Implementation of the Performance Evaluation System for 1st and 2nd Level Judges

January 31, 2005

OCA CIRCULAR NO. 29-A-03

 

In line with the policy of the Supreme Court of improving the delivery of judicial services and upgrading the leadership and administrative capabilities of judges, the Office of the Court Administrator has established the PERFORMANCE EVALUATION SYSTEM FOR 1ST AND 2ND LEVEL JUDGES. The program creates a system of evaluating the performance of the judge using ten factors: (1) management capabilities, (2) organizational ability, (3) work knowledge, (4) workload distribution, (5) decision making on non-judicial functions, (6) innovation, (7) effective leadership, (8) ability to maintain discipline, (9) character and integrity, and (10) punctuality and attendance.

The system entails the accomplishment of the Performance Evaluation Form (see attached form).

The rating of the judge's performance is for a six-month period (January to June; July to December). The rating for the first (1st) semestral period shall be accomplished in July while the rating for the second (2nd) semestral period shall be made in January of the succeeding year. The rater shall discuss with the ratee the outcome of the latter's performance for the rating period and the form is signed by the rater and ratee. The same shall be submitted to the Office of the Court Administrator not later than the last day of July for the 1st semestral period and January for the 2nd semestral period.

The persons who will rate the judges are as follows:

1. Regional Trial Courts:

a. In multiple-sala Regional Trial Courts, Presiding Judges shall be rated by their respective Executive Judges.

b. Presiding Judges of single-sala Regional Trial Courts shall be rated by the Deputy Court Administrator in charge of said courts unless the Court Administrator assigns an Executive Judge as the rater. STECDc

c. Executive Judges shall be rated by the Deputy Court Administrator with jurisdiction over their station. In case of the National Capital Judicial Region, the Court Administrator shall rate the Executive Judges.

2. Metropolitan Trial Courts and Municipal Trial Courts in Cities:

a. In multiple-sala Metropolitan Trial Courts and Municipal Trial Courts in Cities, Presiding Judges shall be rated by their respective Executive Judges.

b. Executive Judges shall be rated by the Deputy Court Administrator with jurisdiction over the stations involved.

3. Municipal Trial Courts and Municipal Circuit Trial Courts:

a. Presiding Judges of the Municipal Trial Courts and Municipal Circuit Trial Courts shall be rated by the Executive Judges of the Regional Trial Courts with jurisdiction over the stations involved.

The rating form prescribed herein shall be used in rating judges for the rating period starting January to June 2005 and thereafter.

This Circular amends OCA Circular No. 29-2003 and shall take effect immediately.

(SGD.) PRESBITERO J. VELASCO, JR.Court Administrator

ATTACHMENT

PERFORMANCE EVALUATION FORMFor Judges

Name:	______________________________	Rating Period
Court:	______________________________	[ ]	January 1 to June 30, 20___
Station:	______________________________	[ ]	July 1 to December 31, 20___
Branch:	______________________________
Total Point Score [  ]	Adjective Rating ______________

READ THE INSTRUCTIONS CAREFULLY BEFORE RATING

INSTRUCTIONS: DIEAHc

1. Rate the judge's performance for the period only.

2. Under each factor in the rating form are four (4) characteristics. Each characteristic has a point equivalent: a = 4; b = 6; c = 8; and d = 10.

3. Read the statements under each factor very carefully. Select the one which most nearly describes the ratee being rated. Check the appropriate box in ink. Do the same for each of the ten factors. Add the total number of points earned. Convert this to adjective rating, using the conversion table.

4. The point score and its equivalent adjective rating shall be indicated later on the spaces provided in this rating form. The rater shall sign the form on the space indicated and write the date when the rating was made.

5. Base your rating on facts not on mere impressions. The best way to obtain correct facts is to exert effort to know the judge's general performance during the rating period.

6. Adopt a definite standard for comparison of judges in your unit.

7. Take plenty of time to rate the judge. Do not be influenced by prejudice or pity. The efficiency of his court depends largely on your fair appraisal of the ratee. Do not overrate your friends nor underrate those unfriendly to you. Be impartial and do not discriminate.

I. MANAGEMENT CAPABILITIES:

Does he know Supreme Court and Office of the Court Administrator's goals and objectives?

Can he be depended upon to carry out the plans for the Supreme Court, the Chief Justice and the Office of the Court Administrator?

[ ] a. Has limited knowledge of SC and OCA's goals and management plans.

[ ] b. Aware of SC and OCA's goals and management plan but shows limited commitment to said goals and plans.

[ ] c. Aware of SC and OCA's goals and management plans and generally meets said goals and plans in his own organizational unit. HSCAIT

[ ] d. Is fully conversant with SC and OCA's goals and management plans and consistently develops and implements said plans in his organizational unit.

II. ORGANIZATIONAL ABILITY:

Does he know how to plan activities, delegate delegable tasks and follow-up work in his court station?

How does he organize his work?

[ ] a. Cannot plan or organize his work. Allows things to run their course. Does not want to delegate; prefers to do the job himself.

[ ] b. Organizational ability is adequate for his present work. Normally delegates and checks work assigned to employees.

[ ] c. Organizes his work very well. Usually does most urgent tasks first. Delegates properly and follows-up work assigned.

[ ] d. Plans and organizes his job exceptionally well. Delegates intelligently and always sees to it that approved plans and instructions are carried out properly.

III. WORK KNOWLEDGE:

Does he know and understand the nature and details of his work as a judge?

Is his knowledge sufficient for him to perform his job well and supervise his personnel effectively?

[ ] a. Knowledge and understanding of the work are sufficient but needs a lot of guidance and reminders.

[ ] b. Knowledge and understanding of the work are adequate to carry on normal supervision.

[ ] c. Has thorough knowledge and understanding of almost all phases of his work.

[ ] d. Has exceptional mastery and understanding of all phases of his work.

IV. WORKLOAD DISTRIBUTION:

Does he have theoretical and practical knowledge of issues related to the work environment? STcaDI

[ ] a. Relies solely on personnel skills and experience to meet demands of work area with limited attempts to keep up to date with relevant changes.

[ ] b. Allocates work in haphazard manner, without consideration of staff skills.

[ ]c. Generally matches staff skills to distribution of workload in the unit.

[ ] d. Highly effective in matching staff skills to distribution of workload in the unit.

V.DECISION MAKING ON NON-JUDICIAL FUNCTIONS:

Extent to which decisions and actions are based on facts, sound reasoning and weighing of outcomes.

[ ] a. Decisions at times not entirely adequate.

[ ] b. Normally able to interpret facts and arrive at correct decisions.

[ ] c. Judgment almost always reliable even on important and complex matters.

[ ] d. Has outstanding ability to pick out facts and arrives always at sound decisions even on important and complex matters.

VI. INNOVATION:

To what extent does he make contributions to improve present methods or add to existing knowledge?

[ ] a. Makes no attempt to improve the work of his station. Fears change and avoids dealing with issues.

[ ] b. Exerts normal efforts to improve work of his station. Normally tries out new methods and procedures. Confronts changes and issues but in a restrictive manner.

[ ] c. Active imagination, works out new methods and procedures. Confronts changes and issues and develop appropriate solutions.

[ ] d. Exceptionally active imagination, always working on new ways and methods. Anticipates changes and associated issues in constructive manner. Plans preventive strategies to ensure minimum disruption to the court in effecting planned changes.

VII. EFFECTIVE LEADERSHIP: ATICcS

Is he a leader whom employees will naturally follow?

Does he command confidence and inspire those who work with him?

[ ] a. Lacks leadership qualities and cannot motivate or direct staff.

[ ] b. Has leadership qualities but fails to motivate staff and directs in an unclear and inconcise manner. Demonstrates poor conflict resolution skills.

[ ] c. Easily gets the cooperation of his employees. A very good leader. Naturally accepted by subordinates. Gives clear directives of expectations and offers assistance to staff if required. Encourages positive staff interactions.

[ ] d. Outstanding leader. Accepted by subordinates without question. Maintains the morale of the employees at high level. Leads by example and motivates staff. Demonstrates a positive approach which inspires staff and develops a harmonious working atmosphere in the court.

VIII. ABILITY TO MAINTAIN DISCIPLINE:

Can he maintain discipline in his court station?

Does he have a strong control over his employees?

[ ] a. Cannot control his subordinates. Communicates ineffectively with staff.

[ ] b. Normally able to maintain discipline in his station. Communicates with staff and intervenes in crisis.

[ ] c. Maintains good discipline. Has good control over his personnel. Maintains adequate staff consultations and displays team building when necessary. Takes prompt action to resolve disputes.

[ ] d. Maintains discipline exceptionally well. Has complete control over his personnel. Encourages and creates teamwork. Shares communications openly and honestly with all levels. 

IX. CHARACTER AND INTEGRITY:

Is he intellectually honest and loyal?

Is he a person of high principles?

Will he defend what he thinks is right? ASHaDT

[ ] a. Lacks courage. Easily swayed.

[ ] b. Normally truthful and loyal.

[ ] c. Honest and upright. Defends what he thinks is right.

[ ] d. Has exceptionally high personal and moral standards, outstanding courage, integrity and firm conviction.

X. PUNCTUALITY AND ATTENDANCE:

[ ] a. Habitual absentee; often late for work. Shows little concern for time lost from work.

[ ] b. Attendance is average.

[ ] c. Very good attendance on the job. Seldom absent or late for work.

[ ] d. Perfect attendance on the job. Exceptionally punctual in observing work hours, break periods, etc.

CONVERSION TABLE

Total Point Score	Adjective Rating
70 and below	—	Unsatisfactory
71-80	—	Satisfactory
81-90	—	Very Satisfactory
91-100	—	Outstanding
Total Points Earned: ______________
Adjective Rating: _________________
_________________	_________________
Ratee	Rater
_________________	_________________
Designation	Designation

 

Date: _______________

Note: The performance form shall be accomplished in triplicate. One copy shall be given to the ratee and one copy shall be kept in the confidential file of the Office of the Executive Judge or the Deputy Court Administrator in charge of the ratee. The original shall be forwarded to the Office of the Court Administrator.