
rd
th
Procurement Plan/ Project 4 4 Submitted within the 4 week of October
1 1
Certified Appropriation of 5 No Error 5 3 minutes per appointment
Appointment (Job Order) 4 4 4 minutes per appointment
3 3 5 minutes per appointment
2 With Error 2 8 minutes per appointment
1 1 10 or more minutes per appointment
198 | S P M S
Certificate of Travel 5 No Error 5 Within 1-2 working days after travel
4 4 Within 3 working days after travel
3 3 Within 6 working days after travel
2 With Error 2 Within 8 working days after travel
1 1 More than 8 working days after travel
Consolidated Statement of 5 No Error 5 Within 1 working day after instruction
Receipts and Expenditures 4 1 or 2 Minor Errors 4 Within 2 working days after instruction
3 3 Minor Errors 3 Within 3 working days after instruction
2 4 Minor Errors 2 Within 4 working days after instruction
1 5 or more Minor Errors 1 Within 5 or more working days after instruction
4 1 Error 4 Within 2 working days after instruction
3 2 Errors 3 Within 3 working days after instruction
2 3-5 Errors 2 Within 4 working days after instruction
4 4 Filed 30 minutes upon receipt of documents
1 1 Filed more than 2 hours upon receipt of documents
st th
Individual Performance 5 No Error 5 Submitted within the 1 -5 day of June/December
Commitment And Review 4 4 Submitted within the 6th-14th day of June/December
199 | S P M S
LGU Annual Budget 5 No revision 5 Submitted on the 1st week of October
(Local Expenditures Program) 4 1 or 2 revision 4 Submitted on the 2nd week of October
th
3 3 revisions 3 Submitted on the 15 day of October
th
2 4 revisions 2 Submitted on the 4 week of October
st
1 5 or more Revisions 1 Submitted on the 1 week of November
LGU Supplemental Budget 5 No revision 5 Prepared within 3 working days after instruction
4 1 or 2 revision 4 Prepared within 4 working days after instruction
3 3 revisions 3 Prepared within 5 working days after instruction
2 4 revisions 2 Prepared within 6 working days after instruction
1 5 or more Revisions 1 Prepared within 7 working days after instruction
Liquidation Report CA Travel 5 No Error 5 Prepared immediately following day of travel
1 1 Prepared more than 7 working days after travel
Local Budget Matrix 5 No Revision 5 Prepared within 3 working days after receipt of approved Appropriation Ordinance
4 1 or 2 Revisions 4 Prepared within 4 working days after receipt of approved Appropriation Ordinance
3 3 Revisions 3 Prepared within 5 working days after receipt of approved Appropriation Ordinance
2 4 Revisions 2 Prepared within 6 working days after receipt of approved Appropriation Ordinance
1 5 or more Revisions 1 Prepared within 7 or more working days after receipt of approved Appropriation Ordinance
Minutes Of Meeting 5 No Revision 5 Prepared 1-2 working days after the meeting
200 | S P M S
Monthly Performance 5 No Complaint 5 Conducted monthly monitoring
3 3
1 1
th
nd
1 More than Revisions 1 Submitted beyond the 22 day after the end of the month
1 1 Never submitted
201 | S P M S
Posted on Ledger 5 No Error 5 3 minutes per appointment
4 1 or 2 Minor Errors 4 4 minutes per appointment
3 3 Minor Errors 3 5 minutes per appointment
2 4 Minor Errors 2 8 minutes per appointment
1 5 or more Minor Errors 1 10 or more minutes per appointment
Report 4 1 or 2 Revisions 4 Submitted within 8-14 working days after the end of the quarter
th
3 3 Revisions 3 Submitted on the 15 day after the end of the quarter
2 4 Revisions 2 Submitted within 16-22 working days after the end of the quarter
1 5 or more Revisions 1 Submitted beyond the 22nd day after the end of the quarter
Quarterly Status Report 5 No Revision 5 Submitted within the 5th day of the 1st month of the preceding quarter
(Program and Projects) 4 1 Revision 4 Submitted within the 6th day of the 1st month of the preceding quarter
3 2 Revisions 3 Submitted within the 7th day of the 1st month of the preceding quarter
2 3 Revisions 2 Submitted after the 7th day of the 1st month of the preceding quarter
Registry of Appropriation, 5 No Error 5 Maintained daily
Allotment and Obligation 4 1 or 2 Minor Errors 4 Maintained every other day
Personal Services 3 2 Minor Errors 3 Maintained weekly
MOOE
2 4-5 Minor Errors 2 Maintained every other week
Capital Outlay
Financial Expenses
1 5 or more Minor Errors 1 Maintained monthly
Registered Appropriation 5 No Error 5 5 minutes per Obligation Request
and Obligation (RAO) 4 1 or 2 Minor Errors 4 8 minutes per Obligation Request
3 2 Minor Errors 3 10 minutes per Obligation Request
2 4-5 Minor Errors 2 13 minutes per Obligation Request
1 5 or more Minor Errors 1 15 or more minutes per Obligation Request
202 | S P M S
Reviewed Barangay Annual 5 No Error 5 20 minutes after receipt
Budget 4 4 30 minutes after receipt
3 3 40 minutes after receipt
2 With Error 2 45 minutes after receipt
1 1 1 hour or more after receipt
Reviewed Barangay 5 No Error 5 10 minutes after receipt
Supplemental Budget 4 4 15 minutes after receipt
2 With Error 2 30 minutes after receipt
Request for Quotation 5 No Error 5 Prepared immediately after approval of BAC request
4 4 Prepared 1-2 working days after approval of BAC request
2 With Error 2 Prepared 6-7 working days after approval of BAC request
1 1 Prepared more than 7 working days after approval of BAC request
Requisition and Issue Slip 5 No Error 5 Prepared immediately after upon advice
(RIS) 4 4 Prepared 30 minutes after advice
3 3 Prepared 1 hour after advice
2 With Error 2 Prepared 2 hours after advice
1 1 Prepared more than 2 hours after advice
Statement of Accounts 5 No Error 5 Prepared and submitted every 14 days after end of the year
Payable 4 1 or 2 Minor Errors 4 Prepared and submitted every 15-19 days after end of the year
3 2 Minor Errors 3 Prepared and submitted every 20 days after end of the year
2 4-5 Minor Errors 2 Prepared and submitted every 21-25 days after end of the year
1 5 or more Minor Errors 1 Prepared and submitted every 26 or more days after end of the year
Statement of Not Yet Due 5 No Error 5 Prepared and submitted every 14 days after end of the year
and Demandable 4 1 or 2 Minor Errors 4 Prepared and submitted every 15-19 days after end of the year
203 | S P M S
Status Report 5 No Error 5 Prepared and submitted every 14 days after end of the year
4 4 Prepared and submitted every 15-19 days after end of the year
3 3 Prepared and submitted every 20 days after end of the year
2 With Error 2 Prepared and submitted every 21-25 days after end of the year
1 1 Prepared and submitted every 26 or more days after end of the year
Subsidiary Account of 5 No Error 5 Maintained daily
Programs and Projects 4 1 or 2 Minor Errors 4 Maintained every other day
(Breakdown of Expenditures) 3 2 Minor Errors 3 Maintained weekly
2 4-5 Minor Errors 2 Maintained every other week
1 5 or more Minor Errors 1 Maintained monthly
4 4 Prepared and submitted 3 to 4 days before travel
3 3 Prepared and submitted 1 day before and on the day of the travel
1 1 More than 1 day after travel
Utilization of 20% LGDF 5 No Error 5 Prepared and submitted every 14 days after end of the year
4 1 or 2 Minor Errors 4 Prepared and submitted every 15-19 days after end of the year
204 | S P M S
D.5. Municipal Accounting Office

EXPECTED OUTPUT
Abstract of Bids 5 No Error 5 Prepared immediately after Opening of Canvass
1 1 Submitted more than 7 working days after the 15th and/or end of the month
rd th
Sheet (PDS) 4 1-2 Items Unfilled 4 Submitted within the 3 -4 week of January
th
3 3 Items Unfilled 3 Submitted on the 4 week of January
Accomplished Statement of 5 No Revision 5 Submitted on the 1st-15th day of March
Assets, Liabilities and Net 4 1 Revision 4 Submitted on the 16th-30th day of March
Worth (SALN) 3 2 Revisions 3 Submitted on the 31st day of March
2 3 Revisions 2 Submitted later than March and beyond
205 | S P M S
Acknowledgment Receipt 5 No Error 5 1 day after receipt
4 4 2 days after receipt
3 3 3 days after receipt
2 With Error 2
1 1
Advice/ACCIC 5 No Error 5 2 minutes per check
4 4 3 minutes per check
3 3 5 minutes per check
2 With Error 2 6-9 minutes per check
1 1 10 or more minutes per check
Ageing of Receivables 5 No Error 5 14 days after end of quarter
4 4 15-19 days after end of quarter
th
3 3 20 day after end of quarter
2 With Error 2 21-25 days after end of quarter
1 1 26 or more days after end of quarter
Annual Alpha List (BIR) 5 No Error 5 26 days after end of year
Suppliers March 31 4 4 27 days after end of year
3 3 31 days after end of year
2 With Error 2 32 days after end of year
1 1 33 or more days after end of year
Annual Budget Proposal 5 No Revision 5 Prepared and submitted 5 days before deadline
4 1 Revision 4 Prepared and submitted 1 day before deadline
3 2 Revisions 3 Prepared and submitted on the deadline
2 3 Revisions 2 Prepared and submitted 1 day after the deadline
1 4 or more Revisions 1 Prepared and submitted 2 or more days after the deadline
Annual Procurement Plan 5 No Revision 5 Prepared and submitted 5 days before deadline of submission
and Project Procurement 4 2 Revisions 4 Prepared and submitted 1 day before deadline of submission
Management Plan 3 3 Revisions 3 Prepared and submitted on the deadline of submission
2 4 Revisions 2 Prepared and submitted 1 day after the deadline of submission
1 5 or more Revisions 1 Prepared and submitted 2 or more days after the deadline of submission
206 | S P M S
BAC TWG 5 No Error 5 Prepared and submitted 5 days before deadline
SPMS PMT 4 4 Prepared and submitted 1 day before deadline
PFMAR PFMAT 3 3 Prepared and submitted on the deadline
2 With Error 2 Prepared and submitted 1 day after the deadline
1 1 Prepared and submitted 2 or more days after the deadline
Balance Sheet 5 No Error 5 Within 14 days
4 4 15-19 days after end of month
th
3 3 20 day after end of month
2 With Error 2 21-25 days after end of month
1 1 26 or more days after end of a quarter
Bank Reconciliation 5 No Error 5 14 days after end of month
Statement 4 4 15-19 days after end of month
th
1 1 26 or more days after end of month
Cash Flow 5 No Error 5 Within 14 days
3 3 20th day after end of month
Certificate of Disbursement 5 No Error 5 14 days after end of month
Certificate of Premium and 5 No Error 5 1 hour after request
Net Take Home Pay 4 4 2 hours after request
3 3 3 hours after request
2 With Error 2 4-7 hours after request
1 1 1 day or more after request
207 | S P M S
3 3 Within 6 WDs after travel
th
Creditors/Suppliers/BIR 5 No Error 5 8 day of the succeeding month
th
Employees 4 4 9 day of the succeeding month
th
3 3 10 day of the succeeding month
2 With Error 2 11th-12th day of the succeeding month
1 1 13th-15th day of the succeeding month
Demand Letters (Billing) 5 No Revision 5 15 days after end of quarter
4 1 Revision 4 16 days after end of quarter
3 2 Revisions 3 20th day after end of quarter
2 3 Revisions 2 21 days after end of quarter
1 4 or more Revisions 1 21 or more days after end of quarter
208 | S P M S
4 4 Done within 6 hours after instruction
1 1 Done within 3 working days after instruction
(Stamping of Received Documents 4 4 Done 3 minutes after receipt
and doing Entry on Incoming
Logbook)
Employees BIR 2316 5 No Error 5 5 days after end of January
4 4 6-9 days after end of January
3 3 10 days after end of January
2 With Error 2 11-14 days after end of January
1 1 15 or more days after end of January
Employees Index Card 5 No Error 5 50 seconds per employee
4 4 51-59 seconds per employee
3 3 1 minute per employee
2 With Error 2 1:01-1:30 minutes per employee
1 1 1:31 or more minutes per employee
209 | S P M S
Financial Statement 5 No Error 5 14 days after end of month
th
Income and Expense 5 No Error 5 Within 14 days
Statement 4 4 15-19 days after end of month
th
Indexing of Suppliers 5 No Error 5 20 seconds per supplier
4 4 25 seconds per supplier
3 3 30 seconds per supplier
2 With Error 2 31 seconds per supplier
1 1 32 or more seconds per supplier
Commitment And Review 4 4 Submitted within the 6th-14th day of June/December
Inventory Report 5 No Error 5 2 minutes per document
4 4 3 minutes per document
3 3 4 minutes per document
2 With Error 2 5 minutes per document
1 1 6 or more minutes per document
210 | S P M S
Journals 5 No Error 5 13 days after end of month
4 4 14 days after end of month
2 With Error 2 16 days after end of month
Journal Entry Voucher 5 No Error 5 13 days after end of month
2 With Error 2 16 days after end of month
Liquidation Report 5 No Error 5 20 minutes per claim
4 4 21-29 minutes per claim
3 3 30 minutes per claim
2 With Error 2 31-35 minutes per claim
1 1 36 or more minutes per claim
Liquidation Report of 5 No Error 5 Prepared and submitted on the 5 th day after the end of the month
Supplies and Materials 4 4 Prepared and submitted on the 8 th day after the end of the month
3 3 Prepared and submitted on the 10 th day after the end of the month
2 With Error 2 Prepared and submitted after the 10th day after the end of the month
1 1
(Travel) 4 4 Prepared 2-3 working days after travel
Maintenance of GL and SL 5 No Error 5 10 days after end of month
Book of Account 4 4 12 days after end of month
3 3 Every 15th day of succeeding month
2 With Error 2 16 days of the succeeding month
1 1 More than 16 days of the succeeding month
211 | S P M S
th
1 More than Revisions 1 Submitted beyond the 22nd day after the end of the month
Notes to Financial Statement 5 No Error 5 8 days of February of each year
4 4 10 days of February of each year
th
3 3 14 days of February of each year
2 With Error 2 15 days of February of each year
1 1 16 or more days of February of each year
Paid Payroll and Liquidation 5 No Error 5 5 minutes per payroll and liquidation report
Reports 4 4 7 minutes per payroll and liquidation report
3 3 10 minutes per payroll and liquidation report
2 With Error 2 11 minutes per payroll and liquidation report
1 1 12 or more minutes per payroll and liquidation report
Paid Voucher 5 No Error 5 3 minutes per voucher
4 4 4 minutes per voucher
3 3 5 minutes per voucher
2 With Error 2 6 minutes per voucher
1 1 7 or more minutes per voucher
212 | S P M S
Payroll 5 No Error 5 15 minutes per claim
2 With Error 2 21 minutes per claim
Remittance List 5 No Error 5
Employees/Suppliers/BIR 4 4
GSIS
3 3 Due date
PAG-IBIG
PHIC 2 With Error 2
Banks (Loan) 1 1
BIR (Employees/Supplier)
Differ on its deadline of submission
Request for Quotation 5 No Error 5 Prepared immediately after approval of BAC request
213 | S P M S
Schedule of Account 5 No Error 5 10 days after end of month
th
3 3 Every 20 day of succeeding month
2 With Error 2 21 days to 30 days of the succeeding month
1 1 31 or more days of the succeeding month
Signed Voucher, Payroll, 5 No Error 5 2 minutes per claim
Liquidation Report 4 4 4 minutes per claim
Trial Balance 5 No Error 5 14 days after end of month
Trip Ticket 5 No Error 5 Prepared 2 hours before travel
4 1 Error 4 Prepared 1 hour before travel
3 2 Errors 3 Prepared 30 minutes before travel
2 3 Errors 2 Prepared after travel
1 4 or more Errors 1
214 | S P M S
Voucher 5 No Error 5 20 minutes per claim
4 4 21-29 minutes per claim
2 With Error 2 31-35 minutes per claim
Voucher/Payroll/Liquidation 5 No Error 5 10 minutes per claim
Reports 4 4 15 minutes per claim
215 | S P M S
D.6. Municipal Assessors Office

EXPECTED OUTPUT
Annotation of Bailbond 5 No Error 5 Annotated less than 3 minutes
Court Order 4 4
3 3
2 2
1 1 Error 1 Annotated more than 3 minutes
rd
1 1
Assessment Roll 5 No Error 5 Prepared immediately every revision year
Tax Declaration/FAAS 4 4 Prepared within 2 days every revision year
3 3 Prepared within 3 days every revision year
2 1 Error 2 Not prepared
1 More than 1 Error 1
Certifications 5 No Error 5 Prepared within 5 minutes
Request Dorm 4 4 Prepared within 10 minutes
FAAS
3 3 Prepared within 15 minutes
Inspection Report
2 1 Error 2 Prepared within 20 minutes
1 More than 1 Error 1 Prepared more than 20 minutes
Certified True Copies 5 No Error 5 Prepared within 5 minutes
Request Dorm 4 4 Prepared within 10 minutes
Tax Declaration/FAAS
3 3 Prepared within 15 minutes
Tax Map/TMCR
216 | S P M S
Notice of Assessment 5 No Error 5 Prepared within 5 minutes after receipt of approved RPU
4 4 Prepared within 10 minutes after receipt of approved RPU
3 3 Prepared within 15 minutes after receipt of approved RPU
2 1 Error 2 Prepared within 20 minutes after receipt of approved RPU
1 More than 1 Error 1 Prepared more than 20 minutes after receipt of approved RPU
Quarterly Report of Real 5 No Error 5 Prepared within 3 days
Property Assessments 4 4 Prepared within 4 days
Tax Declaration/FAAS 3 3 Prepared within 5 days
2 1 Error 2 Prepared within 6 days
1 More than 1 Error 1 Prepared more than 6 days
Tax Declaration (TD)/ 5 No Error 5 Prepared within 20 minutes after inspection conducted
Field Appraisal Assessment 4 4 Prepared within 25 minutes after inspection conducted
Sheet (FAAS) 3 3 Prepared within 30 minutes after inspection conducted
2 1 Error 2 Prepared within 35 minutes after inspection conducted
1 More than 1 Error 1 Prepared more than 35 minutes after inspection conducted
Tax Maps/ 5 No Error 5 Prepared within 10 minutes
Tax Map Control Roll (TMCR) 4 4 Prepared within 15 minutes
Tax Declaration/FAAS 3 3 Prepared within 20 minutes
Vouchers 5 No Error 5 Done immediately after instruction
4 4 Done 1 working day after instruction
1 1 Error 1 Done more than 3 working days after instruction
217 | S P M S
D.7. Municipal Treasury Office

EXPECTED OUTPUT
th
1 1 Submitted more than 7 working days after the 15th and/or end of the month
1 1
Books of Accounts 5 No Error 5 Updated within 30 minutes after Report of Disbursement submitted at MAO
Maintained (Cash Book) 4 4 Updated within 30 minutes after Report of Disbursement submitted at MAO
3 3 Updated within 30 minutes after Report of Disbursement submitted at MAO
2 With Error 2 Updated more than 1 hour after Report of Disbursement submitted at MAO
1 1
Budget Proposal 5 No revision 5 Submitted 4-5 working days before the deadline
4 1 revision 4 Submitted 3 working days before the deadline
3 2 revisions 3 Submitted 2 working days before the deadline
2 3 revisions 2 Submitted 1 working day before the deadline
218 | S P M S
Certificate of Non- 5 No Error 5 Prepared immediately upon request
Delinquency 4 4 Prepared within 15 minutes upon request
2 With Error 2 Prepared 30 minutes upon request
Checks Issued 5 No Error 5 10 minutes after receipt of approved vouchers
4 4 20 minutes after receipt of approved vouchers
3 3 30 minutes after receipt of approved vouchers
2 With Error 2 1 hour after receipt of approved vouchers
1 1
219 | S P M S
(Stamping of Received Documents 4 4 Done 3 minutes after receipt
and doing Entry on Incoming
Logbook)
Electronic Statement of 5 No Error 5 Submitted within 10 days after every quarter
Revenues and Expenditures 4 4 Submitted within 15 days after every quarter
3 3 Submitted within 20 days after every quarter
2 With Error 2 Submitted after more than 20 days after every quarter
1 1
220 | S P M S
st th
th th
Commitment And Review 4 4 Submitted within the 6 -14 day of June/December
th
(IPCR) Form 3 3 Submitted on the 15 day of June/December
th nd
2 With Error 2 Submitted within the 16 -22 day of June/December
nd
1 1 Submitted beyond the 22 day of June/December
Letters/Communications 5 No revision 5 Prepared 1-5 days after instruction
4 1 revision 4 Prepared 6-10 days after instruction
3 2 revisions 3 Prepared 11-14 days after instruction
2 3 revisions 2
CA 4 4 Prepared 2-3 working days after travel
Travel
Monthly Monitoring Journal 5 No Complaint 5 Conducted monthly
4 4
3 3
1 1
3 3 Revisions 3 Submitted on the 15th day after the end of the month
Non-Tax Revenues Collected 5 No Error 5 Collected within 4 months
4 4 Collected within 5 months
2 With Error 2 Target not reached
1 1
221 | S P M S
Real Property Tax Account 5 No Error 5 1 day after turn-over of collections
Register (RPTAR) Business 4 4 2 days after turn-over of collections
License Cards Updated 3 3 3 days after turn-over of collections
2 With Error 2 More than 3 days after turn-over of collections
1 1
222 | S P M S
Report of Checks Issued 5 No Error 5 Prepared within 10 minutes after receipt of paid vouchers
4 4 Prepared within 20 minutes after receipt of paid vouchers
3 3 Prepared within 30 minutes after receipt of paid vouchers
2 With Error 2 Prepared more than 30 minutes after receipt of paid vouchers
1 1
Report of Collections and 5 No Error 5 Within 30 minutes after the receipt
Deposits 4 1 Error 4 Within 45 minutes after the receipt
3 2 Errors 3 Within 1 hour after the receipt
2 3 Errors 2 Within 2 hours after the receipt
1 4 or more Errors 1 Within 3 hours or more after the receipt
Report of Disbursement 5 No Error 5 Immediately
4 4
3 3
2 With Error 2 Not immediately
1 1
Tax Bills 5 No Error 5 Prepared within 10 days after end of every quarter
4 1 Error 4 Prepared within 15 days after end of every quarter
3 2 Errors 3 Prepared within 20 days after end of every quarter
2 3 Errors 2 Prepared more than 20 days after end of every quarter
Tax Revenues Collected 5 No Error 5 Collected within 4 months
2 With Error 2 Target not reached
1 1
223 | S P M S
Trip Ticket 5 No Error 5 Prepared 2 hours before travel
224 | S P M S
D.8. Municipal Civil Registry Office

EXPECTED OUTPUT
th
th
Record (DTR) 4 4 Submitted 4-5 working days after the 15 and/or end of the month
th
3 3 Submitted 6 working days after the 15 and/or end of the month
th
2 With Revision 2 Submitted 7 working days after the 15 and/or end of the month
st nd
Accomplished Personal Data 5 No Items Unfilled 5 Submitted within the 1 -2 week of January
Accomplished Statement Of 5 No revision 5 Submitted on the 1st-15th day of March
Assets, Liabilities And Net 4 1 revision 4 Submitted on the 16th-30th day of March
Worth (SALN) 3 2 revisions 3 Submitted on the 31st day of March
Amended Birth Certificate 5 No Error 5 Processed and released within 30 minutes after receipt of documentary requirements
(Legal Instruments/RA 9255) 4 4 Processed and released within 35-40 min. after receipt of documentary requirements
3 3 Processed and released within 45-55 min. after receipt of documentary requirements
2 With Error 2 Processed and released within 1 hour after receipt of documentary requirements
1 1 Processed and released more than 1 hour after receipt of documentary requirements
Amended Birth, Marriage 5 No Error 5 Processed and released within 30 minutes after receipt of documentary requirements
and Death Certificate 4 4 Processed and released within 35-40 min. after receipt of documentary requirements
(Supplemental Report) 3 3 Processed and released within 45-55 min. after receipt of documentary requirements
225 | S P M S
Amended Certificate 5 No Error 5 Processed and released within 30 minutes after receipt of documentary requirements
(RA 9048 and Court Order) 4 4 Processed and released within 35-40 min. after receipt of documentary requirements
3 3 Processed and released within 45-55 min. after receipt of documentary requirements
1 1
Approved Petitions 5 No Error 5 Petition processed and granted within 5 days after 10 days posting period
4 4 Petition processed and granted within 6 days after 10 days posting period
3 3 Petition processed and granted within 7 days after 10 days posting period
2 With 1 Minor Error 2 Petition processed and granted within 8-9 days after 10 days posting period
1 1 Petition processed and granted within 10 days after 10 days and beyond
BAC Request 5 No Error 5 Prepared immediately after instruction
4 4 Prepared 1 day after instruction
Canvass Office Supplies and 5 No Complaint 5 Canvass supplies and materials 1 day after approval
Materials 4 4 Canvass supplies and materials 2 days after approval
3 3 Canvass supplies and materials 3 days after approval
2 With Complaint 2 Canvass supplies and materials 4 days and more after approval
1 1
226 | S P M S
Certificate of Finality 5 No Error 5 Prepared immediately after received from NSO-OCRG
4 4 Prepared 1-3 days after received from NSO-OCRG
2 With Minor Error 2 Prepared 6-7 days after received from NSO-OCRG
1 1 Prepared more than 7 days after received from NSO-OCRG
Certificate of Death
(a) On Time Registration 5 No Error 5 Prepare and registered death and release within 35 minutes after receipt
4 4 Prepare and registered death and release within 40 minutes after receipt
3 3 Prepare and registered death and release within 45 minutes after receipt
2 1 Minor Error 2 Prepare and registered death and release within 50 minutes after receipt
1 1 Prepare and registered death and release within 1 hour and beyond
st
(b) Delayed Registration 5 No Error 5 Prepared documents and released on the 1 day after 10 days posting period
4 4 Prepared documents and released on the 2nd day after 10 days posting period
3 3 Prepared documents and released on the 3rd day after 10 days posting period
2 1 Minor Error 2 Prepared documents and released on the 4th day after 10 days posting period
1 1 Prepared documents and released on the 5th day and beyond
Certificate of Live Birth
(a) On Time Registration 5 No Error 5 Prepare and registered birth and release within 35 minutes after receipt
4 4 Prepare and registered birth and release within 40 minutes after receipt
3 3 Prepare and registered birth and release within 45 minutes after receipt
2 1 Minor Error 2 Prepare and registered birth and release within 50 minutes after receipt
1 1 Prepare and registered birth and release within 55 minutes and beyond
(b) Delayed Registration 5 No Error 5 Prepared documents and released on the 1st day after 10 days posting period
nd
4 4 Prepared documents and released on the 2 day after 10 days posting period
th
2 1 Minor Error 2 Prepared documents and released on the 4 day after 10 days posting period
227 | S P M S
Certificate of Marriage
(a) On Time Registration 5 No Error 5 Prepare and registered marriage and release within 12 minutes after receipt
4 4 Prepare and registered marriage and release within 13 minutes after receipt
3 3 Prepare and registered marriage and release within 14 minutes after receipt
2 1 Minor Error 2 Prepare and registered marriage and release within 15 minutes after receipt
1 1 Prepare and registered marriage and release within 16 minutes and beyond
(b) Delayed Registration 5 No Error 5 Prepared documents and released on the 1st day after 10 days posting period
rd
3 3 Prepared documents and released on the 3 day after 10 days posting period
th
2 1 Minor Error 2 Prepared documents and released on the 4 day after 10 days posting period
th
1 1 Prepared documents and released on the 5 day and beyond
Certificate of Petition 5 No Error 5 Prepared immediately after received from NSO-OCRG
2 With Minor Error 2 Prepared 6-7 days after received from NSO-OCRG
1 1 Prepared more than 7 days after received from NSO-OCRG
Certificate of Travel 5 No Error 5 Within 1 to 2 WDs after travel
Certified Copies 5 No Error 5 Prepared certified document within 25 minutes after receipt
4 4 Prepared certified document within 30 minutes after receipt
3 3 Prepared certified document within 35 minutes after receipt
2 1 Minor Error 2 Prepared certified document within 40 minutes after receipt
1 1 Prepared certified document within 45 minutes and beyond after receipt
228 | S P M S
Coded (Birth, Marriage and 5 No Error 5 Coded registered documents within 1 minute per document
Death Certificate) 4 4 Coded registered documents within 2 minutes per document
3 3 Coded registered documents within 3 minutes per document
2 1 Minor Error 2 Coded registered documents within 4 minutes per document
1 1 Coded registered documents within 5 minutes and more per document
(Stamping of Received on Document 4 4 Done 3 minutes after receipt
and doing Entry On Incoming
Logbook)
Encoded (Birth, Marriage and 5 No Error 5 Encoded registered documents within 1 minute per document
Death Certificate) 4 4 Encoded registered documents within 2 minutes per document
3 3 Encoded registered documents within 3 minutes per document
2 1 Minor Error 2 Encoded registered documents within 4 minutes per document
1 1 Encoded registered documents within 5 minutes and more per document
229 | S P M S
Filled-Up Birth Certificate 5 No Error 5 Prepared birth certificate within 10 minutes after receipt
4 4 Prepared birth certificate within 15 minutes after receipt
3 3 Prepared birth certificate within 20 minutes after receipt
2 With Error 2 Prepared birth certificate within 25 minutes after receipt
1 1 Prepared birth certificate within 30 minutes and beyond after receipt
Filled-Up Marriage 5 No Revision 5 Coded registered documents within 20 minutes per document
Applications 4 4 Coded registered documents within 25 minutes per document
3 3 Coded registered documents within 30 minutes per document
2 1 Minor Revision 2 Coded registered documents within 35 minutes per document
1 1 Coded registered documents within 40 minutes and more per document
Filled-Up Petitions 5 No Error 5 Filled-up immediately after receipt
4 4 Filled-up 1-3 working days after receipt
3 3 Filled-up 4-5 working days after receipt
2 With Minor Error 2 Filled-up 6-7 working days after receipt
1 1 Filled-up more than 7 working days after receipt
Commitment and Review 4 4 Submitted within the 6th-14th day of June/December
230 | S P M S
Lecture/Speakership 5 No Complaint 5 Lectures during marriage seminar 30 minutes on scheduled date
4 4 Lectures during marriage seminar 45 minutes on scheduled date
3 3 Lectures during marriage seminar 1 hour on scheduled date
2 With Complaint 2 Lectures during marriage seminar 1 hour on scheduled date
1 1 Lectures during marriage seminar 2 hours and more on scheduled date
Travel
st
Marriage License 5 No Error 5 Application processed and released on the 1 day after 10 days posting period
nd
4 4 Application processed and released on the 2 day after 10 days posting period
rd
3 3 Application processed and released on the 3 day after 10 days posting period
2 1 Minor Error 2 Application processed and released on the 4th day after 10 days posting period
1 1 Petition processed and released on the 5th day and beyond
Mobile Registration
(a) Birth/Death Section 5 No Error 5 Prepared documents and released on the 1st day after 10 days posting period
2 1 Minor Error 2 Prepared documents and released on the 4th day after 10 days posting period
(b) Marriage Section 5 No Error 5 Conduct mobile registration immediately after the request of the Barangay Official
4 4 Conduct mobile registration 1 day after the request of the Barangay Official
3 3 Conduct 2 days after the request of the Barangay Official
2 1 Minor Error 2 Conduct 3 days after the request of the Barangay Official
1 1 Conduct 4 days and more after the request of the Barangay Official
231 | S P M S
th
Monthly Report 5 No Revision 5 Submitted within the 8th day of the following month
4 1-2 Minor Revisions 4 Submitted within the 9th day of the following month
th
3 3 Minor Revisions 3 Submitted within the 10 day of the following month
2 4 Minor Revisions 2 Submitted within the 11th-12th day of the following month
th th
1 5 or More Revisions 1 Submitted within the 13 -14 day of the following month
1 1 Never submitted
Philippine Civil Registry 5 No Error 5 Registered in PHILCRIS within 1 minute after receipt
Information System 4 4 Registered in PHILCRIS within 10 minutes after receipt
(PHILCRIS) Database 3 3 Registered in PHILCRIS within 15 minutes after receipt
2 1 Minor Error 2 Registered in PHILCRIS within 20 minutes after receipt
1 1 Registered in PHILCRIS within 30 minutes and beyond after receipt
Plans, Programs and Project 5 No Revisions 5 Submitted 1-2 working days after approval of the budget
Proposal 4 With 1 Revision 4 Submitted 3-4 working days after approval of the budget
3 With 2 Revisions 3 Submitted 5 working days after approval of the budget
1 More than 3 Revisions 1 Submitted 15 or more working days after approval of the budget
232 | S P M S
Registry Book Updated 5 No Error 5 Posted registered documents within 1 minute per document
4 4 Posted registered documents within 5 minutes per document
3 3 Posted registered documents within 10 minutes per document
2 With Error 2 Posted registered documents within 15 minutes per document
1 1 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 5 No Error 5 10 minutes
Pambata Activity 4 4 12 minutes
3 3 15 minutes
2 1 Error 2 18 minutes
1 2 or more Errors 1 20 minutes
Dental Health Services 5 No Error 5 20 minutes
4 4 25 minutes
3 3 30 minutes
Immunization of Children 5 No Error 5 15 minute
4 4 18 minutes
3 3 20 minutes
Laboratory Examinations 5 No Error 5 10 minutes
4 4 12 minutes
3 3 15 minutes
Management of Animal Bite 5 No Error 5 10 minutes
Cases 4 4 12 minutes
3 3 15 minutes
234 | S P M S
Medical Certificates 5 No Revision 5 10 minutes
4 4 12 minutes
3 1-2 Revisions 3 15 minutes
2 2 18 minutes
1 1 20 minutes
Patient Consultation 5 No Error 5 10 minutes
4 4 12 minutes
3 3 15 minutes
PhilHealth Membership 5 No Revision 5 10 minutes
4 4 12 minutes
3 1-2 Revisions 3 15 minutes
2 2 18 minutes
1 1 20 minutes
Potable Water Sources 5 No Error 5 20 minutes
4 4 25 minutes
3 3 Minor Errors 3 30 minutes
2 2 35 minutes
Provision of Family Planning 5 No Error 5 10 minutes
Services 4 4 12 minutes
3 3 15 minutes
Safe Maternal Delivery 5 No Error 5 10 minutes
4 4 12 minutes
3 3 15 minutes
2 With Error 2 18 minutes
1 1 20 minutes
235 | S P M S
Treatment of Tuberculosis 5 No Error 5 10 minutes
(TB) Patients 4 4 12 minutes
3 3 15 minutes
236 | S P M S
D.10. Municipal Social Welfare and Development Office

EXPECTED OUTPUT
Activity Design 5 No Error 5 3 working days
(Women, PYA, PWD, DCC) 4 4 1 week before the activity
3 3 Minor Errors 3 2 weeks before the activity
2 2
1 More than 3 Errors 1 More than 2 weeks before the activity
rd
1 1
Assessment Report on 5 No Error 5 2 hours after home visitation
Incoming Referrals 4 4 3 hours after home visitation
3 3 Errors 3 4 hours after home visitation
2 2
1 More than 3 Errors 1 More than 4 hours after home visitation
Attendance 5 No Error 5 1 minute/filled up client
4 4
3 3
2 1 Error 2
1 1 More than 1 minute
237 | S P M S
Bureau of Assistance Form 5 No Error 5 45 minutes
with Case Summary 4 4 1 hour
3 3 1 hour
2 2 Errors 2
1 1 More than 1 hour
Case Recording 5 No Error 5 1 working day
4 4
3 3 Errors 3 2 working days
2 2
1 More than 3 Errors 1 More than 2 working days
Certification 5 No Error 5 5 minutes
4 4 10 minutes
3 With Error 3 15 minutes
2 2
1 1 More than 10 minutes
Closing Summary 5 No Error 5 30 minutes
4 4 45 minutes
3 3 Errors 3 1 hour
2 2
1 More than 3 Errors 1 More than 1 hour
Customer Assistance Sheets 5 No Complaint/Error 5 1 working day
on WEDC and CNSP 4 4
3 3 2 working days
2 2
1 With Complaint/Error 1 More than 2 working days
Disaster Assistance Family 5 No Error 5 7 minutes
Access Card/Emergency 4 4 10 minutes
Assistance Family Access 3 2 Errors 3 15 minutes
Card 2 2
1 More than 2 Errors 1 More than 15 minutes
238 | S P M S
Disaster Report/ 5 No Revision 5 6 hours after the incident
Incident Report 4 2 Revisions 4 7 hours after the incident
3 3 Revisions 3 8 hours after the incident
2 4 Revisions 2 More than 8 hours after the incident
Endorsement of Disco Permit 5 No Error 5 8 minutes
4 4 10 minutes
3 3 15 minutes
2 1 Error 2
Master List of Day Care 5 No Complaint 5
Centers Maintained and 4 4
Operated 3 3 Minor Complaints 3
2 2
Monthly Performance 5 No Complaint 5 Conducted monthly monitoring
3 3
1 1
1 1 Never submitted
st
Office Status Quarterly 5 No Revision 5 Submitted within 1-7 working days of the 1 month of the preceding quarter
Reports (Programs and 4 1 Revision 4 Submitted within 8-14 working days of the 1st month of the preceding quarter
Projects) 3 2 Revisions 3 Submitted on the 15th day of the 1st month of the preceding quarter
2 3 Revisions 2 Submitted within 16-20 working days of the 1st month of the preceding quarter
1 More than 3 Revisions 1 Submitted within 21-30 working days of the 1st month of the preceding quarter
239 | S P M S
Payroll (Job Order, DCWs, 5 No Error 5 Prepared within the day after submission of all supporting documents
Senior Citizen and KALIPI 4 1 Error 4 Prepared 1-2 working days after submission of all supporting documents
Organization) 3 2 Errors 3 Prepared 3-5 working days after submission of all supporting documents
Plans, Programs and Project 5 No Revision 5 Submitted 1-2 working days after approval of the budget
Proposal 4 1 Revision 4 Submitted 3-4 working days after approval of the budget
3 2 Revisions 3 Submitted 5 working days after approval of the budget
2 3 Revisions 2 Submitted 10 working days after approval of the budget
Progress Report to the 5 No Error 5 Client assisted/attended immediately
Honorable Court and 4 4
Assessment and Discernment 3 3 Errors 3
2 2 Not immediately assisted/attended
1 More than 3 Errors 1 Not attended
1 More than 5 Revisions 1 Submitted beyond the 22nd day after the end of the quarter
Results of Assessment for 5 No Complaint 5 5 hours after assessment
Electric Subsidy 4 4
3 3 Complaints 3 1 day after assessment
2 2
1 More than 3 Complaints 1 More than 1 day after assessment
Senior Citizen ID, Person with 5 No Error 5 6 minutes
Disability ID, Solo Parent 4 4
ID/Certification, PAG-ASA 3 3 8 minutes
Youth Association ID Issued 2 1 Error 2
240 | S P M S
Social Case Study 5 No Revision 5 1 working day
4 4
3 3 2 working days
2 2
1 1 Revision 1 More than 2 working days
Training Report 5 No Major Error 5 3 working days
(Women, PYA, PWD, DCC, 4 4 4 working days
Advocacy, IEC Trainings) 3 3 Errors 3 5 working days
2 2
Travel Permit 5 No Error 5 8 minutes
4 4 10 minutes
3 3 15 minutes
2 2
1 1 Error 1 More than 15 minutes
241 | S P M S
D.11. Municipal Agriculture Office

EXPECTED OUTPUT
Animals Castrated 5 No Complaint 5 Immediately attended
4 1 Complaint 4 1 working day after request
3 2 Complaints 3 2 working days after request
1 More than 3 Complaints 1 Not attended
Animals De-Wormed 5 No Complaint 5 Immediately attended
Animals Impregnated thru 5 No Complaint 5 Immediately attended
Artificial Insemination 4 1 Complaint 4 1 working day after request
Animals Treated 5 No Complaint 5 Immediately attended
Animals Vaccinated 5 No Complaint 5 Immediately attended
242 | S P M S
rd
th
1 1
Area Monitored 5 100% monitored 5 2 days before deadline
Under the National Corn 4 80% monitored 4 1 day before deadline
Production Program
3 60% monitored 3 On day of deadline
2 40% monitored 2 1 day after deadline
1 Below 40% monitored 1 2 or more days after deadline
Assistance extended to 5 No Minor Complaint 5 1-2 working days after receipt of request
associations 4 1 Minor Complaint 4 3-4 working days after receipt of request
3 2 Minor Complaints 3 5 working days after receipt of request
2 3 Minor Complaints 2 6-7 working days after receipt of request
1 4 or more Minor Complaints 1 8 working days or more after receipt of request
Case Study/Investigation and 5 No Minor Complaint 5 End of October of current year
Evaluation Report Done 4 1 Minor Complaint 4 End of November of current year
3 2 Minor Complaints 3 End of December of current year
2 3 Minor Complaints 2 End of January of the following year
1 More than 3 Complaints 1 End of February of the following year
Clients Served Thru 5 No Error 5 15 minutes after clients request
Information Services 4 1 Minor Error 4 30 minutes after clients request
3 2 Minor Errors 3 45 minutes after clients request
2 3 Minor Errors 2 60 minutes after clients request
1 4 or more Minor Errors 1 More than 60 minutes after clients request
Complete Report on 5 100% complete 5 A week before the end of semester
Agricultural Data Profile 4 80-99% complete 4 2 weeks before the semester
3 60-79% complete 3 On the last day of semester
2 40-59% complete 2 2 weeks after semester
1 Less than 40% complete 1 A month after the semester
243 | S P M S
Conducted Barangay Labor- 5 No Minor Complaint 5 On scheduled date
Based Road Operation 4 1 Minor Complaint 4 1 week after the scheduled date
Activity 3 2 Minor Complaints 3 2 weeks after the scheduled date
2 3 Minor Complaints 2 3 weeks after the scheduled date
1 More than 3 Complaints 1 4 weeks or more after the scheduled date
Conducted FFS and POTS 5 No Revision 5 5 working days after approval of training design
4 1 Revision 4 10 working days after approval of training design
3 2 Revisions 3 15 working days after approval of training design
2 3 Revisions 2 20 working days after approval of training design
1 4 or more Revisions 1 More than 20 working days after approval of training design
Conducted Monitoring and 5 No Minor Complaint 5 1-2 working days after end of the month
Evaluation to Farmers 4 1 Minor Complaint 4 3-4 working days after end of the month
3 2 Minor Complaints 3 5 working days after end of the month
2 3 Minor Complaints 2 6-7 working days after end of the month
1 More than 3 Complaints 1 8 or more working days after end of the month
Distributed Quality Planting 5 No Minor Complaint 5 5 working days after delivery of planting materials
Materials 4 1 Minor Complaint 4 10 working days after delivery of planting materials
Coffee 3 2 Minor Complaints 3 15 working days after delivery of planting materials
Cacao
2 3 Minor Complaints 2 20 working days after delivery of planting materials
Rubber
1 More than 3 Complaints 1 More than 20 working days after delivery of planting materials
Distributed Vegetable Seeds 5 No Minor Complaint 5 5 working days after delivery of planting materials
4 1 Minor Complaint 4 10 working days after delivery of planting materials
1 More than 3 Complaints 1 More than 20 working days after delivery of planting materials
244 | S P M S
Farmers Assisted/Served 5 160-200 farmers assisted 5 Immediately assisted
4 120-159 farmers assisted 4 1 working day after request
3 80-119 farmers assisted 3 2 working days after request
2 40-79 farmers assisted 2 3 working days after request
1 Less than 40 farmers assisted 1 Not attended
Farmers Served thru 5 No Minor Complaint 5 7 working days after attending the training
Technology Transfer 4 1 Minor Complaint 4 8-9 working days after attending the training
3 2 Minor Complaints 3 10 working days after attending the training
2 3 Minor Complaints 2 11-12 working days after attending the training
1 More than 3 Complaints 1 13 working days after attending the training
Fish Sanctuaries Maintained 5 100% accomplished 5 End of October of current year
4 80% accomplished 4 End of November of current year
3 60% accomplished 3 End of December of current year
2 40% accomplished 2 End of January of the following year
1 Below 40% accomplished 1 End of February of the following year
Hog Produced 5 No Mortality 5 Immediately assisted
4 1 Head Mortality 4 1 working day after request
3 2 Heads Mortality 3 2 working days after request
2 3 Heads Mortality 2 3 working days after request
1 4 Heads Mortality 1 Not attended
Letters/Communications 5 No Error 5 Within 1 hour after instruction
Prepared 4 1 Error 4 2 hours after instruction
3 2 Errors 3 3 hours after instruction
2 3-4 Errors 2 4 hours after instruction
1 5 or more Minor Errors 1 5 hours or more after instruction
Livestock Monitoring Report 5 No Minor Error 5 2 days before deadline
4 1 Minor Error 4 Day before deadline
3 2 Minor Errors 3 On day of deadline
2 3 Minor Errors 2 1 day after deadline
1 4 or more Minor Errors 1 2 or more days after deadline
245 | S P M S
Livestock Skills Trainings 5 No Complaint 5 On date scheduled
4 1 Complaint 4 1 day after schedule
3 2 Complaints 3 2 days after schedule
2 3 Complaints 2 3 days after schedule
1 4 or more Complaints 1 4 or more days after schedule
Mangrove Propagules 5 No Complaint 5 End of October of current year
Planted 4 1 Complaint 4 End of November of current year
3 2 Complaints 3 End of December of current year
2 3 Complaints 2 End of January of the following year
Minutes Of Meeting 5 No Revision 5 Prepared 1-2 working days after the meeting
Monitoring Reports 5 No Minor Error 5 2 days before deadline
Submitted 4 1 Minor Error 4 Day before deadline
3 2 Minor Errors 3 On day of deadline
1 4 Minor Errors 1 2 or more days after deadline
Monthly Report on 5 No Minor Error 5 2 days before deadline
Monitoring of Fishpond 4 1 Minor Error 4 Day before deadline
Production 3 2 Minor Errors 3 On day of deadline
1 4 Minor Errors 1 2 or more days after deadline
Municipal Demo Farm 5 No Minor Complaint 5 Attained 1 month after approval of budget
Operated and Maintained 4 1 Minor Complaint 4 Attained 2-3 months after approval of budget
3 2 Minor Complaints 3 Attained 4 months after approval of budget
2 3 Minor Complaints 2 Attained 5 months after approval of budget
1 More than 3 Complaints 1 Attained 6 months after approval of budget
246 | S P M S
Organizational Meetings 5 100% Documented 5 Documents submitted 3 working days after the activity
Conducted 4 4 Documents submitted 4 working days after the activity
P4MP 3 3 Documents submitted 5 working days after the activity
RIC
2 Not Properly Documented 2 Documents submitted 6 working days after the activity
4H
1 Not Documented 1 Documents submitted 7 working days or more after the activity
Patrol Boats Maintained 5 100% accomplished 5 End of October of current year
4 80% accomplished 4 End of November of current year
3 60% accomplished 3 End of December of current year
2 40% accomplished 2 End of January of the following year
1 Below 40% accomplished 1 End of February of the following year
Pest Monitoring and 5 No Minor Error 5 Within 3 working days after end of the month
Surveillance Conducted 4 1 Minor Error 4 Within 4 working days after end of the month
3 2 Minor Errors 3 Within 5 working days after end of the month
2 3 Minor Errors 2 Within 6-7 working days after end of the month
1 4 or more Minor Errors 1 Within 8 or more working days after end of the month
P.O.s Assisted
(a) Livestock Development 5 No Minor Complaint 5 1-2 working days after receipt of request
Project 4 1 Minor Complaint 4 3-4 working days after receipt of request
(b) Environmental/Natural 5 No Minor Complaint 5 Immediately assisted

Resources Mgt. Program 4 1 Minor Complaint 4 1 week after request
3 2 Minor Complaints 3 2 weeks after request
2 3 Minor Complaints 2 3 weeks after request
1 More than 3 Complaints 1 4 weeks or more after request
(c) Fisheries Development 5 No Complaint 5 Immediately assisted

Program 4 1 Complaint 4 1 week after request
247 | S P M S
3 2 Complaints 3 2 weeks after request
2 3 Complaints 2 3 weeks after request
1 More than 3 Complaints 1 4 weeks or more after request
(d) Institutional Development 5 No Complaint 5 On scheduled date

4 1 Complaint 4 1 week after scheduled date
3 2 Complaints 3 2 weeks after scheduled date
2 3 Complaints 2 3 weeks after scheduled date
1 4 or more Complaints 1 4 weeks or more after scheduled date
(e) Cooperative and 5 No Complaint 5 Immediately upon request

Community Devt. Section 4 1 Complaint 4 1 day after request
3 2 Complaints 3 2 days after request
2 3 Complaints 2 3 days after request
1 More than 3 Complaints 1 More than 3 days after request
(f) Support Function 5 No Complaint 5 Immediately assisted

P.O.s Assisted and Monitored 5 No Minor Complaint 5 On scheduled date
4 1 Minor Complaint 4 1 week after the scheduled date
1 4 or more Minor Complaints 1 4 weeks or more after the scheduled date
248 | S P M S
Pre-Membership Education 5 No Complaint 5 5 working days after registration
Seminars Conducted 4 1 Complaint 4 7 working days after registration
3 2 Complaints 3 9 working days after registration
2 3 Complaints 2 11 working days after registration
1 4 or more Complaints 1 More than 11 working days after registration
Report on RBO Livelihood 5 No Revision 5 2 days before deadline
Project 4 1 Revision 4 1 day before deadline
3 2 Revisions 3 On day of deadline
2 3 Revisions 2 1 day after deadline
1 4 or more Revision 1 2 or more days after deadline
Rice Farmers Assisted and 5 No Minor Complaint 5 Immediately assisted after request
Monitored 4 1 Minor Complaint 4 1 working day after request
3 2 Minor Complaints 3 2 working days after request
2 3 Minor Complaints 2 3 working days after request
1 4 or more Minor Complaints 1 Not attended
Seaborne/Foot Patrol 5 No Complaint 5 End of October of current year
Operation Conducted 4 1 Complaint 4 End of November of current year
3 2 Complaints 3 End of December of current year
2 3 Complaints 2 End of January of the following year
Special Projects Monitored 5 No Minor Complaint 5 1-2 working days after receipt of request
4 1 Minor Complaint 4 3-4 working days after receipt of request
Support to HVCDP Activity 5 All activities 5 On scheduled date
4 80% of Activities 4 1 week after the scheduled date
3 60% of Activities 3 2 weeks after the scheduled date
2 40% of Activities 2 3 weeks after the scheduled date
1 Less than 30% of Activities 1 4 weeks or more after the scheduled date
249 | S P M S
Technical Assistance Served 5 No Complaint 5 1-2 working days after clients request
4 1 Complaint 4 3-4 working days after clients request
3 2 Complaints 3 5 working days after clients request
2 3 Complaints 2 6-7 working days after clients request
1 More than 3 Complaints 1 8 working days or more after clients request
Trainings Conducted 5 No Complaint 5 3 working days upon request
4 1 Complaint 4 5 working days upon request
3 2 Complaints 3 7 working days upon request
2 3 Complaints 2 9 working days upon request
1 More than 3 Complaints 1 10 or more working days upon request
4 4 Prepared and submitted 3 to 4 days before travel
3 3 Prepared and submitted 1 day before and on the day of the travel
1 1 More than 1 day after travel
Tress Planted, Grown and 5 No Minor Complaint 5 On scheduled date
Monitored 4 1-2 Minor Complaints 4 1 day delayed
Forest Protection 3 3 Minor Complaints 3 2 days delayed
Forest Production
2 4 Minor Complaints 2 3 days delayed
1 5 or more Minor Complaints 1 4 days delayed
250 | S P M S
D.12. Municipal Engineering Office

EXPECTED OUTPUT
Activity Designs 5 No Error 5 10 minutes
3 2 Errors 3 30 minutes
Annual Supplies 5 No Error 5 1 hour
Procurement Program 4 1 Error 4 2 hours
3 2 Errors 3 3 hours
1 More than 3 Errors 1 More than 4 hours
Breakdown of Budgetary 5 No Error 5 40 minutes
Requirements 4 1 Error 4 50 minutes
3 2 Errors 3 1 day
2 3 Errors 2 2 days
1 More than 3 Errors 1 More than 2 days
Burial Services 5 No Complaint 5 2 hours
4 1 Complaint 4 3 hours
3 2 Complaints 3 4 hours
1 More than 3 Complaints 1 More than 5 hours
Certifications 5 No Complaint 5 30 minutes
4 1 Complaint 4 40 minutes
3 2 Complaints 3 60 minutes
1 More than 3 Complaints 1 More than 70 minutes
251 | S P M S
Communications 5 No Complaint 5 30 minutes
Daily Time Report 5 No Error 5 3 working days
4 1 Error 4 4 working days
Government Facilities 5 No Complaint 5 1 day
Maintained 4 1 Complaint 4 2 days
3 2 Complaints 3 3 days
1 More than 3 Complaints 1 More than 4 days
Hauling of Construction 5 No Complaint 5 1 day
Materials 4 1 Complaint 4 2 days
Inspection of Completed 5 No Error 5 7 hours
Project Prepared and 4 1 Error 4 1 day
Preparation of Inspection 3 2 Errors 3 2 days
Report 2 3 Errors 2 3 days
1 More than 3 Errors 1 4 days
Inspection of Proposed 5 No Revisit 5 1 day
Project (Survey, Data 4 1 Revisit 4 2 days
Gathering and the like) 3 2 Revisits 3 3 days
2 3 Revisits 2 4 days
1 More than 3 Revisits 1 5 days
252 | S P M S
Issuance of Building Permit 5 No Error 5 5 working days
Issuance of Electrical Permit 5 No Complaint 5 4 hours
4 1 Complaint 4 1 day
1 More than 3 Complaints 1 4 days
Issuance of Fencing Permit 5 No Error 5 5 working days
Issuance of Mechanical 5 No Error 5 5 working days
Permit 4 1 Error 4 7 working days
Issuance of Occupancy 5 No Complaint 5 3 working days
Permit 4 1 Complaint 4 4 working days
3 2 Complaints 3 5 working days
2 3 Complaints 2 7 working days
1 More than 3 Complaints 1 More than 7 working days
Issuance of Plumbing Permit 5 No Error 5 5 working days
253 | S P M S
Issuance of Sanitary Permit 5 No Error 5 5 working days
Itinerary 5 No Error 5 20 minutes
Job Order Slip
(a) Heavy Equipment 5 No Complaint 5 13 days
4 1 Complaint 4 14 days
(b) Light Vehicles 5 No Complaint 5 7 days

4 1 Complaint 4 8 days
Payroll 5 No Complaint 5 3 hours
254 | S P M S
Plans and Design
(a) Project Cost below Php 5 No Revision 5 5 days
100,000.00 4 1 Revision 4 6 days
3 2 Revisions 3 7 days
1 More than 3 Revisions 1 More than 8 days
(b) Project Cost above Php 5 No Revision 5 15 days

100,000.00 4 1 Revision 4 20 days
Program of Work
(a) Project Cost below Php 5 No Revision 5 3 days
100,000.00 4 1 Revision 4 4 days
(b) Project Cost above Php 5 No Revision 5 10 days

100,000.00 4 1 Revision 4 12 days
Project Implemented and 5 No Error 5 30 minutes
Constructed 4 1 Error 4 40 minutes
1 More than 3 Errors 1 3more than 60 minutes
255 | S P M S
Personnel Dispatched and 5 No Complaint 5 5 minutes
Timekeeper 4 1 Complaint 4 10 minutes
Pre-Canvass of Construction 5 No Error 5 6 hours
Materials 4 1 Error 4 7 hours
Project Designs 5 No Error 5 6 hours
4 1 Error 4 7 hours
Project Procurement 5 No Error 5 1 hour
Management Plan 4 1 Error 4 2 hours
Project Profile 5 No Error 5 1 day
4 1 Error 4 2 days
3 2 Errors 3 3 days
2 3 Errors 2 4 days
Purchase Order 5 No Complaint 5 3 hours
256 | S P M S
Purchase Request 5 No Complaint 5 3 hours
Released Program of Works 5 No Error 5 3 minutes
Road Maintenance/ 5 No Error 5 3 days
Rehabilitation/Construction 4 1 Error 4 4 days
3 2 Errors 3 5 days
2 3 Errors 2 6 days
Streetlight Report/ 5 No Error 5 2 hours
Inspection 4 1 Error 4 3 hours
Supervision of Projects 5 No Complaint 5 4 hours
1 More than 3 Complaints 1 Less than 1 hour
Travel Order 5 No Complaint 5 3 minutes
257 | S P M S
Work Order Slip 5 No Complaint 5 6 hours
(a) Plumbing Works 4 1 Complaint 4 7 hours
(b) Electrical Works 5 No Complaint 5 3 hours

4 1 Complaint 4 day
3 2 Complaints 3 1 day
258 | S P M S
D.13. Local Economic Enterprise Management Office

EXPECTED OUTPUT
rd
th
1 1
Billing Statement/ Order of
Payments
(a) Santa Cruz Integrated 5 With No Error 5 On the 5th day of the following month
Terminal 4 With 1 Error 4 On the 6th day of the following month
3 With 2 Errors 3 On the 7th day of the following month
2 More than 2 Errors 2
1 1 More than 7 days of the following month
(b) Municipal Training Center 5 With No Revision 5 Within 10 minutes after the food services
4 With 1 Revision 4 Within 13 minutes after the food services
3 With 2 Revisions 3 Within 15 minutes after the food services
2 With 3 Revisions 2 Within 20 minutes after the food services
1 More than 3 Revisions 1 More than 20 minutes after the food services
(c) Municipal Slaughterhouse 5 With 1 Revision 5 Within 1 hour before butchery

(Ante-Mortem) 4 With 2 Revisions 4 Within 2 hours before butchery
3 3
2 2
259 | S P M S
1 More than 2 Revisions 1 More than 2 hours before butchery
(d) Municipal Slaughterhouse 5 With No Error 5 Within 3 hours after display of meat
(Post-Mortem) 4 With 1 Error 4 Within 5 hours after display of meat
3 3
2 2
1 More than 1 Error 1 More than 5 hours after display of meat
Budget Proposal 5 No revision 5 Submitted 4-5 working days before the deadline
4 1 revision 4 Submitted 3 working days before the deadline
3 2 revisions 3 Submitted 2 working days before the deadline
2 3 revisions 2 Submitted 1 working day before the deadline
Burial Permit 5 With No Major Complaint 5 Within 5 days before burial
4 With 1 Major Complaint 4 Within 4 days before burial
3 With 2 Major Complaints 3 Within 3 days before burial
2 2 Within 2 days before burial
1 More than 2 Major Complaints 1 Within 1 day before burial
Cash Tickets
(a) Santa Cruz Integrated 5 With No Error 5 Within 2 minutes upon entry
Terminal 4 4 Within 3 minutes upon entry
3 With 1 Error 3 Within 5 minutes upon entry
2 More than 1 Error 2 More than 5 minutes upon entry
1 1
(b) Municipal Public Market 5 With No Error 5 Within 2 hours after display of goods in a day
4 4 Within 3 hours after display of goods in a day
3 With 1 Error 3 Within 4 hours after display of goods in a day
2 2
1 More than 1 Error 1 More than 4 hours after display of goods in a day
260 | S P M S
(c) Municipal Public Market 5 With No Error 5 Within 2 minutes upon entry
(Vehicles) 4 4 Within 3 minutes upon entry
3 With 1 Error 3 Within 5 minutes upon entry
2 2
1 More than 1 Error 1 More than 5 minutes upon entry
th
Coordination Report 5 With No Revision 5 Submitted on the 5 day of the following month
4 With 1 Revision 4 Submitted on the 6th day of the following month
th
3 With 2 Revisions 3 Submitted on the 7 day of the following month
2 With 3 Revisions 2 Submitted more than the 7th day of the following month
4 4
3 3
1 1 Not attended
Daily Cash Tickets Issuance 5 With no Error 5 Report submitted within 8:00 AM the following day
Report 4 With 1 Error 4 Report submitted within 9:00 AM the following day
3 With 2 Errors 3 Report submitted within 10:00 AM the following day
2 2
1 More than 2 Errors 1 Report submitted beyond 11:00 AM the following day
Daily Maintenance Report 5 With No Complaint 5 Within 3 hours before 8:00 AM
4 With 1 Complaint 4 Within 2 hours before 8:00 AM
3 With 2 Complaints 3 Within 1 hour before 8:00 AM
2 More than 2 Complaints 2 After 8:00 AM
1 1
261 | S P M S
Daily Security Report 5 With No Complaint 5
Government-Owned 4 With 1 Complaint 4
Buildings and Properties 3 With 2 Complaints 3 Within 8 hours
Secured 2 More than 2 Complaints 2 Less than 8 hours
1 1
Food and Beverage Services 5 With No Complaint 5 Ready to serve within 30 minutes before 7:00 AM for breakfast/ 12:00
NN for lunch/ 7:00 PM for dinner
4 With 1 Complaint 4 Ready to serve within 20 minutes before 10:00 AM for snack and 3:00
PM for snack
3 With 2 Complaints 3 Ready to serve within 10 minutes before snack/meal time
2 With 3 Complaints 2 Ready to serve within 5 minutes before snack/meal time
1 More than 3 Complaints 1 Ready to serve less than 5 minutes before snack/meal time
Investors Assistance Sheet 5 With No Complaint 5 Within 30 minutes upon receipt
4 4 Within 45 minutes upon receipt
3 With 1 Complaint 3 Within 1 hour upon receipt
2 2 More than 1 hour upon receipt
1 More than 1 Complaint 1
Lease Contract 5 With No Revision 5 Within 5 working days after submission of contract
4 With 1 Revision 4 Within 8 working days after submission of contract
3 With 2 Revisions 3 Within 10 working days after submission of contract
2 With 3 Revisions 2 Within 12 working days after submission of contract
1 More than 3 Revisions 1 Within 15 working days after submission of contract
Local Economic Enterprise 5 With 1 Revision 5 Within the 1st month of the 3rd quarter
Code 4 With 2 Revisions 4 Within the 2nd month of the quarter
3 With 3 Revisions 3 Within the last month of the 3rd quarter within the fourth quarter
2 With 4 Revisions 2 Within the fourth quarter
1 With 5 or more minor 1 Within the 3rd month of the last quarter
Revisions
262 | S P M S
Meat Inspection Certificate 5 With No Complaints 5 Certificate issued within 1 hour after butchery
4 4 Certificate issued within 1 and a half hour after butchery
3 With 2 Errors 3 Certificate issued within 2 hours after butchery
2 2
1 More than 2 errors 1 Certificate issued more than 2 hours after butchery
th th
th th
1 1 Submitted beyond April to June/October to December
Program of Works 5 With No Revision 5 Within 5 working days
4 With 1 Revision 4 Within 8 working days
3 With 2 Revisions 3 Within 10 working days
2 With 3 Revisions 2 Within 13 working days
1 More than 3 Revisions 1 More than 13 working day
263 | S P M S
Quarterly Accomplishment 5 With No Revision 5 Submitted within 1-7 working days after the end of the quarter
Report 4 With 1-2 Revisions 4 Submitted within 8-14 working days after the end of the quarter
th
3 With 3 Revisions 3 Submitted on the 15 day after the end of the quarter
2 With 4-5 Revisions 2 Submitted within 16-22 working days after the end of the quarter
Quarterly Status Report 5 With No Revision 5 Submitted within 1-7 working days of the 1st month of the preceding quarter
(Programs and Projects) 4 With 1 Revision 4 Submitted within 8-14 working days of the 1st month of the preceding quarter
th st
3 With 2 Revisions 3 Submitted on the 15 days of the 1 month of the preceding quarter
2 With 3 Revisions 2 Submitted within 16-20 working days of the 1st month of the preceding quarter
st
1 More than 3 Revisions 1 Submitted within 21-30 working days of the 1 month of the preceding quarter
3 3 Complaints 3
264 | S P M S
D.14. COMMON OUTPUT

EXPECTED OUTPUT
rd th
Sheet (PDS) 4 1-2 Items Unfilled 4 Submitted within the 3 -4 week of January
th
3 3 Items Unfilled 3 Submitted on the 4 week of January
Accomplished Statement Of 5 No revision 5 Submitted on the 1st-15th day of March
Assets, Liabilities And Net 4 1 revision 4 Submitted on the 16th-30th day of March
Worth (SALN) 3 2 revisions 3 Submitted on the 31st day of March
265 | S P M S
rd
th
1 1
Certifications 5 No Error 5 Prepared immediately upon request
2 With Error 2 Prepared within 30 minutes upon request
Certificate of Travel 5 No Error 5 Within 1 to 2 WDs after travel
266 | S P M S
Comparative Assessment 5 No Error 5 Prepared immediately after PSB submitted their rating
Report 4 4 Prepared within 3 working days after PSB submitted their rating
3 3 Prepared within 5 working days after PSB submitted their rating
2 With Error 2 Prepared within 7 working days after PSB submitted their rating
1 1 Prepared more than 7 working days after PSB submitted their rating
Customer Action 5 No Complaint/Error 5 Client assisted/attended Immediately
4 4
3 3
1 1 Not attended
(Outside) 4 4 Done 1-2 working days after instruction
(Stamping of Received on Document 4 4 Done 3 minutes after receipt
and doing Entry On Incoming
Logbook)
267 | S P M S
st th
th th
Commitment and Review 4 4 Submitted within the 6 -14 day of June/December
th
(IPCR) Form 3 3 Submitted on the 15 day of June/December
(Appendix A) 4 4 Prepared 30 minutes after advise
Travel
th
Liquidation Report of 5 No Error 5 Prepared and submitted on the 5 day after the end of the month
Supplies and Materials 4 4 Prepared and submitted on the 8th day after the end of the month
3 3 Prepared and submitted on the 10 th day after the end of the month
2 With Error 2 Prepared and submitted after the 10th day after the end of the month
1 1
268 | S P M S
Monthly Performance 5 No Complaint 5 Conducted monthly
3 3
1 1
th
Notice of Meeting 5 No error 5 Prepared immediately
4 1 error 4 Prepared 30 minutes after instruction
3 2-3 errors 3 Prepared 1 hour after instruction
2 More than 4 errors 2 Prepared 2 hours after instruction
1 1 Prepared more than 3 hours after instruction
269 | S P M S
th th
th th
1 1 Never submitted
Plans, Programs and Project 5 No Revisions 5 Submitted 1-2 working days after approval of the budget
Proposal 4 With 1 Revision 4 Submitted 3-4 working days after approval of the budget
270 | S P M S
st
Quarterly Status Report 5 No Revision 5 Submitted w/in 1-7 working days of the 1 mo. of the preceding quarter
st
(Programs and Projects) 4 1 Revision 4 Submitted w/in 8-14 working days of the 1 mo. of the preceding quarter
th st
3 2 Revisions 3 Submitted on the 15 day of the 1 mo. of the preceding quarter
st
2 3 Revisions 2 Submitted w/in 16-20 working days of the 1 mo. of the preceding quarter
1 More than 3 Revisions 1 Submitted w/in 21-30 working days of the 1st mo. of the preceding quarter
Request For Quotation 5 No Error 5 Prepared immediately after approval of BAC request
3 3 Complaints 3
Training Kits/Supplies/ 5 No Error 5 Prepared 15 working days before the scheduled training/activity
IDs (For Participants) 4 4 Prepared 10 working days before the scheduled training/activity
3 3 Prepared 5 working days before the scheduled training/activity
2 With Error 2 Prepared 3 working days before the scheduled training/activity
1 1 Prepared on the scheduled training/activity
271 | S P M S
Trip Tickets 5 No Error 5 Prepared 2 hours before travel
1 4 Errors or more 1
272 | S P M S
ANNEX E. SPMS Calendar
SCHEDULE
Activity Submitted to Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
SPMS Orientation July 17 and 18, 2013

SPMS Pilot Test 2013 Second Semester
1. Planning and Commitment
th th
Submission of OPCR PMT 15 15
th st
PMT review of OPCR Champion 30 31
th th
Approval of OPCR 15 15
Head of Work st th
Submission/Approval of IPCR 31 29
Unit
th th
Submission of IPCR HRMO 15 15
2. Performance Monitoring & Coaching
Monitoring By
Head of the Agency/Champion Once in 2 months
PMT Quarterly
Head of Work Unit As the need arises
HRMO
Submission of Performance
HRMO
Monitoring & Coaching Journal Quarterly
Submission of Quarterly
MPDO Quarterly
Accomplishment Report
Developmental Intervention
HRMO As the need arises
(Professional Developmental Plan)
3. Performance Review & Feedback
th th
OPCR Submission PMT 15 15
Recommending Approval of OPCR st st
Champion 31 31
by PMT
Final Approval of OPCR by th th
MPDO 5 5
Champion
Head of Work th th
Release of OPCR Final Rating 8 8
Unit
Meeting of Work Unit Head and th th
12 12
Employees
Head of Work th th
Submission of IPCR for Approval 18 18
Unit
th th
Submission of Approved IPCR HRMO 28 28
Annual Performance Review
Conference
4. Performance Rewarding and Development Planning
Municipal
PMT to Submit Top Performers list Mayor/ 15 days after OPCR has been determined
PRAISE
Developmental Intervention
Any day in March & September
(Professional Developmental Plan)
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
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 Allotted Division/Individual Actual Rating Remarks
MFO
(Targets + Budget Accountable Accomplishments
Measures) Q E T A
STRATEGIC PRIORITY
CORE FUNCTIONS
SUPPORT FUNCTIONS
Average Rating
Category MFO Rating
Strategic Priority
Core Functions
Support Functions
Total Overall Rating

Final Average Rating
Adjectival Rating
Assessed by: Final Rating Date

Date Date
Planning Office PMT Head of Agency
LEGEND: 1-Quantity 2-Effectiveness 3-Timeliness 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____.
______________________
Ratee
Date _________________
Reviewed by: Date: Approved by: Date
Immediate Supervisor Head of Office
Success Indicators Actual Rating Remarks

Output
(Targets + Measures) Accomplishments
Q(1) E(2) T(3) 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 Date Final Rating by: Date

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

st
1
Q
U
nd
2 A
R
rd T
3
E
R
th
4
Name of Division/Field Office ________________________

Division Chief/Director II ____________________________
Number of the Personnel in the Division/FO _____________
Mechanism
Activity Meeting Others Remarks

Memo
(Pls. Specify)
One-in-One Group
Monitoring
Coaching
Please indicate the date in the appropriate box when the monitoring was conducted.
Conducted by: Date: Noted by: Date:
Immediate Supervisor 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: ___________________________ Month: _____________________
EFFICIENCY QUALITY TIMELINESS

EXPECTED OUTPUT WEEK WEEK WEEK
TOTAL TOTAL TOTAL
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
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 __________________________
ACCOMPLISHMENT
EXPECTED OUTPUT 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 Human Resource
Management Assistant Management Aide
BENBENUTO L. CASPI, JR. LOREMIE ANN M. LINDONG JOSE A. MARTORILLAS

Secretary to the Sanggunian Municipal Health Officer Municipal Agriculturist
RUFA T. MACROHON ADELAIDA S. BADILLA MARIO M. TIZON

Municipal Budget Officer Mun. Social Welfare & Devt. Officer Municipal Civil Registrar
ROBINSON B. PANUDA AURORA S. HERBITO CAMILA S. INFIESTO

Municipal Accountant 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. 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.
II. 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. 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.
III. 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. 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.
II. 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. Conduct a periodical assessment or evaluation on the feedback to further

enhance the program.
III. 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.
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.
V. 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
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.
VI. 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. ROLES AND RESPONSIBILITIES
1. A committee for Information System shall be established and maintained to facilitate

the implementation of this Employee Learning and Development Program.
2. A Resource Unit shall be set within the agency to act as a mechanism encouraging
learning and development awareness among employees.
3. The Head of Office and immediate supervisors shall be responsible for the monitoring
of the Employee Learning and Development Program.
VIII. 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. 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.
II. 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.
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2. Specific
a. Implement an Employee Health, Wellness and Safety Program suitable for the
agencys officials and employees.
b. Continue monitoring and evaluating the said implemented program for future
enhancement.
c. Report regularly the outcome of the program in relation to reduced tardiness
and absenteeism due to sickness among others.
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.
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:
Complete Blood Count

Fasting Blood Sugar
Platelet Count
Chest X-ray
Drug Test
Urinalysis
c. 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 well-
being, 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:
Human Immunodeficiency Virus-Acquired Immune Deficiency Syndrome

(HIV-AIDS)
Hypertension and High Blood Pressure
Tuberculosis
Diabetes
Smoking-related Illnesses
Other Common Medical Conditions
2. 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
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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.
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3. 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.
VII. 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. ROLES AND RESPONSIBILITIES
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. Committee refers, to the Committee on Decorum and Investigation of the Office

b. LGU refers to the Local Government Unit of Sta. Cruz, Davao del Sur.
c. Complaint refers to the person who filed an action or complaint for sexual harassment.
d. 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 harassment is committed under the following

circumstances;
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.
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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

Administrative Officer IV
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. The full name and address of the complainant;

2. The full name, address, and position of the person complained of;
3. A brief statement of the relevant facts;
4. 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 Counter-
Affidavit/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 counter-
affidavits.
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. Stipulation of facts;
b. Simplification of issues;
c. Identification and marking of evidence of the parties;
d. Waiver of objections to admissibility of evidence;
e. Limiting the number of witness, and their names;
f. Dates of subsequent hearings;
g. 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 pre-
hearing 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.
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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 sur-
rebuttal evidence.
Every witness may be examined in the following order:
a. Direct examination by the proponent;

b. Cross-examination by the opponent;
c. Re-direct examination by the proponent;
d. 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 - Reprimand

2nd Offense - Fine or Suspension not exceeding thirty (30) days
3rd Offense - Dismissal
B. For Less Grave Offense
1st Offense - Fine or Suspension not less than thirty (30) days and not
exceeding six (6) months
2nd Offense - 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. 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.
II. 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.
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. 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.
5. 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.
VI. ROLES OF THE HRMP
The HRMP shall be responsible for:
1. Assisting officials and employees to plan their retirement and conduct exit interview;
2. Informing the retiring officials and employees on the best retirement package to avail of;
3. Conducting orientation/trainings in relation to the retiring officials and employees
second career such as livelihood options, etc.
4. 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
Office of the Municipal Mayor
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 |HUMAN RESOURCE PLAN

Republic of the Philippines

HUMAN RESOURCE PLAN

OFFICE OF THE MUNICIPAL MAYOR

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

Republic of the Philippines

OFFICE OF THE MAYOR

I sincerely commend and congratulate the entire LGU bureaucracy, with

Lets all do it, and do it properly.

Congratulations again. God bless.

ATTY. JOEL RAY L. LOPEZ

The Local Government

OFFICE OF THE MUNICIPAL MAYOR

MUNICIPAL MUNICIPAL MUNICIPAL

MUNICIPAL MUNICIPAL MUNICIPAL MUNICIPAL MUN. SOCIAL MUNICIPAL MUNICIPAL ECONOMIC

OFFICE OF THE MUNICIPAL MAYOR

Administrative Officer V SG-18 HUMAN RESOURCE

GENERAL SERVICES SECTION

Supply Officer III SG-18

Senior Administrative Assistant SG-15 OFFICE OF THE

Records Officer II SG-14

Budget Officer II SG-15*

Budgeting Aide SG-04

PRE-AUDIT SECTION ACCOUNTING SECTION

OFFICE OF THE MUNICIPAL PLANNING AND

PLANS, PROGRAMS AND ZONING PROJECT RESEARCH AND

Assistant Municipal Treasurer SG-22

REVENUE SECTION CASH SECTION

Local Assessment Operations Officer SG-15

Tax Mapper I SG-11

OFFICE OF THE MUNICIPAL

Registration Officer III SG-18

MARRIAGE/DEATH RECORDS MANAGEMENT

Engineer III SG-19

Clerk I SG-03* Warehouse I SG-06*

MAINTENANCE SECTION BUILDING/INSPECTION CONSTRUCTION AND MOTORPOLL SECTION

MEDICAL SERVICES DENTAL SERVICES LABORATORY SERVICES ENVIRONMENTAL NUTRITION SERVICES

MUNICIPAL SOCIAL WELFARE

Clerk III SG-06*

Social Welfare Officer II SG-15

WELFARE/PROGRAM CRISIS INTERVENTION AND LIVELIHOOD/ SKILLS TRAINING/

OFFICE OF THE MUNICIPAL

Senior Agriculturist SG-18

OPERATION OF OPERATION OF OPERATION OF OPERATION OF

OPERATION OF OPERATION OF OPERATION OF MUNICIPAL OPERATION OF MUNICIPAL

HUMAN RESOURCE STRUCTURE

HUMAN RESOURCE STRUCTURE

HUMAN RESOURCE STRUCTURE

HUMAN RESOURCE STRUCTURE

HUMAN RESOURCE STRUCTURE

HUMAN RESOURCE STRUCTURE