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.

START HERE
nt and Review
MS phases, e.g.
ance Planning and
eview and

the school head

nt.
 OFFICE PERFORMANCE COMMITMENT FORM (OPCRF) ENCODING SHEET 2022-2023

Name of Employee: Name of Rater:

Position: Position:
Bureau/Center/Service/Division: Date of Review:
Rating Period:

Numerical Ratings
Timeline Weight per Weight per
KRA Objectives
(mm, dd,yyyy) KRA Objective Q E T

I. Leading 1 5%
Strategically 10%
2 5%
3 5%
II. Managing School 4 5%
Operation and 20%
Resources 5 5%
6 5%
7 8%
III. Focusing on 8 8%
Teaching and 40% 9 8%
Learning 8%
10
11 8%
12 5%
IV. Developing Self
and Others 15% 13 5%
14 5%
V. Building 15 5%
Connections 10%
16 5%
PLUS FACTOR 5% 17 5%
FINAL RATING
ADJECTIVAL RATING
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Submitted Main
MOV and all of
the supporting
MOV

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
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.
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.
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.
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.
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PART II: COMPETENCIES
Teamwork
Willingly does his/her share of responsibility.
Promotes collaboration and removes barriers to teamwork
and goal accomplishment across the organization
Applies negotiation principles in arriving at win-win agreements.
Drives consensus and team ownership of decisions.
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 correcting
customer service issues and concerns
Initiates activities that promotes advocacy for men and
women empowerment
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.
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
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.
CORE BEHAVIORAL COMPETENCIES RATING
LEADERSHIP COMPETENCIES RATING
OVERALL RATING
LEADERSHIP COMPETENCIES
Leading People
Uses basic persuasion techniques in a discussion or presentation e.g
appeals to reason and/or emotions, uses data and examples, visual
Persuades, convinces or influences others, in order to have a specific
“Sets a good example”, is a credible and respected leader; and demo
Forwards personal, professional and work unit needs and interests in
Assumes a pivotal role in promoting the development of an inspiring,
organization and influences others to share ownership of DepEd goa
effective work environment.
People Performance Management
Makes specific changes in the performance management system or in
to improve performance (e.g. does something better, faster, at low
improves quality, customer satisfaction, morale, revenues).
Sets performance standards and measures progress of employees bas
department targets.
Provides feedback and technical assistance such as coaching for perfo
and action planning.
States performance expectations clearly and check understanding and
Performs all the stages of result-based performance management sys
evidence and required documents/forms.
People Development
Improves the skills and effectiveness of individuals through employing
strategies.
Facilitates workforce effectiveness through coaching and motivating
within a work environment that promotes mutual trust and respect
Conceptualizes and implements learning interventions to meet identi
Does long-term coaching or training by arranging appropriate and he
training, or other experiences for the purpose of supporting a person
Cultivates a learning environment by structuring interactive experienc
opportunities that are in support of achieving individual career goal
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RATEE RATER
T II: COMPETENCIES
highest score. Type your 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.

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RATER
 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: 12/30/1899 Date: 12/30/1899
the performance rating.

12/30/1899
 PART IV: DEVELOPMENT PLANS

Action Plan
Strengths Development Needs 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.

###
 Sets high quality, challenging,
realistic goals for self and
others.

###
Action Plan
Strengths Development Needs 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.

###
 Acts with a sense of urgency
and responsibility to meet the
organization’s needs, improve
systems and help others
improve their effectiveness.

###
Action Plan
Strengths Development Needs 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.

###
 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.

###
Action Plan
Strengths Development Needs 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

###
 Applies negotiation principles in
arriving at win-win agreements.

###
Drives consensus and team
ownership of decisions.

###
Action Plan
Strengths Development Needs 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

###
 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.

###
Action Plan
Strengths Development Needs 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

###
 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.

###
Action Plan
Strengths Development Needs 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.
###
 “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.

###
Action Plan
Strengths Development Needs 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).

###
 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.

###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention

Performs all the stages of result-

based performance
management system supported
by evidence and required
documents/forms.

###
People Development
 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.

###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
 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
Timeline Resources Needed
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 PERFORMANCE AND MONITORING COACHING FORM

SIGNATURE
DATE CRITICAL INCIDENCE DESCRIPTION OUTPUT IMPACT ON JOB/ ACTION PLAN
Rater/Ratee
SIGNATURE
Rater/Ratee
August, 2023
September, 2023
October, 2023
November, 2023
December, 2023
January, 2024
February, 2024
March, 2024
April, 2024
May, 2024
June, 2024
July, 2024