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Department of Education
Region V
OFFICE PERFORMANCE COMMITMENT AND REVIEW FORM
This form is an excel-based version of the Part I-IV of the Office Performance Commitment and Review
Form. It is intended to assist school heads in the preparation of their OPCRF at different RPMS phases, e.g.
Office Performance Commitment and Review Form and Development Plan during Performance Planning and
Commitment Phase, accomplished OPCRF with computed final rating during Performance Review and
Evauation Phase.
This tool shall be accomplshed by the school head. When all Parts I-IV are accomplished, the school head
shall print and submit this tool, with the portfolio to the rater for final review and assessment.
Accomplish only the unlocked items in the Encoding Sheet, Part 2 and Part 4.
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ance Planning and
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65. OFFICE PERFORMANCE COMMITMENT FORM (OPCRF) ENCODING SHEET 2022-2023
Nam e of Em ployee: Nam e of Rater:
Position: Position:
Bureau/Center/Service/Division: Date of Review:
Rating Period:
KRA Tim eline
(m m , dd,yyyy)
W eight per
KRA
Objectives
W eight per
Objective
Num erical Ratings
Q E T
I. Leading
Strategically
10%
1 5%
2 5%
II. Managing School
Operation and
Resources
20%
3 5%
4 5%
5 5%
6 5%
III. Focusing on
Teaching and
Learning
40%
7 8%
8 8%
9 8%
10 8%
11 8%
IV. Developing Self
and Others
15%
12 5%
13 5%
14 5%
V. Building
Connections
10%
15 5%
16 5%
PLUS FACTOR 5% 17 5%
FINAL RATING
ADJECTIVAL RATING
162. PART II: COMPETENCIES
Instruction: Reflect on each competency and rate yourself 1-5, with 5 being the highest score. Type your rating in the box.
CORE BEHAVIORAL COMPETENCIES LEADERSHIP COMPETENCIES
Self-Management Teamwork Leading People
Sets personal goals and direction, needs and development Willingly does his/her share of responsibility. Uses basic persuasion techniques in a discussion or presentation e.g
Undertake personal actions and behaviors that are clear and purposive and Promotes collaboration and removes barriers to teamwork appeals to reason and/or emotions, uses data and examples, visual
takes into account personal goals and values congruent to that of the and goal accomplishment across the organization Persuades, convinces or influences others, in order to have a specific
organization. Applies negotiation principles in arriving at win-win agreements. “Sets a good example”, is a credible and respected leader; and demo
Displays emotional maturity and enthusiasm for and is challenged by higher Drives consensus and team ownership of decisions. Forwards personal, professional and work unit needs and interests in
goals. Works constructively and collaboratively with others and Assumes a pivotal role in promoting the development of an inspiring,
Prioritize work tasks and schedules (through Gantt charts, checklists, etc.) across organizations to accomplish organizational goals organization and influences others to share ownership of DepEd goa
to achieve goals. and objectives effective work environment.
Sets high quality, challenging, realistic goals for self and others. People Performance Management
Service Orientation Makes specific changes in the performance management system or in
Professionalism and Ethics Can explain and articulate organizational directions, issues to improve performance (e.g. does something better, faster, at low
Demonstrate the values and behavior enshrined in the Norms of Conduct and and problems. improves quality, customer satisfaction, morale, revenues).
Ethical Standards for public officials and employees (RA 6713) Takes personal responsibility for dealing with and/or correcting Sets performance standards and measures progress of employees ba
Practices ethical and professional behavior and conduct taking into account customer service issues and concerns department targets.
the impact of his/her actions and decisions. Initiates activities that promotes advocacy for men and Provides feedback and technical assistance such as coaching for perfo
Maintains a professional image: being trustworthy, regularity of women empowerment and action planning.
attendance and punctuality, good grooming and communication. Participates in updating of office vision, mission, mandates States performance expectations clearly and check understanding an
Makes personal sacrifices to meet organization’s need. and strategies based on DepEd strategies and directions Performs all the stages of result-based performance management sys
Acts with a sense of urgency and responsibility to meet the organization’s Develops and adopts service improvement programs evidence and required documents/forms.
needs, improve systems and help others improve their effectiveness. through simplified procedures that will further enhance
Result Focus service delivery. People Development
Achieves result with optimal use of time and resources most of the time. Improves the skills and effectiveness of individuals through employin
Avoids rework, mistakes and wastage through effective work methods Innovation strategies.
by placing organizational needs before personal needs. Examines the root cause of problems and suggests effective Facilitates workforce effectiveness through coaching and motivating
Delivers error-free outputs most of the time by conforming to standard solutions. Fosters new ideas, processes, and suggests better within a work environment that promotes mutual trust and respect
operating procedures correctly and consistently. Able to produce very ways to do things (cost and/or operational efficiency Conceptualizes and implements learning interventions to meet identi
satisfactory quality of work in terms of usefulness/acceptability and Demonstrates an ability to think “beyond the box”. Does long-term coaching or training by arranging appropriate and he
completeness with no supervision required. Continuously focuses on improving personal productivity to training, or other experiences for the purpose of supporting a person
Express a desire to do better and may express frustration at waste or create higher value and results Cultivates a learning environment by structuring interactive experien
inefficiency. May focus on new or more precise ways of meeting goals set. Promotes a creative climate and inspires co – workers to opportunities that are in support of achieving individual career goal
Makes specific changes in the system or in own work methods to improve develop original ideas or solutions.
performance. Examples may include doing something better, faster, at a Translates creative thinking into tangible changes and solutions
lower cost, more efficiently, or improving quality, customer satisfaction, that improve the work unit and organization
morale, without setting any specific goal. Uses ingenious methods to accomplish responsibilities.
CORE BEHAVIORAL COMPETENCIES RATING 0.00
LEADERSHIP COMPETENCIES RATING 0.00
OVERALL RATING 0.00
0 0
0 0
189. rating in the box.
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
Persuades, convinces or influences others, in order to have a specific impact or effect.
“Sets a good example”, is a credible and respected leader; and demonstrates desired behavior.
Forwards personal, professional and work unit needs and interests in an issue.
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
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).
Sets performance standards and measures progress of employees based on office and
Provides feedback and technical assistance such as coaching for performance improvement
States performance expectations clearly and check understanding and commitment.
Performs all the stages of result-based performance management system supported by
Improves the skills and effectiveness of individuals through employing a range of development
Facilitates workforce effectiveness through coaching and motivating/developing people
within a work environment that promotes mutual trust and respect.
Conceptualizes and implements learning interventions to meet identified training needs.
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.
Cultivates a learning environment by structuring interactive experiences such as looking for future
opportunities that are in support of achieving individual career goals.
0.00
0.00
0.00
0
0
216. SUMMARY OF RATINGS FOR DISCUSSION
Final Performance Results Rating Adjectival Rating
Accomplishment of KRAs and Objectives #DIV/0! #DIV/0!
The signatures below confirm that the employee and his/her superior have agreed on content of this appraisal form and the performance rating.
Rater – Ratee Agreement
Name of Emloyee: 0 Name of Superior: 0
Signature: Signature:
Date: 01/00/1900 Date: 01/00/1900
280. PART IV: DEVELOPM ENT PLANS
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
A. Core Behavioral Competencies
Self Management
#
Sets personal goals and
direction, needs and
development
#
Undertake personal actions and
behaviors that are clear and
purposive and takes into
account personal goals and
values congruent to that of the
organization
#
Displays emotional maturity and
enthusiasm for and is
challenged by higher goals.
#
Prioritize work tasks and
schedules (through Gantt
charts, checklists, etc.) to
achieve goals.
#
Sets high quality, challenging,
realistic goals for self and
others.
281. #
Sets high quality, challenging,
realistic goals for self and
others.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
Professionalism and Ethics
#
Demonstrate the values and
behavior enshrined in the
Norms of Conduct and Ethical
Standards for public officials
and employees (RA 6713)
#
Practices ethical and
professional behavior and
conduct taking into account the
impact of his/her actions and
decisions.
#
Maintains a professional image:
being trustworthy, regularity of
attendance and punctuality,
good grooming and
communication.
#
Makes personal sacrifices to
meet organization’s need.
#
Acts with a sense of urgency
and responsibility to meet the
organization’s needs, improve
systems and help others
improve their effectiveness.
282. #
Acts with a sense of urgency
and responsibility to meet the
organization’s needs, improve
systems and help others
improve their effectiveness.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
Result Focus
#
Achieves result with optimal use
of time and resources most of
the time.
#
Avoids rework, mistakes and
wastage through effective work
methods by placing
organizational needs before
personal needs.
#
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.
#
Express 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.
283. #
Express 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.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
#
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.
TeamWork
#
Willingly does his/her share of
responsibility.
#
Promotes collaboration and
removes barriers to teamwork
and goal accomplishment
across the organization
284. #
Applies negotiation principles in
arriving at win-win agreements.
#
Drives consensus and team
ownership of decisions.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
#
Works constructively and
collaboratively with others and
across organizations to
accomplish organizational goals
and objectives
Service Orientation
#
Can explain and articulate
organizational directions, issues
and problems.
#
Takes personal responsibility for
dealing with and/or correctings
customer service issues and
concerns
#
Initiates activities that promotes
advocacy for men and women
empowerment
285. #
Participates in updating of office
vision, mission, mandates and
strategies based on DepEd
strategies and directions
#
Develops and adopts service
improvement programs through
simplified procedures that will
further enhance service
delivery.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
Innovation
#
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
#
Demonstrates an ability to think
beyond the box. Continuously
focuses on improving personal
productivity to create higher
value and results
286. #
Promotes a creative climate and
inspires co – workers to develop
original ideas or solutions.
#
Translates creative thinking into
tangible changes and solutions
that improve the work unit and
organization
#
Uses ingenious methods to
accomplish responsibilities.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
B. LEADERSHIP COMPETENCIES
Leading People
#
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
#
Persuades, convinces or
influences others, in order to
have a specific impact or effect.
287. #
“Sets a good example”, is a
credible and respected leader;
and demonstrates desired
behavior.
#
Forwards personal, professional
and work unit needs and
interests in an issue.
#
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.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
People Performance Management
#
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).
288. #
Sets performance standards
and measures progress of
employees based on office and
department targets.
#
Provides feedback and technical
assistance such as coaching for
performance improvement and
action planning.
#
States performance
expectations clearly and check
understanding and
commitment.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
#
Performs all the stages of result-
based performance
management system supported
by evidence and required
documents/forms.
People Development
289. #
Improves the skills and
effectiveness of individuals
through employing a range of
development strategies.
#
Facilitates workforce
effectiveness through coaching
and motivating/developing
people within a work
environment that promotes
mutual trust and respect.
#
Conceptualizes and implements
learning interventions to meet
identified training needs.
Strengths Development Needs
Action Plan
Timeline
Learning Objectives Intervention
290. #
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.
#
Cultivates a learning
environment by structuring
interactive experiences such as
looking for future opportunities
that are in support of achieving
individual career goals.
0 0
RATEE RATER
