DepEd Order No.2, s.

2015
Guidelines on the Establishment
& Implementation of the Results based Performance Management
System (RPMS) in the
Department of Education
Lead, Engage, Align & Do! (LEAD)

Policy Statement
The
DepEd
hereby
sets
the
guidelines on the establishment and
implementation of the RPMS in the
department
stipulating
the
strategies,
methods,
tools
and
rewards
for
assessing
the
accomplishment
vis--vis
the
commitments. This will be used for
measuring and rewarding higher
levels of performance of the various

Policy Statement
For non-school based personnel,
the RPMS shall provide for an
objective and verifiable basis for
rating
and
ranking
the
performance
of
units
and
individual personnel in view of
the granting of PerformanceBased Bonus(PBB) starting 2015.

Policy Statement
For school-based personnel, the
RPMS shall be used only as an
appraisal tool, which shall be the
basis for training and development.
The granting of PBB shall be
governed by the existing PBB
guidelines.
The Department shall adopt the
RPMS Framework

WHAT
Strategic
Priorities

VISION,
MISSION,
VALUES
(VMV)

Department
/ Functional
Area Goals
KRAs and
Objectives

HOW
Values

Competencie
s
CENTRAL
REGIONAL
DIVISION
SCHOOL
S

DEPED RPMS FRAMEWORK

The framework aligns efforts to enable DepEd to

actualize its strategic goals and vision.

Policy Statement
The DepEd RPMS shall
follow the four-stage
performance management
system cycle as
prescribed by the CSC

Phase 1
Performance
Planning and
Commitment

1. Discuss Units Objectives

2. Identify Individual KRAs,
Objectives and Performance
Indicators
3. Discuss Competencies Required
and Additional Competencies
Needed
4. Reaching Agreement

CATEGORY

DEFINITION

Effectiveness/Quality

The extent to which actual

performance compares with
targeted performance.
The degree to which objectives
are achieved and the extent to
which targeted problems are
solved.
In management, effectiveness
relates to getting the right things
done.

Efficiency

The extent to which time or

resources is used for the intended
task or purpose. Measure whether
targets are accomplished with a
minimum amount or quantity of
waste, expense or unnecessary
effort.

Category
Timeliness

Definition
Measures whether the
deliverable was done on time
based on the requirements of the
rules and regulations, and /or
clients/stakeholders.
Time-related performance
indicators evaluate such things
as project completion deadlines,
time management skills and
other time- sensitive
expectations

Phase 2
Performance Monitoring and
Coaching

1. Performance Tracking
2. Coaching/Feedback

Heart of the
RPMS

Phase 3
Performance Review and
Evaluation

1. Review
1. Performance
Reviewing
Performance

2. Discuss Strengths and

Improvement Needs

The RPMS Rating Scale

Scale

3
2

Adjectival

Outstanding

Very Satisfactory
Satisfactory
Unsatisfactory

Poor

Description
Performance represents an extraordinary level of
achievement and commitment 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.
Performance exceeded expectation. All goals, objectives,
and targets were achieved above the established
standards.
Performance met expectations in terms of quality of
work, efficiency and timeliness. The most critical annual
goals were met.
Performance failed to meet expectations, and/or one or
more of the most critical goals were not met.
Performance was consistently below expectations, and/or
reasonable progress toward critical goals was not made.
Significant improvement is needed in one or more

Sample Computation
KRAs

KRA 1

KRA 2

Weight
Per KRA

40

20

Objectiv
es

Weight
Per
Objectiv
es

Rating

Score

Objective
1

10%

0.400

Objective
2

20%

1.000

Objective
3

10%

0.300

Objective
1

10%

0.300

Objective
2

5%

0.150

Objective

5%

0.200

Sample Computation
KRAs

KRA 3

KRA 4

Weight
Per KRA

30

10

Objectiv
es

Weight
Per
Objectiv
es

Rating

Score

Objective
1

10%

0.400

Objective
2

15%

0.450

Objective
3

5%

0.150

Objective
1

5%

0.150

Objective
2

2.50%

0.075

Objective

2.50%

0.100

Adjectival Ratings
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

*DepEds Competencies
Scale
Scale

Definition

Role model

Consistently
demonstrates

Most of the time

demonstrates

Sometimes
demonstrates

1
Rarely demonstrates
5 (role model) - all competency
indicators
4 (consistently demonstrates) four competency
indicators
3 (most of the time demonstrates) three competency
indicators
2 (sometimes demonstrates) two competency
indicators

Phase 4
Performance Rewarding and
Development Planning

1. Rewards
2. Development Planning

RPMS Cycle
or School-Based Personnel

Performance
Planning
Phase I
May

Mid-Year
Review
Phase II
November

Year-End
Results
Phases III & IV
April

RPMS Cycle

r non School-Based Personnel

Performance
Planning
Phase I
December

Mid-Year
Review
Phase II
July

Year-End
Results
Phases III & IV
December

Composition of Performance
Management Team
Division PMT

School PMT

Chair: ASDS (most senior in terms Chair: Principal-elect

of tenure as ASDS
Members:

Members:

Planning Officer III

Accountant III
Chief Administrative Officer V
One(1) Education Program
Supervisor
One(1) Principals
Representative (Elementary :
PESPA)
One(1) Principals
Representative (Secondary :
NAPPSSHI, NAPPSSPHIL
One(1) representative from the
teacher association for

* Four(4) Master Teacher/Head

Teacher
* One(1) representative from the
School Planning Team
* One(1) Administrative
Officer/Representative from nonteaching group

Division PMT

School PMT

Composition of Performance
One(1) representative from the
teacher
association
Management
Team

One(1) NEU-Division Chapter

Representative

Observer:
One(1) PTA Division Federation
Representative

Observer:
One(1) PTA Representative

Secretariat:
Administrative Office

Secretariat:
Administrative Office

Composition of the Grievance

Committee
Schools Division Office

Schools

Chair: SDS

Chair: ASDS

Members:
Legal Officer
HRMO
EPS
Accountant
PESPA representative
NEU

Members:
PSDS
HRMO/AO
Principal
Master Teacher/Head Teacher
Teachers Association

RATEE

RATER

APPROVING
AUTHORITY

Schools Division
Office
1. Superintendent
2. Asst.
Superintendent
3. Chief of Division
4. Education Program
Supervisor
5. District Supervisor
6. Section Chief/Unit
Head
7. Staff

1. Asst. Regional
Director
2. Superintendent
3. Asst.
Superintendent
4. Chief of Division
5. Chief of Division
6. Chief of Division
7. Section Chief/Unit
Head

1.
2.
3.
4.

Regional Director
Asst. Director
Superintendent
Asst.
Superintendent

5. Asst.
Superintendent
6. Asst.
Superintendent
7. Head of Division

RATEE

RATER

APPROVING
AUTHORITY

Schools
1. Principal
2. Head/Master
Teacher

1. Asst.
Superintendent
2. Principal

3. Teacher
4. Non -Teaching Staff

3. Head/Master
Teacher
4. Principal

1. Superintendent
2. Superintendent
(Small & Medium
Divisions)
Asst.
Superintendent(Large
& Very Large
Divisions)
3. Principal
4. Administrative
Officer V

Behind every
successful
person, there is
one
elementary
truth.
Somewhere,
someway,
someone cared
about
their growth and
development.