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RATIONALE

The Isabela State University is a pioneering and dynamic institution of higher learning mandated to deliver
academic, research, development, extension and production undertakings with the end goal of addressing the
development needs in the countryside in region II. As a government line agency and a service provider, the
university capitalizes on achieving a dynamic administrative system focused on advancing efficiency and
effectiveness in the government service. For many years, it adhered to mandates and orders from the Civil Service
Commission to fast track the addressing of the demands of the changing times. It has assimilated mechanisms
and processes both mandated and initiated to support the teaching core in the course of its more than 30 years of
existence.

The concept provided by the Civil Service Commission in the implementation of the new Strategic
Performance Management System (SPMS) in assuring efficient and effective of government service delivery served
as the cornerstone of this Manual.

With the attainment of quality, effectiveness and timeliness as the core of its activities, the University has
reviewed the performance of the various faculty and non-teaching offices and levelled-off expectations among its
staff. After such, target setting and determination of strategic and core outputs of points was made thru the Office
Performance Commitment and Review (OPCR) form and the Individual Performance Commitment and Review
(IPCR) form. It is expected that the new SPMS shall create a demand-driven and output-based environment and
culture of service delivery. Underscoring the premise of outputs, the new system for all employees of the Isabela
State University has spelled tangible outputs, methods and mechanisms of gauging effectiveness in line with the
delivery of the different functions.

USES OF PERFORMANCE RATING

o Permanent status of an employee does not guarantee absolute security of tenure but is based on
performance.

o Employees who obtained two (2) successive Unsatisfactory ratings or one (1) poor performance rating and
there is no evidence to show that he/she can improve his performance shall be a ground for separation
from the service.

o Due notice/advice shall be issued by the head of office at least three (3) months before the end of the rating
period.

o The performance ratings shall be used as bases for promotion, training, scholarship grants and other
personnel actions.

o Officials and employees on official travel, approved leave of absence or training or scholarship programs
and who have already met the required minimum rating period of 90 days shall submit the performance
commitment and rating report before they go on official leave.

o For purposes of performance-based benefits, employees who are on official travel, scholarship or training
within a rating period shall observe existing PBB guidelines set by the government through AO 25.

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