RESULTS – BASED PERFORMANCE MANAGEMENT SYSTEM

Individual Performance Commitment and Review Form

The Department of Education (DepEd) is committed to provide the members of its organization with opportunities to:

 Link their individual achievements and make a meaningful contribution to the attainment of the institution’s Vision and Mission.
 Promote individual and team growth, participation and commitment.
 Grow professionally and personally.

In line with this Philosophy, DepEd implements a Results-Based Performance Management System. It is a shared undertaking between the superior and the employee that allows an
open discussion of job expectations, Key Results Areas, Objectives and how these align to overall departmental goals. It provides a venue for agreement on standards of performance
and behaviours which lead to professional and personal growth in the organization.

This form is divided into four parts:

PART I Accomplishments of KRAs and Objectives - Each employee plays a vital part in the achievement of his/her department’s objectives. At the beginning of the Results-Based
Performance Management Cycle, the employee and his/her superior jointly determines goal and measures that will lead to the achievement of the overall departmental goals. After
which, weights are assigned to those goals based on priorities. The total of the weights should not exceed 100. At the end of the performance cycle, the employee is rated on the
effectiveness/quality, efficiency (including cost), and timeliness in delivering the goals agreed upon.

PART II Competencies - The success of the employee in fulfilling his/her role and delivering exceptional performance is dependent on how s/he applies various competencies on the
job. The employee is rated based on the effectiveness and consistency by which s/he demonstrates behaviours relevant to the competencies. The overall rating is computed by adding
the rating for each competency and dividing the sum by the total number of competencies. Half-points (e.g. 3.5) may be given if the employee’s performance level falls in between
descriptions of the scale positions.

PART III Summary of Ratings for Discussion

PART IV Development Plans - The areas where the employee excels and areas for development are both identified. In this manner, the employee’s strengths are highlighted and
recognized. Development needs on the other hand are addressed through formal and informal training and development approaches.

DEPED RPMS form – DEPED RPMS form – For Staff(below SG18)

 Scale Adjectival Description
5 Outstanding Performance represents an extraordinary level of achievement and commitment
(130% and above) in terms of quality and time, technical skills and knowledge, ingenuity, creativity
and initiative. Employees at this performance level should have demonstrated
exceptional job mastery in all major areas of responsibility. Employee
achievement and contributions to the organization are of marked excellence.
4 Very Satisfactory Performance exceeded expectations. All goals, objectives and targets were
(115% - 129%) achieved above the established standards.
3 Satisfactory Performance met expectations in terms of quality of work, efficiency and
(100% - 114%) timelines. The most critical annual goals were met.
2 Unsatisfactory Performance failed to meet expectations, and / or one or more of the most critical
(51% - 99% goals were not met.
1 Poor Performance was consistently below expectations, and/or reasonable progress
(50% or above) towards critical goals was not made. Significant improvement is needed in one or
more important areas.

These ratings refer to the accomplishment of targets or objectives. Evaluation should be based on indicators and measures. CSC MC NO. 13, SERIES OF 1999 (REVISED Polices on the
Performance Management System) have the following descriptions:

Outstanding – performance exceeding targets by 30% and above of the planned targets on the previous definition of performance exceeding targets by at least fifty (50%)
Very Satisfactory – performance exceeding targets by 15% to 29% of the planned targets; from the previous range of performance exceeding targets by at least 25% but falls short of
what is considered an outstanding performance.
Satisfactory – performance of 100% to 114% of the planned targets. For accomplishments requiring 100% of the targets such as those pertaining to money or accuracy or those
which may no longer be exceeded, the usual rating of either 10 for those who met targets or 4 for those who failed or fell short of the targets shall still be enforced.
Unsatisfactory – performance of 51% to 99% of the planned targets; and
Poor – performance failing to meet the planned targets by 50% or below.

Appeals
A Performance Review Committee (PRC) shall be created is DepEd composed of the Undersecretary for Regional Operations, Assistant Secretary for Planning, highest ranking official in charge of personnel management and
two representatives from the rank and file nominated by the accredited employee association in the agency as members.
1. Employees who feel aggrieved or dissatisfied with their final performance rating can file an appeal with the PRC within ten (10) days from date of receipt of their Performance Report Form from the PRC. Employees,
however, shall not be allowed to protest the performance rating of their co-employees. Ratings obtained by other employees can only be used as basis or reference for comparison in appealing one’s performance rating;
2. The PRC shall decide on the appeals within one month from receipt. Appeals lodged at any PRC shall follow the hierarchical jurisdiction of various PRCs in an agency. For example, the decision of the Provincial PRC is
appealable to the Regional PRC which decision is in turn appealable to the National/Central Office PRC. Only in exceptional instances when the decision of the PRC in the central offices of departments may be appealed
further to the CSC Commission proper. The decision made on employees’ ratings by the PRC in the local government units maybe appealed to the Civil service Regional Office which has jurisdiction over these units.
3. An official or employee who was separated from the service on the basis of unsatisfactory or poor performance rating can appeal his separation to the CSC or its regional office within 15 days from receipt of the order or
notice of separation.

DEPED RPMS form – For Staff(below SG18)

 COMPETENCIES

CORE BEHAVIORAL COMPETENCIES Improve performance. Examples may include doing something better,
Self-Management faster, at a lower cost, more efficiently; or improving quality, customer
1. Sets personal goals and direction, needs and development. satisfaction, morale, without setting any
2. Undertakes personal actions and behaviors that are clear and purposive Specific goal.
and takes into account personal goals and values congruent to that of the
organization. Teamwork
3. Displays emotional maturity and enthusiasm for and is challenged by 1. Willingly does his/her share of responsibility.
higher goals. 4 2. Promotes collaboration and removes barriers to teamwork and goal 4
4. Prioritize work tasks and schedules (through Gantt charts, checklists, etc.) accomplishment across the organization.
to achieve goals. 3. Applies negotiation principles in arriving at win-win agreements.
5. Sets high quality, challenging, realistic goals for self and others. 4. Drives consensus and team ownership of decisions.
5. Works constructively and collaboratively with others and across
organizations to accomplish organizational goals and objectives.
Professionalism and Ethics Service Orientation
1. Demonstrates the values and behavior enshrined in the Norms of 1. Can explain and articulate organizational directions, issues and problems.
Conduct and Ethical Standards for public officials and employees (RA 6713). 2. Takes personal responsibility for dealing with and/or correcting customer
2. Practices ethical and professional behavior and conduct taking into service issues and concerns.
account the impact of his/her actions and decisions. 3. Initiates activities that promotes advocacy for men and women
3. Maintains a professional image: being trustworthy, regularity of empowerment.
4 4
attendance and punctuality, good grooming and communication. 4. Participates in updating of office vision, mission, mandates and strategies
4. Makes personal sacrifices to meet the organization’s needs. based on DepEd strategies and directions.
5. Acts with a sense of urgency and responsibility to meet the 5. Develops and adopts service improvement programs through simplified
organization’s needs, improve systems and help others improve their procedures that will further enhance service delivery.
effectiveness.
Result Focus Innovation
1. Achieves results with optimal use of time and resources most of the time. 1. Examines the root cause of problems and suggests effective solutions.
2. Avoids rework, mistakes and wastage through effective work methods by Fosters new ideas, processes, and suggests better ways to do things (cost
placing organizational needs before personal needs. and/or operational efficiency).
3. Delivers error-free outputs most of the time by conforming to standard 2. Demonstrates an ability to think “beyond the box”. Continuously focuses
operating procedures correctly and consistently. Able to produce very on improving personal productivity to create higher value and results.
satisfactory quality of work In terms of usefulness/acceptability and 4 3. Promotes a creative climate and inspires co – workers to develop original 3
completeness with no supervision required. ideas or solutions.
4. Expresses a desire to do better and may express frustration at waste or 4. Translates creative thinking into tangible changes and solutions that
inefficiency. May focus on new or more precise ways of meeting goals set. improve the work unit and organization.
5. Makes specific changes in the system or in own work methods to 5. Uses ingenious methods to accomplish responsibilities. Demonstrates
resourcefulness and the ability to succeed with minimal resources.

5 – Role model; 4 – Consistently demonstrates; 3 – Most of the time demonstrates; 2 – Sometimes demonstrates; 1 – Rarely demonstrates
DEPED RPMS form – For Staff(below SG18)
 CORE SKILLS Computer/ICT Skills
Oral Communication 1. Prepares basic compositions (e.g. letters, reports, spreadsheets and
1. Follows instructions accurately. graphics presentation using Word Processing and Excel)
2. Expresses self clearly, fluently and articulately. 2. Identifies different computer parts, turns the computer on/off, and work
3. Uses appropriate medium for the message. on a given task with acceptable speed and accuracy and connects computer
4
4. Adjust communication style to others. 4 peripherals (e.g. printers, modems, multi-media projectors, etc.)
5. Guides discussions between and among peers to meet an objective. 3. Prepare simple presentation using PowerPoint.
4. Utilizes technologies to: access information to enhance professional
productivity assists in conducting research and communicate through local
and global professional networks.
5. Recommends appropriate and updated technology to enhance
productivity and professional practice.
Written Communication
1. Knows the different written business communication formats used in the
DepEd.
2. Writes routine correspondence/communications, narrative and
descriptive report based on readily available information data with minimal
spelling or grammatical error/s (e.g. memos, minutes, etc.) 3
3. Secures information from required references that (e.g. directories,
schedules, notices, instructions) for specific purposes.
4. Self-edits words, numbers, phonetic notation and content, if necessary.
5. Demonstrates clarity, fluency, impact, conciseness and effectiveness in
his/her written communications

5 – Role model; 4 – Consistently demonstrates; 3 – Most of the time demonstrates; 2 – Sometimes demonstrates; 1 – Rarely demonstrates

Note: These ratings can be used for the developmental plans of the employee.

DEPED RPMS form – For Staff(below SG18)

 PART III: SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Result Rating

Accomplishments of KRAs and Objectives 3.625

Employee-Superior Agreement
The signatures below confirm that the employee contents of the performance as captured in this form.
Name of Employee Name of Superior
ANA JEAN G. BORCILLO CRISTINA B. CALVA
Signature Signature

Date: Date
February 20,2024 February 20, 2024

PART IV: DEVELOPMENT PLANS

Action Plan
Strengths Development Needs (Recommended Developmental Timeline Resources Needed
Intervention)

 Self- Management Attend and Participate in May to December

 Result Focus Seminars, trainings, and
 Teamwork 2023  Resource Speaker
 Service Orientation
 Oral Communication Workshops.
 Written Communication
 Fund Allocation
 Computer/ICT Skills
 Innovative

Approved by:

ANA JEAN G. BORCILLO CRISTINA B. CALVA CHARON J. INITAN, MPA

Ratee/ADAS - II Rater/Principal I Administrative Officer V

DEPED RPMS form – For Staff(below SG18) I 6