Annex A

OFFICE PERFORMANCE COMMITMENT AND REVIEW FORM (OPCRF)

Revised 2024

Name of Employee: Name of Rater:

Position/Designation: Position:
Review Period: Approving Authority:
Strand/Bureau/Center/Service/Region/Division: Date of Review:
Strand/Bureau/Center/Service/Region/Division Statement of Purpose:

PART I-A: COMMITMENT TO ORGANIZATIONAL OUTCOMES (60%)

Part I-A. Commitment to Organizational Outcomes shall capture office commitments, performance, and accomplishments based on office mandates and KRAs as reflected in the official issuance on the Compendium of Office Functions. This part shall capture the contributions of the office directly targeting the Organizational Outcomes indicated in the General Appropriation Act (GAA) Programs/Subprograms, Basic Education Development Plan (BEDP) Pillars, MATATAG Agenda priority deliverables, and other national level commitments that are aligned with and relevant to the office KRAs. Clear
attribution shall be made to ensure such alignment.

TO BE ACCOMPLISHED DURING PLANNING TO BE FILLED DURING EVALUATION

Performance Targets
(Target Outcome/Ouput of the
Organizational Outcomes Alignment Bureau/Center/Service/Division aligned Rating Scale
with the Outcome/Output Indicators in
the Organizational Outcomes) Performance Measure
Objectives RATING AVERAGE
Timeline Weight Allocation (Quality, Efficiency, Means of Verification (MOVs) Actual Accomplishments WEIGHTED AVERAGE
(based on Office Functions) (Q,E,T) (QET)
Timeliness)
Organizational Outcome Attribution
Key Result Areas (KRA) (Refer to the GAA Programs/Subprogram and BEDP Pillars) Value Description
5 4 3 2 1
(Based on Office Mandate (numerical, (expected outcome/
(Outstanding) (Very Satisfactory) (Satisfactory) (Unsatisfactory) (Poor)
and Functions) GAA Programs/ statistical, trend) output/service)
BEDP Pillars MATATAG Pillars
Subprograms
Quality

Efficiency #DIV/0! #DIV/0!

Timeliness

Quality

Efficiency #DIV/0! #DIV/0!

Timeliness

Quality

Efficiency #DIV/0! #DIV/0!

Timeliness

Part I-A Total Score #DIV/0!

PART I-B: INNOVATING AND INTERVENING ACCOMPLISHMENTS (20%)

Part I-B. Innovating and Intervening Accomplishments shall capture the outcomes/outputs of the office that are enabling, supportive, and/or contributory to the achievement of the organizational commitments and KRAs in Part I-A. Accomplishments can be innovations, interventions, and enhancements on the processes, services, and/or outputs.
TO BE FILLED IN DURING PLANNING TO BE FILLED DURING EVALUATION

Performance Targets
(Target Outcome/Ouput of the
Bureau/Center/Service/Division that are Performance Measure
RATING SCALE Actual Results/ RATING AVERAGE
Key Result Areas (KRA) Objectives Timeline Weight Allocation enabling, supportive, and/or contributory to (Quality, Efficiency, Means of Verification (MOVs) WEIGHTED AVERAGE
the achievement of the organizational Accomplishments (Q,E,T) (QET)
Timeliness)
outcomes and KRAs (Part I-A))
Value Description
5 4 3 2 1
(numerical, (expected outcome/
(Outstanding) (Very Satisfactory) (Satisfactory) (Unsatisfactory) (Poor)
statistical, trend) output/service) Quality
Efficiency #DIV/0! #DIV/0!
Timeliness
Quality
Efficiency #DIV/0! #DIV/0!
Timeliness
Quality
Efficiency #DIV/0! #DIV/0!
Timeliness

Part I-B Total Score #DIV/0!

PART I-C: ORGANIZATIONAL EFFECTIVENESS (15%)

Part I-C. Organizational Effectiveness shall capture accomplishments/outputs produced or attained on the aspects of Financial Stewardship, Process Improvement, and Client Satisfaction. It shall focus on the results achieved by the office that are aligned with the Performance-based Bonus (PBB) oversight requirements.

TO BE FILLED IN DURING PLANNING TO BE FILLED DURING EVALUATION

Performance Measure RATING SCALE Actual Results/ RATING AVERAGE

Organizational Effectiveness Area Objectives Timeline Weight Allocation (Quality, Efficiency, Means of Verification (MOVs) WEIGHTED AVERAGE
Accomplishments (Q,E,T) (QET)
Timeliness)
5 4 3 2 1
(Outstanding) (Very Satisfactory) (Satisfactory) (Unsatisfactory) (Poor)
Utilized 98% of the budget allocation in accordance with the quarterly disbursement Within the rating 5%
program with no overdraft/deficit/disallowance from oversight agency/ies period
Budget allocation disbursed within the Budget allocation disbursed within the Budget allocation disbursed within the
Budget allocation disbursed within the reglementary Budget allocation disbursed within the reglementary
reglementary period with no reglementary period with 5-6 reglementary period with 7 or more
Quality overdraft/deficit/disallowance from oversight
period with 1-2 overdraft/deficit/disallowance from period with 3-4 overdraft/deficit/disallowance from
overdraft/deficit/disallowance from oversight overdraft/deficit/disallowance from oversight
oversight agency/ies oversight agency/ies
agency/ies agency/ies agency/ies

Budget is utilized with more than 15% variance

Budget is utilized according to the BUR target, Budget is utilized with 1-5% variance from BUR Budget is utilized with 6-10% variance from BUR Budget is utilized with 11-15% variance from
from BUR target, based on the official BUR report
based on the official BUR report of the Finance target, based on the official BUR report of the target, based on the official BUR report of the Finance BUR target, based on the official BUR report of
Efficiency Service/Section/Unit (i.e. 98% of the budget Finance Service/Section/Unit (i.e. 93-97% of the Service/Section/Unit (i.e. 88-92% of the budget the Finance Service/Section/Unit (i.e. 83-87% of
of the Finance Service/Section/Unit (i.e. Below
Financial Stewardship allocation is utilized within the FY) budget allocation is utilized within the FY) allocation is utilized within the FY) the budget allocation is utilized within the FY)
83% of the budget allocation is utilized within the #DIV/0! #DIV/0!
FY)

Quarterly basis: Quarterly basis: Quarterly basis: Quarterly basis: Quarterly basis:
Budget is utilized according to the quarterly Budget is utilized with 1-5% variance from the Budget is utilized with 6-10% variance from the Budget is utilized with 11-15% variance from the Budget is utilized with more than 15% variance
Timeliness disbursement program (i.e. 98% of the quarterly disbursement program (i.e. 93-97% of the quarterly disbursement program (i.e. 88-92% of the quarterly disbursement program (i.e. 83-87% of from the quarterly disbursement program (i.e.
quarterly BUR target is utilized by the end of quarterly BUR target is utilized by the end of each quarterly BUR target is utilized by the end of each the quarterly BUR target is utilized by the end of Below 83% of the quarterly BUR target is utilized
each quarter) quarter) quarter) each quarter) by the end of each quarter)
 Streamlined core processes and management of service provisioning of frontline Within the rating 5% Improvements/reduction on 4 service standards
and other office deliverables to ensure ease of transations and/or period 1. no. of documentary requirements
Improvements/reduction on all of the service 2. total processing time
digitalization/digitization standards
Improvements/reduction on 2-3 service standards Improvements/reduction on 1 service standards
3. transaction cost 1. no. of documentary requirements 1. no. of documentary requirements
1. no. of documentary requirements 4. client steps/agency action steps No change in no. of documentary requirements,
2. total processing time 2. total processing time
Quality 2. total processing time 5. no. of signatories 3. transaction cost 3. transaction cost
total processing time, transaction cost, process
3. transaction cost steps, signatories
4. client steps/agency action steps 4. client steps/agency action steps
4. client steps/agency action steps
5. no. of signatories 5. no. of signatories
5. no. of signatories
Process improvement #DIV/0! #DIV/0!

Streamlined and/or digitized all office core Streamlined and/or digitized 76-99% of the office Streamlined and/or digitized 26-50% of the office Streamlined and/or digitized 0-25% of the office
Streamlined and/or digitized 51-75% of the office core
Efficiency processes identified in the QMS planning core processes identified in the QMS planning
processes identified in the QMS planning documents
core processes identified in the QMS planning core processes identified in the QMS planning
documents documents documents documents

Timeliness
Achieved 100% resolution and compliance rate to #8888 and CCB complaints Within the rating 5%
within the prescribed processing time (simple - 3 days; complex - 7 days; highly period 95.0% - 100% (Outstanding) overall average
90.9% - 94.9% (Very Satisfactory) overall average 80.0% - 89.9% (Satisfactory) overall average on the 60.0% - 79.9% (Fair) overall average on the Below 60.0% (Poor) overall average on the
technical - 20 days) with at least Satisfactory overall average result on the Client Quality on the results of the Client Satisfaction
on the results of the CSM results of the CSM results of the CSM results of the CSM
Satisfaction Measurement Measurement (CSM)

100% resolution and compliance rate to #8888 At least 80% resolution and compliance rate to At least 50% resolution and compliance rate to #8888 At least 1% resolution and compliance rate to 0% resolution and compliance rate to #8888 and
Efficiency and CCB complaints #8888 and CCB complaints and CCB complaints #8888 and CCB complaints CCB complaints
Client Satisfaction #DIV/0! #DIV/0!

Complaints are acted upon and closed with

Complaints acted upon and closed within
documented delays based on the prescribed
Timeliness prescribed processing time (simple - 3 days;
processing time (simple - 3 days; complex - 7 days;
No complaint acted upon and resolved
complex - 7 days; highly technical - 20 days)
highly technical - 20 days)

Part I-C Total Score #DIV/0!

RATEE RATER
DepEd OPCRF (Revised 2024), page 2 of 4

PART II-A: LEADERSHIP COMPETENCIES (2.5%)

Part II-A. Leadership Competencies shall capture competencies expected of heads of functional offices who hold managerial and executive/supervisory positions. The Leadership Competencies expected to be demonstrated include Leading People, People Performance Management, and People Development.

INSTRUCTIONS:
Competencies Behavioural Indicators Remarks/ Observations RATING SCORE 1. The actual events and behaviors shall be written and documented under column H
(Remarks/Observations). These significant occurences are both positive and negative
Leading People 1. Uses basic persuasion techniques in a discussion or presentation e.g., staff mobilization, appeals to reason and/or emotions, uses data and examples, visual aids performances being observed by the rater.
2. Persuades, convinces or influences others, in order to have a specific impact or effect.
2. In column I (Rating), rate each competencies from the range of Zero (0) to One (1).
3. “Sets a good example”, is a credible and respected leader; and demonstrates desired behavior. Zero (0) for not demonstrating such behaviors and One (1) for demonstrating the
0.000 behavioral indicators under each competencies.
4. Forwards personal, professional and work unit needs and interests in an issue.

5. Assumes a pivotal role in promoting the development of an inspiring, relevant vision for the organization and influences others to share ownership of DepEd goals, in order to 3. In column J (Score), the score shall be computed by adding the rating of behaviors
create an effective work environment.
under a certain competency.
People Performance 1. Makes specific changes in the performance management system or in own work methods to improve performance (e.g. does something better, faster, at lower cost, more
Management efficiently; improves quality, customer satisfaction, morale, revenues).
4. Compute the average of scores obtained under Part II-A and Part II-B.
2. Sets performance standards and measures progress of employees based on office and department targets.
5. Multipy the average to weight allocation to get the weighted average under Part II-A
3. Provides feedback and technical assistance such as coaching for performance improvement and action planning. 0.000 and Part II-B. This shall serve as the total score under Part II.
4. States performance expectations clearly and checks understanding and commitment.
6. Refer to the DepEd Competencies Scale table below on the equivalency of the
5. Performs all the stages of result-based performance management system supported by evidence and required documents/forms. weighted average score.
People Development 1. Improves the skills and effectiveness of individuals through employing a range of development strategies.
DepEd Competencies Scale
2. Facilitates workforce effectiveness through coaching and motivating/developing people within a work environment that promotes mutual trust and respect.
Numerical Rating Adjectival Rating Definition

3. Conceptualizes and implements learning interventions to meet identified training needs.

0.000 5 Role Model
Behavioral indicator is consistently exhibited and is worthy of
emulation.
4. Does long-term coaching or training by arranging appropriate and helpful assignments, formal training, or other experiences for the purpose of supporting a person’s learning and
development. 4 Consistently Demonstrated Behavioral indicator is constantly showed.

5. Cultivates a learning environment by structuring interactive experiences such as looking for future opportunities that are in support of achieving individual career goals.
3 Most of the Time Demonstrated Behavioral indicator is often showed.

Average 0.000 2 Sometimes Demonstrated Behavioral indicator is irregularly showed.

Part II-A : Weighted Average (Average x 0.025) 0.000 1 Rarely Demonstrated Behavioral indicator is seldomly showed.

PART II-B: CORE BEHAVIOURAL COMPETENCIES (2.5%)

Part II-B. Core Behavioral Competencies shall capture competencies required from all DepEd personnel in all job groups within the organization, upholding the DepEd’s core values and the Code of Conduct and Ethical Standards for Public Officials and Employees pursuant to RA 6713. They represent the way individuals embody and live the values
of the organization.

Competencies Behavioural Indicators Remarks/ Observations RATING SCORE

1. Sets personal goals and direction, needs and development.

2. Understands personal actions and behavior that are clear and purposive and takes into account personal goals and values congruent to that of the organization

3. Displays emotional maturity and enthusiasm for and is challenged by higher goals
Self-Management 0.000
4. Prioritize work tasks and schedules (through Gantt charts, checklists, etc.) to achieve goals

5. Sets high quality, challenging, realistic goals for self and others.

1. Demonstrate the values and behavior enshrined in the Norms and Conduct and Ethical Standards for Public Officials and Employees (RA 6713).

2. Practice ethical and professional behavior and conduct taking into account the impact of his/her actions and decisions.

Professionalism and Ethics 3. Maintains a professional image: being trustworthy, regularity of attendance and punctuality, good grooming and communication. 0.000
4. Makes personal sacrifices to meet the organization’s needs.

5. Act with a sense of urgency and responsibility to meet the organization’s needs, improve system and help others improve their effectiveness.

1. Achieves results with optimal use of time and resources mist of the time.

2. Avoids rework, mistakes and wastage through effective work methods by placing organizational needs before personal needs.

3. Delivers error-free outputs most of the time by conforming to standard operating procedures correctly and consistently. Able to produce very satisfactory quality of work in terms
of usefulness/acceptability and completeness with no supervision required.
Results Focus 0.000
4. Expresses a desire to do better and may express frustration at waste or inefficiency. May focus on new or more precise ways of meeting goals set

5. Makes specific changes in the system or in own work methods to improve performance. Examples may include doing something better, faster, at a lower cost, more efficiently, or
improving quality, customer satisfaction, morale, without setting any specific goal.

1. Willingly does his/her share of responsibility

2. Promotes collaboration and removes barriers to teamwork and goal accomplishment across the organization.

3. Applies negotiation principles in arriving at win-win agreements.

Teamwork 0.000
4. Drives consensus and team ownership of decisions
 Teamwork 0.000

5. Works constructively and collaboratively with others and across organizations to accomplish organizational goals and objectives.

1. Can explain and articulate organizational directions, issues and problems.

2. Takes personal responsibility for dealing with and/or correcting customer service issues and concerns.

3. Initiates activities that promotes advocacy for men and women empowerment.
Service Orientation 0.000
4. Participates in updating office vision, mission, mandates and strategies based on DEPED strategies and directions.

5. Develops and adopts service improvement program through simplified procedures that will further enhance service delivery.

1. Examines the root cause of problems and suggests effective solutions. Foster new ideas, processes, and suggests better ways to do things (cost and/or operational efficiency).

2. Demonstrates an ability to think “beyond the box”. Continuously focuses on improving personal productivity to create higher value and results.

Innovation 3. Promotes a creative climate and inspires co-workers to develop original ideas or solutions. 0.000
4. Translates creative thinking into tangible changes and solutions that improve the work unit and organization.

5. Uses ingenious methods to accomplish responsibilities. Demonstrates resourcefulness and the ability to succeed with minimal resources.

Average 0.000
Part II-B Weighted Average (Average x 0.025) 0.000

RATEE RATER
DepEd OPCRF (Revised 2024), page 3 of 4
PART III: SUMMARY OF RATINGS

RPMS Rating RPMS Rating Table

Final Performance Components Weight Allocation Obtained Score Overall Score
Numerical Rating Adjectival Rating Range Numerical Rating Adjectival Rating

A. Commitment to Organizational Outcomes 60% 4.500-5.000 5 Outstanding

PART I B. Innovating and Intervening

20% 3.500-4.499 4 Very Satisfactory
Accomplishments
#DIV/0!
C. Organizational Effectiveness 15% #DIV/0! 2.500-3.499 3 Satisfactory
A. Leadership Competencies 2.5% 0.00 1.500-2.499 2 Unsatisfactory
PART II
B. Core Behavioural Competencies 2.5% 0.00 1.000-1.499 1 Poor

Ratee-Rater Agreement

The signatures below confirm that the employee and his/her superior have agreed to the contents of the performance as captured in this form.

Name of Employee: Name of Superior:

Signature: Signature:

Date:
Date:
DepEd OPCRF (Revised 2024), page 4 of 4
PART IV: IMPROVEMENT AND DEVELOPMENT PLANS

Part IV-A: Office Improvement Plan

Action Plan
Gap Analysis
Improvement Area General Objective Recommended Improvement Intervention Timeline Resources Needed
(SWOT)

Feedback:

Part IV-B: Individual Development Plan

Action Plan

Learning Objective
Strengths Improvement Needs Recommended Developmental Intervention Timeline Resources Needed
(based on the developmental intervention)

Feedback:

RATEE RATER APPROVING AUTHORITY

DepEd OPCRF (Revised 2024), page 4 of 4
PART IV: IMPROVEMENT AND DEVELOPMENT PLANS

Part IV-A: Office Improvement Plan

Action Plan
Gap Analysis
Improvement Area General Objective Recommended Improvement Intervention Timeline Resources Needed
(SWOT)

Feedback:

Part IV-B: Individual Development Plan

Action Plan

Learning Objective
Strengths Improvement Needs Recommended Developmental Intervention Timeline Resources Needed
(based on the developmental intervention)

Feedback:

RATEE RATER APPROVING AUTHORITY