Republic of the PhilippinesDepartnrent of @trurution

Region Vll, Centrol VisoyosDIVISION OF BOHOLCity of Togbiloron

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December 11,2015

DIVISION MEMORANDUMruo.5GB ,s.2015

TO

GUIDELINES ON THE ESTABTISHMENT AND IMPTEMENTATIONOF THE RESUTTS-BASED PERFORMANCE MANAGEMENT SYSTEM (RPMS)

IN THE DEPARTMENT OF EDUCATION

ASST. SCHOOLS DIVISION SUPERINTENDENT

CHIEFS, CID & SGODEDUCATTON PROGRAM SUpERVTSORS/DtVtStON COORDTNATORSPUBtIC SCHOOLS DISTRICT SUPERVISORS/OlC PSDSs

ELEMENTARY & SECONDARY SCHOOT HEADSNON.TEACHING PERSONNELALt OTHERS CONCERNED

l. Enclosed is DepEd order No. 2, s. 2015 doted Februory 6,2015 entitled,.,GUIDELINES ON THE ESTABLISHMENT AND IMPLEMENTATION OF THE RESULTS-

BASED PERFORMANCE MANAGEMENT SYSTEM (RPMS) IN THE DEPARTMENI OFEDUCATION", which is seltexplonotory.

The revised OPCRF ond IPCRF, Annexes E ond F of the soid document sholl beused by the DepEd personnel from now on.

For your informotion, guidonce ond complionce.

Widest disseminotion of this Memorondum is desired.

,4WILFREDA O. (OUdNIOS, Ph. D., CESO V]/

OIC-Schools Division Superinten O.*f '

2.

4.

ftepublir of tlre lplilipprneg

Depurtrilert of @lucstion

DepEd ORDERNo. 2, s. 2015

0 6 FEB 2015

T'o:

GUIDELINES ON THE ESTABLISHMENT AND IMPLEMENTATIONOF THE RESULTS-BASED PERFORMANCE MANAGEMENT

SYSTEM (RPMS) IN THE DEPARTMENT OF EDUCATION

UndersecretariesAssistant SecretariesBureau DirectorsDirectors of Services, Centers and Heads of UnitsRegional DirectorsSchools Division SuperintendentsHeads, Public Elementary and Secondary SchoolsAll Others Concerned

i. This Department issues the enclosed Guidelines on the Establishment andImplementation of the Results-Based Performance Management System (RPMS)in the Departrnent of Education (DepEd).

2. It aims to provide comprehensive guidelines for the adoption of the CivilService Commission's (CSC) Strategic Performance Malagement System (SPMS) inDepEd.

3 These guidelines stipulate the specific mechanisms, criteria and processes forthe performance target setting, monitoring, evaluation and development planning forschools ald offices, covering all officials ald employees, school-based and nonschool-based, in the Departmcnt holding regular plantilla positions. Personnel undercontracts of service/job order and LGU-funded employees shall likewise be covered,but for purposes of performance evaluation only.

4. All provisions of DepEd rules, regulations, and issuances which arcincqnsistent with these guidelines are hereby repealed or modified accordingly.

5. This Order shall take effect immediateiy upon its issuance.

6. Immediate dissemination of ald strict compliance with this Order is directed"

Encl.: As statedReference:NoneTo be indicatei in the Perpetual Index under the following subjects:

PERF'ORMANCE POLICY

SMA, DO Guidelines on ttre Establishmerlt and Irnplementatron of RPMS0O28,/jarruarv 14, 20 15

EMPLOYEES OFFICIALS

ARMIN A. YT'ISTROSecretary

DepEd Complex, Meralco Avcnue, pasig Ciry ,uoo ,@uaa- T2OB/633-72281632-l3(rl & Uaar-orr6, 637-6209 4 o,*.,.66p"4.g6,.ph

(Enclosure to DepEd Order No. 2, s. 2015)

GUIDELINES ON THE ESTABLISHMENT AND IMPLEMENTATION OF THE RESULTS.BASEDPERFORMANCE MANAGEMENT SYSTEM IN THE DEPARTMENT OF EDUCATION

I. Rationale

1. The Civil Service Commission (CSC), through the issuance of Memorandum Circular(MC) No. 06, series of 2012, sets the guidelines on the establishment andimplementation of the Strategic Performance Management System (SPMS) in a1lgovernment agencies, The SPMS gives emphasis to the strategic alignment oi theagencv's thrusts r.r,ith t1-re day-to-day operation of the units and individual personnelwithin the organization. It locuscs on measures of performance vis-a-vis the targetedmilestones, and provides a credible and verifiablc basis for assessing theorganizational outcomes ancl the collective performance of the governmentemployees.

As a learner-centered institution, the Department of Education (DepEd) iscommitted to continuously improve itself to better serve the Filipino learners and thecommunity. Thc adoption of thc SPMS in DepEd strengthens the culture ofperformance and accountability in the agency, with the DepEd's mandate, visionand mission at its core.

There is a need to concretize the linkage between the organizational thrusts and theperformance management system. It is important to ensure organizationaleffectiveness and track individual improvement and efliciency by cascading theinstitutional accountabilities to the various levels, units and individual personnel, asanchored on the establishment of a rational and lactual basis for performancetargets and measures. Finally, it is necessary to link the SPMS with other systemsrelating to human resources and to ensure adherence to the principle ofperformance-based tenure and incentives.

In view of the above, this Order aims to adopt the SPIr{S as the Results-basedPerformance Management System (RPMS).

aJ,

4.

This DepEd Order provides for the establishment and implementation of the RPMSin all DepEd schools and offices, covering all officials and employees, school-basedand non school-based, in the Department holding regular p)antilla positions. Itstipulates the specific mechanisms, criteria and processes for the performancetarget setting, rnonitoring, evaluation and development planning.

The follor.ving personnel sha1l liker,vise be covered by these guidelines br-rt lorpurposes of performance evaluation only:

II. Scope ofPolicy

I1

Personnel under contracts of service/job order, pursuant to CSC MCNo. 17, s. 2002 entitled "Policy Guidelines for Contract af Services"; and

LGU-funded emplovees.

III. Definition of Terms and Acronyms

7. For purposes of this Order, the lollowing terms shall be delined and unclerstood as:

Head of Office refers to the approving authority enumerated in Annex A whodetermines the final performance rating of individual employees based onproof ol performance.

ii. [ndividual Performance Commitment and Review Form (IPCRF) is theform that shall reflect the individual commitments and performance. r.r,hichshall be accomplished by individual ernployees.

2.

6.

111. Key Result Area (KRA) is a broad category of general outputs or outcomes.It is the mandate or function of the office and/or individual employee. TheKRA is the reason why an oflice and/or job exist. It is an area where theoflice and/or individual employee are expected to focus on.

MaJor Final output (MFo) is a good or service that an organization, unitand/or individual personnel is mandated to deliver to internal and externalclients through the achievement of specific objectives under the key resultareas.

Non school-based Personnel include all regular/permanent, LGU-fundedand contract of service/job order personnel assigned and/or detailed inDepEd offices, from the central office to the schools division offices.

lv.

objective is a specific task that an office and/or individual employee needsto do to achieve the major final outputs under the key result areas.

vii. office Performance commitment and Review Form (opcRF) is the formthat shall reflect the office commitments and performance, which shall beaccomplished by the head of office.

viii. organizational Performance Indicator Framework (opIF) is a results-based management approach being mainstreamed by the Government ol thePhilippines (GOP) as one of the piliars of its public expenditure management(PEM) reforms. Through OPIF and other reforms, the pEM seeks to changethe orientation of expenditure management from locusing on rules andprocesses to focusing on three key objectives or outcomes: fiscai discipline,allocative efficiency and operational efficiency.

ix. Performance-Based Bonus (PBB) is a top-up bonus given to governmentpersonnel in accordance to their contributions to the accomplishment of theorganization's overall targets and commitments.

x. Performance Indicator (PI) is an exact quantification of objectives, whichshall serve as an assessment tool that gauges whether a performance ispositive or negative.

xi. Performance Management System (pMS) is a mechanismmonitor and measure performance.

to manage,

xii, Performance Monitoring and coaching Form (pMCF) is the form intendedfor capturing the significant incidents.

xiii. Planning Office. The following are the designated Planning Offices at eachleve1:

a. Central Office - Planning and programming Division - Officeof the Planning Service

b. Regional Office - Regional planning Unitc. Schools Division Office - Division planning Unitd. School - School Planning Team

xiv. Qualification Standards (QS) are the minimum ancl basic requirements forpositions in the government. These shall serve as the basic guide in theselection of personnel and in the evaluation of appointments to all positionsin the governrnent.

xv. Ratee refers to the individual employee concernedrelationship is enumerated in Annex A.

The rater-ratee

xvi. Rater refers to the immediate superiorperformance of the individual employee andapproval of the head of office at the end ofperformance measures.

who directly supervises thegives the preliminary rating forthe rating period based on the

xvii. Results-based Performance Management System (RPMS) refers to theDepEd-contextualized SPMS. It is an organization-wide process of ensuringthat employees focus work efforts towards achieving DepEd vision, mission,values, and strategic priorities. It is also a mechanism to manage, monitorand measure performance, and identify human resource and organizationaldevelopment needs.

xviii. School-based Personnel include all regular/permanent, LGU-funded andcontract of service/job order teaching, teaching-related and non-teachingpersonnel assigned and/or detailed in the schools including mobile teachers.

Significant lncidents are actual events and behaviors in which positive andnegative performances are observed and documented.

xx. SMART Criteria refers to the criteria by which the objectives are identified.The SMART stands for Specific, Measurable, Attainable, Relevant, TimeBound.

xxi. Strategic Performance Management System (SPMSI refers to the CSC PMSthat gives emphasis to the strategic alignment of the organizational goalswith the day-to-day operation of units and individual personnel.

xlx.

rv.

8. The following acronvms

i. BHROD

ii. coiii. CSCiv. EOv. HRvi. HRDvii. HRMOviii. HRODL\. M&Ex. MCxi. PERCxii. PRAISE

xiii. ROxiv. SDOxv. VMV

Pollcy Staternent

shall be used throughout this Order to mean:

Bureau of Human Resources and OrganizationalDevelopment

Central OfficeCivil Service CommissionExecutive OrderHuman ResourceHuman Resource DivisionHuman Resource Management OfficeHuman Resource and Organization DevelopmentMonitoring and EvaluationMemorandum CircularPerformance Evaluation Review CommitteeProgram on Awards and Incentive for Service

ExcellenceRegional OfficeSchools Division OfficeVision, Mission, Values

9. The DepEd hereby sets the guidelines on the establishment and implementation ofthe Results-based Performance Management System (RPMS) in the Department,stipulatir-rg the strategies, methods, tools and rewards for assessing theaccomplishments vis-A-vis the commitments. This will be used for measuring andrewarding higher levels of performance of the various units and developmentplanning of al1 personnel in all levels.

10. For non school-based personnel, the RPMS shall provide lbr an objective andverifiable basis fo:' rating and ranking the performance of units and individualpersonnel in view of the granting of the Performance-Based Bonus (PBB) starting2015.

11. For school-based personnel, the RPMSwhich shall be the basis for training andgoverned by the existing PBB guidelines.

shall be used only as an appraisal tool,development. The granting of PBB shall be

V.

12. The Department shall adopt the RPMS framework shown in Annex B.

13. The DepEd RPMS shall fo1low the four-stage performance management system cycleas prescribed by the CSC:

i. Performance planning and commitment (Phase I);ii. Performance monitoring and coaching (Phase II);iii. Performance review and evaluation (Phase III); andiv. Performance rewarding and development planning (Phase IV).

Performance Cycle / Process

14. The RPMS shall align the performance targets and accompl:ishments with theDepartment's mandate, vision, mission and strategic goals. It sha1l ensure 100%o

results orientation vis-a-vis the planned targets. On the other hand, the ratee'sdemonstration of the required competencies shall be monitored for developmentalpurposes only.

15.The RPMS cycle shall cover performance for one whole year. A1l school-basedpersonnel shali follor.v a performance cycle starting in April of the current year andending in March of the following year; while non school-based personnel shall follorva performance cycle starting in January and ending in December. Annexes C and Dillustrate the performance cycles which shall apply to school-based and non school-based personnel, respectively.

16. The performance planning and commitment shall be done prior to the beginning ofthe performance cycle; lvhile the performance monitoring and coaching shall takeplace imrnediately after Phase I, and continue throughout the performance cycle.The performance revieu, and evaluation, as well as the performance reu,arding anddevelopment planning shall be done at the end of the performance cyc1e.

A. Phase I: Performance Planning and Commitment

17. The performance planning and commitment sha11 be done prior to the startperlormance cycle where the rater meets with the ratee to discuss and agreefo11o.,ving:

of theon the

11,

Oflice KRAs, Objectives and Performance Indicators asoverall organizational outcomes; andIndividual KRAs, Objectives and Performance Indicators asOffice KRAs and Objectives.

anchored to the

r anchored to the

18. The Office Performance Commitment and Review Form (OPCRF) shall beaccomplished by the head of oflice to reflect the Office KRAs, Objectives andPerformance Indicators. The head of office, in coordination with the Pianning Oflice,shall ensure alignment of the office plans and commitments to the overallorganizational outcomes. The OPCRF shall be equivalent to the IPCRF of the head ofolfice. A sample of the filled out OPCRF, including the instructions for accomplishingthe form, is shown in Annex E.

19. The Individual Performance Commitment and Revie',v Form (IPCRF) shall beaccoraplished by the individual personnel to reflect the agreed Individual KRAs,Objectives and Performance Indicators. A sample ol the filled out IPCRF, includingthe instructions for accomplishing the form, is sho',vn in Annex F.

20. Definlng the Key Result Areas. The head of office, in coordination with thePlanning Oflice, shall define the office KRAs as anchored on the ol'erallorganizational outcomes. The rater and the ratee shall discuss and agree on thebreak down of the office KRAs into individual KRAs. Three (3) to fi.ve (5) KRAs shallbe defined for each office and individuai employee.KRAs are broad categories of general outputs or outcomes. It is the mandate orfunction of the office and/or individual employee. The KRA is the reason '"vhy anoffice and/or job exist. It is an area where the office and/or individual employee areexpected to focus on.

21. Setting the Objectives. The head of office shall set three (3) objectives per office

KRA. The rater and the ratee sha1l discuss and agree on three (3) objectives perindividual KRA.

Objectives are specific tasks, which an office and/or employee need to do to achievetheir specific KRAs. In objective setting, the SMART criteria, which stands forSpeci.frc, Measurable, Attainable, Relevant, Time Bound, sha11 be appiied. TheSMART criteria are illustrated i.n Annex G.

22. Setting the Timeline. The timeline shall define the target date for accomplishingeach of the Objectives. The timeline for the office Objectives shall be set by the headol office in coordination with the Planning Office and School Planning Team; whilethe timeline for the individual Objectives shal1 be discussed and agreed by the raterand the ratee.

23. Assigning the Weight. Assigning of weights shall be done per KRA. Weights for eachoffice KRA shall be assigned by the head of office in coordination with the PlanningOffice; while the rveights for each of the individual KRAs shail be discussed andagreed upon by the rater and the ratee.

24. Identifying the Performance Indicators. Using a five (S)-point rating scale, thehead of office shall identify a performance indicator for each of the office objectives,while the rater and the ratee shall identilv and agree on the performance indicatorfor each of the individual objectives.

Performance indicators are exact quantification of objectives expressed throughrubrics. They are assessment tools, which gauge '"vhether a performance is positiveor negative.

In identifying the perlormance indicator, the operational definition or meaning ofeach numerical rating shall be indicated under each relevant dimension (i.e.,quality, efficiency, or timeliness) per performance target or success indicator. Thisshall ensure that the rating is objective, impartial and verifiable. Table 1 belowdiscusses the performance measures by which the indicator must satisfy.

Table 1. Performance Measures

CATEGORY' DEFINITIONEffectiveness/Quality

TIle extent to which actual performance compares with targeted performance.

The degree to which objectives are achieved and the extent to which targeted problel:.ts are solved.

In management, effectiveness relates to qettinq the ight lhings doneEfhciency the extent to which time or resources is used for the intended task or purpose. Measures whcther

targets are accornpiished with a minimum amount or quantity of waste, expense, or unnecessaryeffort.

!1, mr.rg.q,ent, efficie.cy telTimeliness N,teasureJwhether the deliverable was done on time based on the requirements of the rules and

reguiations, mdl or clients/ stakeholders.

Tlmc-rclatcd perlormarce indicators evaluate such things as project complction dcadlines, timcmanaqement skjlls and other time-sensitlve expeclalionq.

-

r Some Performances are only rated on quality and efficiency, some on quality and timeliness, and others on efficiency only. You need not use

all three (3) categories.

25. Demonstration of Competencies. During Phase I, the rater shall discuss with theratee the competencies required of the individual personnel.

Competencies are defined as the knowledge, skills and behavior that individualsdemonstrate in achieving one's results. Competencies shall uphold the DepEd's corevalues. They represent the way individuals define and live the values.

26. DepEd shall adopt four classes of competencies as follows:

i. Core behavioral competencies are competencies, which cut across theorganization;

ii. Leadership competencies are competencies intended for managerialpositions;

a. Third level officialsb. Chiefs and Assistant Chiefsc. School Heads and Department Heads

iii. Staff Core Skills are competencies intended for staff and teaching-relatedpersonnel; and

iv. Teaching competencies are competencies intended for teachers.

The DepEd-required competencies are illustrated in Annex I.

27.The ratee's demonstration of the required competencies shall be monitored toeffectiveiy plan the interventions needed for trehavioral and professionaldevelopment. The assessment in the demonstration ol competencies shall not bereflected in the final rating.

28. Reaching Agreement. Once the office and individual KRAs, Objectives andPerformance Ind.icators are clearly defined, the rater and the ratee shall commit andreach an agreement by signing the OPCRF and IPCRF. The signed/approved OPCRFand IPCRF shall be the basis for monitoring and assessment, ."vhich shall take placein Phases II and III, respectively.

B. Phase II: Performance Monitoring and Coaching

29.The performance monitoring and coaching shall commence after the rater and theratee commit on the KRAs, Objectives and Performance Indicators, and sign theOPCRF and IPCRF. This shall be done throughout the year.

30. The trvo (2) main components of Phase II are the followrng:

i. Performance monitoring; andii. Coaching and feedback.

31. Performance monitoring shall provide key inputs and objective basis for rating. itshall facilitate leedback and provide evidence of performance.

Performance monitoring shall be the responsibility of both the rater and the rateewho agree to track and record significant incidents through the use of thePerformance Monitoring and Coaching Form (PMCF) shou,n in Annex J. Significantincidents are actual events and behaviors in which both positive and negativeperformances are observed and documented.

32. Coachir-rg and feedback shall be a continuous process. Coaching and feedback shallbe provicied by the rater and/or shall be sought by the ratee to improve workperformance and behavior.

The rater, as the coach or mentor of the ratee, playing a critical role in theperformance monitoring and coaching, shall provide an enabling environment andintervention to improve the office performance and to manage and develop individualpotentials.

33. The PMCF shall capture the significant incidents. It shall provide a record o[demonstrated behaviors, competencies and performance, and shall be an effectivesubstitute in the absence of quantifiable data. The rater and the ratee shall signeach significant incident recorded in the PMCF to ensure that agreement has beenreached.

C. Phase III: Performance Review and Evaluation

34. The performance review and evaluation shall be done at the end of the performancecycle to assess the office and individual employee's performance level based on thecommitments and measures as contained in the signed OPCRF and IPCRF.

35. A mid-year review is prescribed to determine the progress in achieving theObjectives. In exceptional cases, and only if the situation warrants, a one-timerecalibration of office and individual Objectives shall be allowed during the mid-yearreview.

Exceptional cases shall include instances rvhen high level decisions are taken intoeffect such as changes in strategic directions, and circumstances beyond the controlof the ratee such as natural and/or man-made calamities, including typhoon,earthquake and other fortuitous events.

During the mid-year review, the rater shall inform in writing the ratee ol the statusof performance, in case of an Unsatisfactory or Poor performance. Coaching,feedback and appropriate interventions shall be provided where necessary.

36. Tire RPMS shall put premium on KRAs towards the realization of organizationalvision, mission, strategic priorities and the OPIF logframe" Hence, rating for plannedand/or intervening tasks shall al'"vays be supported by reports, documents or anyoutput as proofs of actual performance. In the absence of said bases or proofs, aparticular task shall not be rated and shall be disregarded.

37. Office and Individual Performance Assessment. The head of office, incoordination with the Planning Office, shall assess the performance of the office vis-A-vis the committed targets at the begir-rning of the performance cycle. The rater andthe ratee shall discuss and agree on the individual assessment based on the actualaccomplishments of each of the KRAs and Objectives. The final rating shall be basedsolely on the accomplishment of the specific objectives as measured by thePerformance lndicators. The OPCRF' and IPCRF shall be accomplished andcompleted by the rater and the ratee to:

i. Reflect actual accompiishments and results;ii. Rate each of the objectives;iii. Compute for the score per objective;iv. Determine the overall rating for accomplishments;v. Reach an agreement; andvi. Assess the competencies.

38. Initial self-rating shall be encouraged prior to the rater-ratee discussion.

39" Third Level Officials, as heads of offices, shall accomplish the OPCRF for submissionto the Planning Office. The individual assessment of Third Level Officials shall becontained in the CESPES Forms for submission to the Career Executive ServiceBoard (CtrSB). The BHROD and Personnel Division shall be furnished a copy of bothforms.

40. Actual Results. The rater and the ratee shall discuss and agree on the actualaccomplishments and results based on the performance commitments andmeasures made at the beginning of the rating period. They shall evaluate eachobjective whether it has been achieved or not. The significant incidents as reflectedin the PMCF shall be considered for the actual results.

41. Rating the Objectives. Based on the actual accomplishments and results, each ofthe Objectives shall be rated using the rating scale specified below:

Table 2. The RPMS Rating Scale

The final assessment shall correspond to the adjectival description of Outstanding,Very Satisfactory, Satisfactory, Unsatisfactory or Poor.

The range of adjectival rating is as per attached in Forms A, B, and C"

42. Process for Computing the Score per KRA.

i. The rater and ratee shall ensure that each KRA has been assigned w'eightaccording to priority.

ii. As an option, the rater and ratee may assign \r'eights to objectives lvhichshall be equal to the total weight assigned to a particular KRA.

KRA I - Weight assigned is 40%

Objective I is 2Oo/o

Objective 2 is 10%Objective 3 is 10%

iii. 'lhe score per KRA shall be computed using the follor,ving formula:

Rating per KRA = Weight x RatingTotal/Final Rating = KRAI + KRA2 + KRA3 + KRA 4 (Plus Factor)

NUMERICALRATING

ADJECTIVALRATING DESCRIPTION OF MEANING OF RATING

5 Outstanding Performance represents an extraordinary level of achievementand commitment in terms of quality and time, technical skillsand knowledge, ingenuity, creativity and initiative. Employeesat this performance level should have demonstrated exceptionaljob mastery in all major areas of responsibility. Employeeachievement and contributions to the organization are ofmarked excellence.

4 Very Satisfactory Performance exceeded expectations. A1l goals, objectives andtargets were achieved above the established standards.

3 Satisfactory Performance met expectations in terms of quali.ty of work,efficiency and timeliness. The most critical annual goals u'eremet.

2 Unsatisfactory Performance failed to meet expectations, and/or one or more ofthe most critical goals wcrc not met.

1 Poor Perlormance was consistently below expectations , andf orreasonable progre ss toward critical goals was not made.

:i:::n."", improvement is needed in one or more important

Sample Computation:

KRAsWeight

perKRA

ObjectivesWeight perObjectives

Rating Score

KRAl 40 Obiective 1 lOo/o 4 0.400

Obicctivc 2 2Oo/" 5 1.000

Obiective 3 lOo/o aJ 0.300

KRA2 20 Oblective 1 ro% J 0.300

Objcctive 2 5o/oa 0.150

Obiective 3 5o/o 4 o.200

KRA3 30 Objective 1 10% 4 0.400

Obiective 2 L5V" 0.450

Obiective 3 5% J 0.150

I(RA4 10 Obiective 1 5o/oaJ 0.150

Plusfactor Obiective 2 2.50To J 0.075

Obiective 3 2.50% 4 0.100

Fina Ratinq 3.675

43. Plus Factor. The plus factor shall be considered as another KRA. These are valueadding accomplishments, which are not covered within the regular duties andresponsibilities. The weight on the plus factor shall not exceed the weight of thehighest mandated KRA.

For teachers, the plus factor shall be limited to work/activities, which contribute tothe teaching-learning process.

44. Determining the Overall Rating for Accomplishments. The overallratir-rg/assessment for the accomplishments shall fall within the following adjectivalratings and shall be in three (3) decimal points:

Table 3. Adjectival Ratings

RANGE ADJECTIVAL RATING4.500 - 5.000 Outstanding3.500 - 4.499 Very Satisfactory2.500 - 3.499 Satisfactoryt.500 - 2.499 Unsatisfactorvbelorv 1.499 Poor

45. Reaching Agreement. Upon determining the overall rating for the acttral

accomplishments and results, the rater and the ratee shall reach an agreement by

signing the OPCRF and IPCRF.

The average rating of individual staff members should not go higher than thecollective performance assessment of the office

46. Assessing the Competencies. The rater shal1 discuss with the ratee the set ofcompetencies obserued during the performance cycle. The competencies shall not be

reflected in the final rating. Competencies shall be monitored for developmentalpurposes. In evaluating the individual's demonstration of competencies, the ratingscale in Table 4 shall apply:

Table 4. The DepEd Competencies Scale

SCALE DEFINITION5 Role model4 Consistently demonstrates3 Most of the time demonstrates2 Sometimes demonstrates1 Rarelv demonstrates

54a

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(role model) - all competency indicators(consistently demonstrates) - four competency indicators(most of the time demonstrates) - three competency indicators(sometimes demonstrates) - two competency indicators(rarely demonstrates) - one competcncy indicator

D. Phase IV: Performance Rewarding and Development Planning

47.Tine results of the performance review and evaluation shal1 be used in performancerewarding and development planning. This phase shall be done after Phase III'

48. The rater shall discuss and provide qualitative comments, observations andrecommendations in the individual employee's performance commitment,competency assessment and significant incidents which shall be used lor trainingand professional development. These can be written under the strengths anddevelopment needs column of the Part IV-Development Plans of the IPCRF.

49. The rater and the ratee shall identily and discuss the individual's strengths anddevelopment needs, and reflect them in the Part IV-Development Plans of the IPCRF.

The competencies which the ratee demonstrated consistently and the areas, wherethe ratee meet or exceed expectations shalt be referred to as the ratee's strengths.The competencies, u,hich the ratee rarely demonstrates and the areas where theratee has room for improvement and has not met the expectations, shal1 be

identified as the ratee's deuelopment needs.

50. For purposes of promotion and step increment, one (1) RPMS performance cycle

shall be equivalent to two semestral rating periods.

51. Employee development is a continuous learning process that enables the ratee toachieve his/her personal objectives within the context of the organizational goals.

Employee development shall be a shared responsibility of the rater and the ratee,

BHROD and the Organization. The summary of Development Plans Form shall be

the basis for development planning.

PART IV: DEVELOPMENT PLANS

Rater Ratee

Strength DevelopmentNeeds

Action Plan(Recommended Development

Intervention)Timeline Resources

Needed

10

vI.

52. The following steps shall be applied in development planning:

i. Identify the development needs;ii. Set goals for meeting the development needs;iii. Prepare action plans for meeting the development needs such as li.st of

learning activities, resources and support, measures of success, among otherneeds;

iv. Implement action plans; andv. Evaluate.

53. The rater, ratee and BHROD shall ensure that the action plans and interventionsfor employee development are appropriate for the development needs and learningstyles of the ratee. Below are sample activities of development action plans:

i. Sell-managed learning;ii. Benchmarking;iii. Assignment to Task Forces/Committees/Special Projects;iv. Job Enrichments/Redesign;v. Functionalcross-posting;vi. Regional cross-posting;vii. Seminar/Workshops;viii. Formal Education/Classes;ix. Developmental/Lateral Career Moves; andx. Coaching/Counseling.

Uses of Performance Ratings

54. The results of the performance evaluation/assessment shall serve as inputs to thefollowing:

i. Rater in identifying and providing the kinds of intenentions needed, basedon the development needs identified;

ii. BHROD or NEAP in consolidating and coordinating developmentalinterventions rvhich shall form part of the HR Plan and shall be the basis forrewards and incentives;

iii, PMT in identifying potential PRAISE Awards nominees for various arvardscategories such as Lingkod Bayan Award and Metrobank OutstandingTeachers; and

iv. PRAISE Committee in determining top perlormers of the agency who qualifyfor awards and incentives.

55. The PMT at each level shall validate the Oufstanding Performance Ratings and shallrecommend employees for performance-based rewards. Grants of performance-based incentives shall be based on the final ratings of emplo-vees as approved by thehead of office. For Central Office, final decision shall be with the ExecutiveCommittee (ExeCom). Performance ratings shall be used as basis for promotion,training and scholarship grants and other personnel actions.

Employees with Oufs/anding and Very Satisfactory Pertormance Ratings shall be

considered for the above-mentioned personnel actions and other related matters.

Employees and officials who obtained an Unsalisfactory or Poor Rating for one (1)

rating period shall be provided u,ith appropriate developmental intervention by thehead of office and supervisor, in coordination with the BHRODlPersonnel Division,to address competency-related performance gaps.

11

56. Officials and employees who shali be on official travel, approved leave of absence,training or scholarship programs and who have already met the required minimumrati.ng period of 90 days shall submit the perlormance commitment and rating reportbefore they leave the office.

For purposes of performance-based benefits, employees who are on official travel,scholarship or training within a rating period shall use their perfonnancecommitment and ratings obtained in the immediately preceding rating period.

57. Employees who are on detail to another oftice shall be rated in their present oractual office, copy furnished their mother office. The ratings of those u'ho weredetailed or seconded to another office during the rating period shall be consolidatedin the ofhce, either the mother (plantilla) office or present officc, where theemployees have spent majority of their time during the rating period.

Personnel on detail should submit a copy of their perlormance appraisal/rating fromthe office where they are on detail to DepEd.

VU. Monitoring and Evaluation

A" Submission of Accomplished Forms

58. Each level shall undertake progress tracking to ensure continous submission andcompliance with this Order. The following details shall be follou'ed:At the end of the performance cycie, file copy of accomplished and duly signed RPMS

forms (OPCRF and IPCRF) shall be submitted by all offices to the Personnel Divisionat each level, .,vhich sha11 be attached to the individual personnel's 201 file.Likewise, an analysis report and fiIe copies of accomplished and duly signed RPMS

forms shall be submitted as follows:

i. Analysis of all OPCRF of the DepEd offices shall be submitted to the PlanningOffice at each level. Analysis of the OPCRF for schools shall be submitted tothe School Effectiveness Division (SED).

ii. Analysis of the IPCRF shall be submitted as follows:

Central Office: Human Resource Development Division (HRDD)Regional Office: Regional HRDDDivision Office: Human Resource Development SectionSchools: Olfice of the School Head, copy furnished the SDOs

B. Compositlon and Responsibilities of the RPMS Key Players

59. The Secretary as the RPMS Champion with the Executive Committee shall:

i. be primarily responsible and accountable for the establishment andimplementation of the RPMS;

ii. set agency performance goals/objectives and performance measures;iii. determine agency target setting period;iv. approve office performance commitment and rating; andv" Assess performance of Offices.

t2

Central Oflice PMT Regional PMT Division PMT School PMTz

Chair: Undersecretary forGovernance andOperationsCo-Chair: AssistantSecretary for Governanceand Operations

Members:o Director of Bureau of

Human Resource andOrganizationalDevelopment (BHROD)Director of NationalEducators Academy ofthe Philippines (NEAP)

Chief of the Planningand ProgrammingDivision-Office ofPlanning Service(PPD-OPS)Chief of BudgetDivi sion-FinanceServiceChief of PersonnelDivision-AdministrativeServicePresident of DepEdNational trmployeesUnion (NEU)

Observer:One (1) representative ofDepEd-recognized CivilSociety Organization (CSO)

Secretariat:HRDD. BHROD

Chair: Assistant RegionalDirector

Members:. Cbief of Policy, Planning

and ResearchChief of Finance DivisionChief of Admini strativeDivisionOne (1) EducationProgram SupervisorOne ( 1) Superintendents'Representative (PASS)

One (1) NEU-RegionalChapter Representative

Observer:One (1) representative ofDepEd-recognized CivilSociety Organization (CSO)

Secretariat:Personnel Section-Administrative Division

Chair: ASDS(most senior, in terms oftenure as ASDS)

Members:r Planning Officer III. Accountant III. Chief Administrative

Officer V. One (1) Education

Program Supervisor. One (1) Principals'

Reprcsentative(Elementary: PESPA)

. One (1) Principals'Representative(Secondary:NAPSSHI/NAPSSPHIL)

. One (1) representativefrom the teacherassociation forEIementary

. One (1) NEU-DivisionChapter Representative

Observer:One (1) PTA DivisionFederation Representative

Secretariat:Administrative Office

Chair: Principal-elect

Members:. Four (4) Master

Teacher/HeadTeacher

. One (i)Representative fromthe School PlanningTcam

. One (1)AdministrativeOfficer/Representative fromnon-teaching group

. One (l)representative fromthe teacherassociation

Observer:One (1) PTARepresentative

Secretariat:Administrative Ofiice

60. The Composition of the Performance Management Team (PMT), which shalI be

established at the central, region, schools division offices and schools is detailed onthe Table below:

Table 5. Composition of Performance Management Team

The PMT shal1 have thL follorving functions and responsibilities:

i. The Secretariat at each level sets consultation meeting ol all Heads of Officesfor the purpose of discussing the targets set in the ofhce performancecommitment and rating form;

ii. The Planning Office shall ensure that Office performance targets and

measures, as well as the budget are aligncd with those of the agency andthat work distribution of Offices/Units is rationalized;

iii. PMT recommends approval of the office performance commitment and ratingto the Head of Agency;

2 Elcction ofschool representatives shall follow the clustering ofschools per district.1a

BHROD/Personnel Division identifies potential top performers and provide

inputs to the PRAISE Committee for grant of awards and incentives; and

PMT adopts its own internal rules, procedures and strategies in carrying outthe above responsibilities including schedule of meetings and deliberationsand delegation of authority to representatives in case of absence of itsmembers.

61. The Planning Office shall:

i. conduct an agency performance planning and review conference annually forthe purpose of discussing the Office assessment for the precedingperformance period and plans for the succeeding rating period rvith

concerned Heads of Offices; (This shall include participation of the FinancialOffice as regards budget utilization.)

ii. monitor and evaluates the submission of OPCRF and schedule thereview/evaluation of Oflice Commitments by the PMT at each level before thestart of a performance period;

iii. consolidate, review, validate and evaluate the initial performance assessment

of the Heads of Offices based on reported Office accomplishments against thesuccess indicators, and the allotted budget against the actual expenses; (The

result of the assessment shall be the basis of PMT's recommendation to the

Head of Agency who shall determine the linal Office rating.) and

iv. provide each Office with the final Office Assessment to serve as basis oloffices in the assessment of individual staff members.

62. The Human Resource Development Division sha1l:

i. monitor submission of IPCRF bv heads of offices;

ii. review the Summary List of trl'airiarul Performance Rating to ensure that theaverage performance rating of employees is equivalent to or not higher thanthe Office Performance Rating as recommended by the PMT and approved by

the Head ofAgency;

iii. provide analytical data on retention, skill/competency gaps, and talentdevelopment plans that align with strategic plans; and

iv. coordinate development interventions that will form part of the HR Plan.

63. The Head of Oflice, including designated officials. in an Acting or Officer-In-Charge (OICI capacity, shall:

i. assume primary responsibility for performance management in hislherOffice;

ii. conduct strategic planning session with the supervisors and staff and agree

on the outputs that should be accomplished based on the goals/objectives ofthe organization and submits the Office Performance Commitment andReview Form to the Planning Office;

iii. review and approve individual employee's Performance Commitment andReview Form for submission to the HRM Oflice/Personnel Office before thestart of the performance period;

iv. submit a quarterly accomplishment report to the Planning Office based on

the PMS calendar;

l4

1V.

v.

vIII.

v. initially assess the office's performance using the approved officePerformance Commitment and Review Form;

vi. determine final assessment of performance level of the individual employeesin his/her office based on proof of performance;

vii. inform employees of the final rating and identified necessary interventions toemployees based on the assessment of developmental need;

v111. recommend and discuss a development plan with the subordinates whoobtain Unsatisfactory performance during the rating period not later thanone month after the end of the said period and prepares written performancenot eariier than the third notice/advice to subordinates that a succeedingUnsatisfactory performance shall rvarrant administrative action; and

ix. provide preliminary rating to subordinates shorving Poor performance notearlier than the third month of the rating period. A development plan shallbe discussed with the concerned subordinate and issue a ."vritten notice thanfailure to improve their performance shall warrant administrative action.

64. The Section Chief/Unit Head or equivalent shall:

assume joint responsibility with the head of office in ensuring attainment ofperformance objectives and targets;

rationalize distribution of targets/tasks;

monitor closely the status of the performance of their subordinates andprovide support and assistance through the conduct of coaching for theattainment of targets set by the Division/Unit and individual employee;

assess individr.ral employees' performance; and

v. recommend developmental intervention.

65. The tndividual Employees shall act as partners of management and their co-employees in meeting organizational performance goals.

Disqualifi cation Criteria

66. Unless justified and accepted by the PMT, non-submission of the OPCRF to thePlanning Office and the IPCRF to the BHROD rvithin the specified dates shall beground for employee's disqualification for performance.-based personnel actions thatrequire the rating for the given period such as promotion, training, scholarshipgrants, and PBB, if the failure of the submission of the said forms is due to the faultof the employee.

Sanctions

67. Any violation of reasonable office rules and regulations and simple neglect of dutyfor the superuisors or employees responsible for the delay or non-submission of theOPCRF and IPCRF shall be dealt with administrativelv.

68. Failure on the part of the head of olfice to comply with the required notices to theirsubordinates for their unsatisfactory or poor performance during a rating periodshall be a ground for an administrative offense for neglect ol duty.

I)(.

15

x. Grievance

69. A Grievance Committee shall be created in each level of the organization to act asappeais board on a1l issues relating to the implementation of RPMS. Thecomposition of the Grievance Committee is detailed on Table 6 below.

Table 6. Composition of the Grievance Committee

Central Oflice Schools Diwision Office Schoolsa

Chalr: Undersecretary forLegal and irgislative AffairsMembers:. Director of

Administrative Service. Chief of Legal Division. DepEd NEU President

xr.

Chair: Regional Director

Members:. Legal Officer. HRMOo EPS

Chair: SDS

Members:. Legal Officer

Chair: ASDS

Members:. PSDS*r HRMO/AO. Principal*Accountant

Budget OfficerRegl PASS PresidentNAPSSHi OT NAPSSPHILrepresentativeNEU Regional Chapter

sentative

Appeals

70. The office performance assessment as discussed in the performance review andconference shall be final and not appealable. Any issue/appeal on the initialperformance assessment of an Office shall be discussed and decided during theperformance revieu, conference.

Tl.lndividual employees who feel aggrieved or dissatisfied with their final performanceratings can lile an appeal with the PMTwithin ten (10) days from the date of receiptof notice of their final performance evaluation rating from the Head of Office. Anoffice/unit or individual employee, however, shall not be allowed to protest theperformance ratings ol other office/unit or co-employees. Ratings obtained by otheroffice/unit or employees can only be used as basis or relerence for comparison inappealing one's office or individuai performance rating.

72.The PMT shall decide on the appeals lvithin one month from receipt.

a

a

a

o

a

a

a

HRMOEPSAccountantPESPA representativeNEU

Master Teacher/Head Teacher*TeachersAssociation*

The decision of the PMT in the central olfice or departments may be appealed to thehead of office.

73. Officials or employees who are separated from the service on the basis ofUnsatisfactory or Poor performance rating can appeal their separation to the CSC orat its regional oflice within 15 days from receipt of the order or notice of separation.

XII. Funding Requirements

Appeals lodged at any PMT shallin an agency. For example, theRegional PMT rvhich decision isPMT.

74. Funds for training, and monitoring andpreparation of materials/forms shall beTraining and Development (HRTD) Funds.

follow the hierarchical jurisdiction of various PMTsdecision of the Provincial PMT is appealable to thein turn appealable to the National/Central Office

evaluation related to RPMS includingcharged against the Human Resource

r Elected representatives shall follow the clustering ofschools.

16

xIIr. References

75.The government issuances related to the RPMS are the follolving:

i. Civil Service Administrative Order No.25 s.20 11 created an inter-agencytask force on the harmonization of national government performancemonitoring, information, and reporting system" This inter-agency task forcedeveloped the Results-Based Performance Management System (RBPMS) thatestablished a common set of performance scorecard and harmonizednational government performance monitoring, information, and reportingsystems;

ii. CSC Memorandum Circular No. 6, s. 2Ol2 provided guidelines in theestablishment and implementation of agency Strategic PerformanceManagement System;

iii. Joint CSC-Department of the Budget and Management (DBM) Joint CircularNo. 1, s. 2012 provided the rules and regulations on the grant of stepincrements due to meritorious performance and length of service; and

iv. Executive Order No. 80, s. 2012 directed the adoption of a performance-based incentive system for government employees.

Xw. Repealing Clause

76. Atl issuances which are inconsistent s,ith the RPMS guidelines are hereby rescindedor modified accordingly such as DepEd Order No. 27, s" 2OO2 (lmplementation of theRevised Performance Appraisal System of the Department of Education).

)(V. Effectivity

77.These guidelines sha1l take effect immediately upon issuance.

Signed: AP"ROWD

,.",,ffD],';RIZALINO D. RTVERAUndersccretary, Regional Operations [)irccror Iv. (;s(l NClt

ll0v 1 7 2014

t7

Annex A

RATEE RATER APPROVING AU?HORITYCentral Office

1 Undersecretary Secretary2 Assistant Secretary Undersecretary Secretary3 Director Assistant Secretary Undersecretary4 Asst. Director Director Assistant Secretary

Chief of Division Asst. Director Director6 Asst. Chief Chief of Division Asst. Director7 Section Chief/Unit Head Asst. Chief Chief of Division8 Staff Section Chief/Unit Head Asst. Chief

Regional OfliceI Regional Director Undersecretary Secretarv2 Asst. Regional Director Regional Director UndersecretaryJ Chief of Division Asst. Regional Director Regional Director4 Asst. Chief Chief of Division Asst. Regional Director5 Section Chief/Unit Head Asst. Chief Chief of Division6 Staff Section Chief Chief of Division

Division Office1 Superintendent Asst. Regional Director Regional Director2 Asst. Superintendent Superintendent Asst. Regional DirectorJ Chief of Division Asst. Superintendent Superintendent4 Education Program

SupervisorChief of Division Asst. Superintendent

5 District Superuisor Chief of Division Asst. Superintendent6 Section Chief/Unit Head Chief of Division Asst. Superintendent7 Staff Section Chief/Unit Head Head of Division

SchoolsI Principal Asst. Superintendent Superintendent2 Head/ Master Teacher Principal Superintendent

(Small & Mediurn Auisions)Asst. Superintendent(Large and Very Large Diuisions)

J Teacher Head Teacher/Master Teacher

Principal

AI Non-Teaching Staff Principal Administrative Officer V( S D O- S cho ol Go u ernance andOperations Diuision)

18

Annex B

The DepEd RPMS Framework

WHAT HOW

It illustrates in the left hand side WHAT needs to be achieved from the central level down tothe schools in order to succeed. Strategic priorities are broken down toDepartmental/Functional Area Goals, which are translated into Individual Key Result Areas(KRAs) and Objectives. This shall enable units and individual employees contribute to theorganizational success. On the other hand, the right hand side of the framework refers toHOW the success indicators are supposed to be achieved. The organizational values arespecified into sets of competencies, which the individual .*pl,cy"." demonstrate inperforming their tasks.

I

i

I

I

I

I

I

I

@i

.1,

19

Annex C

RPMS Cycle for School-based Personnel

20

Annex D

RPMS Cycle for Non School-based Personnel

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