2022-2023-dan-OPCRF.pptx

DANILO A. SUMAIN
Presenter
DANILO A. SUMAIN
HEAD TEACHER- III

KRAs OBJECTIVES TIME LINE
Weight per
KRA
PERFORMANCE INDICATORS ACTUAL
RESULTS
RATING SCORE
(Quality, Efficiency, Timeliness)
DOMAIN 1
LEADING
STRATEGIC
ALLY
1.1 To provide
technical
assistance to the
School Planning
Team in the
conduct of plan
development,
submission and
implementation of
the school plans
aligned with
institutional VMV,
goals, policies and
needs of the school
community
September
2022-June
2023
5%
5 - Developed, submitted and implemented
SIP/AIP with the school planning team
utilizing the standard templates and
complete annexes by December 2023, and
implemented BE-LCP within the school year
5 0.25
Approved
SIP/AIP
Endorsement
utilizing the standard templates with 1-2
annex/es missing by December 2023, and
Certification
that the BE-
LRCP was
Implemented
utilizing the standard templates with 3-4
annexes missing by January 2023 and
2 -Developed, submitted and implemented
utilizing non- standard templates with 5-6
annexes missing by January 2023 and
1- Developed, submitted and implemented
utilizing non- standard templates without
annexes by January 2023 and implemented
BE-LCP within the school year

Weight per
KRA
RESULTS
RATING SCORE
DOMAIN 1
LEADING
STRATEGIC
ALLY
1.2 To
undertake
policy
implementation
review and
recommend to
higher
authorities the
enhancement of
policies relevant
to school
operations
based on
implementation
and review
Septemb
er 2022-
June
2023
5%
5 - Undertaken 3 policy reviews and
recommend to higher authorities the
enhancement of the policy as a result
of the conducted SMEPA List of Policies
Recommended
5 0.25
4 - Undertaken 2 policy reviews and
of the conducted SMEPA
3 - Undertaken 1 policy review and
of the conducted SMEPA
2 - Undertaken 1 policy
implementation review without
recommendation provided
1 - No policy review made nor
recommendations given

Weight per
KRA
RESULTS
RATING SCORE
DOMAIN 1
LEADING
STRATEGIC
ALLY
1.3 To collaborate
with school
personnel in the
conduct of
research and
utilized findings,
including
Customer Client
Satisfaction
Survey (CCSS)
results to improve
school
performance
September
2022-June
2023
5%
5. - Completely conducted and utilized
results of 1 School-based Action Research
plus 10 % of the teachers with complete
research and with CCSS analysis done
quarterly with actions taken
Research
Manuscripts
with Abstracts
2 0.1
4- Completely conducted and utilized results
of 1 School-Based Action Research plus 7-
9% of the teachers with complete research
and with CCSS analysis done quarterly with
actions taken
of 1 School-Based Action Research plus 4-6
% of the teachers with complete research
and with CCSS analysis done quarterly
with actions taken
Quarterly
CCSS Analysis
and Actions
Undertaken
of 1 School-Based Action Research plus 1-3
% of the teachers with complete research
and with CCSS analysis done quarterly
with actions taken
1 - Only the school head or the 10% of the
teachers completely conducted and utilized
research results

Weight per
KRA
RESULTS
RATING SCORE
DOMAIN 1
LEADING
STRATEGIC
ALLY
1.4 To design
supplemental
monitoring and
evaluation
tools and
utilized M& E
results to
promote learner
achievement
Septemb
er 2022-
June
2023
5%
5- Designed 5 supplemental
monitoring and evaluation tools and
utilized M&E results for learner
improvement
M and E
Tools design
5 0.25
improvement
M & E
Results
Analysis
improvement
2-Designed 2 supplemental
improvement
monitoring and evaluation tool and
improvement

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
PERFORMANCE INDICATORS
(Quality, Efficiency, Timeliness) ACTUAL
RESULTS
RATING SCORE
DOMAIN 2-
MANAGING
SCHOOL
OPERATIONS
AND
RESOURCES
2.1 To manage
school data and
information
using technology
and ICT to
ensure effective
school operations
2.1.1 Web -based
Information
Systems
(LIS,EBEIS)
2.2.2 National
School-Based
Inventory (NSBI)
2.2.3 School-
Based
Management
Level of Practice
September
2022-June
2023
5%
5 - Created list of classes in the BOSY, finalized
all sections and school in the EOSY, submitted
validated school profile and NSBI report in the
BEIS and attained/sustained SBM Level 3 of
Practice
sections in the EOSY, submitted validated school
profile and NSBI report in the BEIS and
attained/sustained SBM Level 3 of Practice
all sections and school in the EOSY, submitted
validated school profile and NSBI report in the
BEIS and attained/sustained SBM Level 2 of
Practice
sections in the EOSY, submitted validated school
profile and NSBI report in the BEIS and
attained/sustained SBM Level 2 of Practice
1 - Created list of classes in the BOSY but did not
finalize all sections and school in the EOSY,
submitted validated school profile and NSBI
report in the BEIS and sustained/attained SBM
Level 2 of Practice
Certification
from the
Division
Planning
Officer and
SBM Focal
Person
5 0.25

Weight per
KRA
ACTUAL
RESULTS
RATING SCORE
DOMAIN 2-
MANAGING
SCHOOL
OPERATIONS
AND
RESOURCES
2..2 To manage
the physical and
fiscal school
resources
adhering to
policies and
guidelines,
including school
safety for
disaster
preparedness,
mitigation and
resiliency and
monitored the
proper utilization
of funds
September
2022-June
2023
5%
5 - Prepared SOB based on downloaded
MOOE/program support funds with 4 quarterly
liquidation reports submitted on time and
accepted by the accounting office based on the
enhanced HRDP, SIP/AIP/APP/TRIP,SPDP and
IGP Sustainability Plan(RAMP)
4 - Prepared SOB based on downloaded MOOE
with 3 quarterly liquidation reports submitted on
time and accepted by the accounting office based
on the enhanced HRDP,
SIP/AIP/APP/TRIP,SPDP, and IGO Sustainability
Plan
time and accepted by the accounting office based
on the enhanced HRDP,
SIP/AIP/APP/TRIP,SPDP, and IGO Sustainability
Plan
time and accepted by the accounting office
1 - Delayed submission of SOB and liquidation of
MOOE
Quarterly
SOB and
Liquidation
Reports
5 0.25
Copy of
HRDP,
SIP/AIP/AP
P/TRIP,SPD
P, IGPSPlan,
RAMP

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
ACTUAL
RESULTS
RATING SCORE
DOMAIN 2-
MANAGING
SCHOOL
OPERATIONS
AND
RESOURCES
2.3 To conduct
inventory of Physical
Resources
2.3.1 School facilities
and equipment
2.3.2 Human
Resources
2.3.3 School Health
& Safety and
Preparedness
2.3.4 Technology
Resources
2.3.5 School Forms
(SF5,SF6)
2.3.6 School Profiles
2.3.7 School Report
Card (SRC)
September
2022-June
2023
5%
5 - all inventory reports are maintained
and submitted
4 - 6 forms Quarterly inventory reports
are maintained
3 - 5 Quarterly inventory reports are
maintained
2 - 4 Quarterly inventory report is
maintained
1 - 3 and below Quarterly inventory
reports maintained
Inventory
SF7
(BOSY&EOSY)
Inventory
Inventory
SF5-EOSY, SF6-
EOSY
Performance
Indicators
Copy of SRC
5 0.25

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
RESULTS
RATING SCORE
DOMAIN
2-
MANAGIN
G
SCHOOL
OPERATI
ONS AND
RESOUR
CES
2.4 To manage
emerging
opportunities
and challenges
to ensure
equality and
equity in
addressing
needs of the
school
community
Septem
ber
2022-
June
2023
2%
5 - With zero conflict in the
school/ facilitated and
resolved 100% of the school
conflict
4 - Facilitated and resolved
85-99% of the school conflict
1 -Facilitated and resolved at
least 54% of the school
conflict
Certification
signed by
the PSDS
5 0.1

Weight
per KRA
RESULTS
RATING SCORE
DOMAIN-3
FOCUSING ON
TEACHING AND
LEARNING
3.1 To conduct
school-based
review and
contextualizatio
n of learning
standards and
engaged school
personnel in its
implementation
September
2022-June
2023
5%
5 - Conducted 5 reviews and
contextualization of the learning
standards (learning delivery,
curriculum, and learning resources)
1 - Conducted 1 review and
5 0.25
Summary of
Reviews
Conducted with
MOVS
Sample Copy of
Contextualized
Resources

KRAs OBJECTIVES
TIME
LINE
Weight
per
KRA
RESULTS
RATING SCORE
DOMAIN-3
FOCUSING ON
TEACHING
AND
LEARNING
3.2 To establish
teacher and learner
assessment and
performance
feedback
mechanisms/syste
ms to promote
learner -friendly,
inclusive and
healthy learning
environment
September
2022-
June
2023
4%
5 - Conducted four (4) quarterly school
monitoring, evaluation and plan adjustment
(SMEPA) meeting: 4 SMEPA results and 4
quarter assessment results are used to develop
learning interventions suitable to the school
learners
4- Conducted three (3) quarterly school
(SMEPA) meeting, 3 SMEPA results and 3
learners
3- Conducted two (2) quarterly school
(SMEPA) meeting: 2 SMEPA results and 2
learners
2- Conducted one (1) quarterly school
(SMEPA) meeting: 1 SMEPA result and 1 quarter
assessment result are used to develop learning
interventions suitable to the school learners
1- Did not conduct any quarterly school
(SMEPA) meeting
Quarterly
SMEPA
Synthesis
5 0.4
Quarterly
GPA by
subject area
and grade
level

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
ACTUAL
RESULTS
RATING SCORE
DOMAIN-3
FOCUSING ON
TEACHING
AND
LEARNING
3.3 To undertake
initiatives in
integrating career
awareness and
opportunities
including
SEAMMEO
INNOTECH
Septembe
r 2022-
June
2023
5%
5 - 100% of personnel were given opportunities
to be speakers/participants in
fora/orientations/seminars, to participate in
scholarship grants and in higher level of
competitions
4 - 85-99% of personnel were given opportunities
competitions
competitions
fora/orientations/seminars, participate in
competitions
1 - at least 50% of personnel were given
opportunities to be speakers/participants in
fora/orientations/seminars, participate in
competitions
Summary List
of Trained
Teachers and
Trainings
Attended
4 0.2
Certificates

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
RESULTS
RATING SCORE
DOMAIN 4 -
DEVELOPING
SELF AND
OTHERS
4.1 To set personal and
professional
development goals based
on PPSSh by initiating
practices for personal
and professional
reflections, network and
implementation
4.1.1 e-SAT
4.1.2 IPPD
4.1.3 SPPD
September
2022-June
2023
5%
5 - Crafted the School Professional
Development Plan and conducted
MPRE, INSET, Mentoring or Coaching
and 20 or more SLACs based on the
School Plan for Professional
Development
4 - Crafted the Professional
Development Plan and initiated and
conducted MPRE, INSET and 17-19
SLACs based on the training needs of
teachers
conducted MPRE, INSET and 14-16
teachers
conducted MPRE, INSET and11-13
teachers
conducted MPRE, INSET and at least
10 SLACs based on the training needs
of teachers
SPDP,
Accomplished
Mentoring
and Coaching
Form,
Accomplishm
ent Report on
MPRE, INSET
and SLAC
with forms
5 0.25
Training
Design
Session
Guide
Attendance
Sheet

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
ACTUAL
RESULTS
RATING SCORE
DOMAIN 4 -
DEVELOPING
SELF AND
OTHERS
4.2 To implement
Performance
Management System ,
monitor and evaluate
personnel in
accordance with,
policies and
guidelines to ensure
better employee
engagement,
increased
productivity, and
better retention.
September
2022-June
2023
15%
5- 100% of teachers were observed once
per semester, 100% of non-teaching
personnel were capacitated and all
personnel have at least Very Satisfactory
result with 4 QISPs and 10 MRs submitted
on time
4- 86-99% of teachers were observed once
per semester, 86-99% of non-teaching
personnel were capacitated and all
personnel have at least Very Satisfactory
rating with 4 QISPs and 10 MRs submitted
on time
3- 76-85% of teachers were observed once
per semester, 76-85% of non-teaching
personnel were capacitated and teaching
and non-teaching personnel have at least
Very Satisfactory rating with 2-3 QISPs
and 7-9 MRs submitted on time
2 - 50-75% of teachers were observed and
50-75% of the non-teaching personnel
were capacitated with at least Very
Satisfactory rating with incomplete QISPs
and MRs
1 - Below 50% of teachers were observed
once per semester and below 50% of the
non-teaching were capacitated with at least
Very Satisfactory rating with incomplete
QISPs and MRs
Classroom
Observation
Tool
Observation
Notes
MOVs on
Observations
Conducted
Quarterly IS
Plan and
Monthly
Reports
5 0.75

KRAs OBJECTIVES
TIME
LINE
Weight
per KRA
ACTUAL
RESULTS
RATING SCORE
DOMAIN 4 -
DEVELOPING
SELF AND
OTHERS
4.3 Institutionalize
rewards, incentives
and recognition
system for learners ,
school personnel and
other stakeholders
September
2022-June
2023
5%
5 - Sustained awards and recognition
systems for learners, school personnel,
stakeholders and partners in education
4 - Initiated and established awards and
recognition systems for learners, school
personnel, stakeholders and partners in
education
3 - Initiated and established awards and
recognition systems for learners and school
personnel only
2 - Practiced rewards and recognition to
learners, school personnel, stakeholders
and partners but no established systems
1 - Practiced rewards and recognition for
learners only
Summary
List of
Awards
List of
Awardees
Certificates
Awards and
Recognition
System
Budget
Proposal
5 0.25

Weight
per KRA
(Quality, Efficiency,
Timeliness)
ACTUAL RESULTS RATING SCORE
DOMAIN 5 -
BUILDING
CONNECTIONS
5. 1 built constructive
relationships and
managed school
organizations
5.1.1 PTA
5.1.2 SGC
5.1.3 Teachers'
Association
5.1.4 School Planning
Team/ Project Teams
5.1.5 Child Protection
Committee
5.1.6 SPG/SSG
5.1.7 Alumni Association
5.1.8 School Clubs/
Subject Clubs/ Programs
5.1.9 STT
September
2022-June
2023
5%
5 - Maintained constructive
relationship with the school
with ALL the established
school organizations with
Amended Constitution and By-
laws (SGC, PTA, TA, SSG/SPG,
AA)
with 4 established school
organizations
organizations
organizations
organizations
List of
Officers/Committee
members
Amended CBL of
PTA, SGC, TA,
SPG/SSG and AA
Designation Orders
of SPT/PT, CPC,
School Transition
Team
5 0.25

KRAs OBJECTIVES
TIME
LINE
Weight
per
KRA
(Quality, Efficiency, Timeliness) ACTUAL RESULTS RATING SCORE
DOMAIN 5 -
BUILDING
CONNECTIONS
5.2 To exhibit inclusive
practices on gender
sensitivity, physical and
mental health awareness
and culture
responsiveness
5.2.1 ALIVE
5.2.2 IPEd
5.2.3 Open High
School/ADM
5.2.4 Special Interest
Programs such as SPED,
Sports, Arts, Journalism,
Science, Foreign Language,
STE/SSE-Special Science
Program
5.2.5 GAD
5.2.6 Psychological First
Aid
5.2.7 Culture Sensitivity
5.2.8 Senior High School
September
2022-June
2023
5%
5 - Met educational needs of all types of
learners through sustained Gender and
Development, Psychological First Aid and
Culture Sensitivity practices with zero
bullying cases in the school with integration
of ALIVE/IPED and other concepts in
learning plans.
Culture Sensitivity practices with 1-2
of ALIVE/IPED and other concepts in
learning plans.
Culture Sensitivity practices with 3-4
of ALIVE/IPED concepts in learning plans.
Culture Sensitivity practices with 5 or more
of ALIVE/IPED concepts in learning plans.
1 – No special programs implemented and
established in the school.
IP/ALIVE/GAD
Corners
Accomplishment
Reports with
Pictorials
GAD Activities
Certification of Zero
Bullying
Contextualized
materials
Learning Plans with
Integration of
Concepts on Gender
Sensitivity, Physical
and Mental Health
Awareness and
Cultural
Responsiveness
5 0.25

KRAs OBJECTIVES
TIME
LINE
Weight
per
KRA
(Quality, Efficiency, Timeliness) ACTUAL RESULTS RATING SCORE
DOMAIN 5 -
BUILDING
CONNECTIONS
5.3 To establish
community engagement
and strong partnerships
September
2022-June
2023
5%
5 - Established system of partnership,
managed and sustained by the
stakeholders for continuous
improvement of resource management
by completing 5 or more MOA/MOU
signing before the program/project
implementation
4 - Completed 4 MOA/MOU signing
before the program/project
implementation
implementation
implementation
1 - Completed at least 1 MOA/MOU
signing before the program/project
implementation
MOA/MOU 4 0.2

Weight per
KRA
(Quality, Efficiency,
Timeliness)
ACTUAL
RESULTS
RATING SCORE
KRA 6 - PLUS
FACTOR
6.1 To lead the community
in crafting collaborative
programs for learner
development and school
improvement
September
2022-June
2023
5%
5 - (Any of the 2) Achieved or
sustained SBM Level 3 of
Practice
5 - Implemented school-based
innovations/practices (with
satisfying results with
testimonials/ benchmarking
with most significant change)
5-Published school
paper/newsletter within the
school year
Certificate of
Recognition
Accomplishm
ent Reports
with
Pictorials/Pu
blication
Copy of
Publication
5 0.25

KRAs OBJECTIVES Weight per KRA RATING SCORE
DOMAIN 1 LEADING
STRATEGICALLY
1.1 5% 5 0.25
1.2 5% 5 0.25
1.3 5% 2 0.1
1.4 5% 4 0.25
DOMAIN 2- MANAGING SCHOOL
OPERATIONS AND RESOURCES
2.1 5% 5 0.25
2.2 5% 5 0.25
2.3 5% 5 0.25
2.4 2% 5 0.1
DOMAIN-3 FOCUSING ON
TEACHING AND LEARNING
3.1 5% 5 0.25
3.2 4% 5 0.2
3.3 5% 5 0.25
DOMAIN 4 - DEVELOPING SELF AND
OTHERS
4.1 5% 5 0.25
4.2 15% 5 0.75
4.3 5% 5 0.25
DOMAIN 5 - BUILDING
CONNECTIONS
5.1 5% 5 0.25
5.2 5% 5 0.25
5.3 5% 5 0.25
PLUS FACTOR 6.1 5% 5 0.25
* To get the score, the rating is
multiples by the weight assigned.
RANGE ADJECTIVAL RATING
4.500 - 5.000 Outstanding
3.500 - 4.499 Very Satisfactory
2.500 - 3.499 Satisfactory
1.500 - 2.499 Unsatisfactory
below 1.499 Poor
100% 85 4.80
Description: OUTSTANDING

CORE BEHAVIORAL COMPETENCIES
Self-Management 5 4 3 2 1
Rati
ng
Aver
age
Teamwork 5 4 3 2 1
Rati
ng
Aver
age
1. Sets personal goals and direction, needs and
development.
4 1. Willingly does his/her share of responsibility. 4
2. Undertakes personal actions and behaviors
that are clear and purposive and takes into
account personal goals and values congruent to
that of the organization.
4
2. Promotes collaboration and removes barriers
to teamwork and goal accomplishment across the
organization.
5
3. Displays emotional maturity and enthusiasm
for and is challenged by higher goals.
4 4
3. Applies negotiation principles in arriving at
win-win agreements.
4 4.6
4. Prioritize work tasks and schedules (through
Gantt charts, checklists, etc.) to achieve goals.
4
4. Drives consensus and team ownership of
decisions.
5
5. Sets high quality, challenging, realistic goals
for self and others.
4
5. Works constructively and collaboratively with
others and across organizations to accomplish
organizational goals and objectives.
5
Professionalism and Ethics 5 4 3 2 1
Rati
ng
Aver
age
Service Orientation 5 4 3 2 1
Rati
ng
Aver
age
1. Demonstrates the values and behavior
enshrined in the Norms of Conduct and Ethical
Standards for public officials and employees (RA
6713).
4
1. Can explain and articulate organizational
directions, issues and problems.
5
2. Practices ethical and professional behavior
and conduct taking into account the impact of
his/her actions and decisions.
4
2. Takes personal responsibility for dealing with
and/or correcting customer service issues and
concerns.
4
3. Maintains a professional image: being
trustworthy, regularity of attendance and
punctuality, good grooming and communication.
4 4
3. Initiates activities that promotes advocacy for
men and women empowerment.
5 4.6
4. Makes personal sacrifices to meet the
organization’s needs.
4
4. Participates in updating of office vision,
mission, mandates and strategies based on
DepEd strategies and directions.
5
5. Acts with a sense of urgency and responsibility
to meet the organization’s needs, improve
systems and help others improve their
effectiveness.
4
5. Develops and adopts service improvement
programs through simplified procedures that will
further enhance service delivery.
4

CORE BEHAVIORAL COMPETENCIES
Result Focus 5 4 3 2 1
Rati
ng
Aver
age
Innovation 5 4 3 2 1 Rati
ng
Aver
age
1. Achieves results with optimal use of time and
resources most of the time.
4
1. Examines the root cause of problems and
suggests effective solutions. Fosters new ideas,
processes, and suggests better ways to do things
(cost and/or operational efficiency).
4
2. Avoids rework, mistakes and wastage
through effective work methods by placing
organizational needs before personal needs.
4
2. Demonstrates an ability to think “beyond the
box”. Continuously focuses on improving
personal productivity to create higher value and
results.
4
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.
4 4
3. Promotes a creative climate and inspires co –
workers to develop original ideas or solutions.
4 4
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.
4
4. Translates creative thinking into tangible
changes and solutions that improve the work unit
and organization.
4
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.
4
5. Uses ingenious methods to accomplish
responsibilities. Demonstrates resourcefulness
and the ability to succeed with minimal
resources.
4

LEADERSHIP COMPETENCIES
Leading People 5 4 3 2 1
Rati
ng
Aver
age
People Development 5 4 3 2 1
Rati
ng
Aver
age
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
4
1. Improves the skills and effectiveness of individuals
through employing a range of development strategies.
4
2. Persuades, convinces or influences others, in
order to have a specific impact or effect.
4
2. Facilitates workforce effectiveness through
coaching and motivating/developing people within a
work environment that promotes mutual trust and
respect.
4
3. “Sets a good example”, is a credible and respected
leader; and demonstrates desired behavior.
4
3. Conceptualizes and implements learning
interventions to meet identified training needs.
4 4
4. Forwards personal, professional and work unit
needs and interests in an issue.
4 4
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
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 create an
effective work environment.
4
5. Cultivates a learning environment by structuring
interactive experiences such as looking for future
opportunities that are in support of achieving
individual career goals.
4
People Performance Management 5 4 3 2 1
Rati
ng
Aver
age
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 efficiently; improves
quality, customer satisfaction, morale, revenues).
4
5 - Role Model; 4 - Consistently demonstrates;
3 - Most of the time demonstrates;
2 - Sometimes demonstrates; 1 - Rarely demonstrates
2. Sets performance standards and measures
progress of employees based on office and
department targets.
4 OVER-ALL COMPETENCY RATINGS
3. Provides feedback and technical assistance
such as coaching for performance improvement and
action planning.
4 4.2 CORE BEHAVIORAL COMPETENCIES 4.2
4. States performance expectations clearly and
checks understanding and commitment.
4 LEADERSHIP COMPETENCIES
4.066
67
5. Performs all the stages of result-based
performance management system supported by
evidence and required documents/forms.
5 OVERALL RATING
4.133
33

PART III: SUMMARY OF
RATINGS FOR
DISCUSSION

PART III: SUMMARY OF RATINGS FOR DISCUSSION
Final Performance Results Rating
Accomplishments of KRAs and Objectives 4.80

PART IV: DEVELOPMENT PLANS
Strengths Development Needs
Action Plan (Recommended
Developmental Intervention)
Timeline Resources Needed
A. CORE BEHAVIORAL COMPETENCIES
INNOVATION
5. Apply ingenious methods to
accomplish responsibilities. Present
resourcefulness and the ability to
succeed with minimal resources.
Increase efficiency and effective
management of people
performance..
September 2022-
June 2023
Human Resources (Ask
technical assistance
from PSDS/Division
Office HRD)
RESULT FOCUS
1. Attain results with optimal use of time
and resources most of the time.
Strengthen time management and
prioritization of PAPs
September 2022-
June 2023
Human Resources (Ask
technical assistance
from PSDS/Division
Office)

PART IV: DEVELOPMENT PLANS
Strengths Development Needs
Action Plan (Recommended
Developmental Intervention)
Timeline Resources Needed
B. LEADERSHIP COMPETENCIES
LEADING
PEOPLE
1.Improve the skills and
effectiveness of individuals through
employing a range of development
strategies.
Strengthen teachers' teaching
development program,
capability building and
professional growth.
September
2022-June
2023
Human Resources
(Ask technical
assistance from
PSDS/Division, CID
Office)

2022-2023-dan-OPCRF.pptx

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