Annex G

OFFICE PERFORMANCE MID-YEAR REVIEW FORM (OPMRF)

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 EVALUAT

Performance Targets
(Target Outcome/Ouput of the
Organizational Outcomes Alignment Bureau/Center/Service/Division aligned Rating Scale
with the Outcome/Output Indicators in Performance
the Organizational Outcomes) Measure
Objectives Timeline Weight (Quality, Means of Verification Actual Accomplishments RATING AVERAGE WEIGHTED
(based on Office Functions) Allocation Efficiency, (MOVs) (Q,E,T) (QET) AVERAGE
Organizational Outcome Attribution Timeliness)
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)
Subprograms BEDP Pillars MATATAG Pillars

Quality

Efficiency

Timeliness

Quality

Efficiency

Timeliness

Quality

Efficiency

Timeliness

Part I-A Total Score

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 EVALUAT

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

Quality
Efficiency
Timeliness
Quality
Efficiency
Timeliness
Quality
Efficiency
Timeliness

Part I-B Total Score

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 EVALUAT

Performance
Measure RATING SCALE
Organizational Effectiveness Area Objectives Timeline Weight Allocation (Quality, Means of Verification Actual Results/ RATING AVERAGE WEIGHTED
Efficiency, (MOVs) Accomplishments (Q,E,T) (QET) AVERAGE
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 Budget allocation disbursed Budget allocation disbursed Budget allocation disbursed
reglementary period with within the reglementary period within the reglementary within the reglementary period within the reglementary
Quality no with 1-2 period with 3-4 with 5-6 period with 7 or more
overdraft/deficit/disallowan overdraft/deficit/disallowance overdraft/deficit/disallowanc overdraft/deficit/disallowance overdraft/deficit/disallowanc
ce from oversight from oversight agency/ies e from oversight agency/ies from oversight agency/ies e from oversight agency/ies
agency/ies

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

Quarterly basis: Quarterly basis: Quarterly basis: Quarterly basis: Quarterly basis:
Budget is utilized according Budget is utilized with 1-5% Budget is utilized with 6- Budget is utilized with 11-15% Budget is utilized with more
to the quarterly variance from the quarterly 10% variance from the variance from the quarterly than 15% variance from the
Timeliness disbursement program (i.e. disbursement program (i.e. quarterly disbursement disbursement program (i.e. quarterly disbursement
98% of the quarterly BUR 93-97% of the quarterly BUR program (i.e. 88-92% of the 83-87% of the quarterly BUR program (i.e. Below 83% of
target is utilized by the end target is utilized by the end of quarterly BUR target is target is utilized by the end of the quarterly BUR target is
of each quarter) each quarter) utilized by the end of each each quarter) utilized by the end of each
quarter) quarter)

Streamlined core processes and management of service provisioning of frontline Within the rating 5% Improvements/reduction on 4
and other office deliverables to ensure ease of transations and/or period service standards
digitalization/digitization 1. no. of documentary
Improvements/reduction on requirements Improvements/reduction on Improvements/reduction on 1
all of the service standards 2. total processing time 2-3 service standards service standards
1. no. of documentary 3. transaction cost 1. no. of documentary 1. no. of documentary No change in no. of
requirements 4. client steps/agency action requirements requirements documentary requirements,
Quality 2. total processing time steps 2. total processing time 2. total processing time total processing time,
3. transaction cost 5. no. of signatories 3. transaction cost 3. transaction cost transaction cost, process
4. client steps/agency 4. client steps/agency action 4. client steps/agency action steps, signatories
action steps steps steps
5. no. of signatories 5. no. of signatories 5. no. of signatories
Process improvement

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

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

100% resolution and At least 80% resolution and At least 50% resolution and At least 1% resolution and 0% resolution and
Efficiency compliance rate to #8888 compliance rate to #8888 and compliance rate to #8888 compliance rate to #8888 and compliance rate to #8888
and CCB complaints CCB complaints and CCB complaints CCB complaints and CCB complaints
Client Satisfaction
Complaints are acted upon
Complaints acted upon and and closed with
closed within prescribed documented delays based No complaint acted upon
Timeliness processing time (simple - 3 on the prescribed and resolved
days; complex - 7 days; processing time (simple - 3
highly technical - 20 days) days; complex - 7 days;
highly technical - 20 days)

Part I-C Total Score

RATEE RATER
DepEd OPCR-MRF (Revised 2024), page 2 of 3

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.

Competencies Behavioural Indicators Remarks/ Observations MID-YEAR Average

REVIEW RATING

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
Check
5 5
2. Persuades, convinces or influences others, in order to have a specific impact or effect. Box 86
7
71
101
116 5
Check
Check
3. “Sets a good example”, is a credible and respected leader; and demonstrates desired behavior. Box
Box 102
57
72
87
117
Check 5
Check
4. Forwards personal, professional and work unit needs and interests in an issue. Box
Box 103
58
73
88
118 5
Check
Check
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. Box
Box 104
59
74
89
119 5
Check
Check
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 Box
Box 105
60
75
90
120 5 5
Management efficiently; improves quality, customer satisfaction, morale, revenues). Check
Check
Box
Box 121
106
61
76
91
2. Sets performance standards and measures progress of employees based on office and department targets. 5
Check Box
CheckBox
Check Box
3. Provides feedback and technical assistance such as coaching for performance improvement and action planning. 107
62Check
77
92
122 5
✘ Check
Box 63
4. States performance expectations clearly and checks understanding and commitment. Box 108
78
93
123 5
Check
Check
Box 64
109
79
94
5. Performs all the stages of result-based performance management system supported by evidence and required documents/forms. Box 124
Check 5
Check
Box
Box 110
65
80
95
125
People Development 1. Improves the skills and effectiveness of individuals through employing a range of development strategies.
Check
5 5
Check
Check Box
2. Facilitates workforce effectiveness through coaching and motivating/developing people within a work environment that promotes mutual trust and respect. Box
126 66
Box 96
81
111 5
CheckBox
Check Box
3. Conceptualizes and implements learning interventions to meet identified training needs. Check Box
Check Box 5
67
82
Box
97 112
Check Box
Check
127
Check Box
Box
Check Box
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. Box
68
83
98
128 113
Check
Check
5
Check
Box 69
5. Cultivates a learning environment by structuring interactive experiences such as looking for future opportunities that are in support of achieving individual career goals. Box 114
84
99
129 5
Check
Check
Check
Check Box
Box
Box Box
130
70Check
85
Box
100 115 Part II-A Total Score (Weighted Average)
0.125
PART II-B: CORE BEHAVIOURAL COMPETENCIES (2.5%) Box 130
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 MID-YEAR AVERAGE

REVIEW RATING

1. Sets personal goals and direction, needs and development. Check Box
Box 299
292
Check 285
306 5
Check
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
Box 131
Check
Check 293
Box 300
286
307 5
3. Displays emotional maturity and enthusiasm for and is challenged by higher goals
Self-Management Box 132
Check Box 294
287
301
308
Check 5
4. Prioritize work tasks and schedules (through Gantt charts, checklists, etc.) to achieve goals Check Box 404
402
Box 133
Check
Check Box 401
403 5
5. Sets high quality, challenging, realistic goals for self and others. Box 134
Check
Check Box 295
Box 288
302
309 5
1. Demonstrate the values and behavior enshrined in the Norms and Conduct and Ethical Standards for Public Officials and Employees (RA 6713). Box 135
Check
Check Box 296
289
303
310 5
Box 136
Check
Check Box 311
Box 297
290
304
Professionalism and Ethics
 Check 296
Check Box 303
289
310
2. Practice ethical and professional behavior and conduct taking into account the impact of his/her actions and decisions. Box 136
Check
Check Box 297
Box 290
304
311 5
Professionalism and Ethics
3. Maintains a professional image: being trustworthy, regularity of attendance and punctuality, good grooming and communication. Box 137
Check
Check Box 364
Box 347
313
330 5
4. Makes personal sacrifices to meet the organization’s needs. Box 138
Check 298
Box 305
291
312 5
5. Act with a sense of urgency and responsibility to meet the organization’s needs, improve system and help others improve their effectiveness. Box 139 348
Check
Check Box 365
314
331 5
Box 140 349
Check Box 366
315
332
 Check
Check Box 348
365
314
331
1. Achieves results with optimal use of time and resources mist of the time. Box 140
Check 349
Check Box 366
315
332 5
2. Avoids rework, mistakes and wastage through effective work methods by placing organizational needs before personal needs.
Box 141
Check Box 350
367
316
333 5
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
Check
of usefulness/acceptability and completeness with no supervision required. Check
Check Box
Box 142 389
393
381
385
Results Focus 5
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 Box 143
Check Box 351
368
317
334
Check 5
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 Box 144
improving quality, customer satisfaction, morale, without setting any specific goal.
Check Box
Check Box 352
369
335
318 5
1. Willingly does his/her share of responsibility Box 145
Check
Check Box 353
319
370
336 5
2. Promotes collaboration and removes barriers to teamwork and goal accomplishment across the organization. Box 206Box
Check 390
394
382
386
Check 5
3. Applies negotiation principles in arriving at win-win agreements. Box 207
Teamwork Check
Check Box 354
371
320
337 5
4. Drives consensus and team ownership of decisions
Box 208
Check 355
372
Check Box 321
338 5
5. Works constructively and collaboratively with others and across organizations to accomplish organizational goals and objectives.
Box 209
Check Box 399
400
282
397
398 5
1. Can explain and articulate organizational directions, issues and problems.
Check Box 363
283
380
329
346 5
2. Takes personal responsibility for dealing with and/or correcting customer service issues and concerns.
392
Check Box 396
284
384
388 5
3. Initiates activities that promotes advocacy for men and women empowerment.
Service Orientation Check
Check Box
Check Box 356
373
322
339 5
4. Participates in updating office vision, mission, mandates and strategies based on DEPED strategies and directions.
Box 210
Check Box 391
395
383
387 5
5. Develops and adopts service improvement program through simplified procedures that will further enhance service delivery. Box 211
Check Box 357
Check
Check Box 374
323
340 5
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).
Box 212
Check Box 358
Check
Check Box 375
324
341
5
2. Demonstrates an ability to think “beyond the box”. Continuously focuses on improving personal productivity to create higher value and results. Box 213
Check
Check Box 359
376
325
342 5
Innovation 3. Promotes a creative climate and inspires co-workers to develop original ideas or solutions. Box 215
5
Check Box 360
326
343
377
4. Translates creative thinking into tangible changes and solutions that improve the work unit and organization. Check Box
Check Box 378
216 361
327
344 5
5. Uses ingenious methods to accomplish responsibilities. Demonstrates resourcefulness and the ability to succeed with minimal resources. Check Box
362 5
Check Box 379
Check
217 Box 328
345
Part II-B Total Score (Weighted Average)
218

RATEE RATER
DepEd OPCR-MRF (Revised 2024), page 3 of 3
PART III: SUMMARY OF MID-YEAR REVIEW 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
C. Organizational Effectiveness 15% 2.500-3.499 3 Satisfactory
A. Leadership Competencies 2.5% 1.500-2.499 2 Unsatisfactory
PART II
B. Core Behavioural Competencies 2.5% 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
Learning Objective (based on (Recommended
Strengths Development Needs the developmental Developmental Intervention) Timeline Resources Needed
intervention

Feedback:

Part IV-B: Individual Development Plan

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

Feedback:

RATEE RATER APPROVING AUTHORITY