manila . - department circular no. 1 18 s 2020.pdf · 25 inter-agency task force for the current...

Republika ng Pilipinas

kagawaran ng KATARUNGAN

Department of JusticeManila . -

DEPARTMENT CIRCULAR NO. 1 "TO Heads of Regional and NCR Prosecution Offices

SUBJECT Guidelines on Performance Evaluation and Performance-

Based Incentives in Regional, Provincial and CityProsecution Offices Nationwide for CY 2020

DATEJUL 0 2 2020

1.0 This is to provide guidelines on performance evaluation in the NationalProsecution Service (NFS) for CY 2020 in line with the following policyissuances;

1.1 030 Memorandum Circular No. 06, s. 2012 and Department CircularNo. 049, s. 2014, re: Implementation of Strategic PerformanceManagement System (SPMS) in NFS;

1.2 Executive Order No. 80, s. 2012, re: Directing the Adoption of aPerformance-Based Incentive System for Government Employees;

1.3 Department Circular (D.C) No. 051, s. 2015, re: Performance Monitoringand Reporting System for the NFS;

1.4 Performance-Informed Budget and Program Expenditure ClassificationFramework under the 2020 General Appropriations Act (GAA), andbudget accountability requirements of the Department of Budget andManagement (DBM) and Commission on Audit (COA);

1.5 Executive Order No. 27, s. 2017 and Department Circular No. 039, s.2017, re: Philippine Development Plan and DOJ Development Plan for2017-2022, respectively;

1.6 Department Order No. 323, s. 2017, re; Monitoring and EvaluationSystem for Delegated Responsibilities/Functions/Authority of SeniorOfficials and Progress of Priority Programs/Projects/Activities; and

1.7 CSC-DBM Joint Circular No. 1, s. 2012, re: grant of step increment/s dueto meritorious performance and length of service.

Scope

2.0 This Circular covers all Regional, Provincial and City Prosecution offices of theNational Prosecution Service (NFS), except for the DOJ Prosecution Staffwhich is now under the DOJ main office cluster and covered by separateissuance. Nevertheless, the Prosecutor General shall discharge the hereinregional performance management over prosecution offices in the NationalCapital Region (NCR).

Page 1 of 6

Office Performance Evaluation Measures and Requirements

3.0 Rating of each office and regional cluster shall be based on the performanceindicators, targets and rating/ranking system implemented under D.C. No. 049,s. 2014, as detailed/illustrated in Annex "A":

3.1 Performance weights for office/cluster performance evaluation, shall beas follows:

3.1.1 Case Disposition Rate (resolved cases as percentage of all caseshandled for investigation/resolution) - 50% weight;

3.1.2 Case Aging (percentage of criminal complaints for preliminaryinvestigation pending within 120 days) -40% weight; and

3.1.3 Prosecution Success Rate (proportion of convictions againstacquittals) - 10% weight.

3.2 Two (2) scores will be given for every indicator referring to the followingcriteria/rating scales, the average of which will serve as finalperformance rating for the indicator:

3.2.1 Existing rating scale under D.C. No. 049, s. 2014, which assignsscores for particular decrease or increase in performancedepending on the office/delivery unit case load (i.e. prosecutor-case ratio); and

3.2.2 Rating scale which assigns scores for attaining or proximity withthe following national DOJ targets, as indicated in the CY 2020GAA, pro-rated in accordance with the office/cluster case load:

3.2.2.1 Case disposition rate - 88% national target,3.2.2.2 Case aging - 60% national target; and3.2.2.3 Prosecution success rate - 80% national target.

4.0 Prosecution offices shall be grouped according to the following prosecutor-caseratio categories, covering cases handled for both investigation/resolution andprosecution in court:

4.1 Light caseload - Less than 250 cases per prosecutor;4.2 Moderate caseload - At least 250 per prosecutor;4.3 Average caseload - At least 500 cases per prosecutor;4.4 Heavy caseload - At least 1,000 per prosecutor; and4.5 Extremely heavy caseload - At least 1500 per prosecutor.

5.0 To establish a faster and contactless transmittal/submission of accomplishmentreports, which will also contribute to the reduction of possible transmission ofCOVID-19 amidst the current pandemic situation, an electronicreporting/submission facility shall be developed and implemented by the DOJEvaluation and Statistics Division (ESD).

6.0 The following are prescribed in the preparation, review and submission ofQuarterly Reports of Operations (QRO) by all prosecution offices:

Page 2 of 6

6.1 Provincial/City offices in Regions 1 to 14, and offices in the NCR shallprepare and submit/encode their QRO through the said electronicreporting facility, within seven (7) days after the end of the quartercovered;

6.2 Regional Prosecution Offices and the Office of the Prosecutor Generalshall review and ensure the correctness/completeness of data/reportsencoded by their constituent offices, and submit/encode their ownreport, within fifteen (151 davs after the end of the subject quarter.

6.3 For purposes of performance management and accountability, andreporting to oversight agencies, the information/data encoded in thesaid electronic facility as reviewed/endorsed by the Regional Heads willbe deemed by the Department as official, subject to validation, asnecessary.

7.0 All concerned must be fully compliant in the submission of all QROs and thefollowing accomplishment reports on or before 15 Januarv 2021:

7.1 Yearend Report of Office Resources and Amenities, pursuant toD.C. No. 051, s. 2015; and

7.2 Yearend Accomplishment Report on Priority Programs/Projects/Activities in relation to the DOJ Development Plan under D.C. No. 039,s. 2017.

8.0 Offices without any of the required performance reports or haveincomplete/incorrect data requirements by the end of the performance year,shall automatically be given a score of zero (0), until upon submission ofupdated reports with complete or correct entries.

9.0 Provincial and city offices with calculated average score of 2 or 1 may be given"satisfactory" adjectival rating instead of "unsatisfactory or poor", respectively,by regional heads if there were factors beyond their control that led to the lowratings. For this, explanation/justification should be indicated as remarks.

10.0 Forced ranking shall be based on the adjectival ratings and calculated scoresof each office. In case of equal final scores, actual accomplishments ondisposition rate, aging of cases and success rate will be used to force rank.However, the regional head may consider other performance aspects such asservice/output quality and responsiveness as well as other factors that are notquantifiable to be used as parameter in force ranking.

11.0 The rating of each regional cluster {i.e. average of final weighted scores of alloffices therein) and every prosecution office shall serve as the rating of theregional and office head, respectively. For office with more than one (1) chiefof office during the year, all who served as office head for at least three (3)months shall receive the said office rating, but subject to forced ranking.

Evaluation Clustering of Offices for Purposes of Performance Incentives

12.0 For purposes of office performance evaluation and ranking, the following shallbe the basis of the NCR and regional clustering, subject to policy guidance fromthe AO 25 Task Force and the DBM:

Page 3 of 6

12.1 NPS NCR Cluster:

12.1.1 City Prosecution Office Caloocan12.1.2 City Prosecution Office Las Pihas12.1.3 City Prosecution Office Makati12.1.4 City Prosecution Office Malabon and Navotas12.1.5 City Prosecution Office Mandaluyong12.1.6 City Prosecution Office Manila12.1.7 City Prosecution Office Marikina12.1.8 City Prosecution Office Muntinlupa12.1.9 City Prosecution Office Parahaque12.1.10 City Prosecution Office Pasay12.1.11 City Prosecution Office Pasig12.1.12 City Prosecution Office Quezon12.1.13 City Prosecution Office San Juan12.1.14 City Prosecution Office Taguig12.1.15 City Prosecution Office Valenzuela

12.2 NPS Regional Cluster:12.2.1 Regional Prosecution Office I - ilocos Region12.2.2 Regional Prosecution Office II - Cagayan Valley12.2.3 Regional Prosecution Office III - Central Luzon12.2.4 Regional Prosecution Office IV - Calabarzon & Mimaropa12.2.5 Regional Prosecution Office V - Bicol12.2.6 Regional Prosecution Office VI - Western Visayas12.2.7 Regional Prosecution Office VII - Central Visayas12.2.8 Regional Prosecution Office VIII - Eastern Visayas12.2.9 Regional Prosecution Office IX - Zamboanga Peninsula12.2.10 Regional Prosecution Office X - Northern Mindanao12.2.11 Regional Prosecution Office XI - Davao12.2.12 Regional Prosecution Office XII - Soccsksargen12.2.13 Regional Prosecution Office XIII - Caraga12.2.14 Regional Prosecution Office XIV - ARMM

Requirements for Individuals/Employees

13.0 The performance of the heads of regional, provincial and city prosecutionoffices shall be rated semi-annually based on the evaluated performance oftheir respective offices within the region for the period January to June, andJuly to December to conform with the policy of the CSC. Hence, the calculatedperformance rating approved by the Prosecutor General and RegionalProsecutors, as the case may be, shall serve as the performance rating of theheads of city and provincial prosecution offices. The performance ratings ofRegional Prosecutors shall be approved by the Secretary upon determination/recommendation of the PMT.

14.0 First and second level employees/officers shall be rated through the SPMSunder CSC M.C. No. 6, s. 2012, and D.C. No. 049, s. 2014, using the prescribedIndividual Performance Commitment and Review (IPCR) form as approved byrespective supervisors and heads of offices.

15.0 For Regions I to XIV, Individual Performance Commitment and Review (IPCR)forms of employees shall be securely retained by the regional offices as part ofofficial employees' records and among the basis for professional and career

Page 4 of 6

development interventions/programs therein. Only the Summary List ofEmployees Ratings prescribed under D.C. 049, s. 2014 (Annex "B"), shall besubmitted to the Personnel Division.

16.0 For NCR prosecution offices, approved IPCR forms and Summary List ofEmployees Ratings shall be submitted to the Personnel Division through theDOJ Prosecution Staff.

17.0 Pursuant to CSC MC No. 6, s. 2012, the average rating of all individualperformance assessments shall not be higher than the adjectival performancerating of the office based on evaluation and rating by the PMT. If otherwise, thehead of office concerned shall be required to adjust the individual employeeratings to conform with the said policy.

Performance-Based Incentives

18.0 To qualify for PBB, an officer or employee should receive at least "satisfactory"rating under the SPMS. The PBB of individual employees shall be based onperformance ranking of the Individual's delivery unit, and subject to the eligibilityrequirements and corresponding PBB amount/rates to be prescribed by the AO25 Inter-Agency Task Force for the current year:

19.0 Step increments due to meritorious performance pursuant to CSC-DBM JointCirculars No. 1, s. 2012, may be granted to qualified officials/employees withinthe 5% of the total number of personnel in every office, as follows:

19.1 Two (2) steps for two (2) ratings of "outstanding" during the two (2) ratingperiods within a calendar year; and

19.2 One (1) step for one (1) rating of "outstanding" and one (1) rating of "verysatisfactory", or two (2) ratings of "very satisfactory" during the two (2)rating periods within a calendar year.

20.0 Based on the said percentage criteria, the Personnel Division shallproportionately determine the maximum number of personnel in each office tobe qualified for the said step increment, based on the plantilla and actualdeployment of personnel. The Prosecutor General and Regional Prosecutors,in coordination with constituent Provincial and City Prosecutors, shall thendetermine the subordinate personnel who will be granted such benefit, subjectto the cited required performance rating.

21.0 Eligibility for the FY 2020 PBB and step increment for meritorious performancerequires compliance to the SPMS. Non-compliance to the followingrequirements shall warrant disqualification of offices/employees concerned:

21.1 Reports required under item 7.0; and21.2 Duly accomplished/approved IPCR forms with success indicators,

accomplishments and ratings for individual employees.

22.0 Individual performance evaluation/rating and/or grant of the subject incentivesmay be withheld pending compliance with the AO 25 Task Force requirements,and others that may be further prescribed thereof, other oversight agencies andthe Department.

Page 5 of 6

Implementation Procedures

23.0 The PMT shall oversee PBB implementation in accordance with the hereinguidelines and provide further guidance or management/policyrecommendations on the matter.

24.0 The ESD shall organize an orientation session with the offices/delivery unitswith regard to the implementation of an electronic reporting facility, as stated initem 5.0. The ESD shall also provide the PMT the result of the evaluation ofoffice performance based on quarterly accomplishment reports vis-a-vis theherein adopted indicators, targets and rating scale, as well as compliance to allother herein requirements.

25.0 The Personnel Division shall enforce the requirements and rating/rankingcriteria at the individual/employee level, including compliance to the SPMS.policy stated in item 17.0, and other pertinent Civil Service and compensationrules and regulations.

26.0 The Prosecutor General and Regional Prosecutors shall undertake necessarymeasures to manage the performance of constituent offices within respectivejurisdictions, including proper coordination, reporting, monitoring,documentation and validation.

27.0 The PMT shall duly inform the Prosecutor General and Regional Prosecutorsconcerned on compliance deficiencies and calculated office performance andrating based on the reports received and processed.

28.0 The PMT may, on its own initiative and upon higher management directive,review/validate regional and office performance ratings especially those that willhave significant implications/impact on personnel actions such as promotion,incentives and sanctions.

29.0 Concerns/complaints in relation to this guidelines and implementation thereofshall be formally submitted/referred to the PMT Chairperson.

30.0 The Planning and Management Service shall organize assessment andplanning session/s to facilitate the review of accomplishments based on thereports submitted, and update/calibrate indicators and targets for thesucceeding year onwards.

31.0 The Prosecutor General and Regional Prosecutors shall ensure that this isdisseminated and explained to constituent offices and employees immediatelyupon receipt.

32.0 This Circular takes effect immediately and supersedes provisions of previouspolicy issuances/directives inconsistent herewith.

For guidance and compliance of all concerned.

MENARDOT. GUEVARRA

SecretaryDep^rtmejTtji^nustice

Page 6 of 6

I

/

Annex A

National Prosecution Service

Office Performance Targets for the Strategic Performance Management System

A. Criteria for Performance Evaluation and Rating

Success IndicatorsPerformance Levels

Perforniance WeightCriteria 1 Criteria 2

Case Disposition Rate Level of performance/improvement fromprevious year

Level of attainment of the

over-all NPS target for thecurrent year

50%

Case Aging 40%

Prosecution Success Rate 10%

Total 100%

B. Formula/Computation

Success Indicators Formula

Case Dispositon Rate Average of Criteria 1 and Criteria 2 x Performance Weight (50%)

Case Aging Average of Criteria 1 and Criteria 2 x Performance Weight (40%)

Prosecution Success Rate Average of Criteria 1 and Criteria 2 x Performance Weight (10%)Total Weighted Score Case Disposition Rate * Case Aging + Prosecution Success Rate

Sample Computation

Success Indicators

(a)

Criteria 1

(b)

Criteria 2

(0

Total Average

(dHb+c)/2

Performance Weight

(e)

Weighted Score

(f}={cre)Case Disposition Rate 5 4 4.5

{(5*4}/2150% 2.25

(4.5x50%)Case Aging 5 5 5.0

[(5*5M40% 2.00

(5.0x40%)Prosecution Success

Rate

3 5 4.0

[(3^)/2110% .40

(4.0x10%)

Total Weighted Score 4.65(2.25+2.0+0.40)

Adiectival Rating Outstanding

0. Rating Scale

1. Case Disposition Rate

a. Heavy Case Load

2019

Actual

CRITERIA 1

(Score and Performance Levels)

2020

NPS

Target

CRITERIA 2

(Score and Performance Levels)

5 4 3 2 1 5 4 3 2 1

95%-

100%Atnwst

5% lower

At most

10%

lower

Almost

15%

lower

Almost

20%

lower

More than

20%

lower

88% At

least

79%

At

least

70%

At

least

62%

At

least

53%

Lower

than

53%

90%-

94%At most

4% lower

At most

8%

lower

Almost

12%

lower

Almost

16%

lower

More than

16% lower

81V90%

At most

2% lower

At most

4%

lower

Almost

6%

lower

Atrrost

8%

lower

More than

8% lower

61V

80%

At most

1% lower

At most

2%

lower

Almost

4%

lower

Almost

7%

lower

More ttian

7% lower

60%

and

below

At least

1% higherAt least

same

Almost

3%

lower

Almost

6%lower

More than

6% lower

Page I 1

Annex A

b. Medium Case Load

2019

Actual

CRITERIA 1(Score and Performance Levels)

2020

NPS

Target


5 4 3 2 1 5 4 3 2 1

95%-

100%

Almost

4%lower

Almost

8% lower

Almost

12%lower

Almost

16%lower

More than

16% lower

88% At

least

84%

At

least

75%

At

least

66%

At

least57%

Lov^

than

57%

90%-

94%

Almost

2%

lower

Almost

4% lower

Atnx)st

6%

lower

Almost

8%

lower

More than

8% lower

81%-

90%

Almost

1%

lower

Almost

2% lower

Almost

4%

lower

Almost

7%

lower

More than

7% lower

61%-

80%

At least

same

Almost

1% lower

At most

3%

lower

Almost

6%

lower

More than

6% lower

60%

and

below

At least

2%

higher

At least

same

Almost

2%

lower

Almost

5%

lower

More than

5% lower

c. Ught Case Load

2019

Actual


2020

NPS

Target

CRITERIA 2(Score and Peifonnance Levels

5 4 3 2 1 S 4 3 2 1

95%-

100%

Almost

2%

lower

Almost

4% lower

Almost

6%

lower

At most

8%

lower

More than

8% lower

88% At

least

88%

At

least

79%

At

least

70%

At

least

62%

Lower

than

62%

90%-

94%Almost

1%

lower

Almost

2% lower

Almost

4%

lower

Almost

7%

lower

More than

7% lower

81%-

90%

At least

same

At most

1% lower

Almost

3%

lower

At most

6%

lower

More than

6% lower

61%-

80%

At least

2%

higher

At least

same

Almost

2%

lower

Almost

5%

lower

More than

5% lower

60%

and

below

At least

4%

higher

At least

2% higherAt least

same

At most

5%

lower

More than

5% lower

2. Case

a. Heav

Aging

/ Case Load

2018

Actual

CRITERIA 1(Score and Performance Levels}

2019

NPS

Target

CRITERIA 2(Score and Performance Lev^

5 4 3 2 1 5 4 3 2 1

96%-

100%

Almost

5%

lower

Almost

10% lower

Almost

15%

lower

Almost

20%

lower

More than

20%

lower

60% At

least

54%

At

least

48%

At

least

42%

At

least

36%

Lower

than

36%

81%-

95%

At most

4%

lower

At most

8% lower

At most

12%

lower

At most

16%

lower

More than

16%

lower

66%-

80%

At most

2%

lower

At most

4% lower

At most

6%

lower

At most

8%lower

More than

8% lower

41%

65%

Almost

1%

lower

Almost

2% lower

Almost

4%

lower

Almost

7%

lower

More than

7% lower

40%

and

below

At least

1%

higher

At least

same

Almost

3%

lower

At most

6%

lower

More than

6% lower

Page 1 2

Annex A

' b. Medium Case Load

2019

Actual


2020

NFS

Target

CRITERIA 2(Score and Perfonnance Levels

5 4 3 2 1 5 4 3 2 1

96%-

100%

Almost

4%

lower

Almost

8% lower

Almost

12%

lower

Almost

16%

lower

More than

16% tower

60% At

least

57%

At

least

51%

At

least

45%

At

least

39%

Lower

than

39%

81%-

95%

Atnwst

2%

lower

Almost

4% lower

Almost

6%

lower

Almost

8%

lower

More than

8% lower

66%-

80%

Almost

1%

lower

Almost

2% lower

Almost

4%

lower

Almost

7%

lower

More than

7% lower

41%-

65%

At least

same

At most

1% lower

Almost

3%

lower

Almost

6%

lower

More than

6% lower

40%

and

below

At least

2%

higher

At least

same

Almost

2%

lower

Almost

5%

lower

More than

5% lower

0. LightCase Load

2019

Actual

CRITERIA 1(Score and Performance Levds)

2020

NFS

Target

CRITERIA 2(Score and Perfonrcince Levels

5 4 3 2 1 5 4 3 2 1

96%-

100%

At most

2%

lower

Almost

4% lower

Almost

6%

lower

At most

8%

lower

More than

8% lower

60% At

least

60%

At

least

54%

At

least

48%

At

least

42%

Lower

than

42%

81%-

95%

At most

1%

lower

Almost

2% lower

At most

4%

lower

At most

7%

lower

More than

7% lower

66%-

80%

At least

same

Almost

1% lower

Almost

3%

lower

At most

6%

lower

More than

6% lower

41%-

65%

At least

2%

higher

At least

same

At most

2%

lower

Almost

5%

lower

More than

5% lower

40%

and

below

At least

4%

higher

At least

2% higherAt least

same

Almost

5%

lower

More than

5% lower

3. Pros<

a. Heav

scution Success Rate

y Case Load

2019

Actual


2020

NFS

Target

CRITERIA 2(Score and PerfCMTnance Levels

5 4 3 2 1 5 4 3 2 1

96%-

100%

Almost

5%

lower

At most

10% lower

Almost

15%

lower

At most

20%

lower

More bian

20% lower

80% At

least

72%

at

least

64%

at

least

56%

at

least

48%

Lower

than

48%

91%-

95%

Almost

4%

lower

At most

8% lower

At most

12%

lower

Almost

16%

lower

More than

16% lower

81%-

90%

Almost

2%

lower

At most

4% lower

At most

6%

lower

At most

8%

lower

More than

8% lower

61%-

80%

Almost

1%

lower

Almost

2% lower

Almost

4%

lower

At most

7%

lower

More than

7% lower

60%

and

below

At least

1%

higher

At least

sane

Almost

3%

lower

At most

6%

lower

More than

6% lower

Page I 3

Annex A

b. Medium Case Load

2019

Actual


2020

NPS

CRITERIA 2(Score and Performance Levels

5 4 3 2 1 Target 5 4 3 2 1

96%-

100%

At most

4%

lower

At most

8% lower

At most

12%

lower

At most

16%

lower

More than

16% lower

80% At

least

76%

At

least

68%

at

least

60%

at

least

52%

LcHver

than

52%

91%-

95%

At most

2%

lower

At most

4% lower

At most

6%

lower

At most

8%

lower

More than

8% lower

81%-

90%

At most

1%

lower

At most

2% lower

At most

4%

lower

At most

7%

lower

More than

7% lower

61%-

80%At least

same

At most

1% lower

At most

3%

lower

At most

6%

lower

More than

6% lower

60%

and

below

At least

2%

higher

At least

same

Atfnost

2%

lower

At most

5%

lower

More than

5% lower

c. Light Case Load

2019

Actual


2020

NPS

CRITERIA 2(Score and Perfonnance Levels

5 4 3 2 1 Target 5 4 3 2 1

96V

100%

At most

2%

lower

At most

4% lower

At most

6%

lower

At most

8%

lower

More than

8% lower

80% At

least

80%

At

least

72%

At

least

64%

at

least

56%

Lower

than

56%

91V

95%

At most

1%

lower

At most

2% lower

2.1% to

4%

lower

At most

7%

lower

More than

7% lower

81%-

90%

At least

same

At most

1% lower

At most

3%

lower

At most

6%

lower

More than

6% lower

61V

80%

At least

2%

higher

At least

same

At most

2%

lower

At most

5%

lower

More than

5% lower

60%

and

below

At least

4%higher

At least

2% higherAt least

same

At most

5%

lower

More than

5% lower

Page I 4

Department of Justice Annex BSTRATEGIC PERFORMANCE MANAGEMENT SYSTEM

Summary List of individual Performance RatingsJanuary to June 2020

SAMPLE ONLY

Region /Office:

Name of EmployeesRating

Adjectival rating

Support Staff 1 5.00 Outstanding

Prosecutor 1 5.00 Outstanding

Prosecutor 2 5.00 OutstandingQi ir»nrn4 Q+aff 0 4.99 Very Satisfsctory

Support Staff 3 4.96 Very Satisfactory

Support Staff 4 4.50 Very Satisfactory

Prosecutor 3 4.50 Very Satisfactory








Prosecutor 11 3.99 Satisfactory

Prosecutor 12 3.98 Satisfactory

Support Staff 5 3.97 Satisfactory




Support Staff 9 2.99 Unsatisfactory



Support Staff 12 1.99 Poor

Support Staff 13 1.50 Poor

No. of employees = 25

Average rating of Staff

3.98

(99.49/25)Satisfactory

Submitted by;

Head of Office

Designation and Name of Office

Date

Note;

Adjectival Rating : 5 - Outstanding 4 - Very Satlsftictory 3 - Satisfactory 2 - Unsadsfectory 1 - Poor

manila . - department circular no. 1 18 s 2020.pdf · 25 inter-agency task force for the current...

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