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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 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 Security tenure of those holding permanent appointments is not absolute but is based on performance.
Employees who obtained Unsatisfactory rating for one rating period or exhibited poor performance shall be
provided appropriate developmental intervention by the Head of Office and supervisor, in coordination with the
HRM Office, to address competency-related performance gaps.
o If after advice and provision of developmental intervention, the employee still obtains Unsatisfactory ratings in
the immediately succeeding rating period or Poor rating for the immediately succeeding rating period, he/she
may be dropped from the rolls. A written notice/advice from the head of office at least 3 months before the end
of the rating is required.
o The performance ratings shall be used as basis for promotion, training and scholarship grants and other
personnel action.
o Officials and employees who shall be 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 leave the office.
o For purposes of performance-based benefits, employees who are on official travel, scholarship or training within
a rating period shall use their performance ratings in the immediately preceding rating period.

Legal Basis:

CSC Memorandum Circular No. 6, s. 2012
Section 5, AO 241
AO 25 dated December 21, 2011
CSC Resolution No. 1200481 dated March 16, 2012

All agencies should have a CSC – approved SPMS by January 2014. Accordingly, by January 2015, all
performance based human resource movements and/or developments/interventions such as promotion, scholarship,
training and rewards incentives shall only be based on a CSC approved SPMS under these guidelines.
Non submission and approval of SPMS shall constitute as ground for the following:

1. Disapproval of promotional appointments and other personnel actions requiring performance-based
ratings;
2. Non-approval of other proposed personnel mechanisms; and
3. Downgrading of the agency’s accreditation

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