OFFICE PERFORMANCE COMMITMENT AND REVIEW FORM

Name of Employee: PACITA B. IMPONG, Ed D Name of Rater : FILMA B. CATALAN, Ed.D.

Position : School Principal III Position : OIC, Office of the SDS
Review Period : JUNE 2018-MARCH 2019 Date of Review : NOVEMBER , 2018
Bureau/Center/Service/Division: Minang Elementary School/Roxas I District/Zamboanga del Norte Division Rating Period : June 2018- April 2019

TO BE FILLED IN DURING PLANNING TO BE FILLED DURING EVALUATION

Weight PERFORMANCE INDICATORS Rating

MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
BASIC EDUCATION
SERVICES

Improving
quality of ▪ To manage instructional system ●Classroom observations teacher and pupil
I. Instructional
learning and through direct supervision of all 30% 4 4 4 4.000 0.400
instructional
Leadership
teaching and non - teachingpersonnel performance
Delivery

▪ To inspect/ monitor of DLL of ● Inspect monitor DLL of Tearchers and records

teachers and records of learner's 10% 5 5 5 5.000 0.500
of learners
performance tracking
 Weight PERFORMANCE INDICATORS Rating
MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
●Organized appropriate class programs, ●Organized
appropriate class
flexible learning options as stop-gap programs,
measures flexible learning
●Consolidated reports on learning options as stop-
gapmeasures
difficulties, home visitations and peculiar ●Prepared a
incidents used for planning and monthly
implementing appropriate interventions Supervisory Plan
●Submitted 100
●Prepared a monthly Supervisory Plan formal
approved by the ASDS observations and
100 walk through
●Submitted 80 formal observations observations in
and 80 walk through observations in all alllearning areas
learning areas in different grade levels in different grade
levels
4 -6 requirements satisfied
(with evidences)
3 -4 to 5 requirements satisfied (with
evidences)
2 -2 to 3 requirements satisfied (with
evidences)
1 -2 requirements and reportd largely
missing
▪ To perform data-based year round 10% 5 -Performed the following reports Produced a school 5 5 5 5 0.500
strategic plan/SIP
strategic planning supported by documents: and AIP through
Produced a school strategic plan/SIP and the strategic
AIP through the strategic planning process planning process
●conduct of school situational
analysis, SWOT, determining strategies
through prioritizing strategic options,
resource and facilities planning and
formulation of PAPs based on analysis
 Weight PERFORMANCE INDICATORS Rating
MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
●Strategic Plan was based on DepED
vision, contextualized in school vision and
mission
●All stakeholders were engaged in
the strategic planning process
●M & E for process and outcomes
checkpoints were developed and utilized
●Above accomplishments of school
targets with evidence contained in school
report card
●School report card presented to all
stakeholders
4 -Produced strategic plan following the
strategic planning process with minimal
deviation and 115-129% accomplishment
of school targets (supported by evidence)
3 -Produced strategic plan following the
strategic planning process with minimal
deviation and 100-114% accomplishment
of school targets (supported by evidence)
2 -Produced strategic plan following the
strategic planning process with minimal
deviation and 51-99% accomplishment
of school targets (supported by evidence)
1 -50% and below accomplishments,
strategic planning and evidences are
largely absent
 Weight PERFORMANCE INDICATORS Rating
MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
Improvng access and 2. Learning ▪ To ensure school age June, 2018 10% 5 -Enrolment rate is 100% and above Enrolment rate is 4 4 4 4 0.400
85-99%
efficiency Environment children are in school March, 2019 target
4 -Enrolment rate is 85-99%
3 -Enrolment rate is 75-84%
2 -Enrolment rate is 51-74%
1 -Enrolment rate is 50% and below
▪ To provide safe and child June,2018 5% 5 -Accomplishments on the following All mechanisms 5 5 5 5 0.250
are present
friendly learning and fun school March, 2019 (supported by evidence such as school except for some
ennvironment for pupils/ policy (5), monthly reports submitted, minimal
learners information materials provided, advocacy requirements
activities (5), regular meetings (10x)
inventory (2x)
▪ Provide safe and conducive ●Adhered to Child-Friendly
environment for learners environment standards and programs
●Institutionalized child protection
▪ To acquire minor repair mechanisms and processes (per DedEd
▪ To acquire major repair Order No. 40. s. 2012.
▪ Acquired multiple projects ●Provided ICT facilities/workshop
rooms as learning support systems
●Has clear DRRM mobilization plans
4 -All mechanisms are present except for
some minimal requirements
3 -All mechanisms are present but with-
out evidences
2 -Incomplete mechanisms and absence
of reports
1 -Mechanisms and reports are missing
 Weight PERFORMANCE INDICATORS Rating
MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
Strengthening 3. School ▪To ensure adherence to DepED June,2018 20% 5 -Drop out rate is 100% and above target Drop out rate is 5 5 5 5 0.500
100% and above
internal system of Physical policy on "No Child Left Behind" March,2019 4 -Drop out rate is 85-99% target
governance Environment 3 -Drop out rate is 75-85%
and School Drop out rate from 10% to 5% 10% 2 -Drop out rate is 51-74%
leadership over the total no. of learners 1 -Drop out rate is 50% and below
Management ▪To perform school leader- year round 10% 5 -With clear financial management With clear 5 5 5 5 0.500
financial
and ship, management and system for the school supported by management
Operations operations functions evidences such as reports, account logs, system for the
▪ Provide Technical assistance to database system school supported
by evidences such
teachers for instructional ●Allocated/Prioritized funds for as reports,
competence programs and school facilities account
▪ Facilitate teacher's welfare relative improvement and maintenance logs,database
system
to promotion, step increments and other benifits ●Monitored, accounted and reported
utilization of school funds
●Reported sources and uses of funds
●Ensured quality standards for
facilities given to the school
●Coordinated with stakeholders on
resource mobilization
●Maintained an updated school BEIS
and regularly submit MIS report to the
Division Office
4 -With clear financial and resource
management system but two requirements
were missing (with complete evidence)
3 -With clear financial and resource
management system but three require-
2- Acquired multiple projects from LGU and
private Stakeholders
 Weight PERFORMANCE INDICATORS Rating
MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
ments and/or reports were lacking
2 -Financial management and reporting
were in their initial stages
1 -No Financial Management System
and/or reports observed
Human Resource Human Resource 1. To provide April-May 20% School Implementation of MOOE 5 5 5 5 0.500
Management and Management and technical assistance 2018 5 -Performs the following supported by
Development Development to teachers on documents: Produced school master plan
matters pertaining (Teaching loads, class programs, class
to enhancement of schedules-regular and intervention)-
classroom manage- all teachers have portfolio containing
ment, skills and observation reports, TSNA results,
instructional performed all RPMS processes among
competence within school personnel with the following as
the RPMS cycle evidences;
Performance contracts and performance
evaluation results in prescribed tools
Prepared proposed development plans
(individual teacher/all teachers)
Conducted 2 school-based training
4 -4 requirements met
3 -3 requirements met
2 -requirements are largely missing
1 -requirements ar absent
 Weight PERFORMANCE INDICATORS Rating
MFO's KRA's OBJECTIVES TIMELINE Actual Results Score
per KRA (Quality, Efficiency and Timeliness) Q E T AVERAGE
5. Parents' ▪To establish school, family JUNE, 15% 5 -Has stakeholders partnership/mobilization Has stakeholders pla 4 4 4 4 0.600
Involvement and and community partnership 2018 or mobilization plan (Complete with reports partnership/
Community Partner- for improved school performance as the and documentations of meetings, agree- mobilization
ship need ments, etc.)-Organized programs with and
arise stakeholders, esp. Parents for academic documentations
and other purposes (esp. Strategic of meetings,
planning)- Obtained resources for the agree-ments, etc.)
school through stakeholders' partnership -Organized
4 -Has mobilization plan and occasionally programs
with stakeholders
meets stakeholders in meetings and
activities but some elements (e.g. not , esp. Parents
enough resources raised) for academic
3 -Has mobilization plan and occasionally and other
meets stakeholders but not resulting to purposes (esp.
resources generated and evidences are Strategic
missing
2 -Poor mobilization skills and seldom
meets stakeholders
1- Brigada Eskwela
School SPT Meeting
School Meeting
School Involvement Partnership
▪ Implementation policies with School Governance
stakeholders supports

Over-All Rating for Accomplishment Very Satisfactory 4.650

PACITA B. IMPONG, Ed.D. FILMA B. CATALAN, Ed.D. PEDRO MELCHOR M. NATIVIDAD, CSEE
ESP-III OIC, Assistant Schools Division Superintendent Schools Division Superintendent
Ratee Rater Approving Authority
 PART II : COMPETENCIES
CORE BEHAVIORAL COMPETENCIES
Self-Management 5.000 Teamwork 5.000 People Performance Management 5.000
5 ► Sets personal goals and direction, needs and development 5 ► Willingly does his/her share of responsibility 5 ► Makes specific changes in the performance management system
5 ► Undertake personal actions and behaviors that are clear and 5 ► Promotes collaboration and removes barriers to teamwork and goals or in own work methods to improve performance (e,g., doees something

purposive and takes into account personal goals and values accomplishment across organization. better, faster, at lower cost more efficiently; improves quality, customer

congruent to that of the organization. 5 ► Applies negotiations principles in arriving at win-win agreements. satisfaction, morale, revenues).
5 ► Displays emotional maturity and enthusiasm for and 5 ► Drives consensus and team ownership of decisions. 5 ► sets performance standards and measures progress of employees based

is challenge by higher goals. 5 ► Works constructively and collaboratively with others and across on office and department targets.
5 ► Prioritieze work tasks and schedules (through gantt charts, organizations to accomplish organizational goals and objectives. 5 ► Provides feedback and technical assistance such as coaching for

checklists, etc.) to achieve goals. Service Orientation 4.800 performance improvement and action planning.
5 ► sets high quality, challenging, realistic goals for self and others. 5 ► Can explain and articulate organizational directions, issues and problems. 5 ► States performance expectations clearly and checks understanding and

Professionalism and Ethics 5.000 5 ► Takes personal responsibility for dealing with and/or correcting customer service commitment.
5 ► Demonstrates the values and behavior enshrined in the Norms 4 ► Initiates activities that promotes advocacy for men and women empowerment. 5 ► Performas all the stages of result-based performance management system

of Conduct and ethical Standards for public officials and 5 ► Partipates in updating of office vision, mission, mandates and strategies based by evidence and required documents/forums.

employees (RA 6713). on DepEd strategies strategies and directions. People Development 4.800
5 ► Opractices ethical and professional behavior and conduct 5 ► Develops and adopts service improvement program through simplified 5 ► Improves the skills and effectiveness of individuas through

taking into account the impact of his/her actions and decisions. procedures that will further enhance service delivery. employing a rage of developmental strategies.
5 ► Maintains a professional image: being trustworthy, regularity of Innovations 5.000 5 ► Facilitates workforce effectiveness through coaching and motivating

of attendance and punctuality, good grooming and communication 5 ► Examines the root cause of problems and suggest effective solutions. Fosters new people within a work environment that promotes mutual trust and
5 ► Makes personal sacrifices to meet the organization's needs ideas, process, and suggest better solutions. Foster new ideas, process, and suggest respect.
5 ► Acts with a sense or urgency and responsibility to meet the better ways to do things (cost and/or operational efficiency) 4 ► Conceptualizes and implements training interventions to meet

organization's needs, improve systems and help others improve 5 ► Demonstrates an ability to think :beyond the box". Continously focuses on improving identified training needs.

their effectiveness. personal productivity to create higher value and results. 5 ► Does long-term coaching or training by arranging appropriate and

Result Focus 4.800 5 ► Promotes a creative climate and inspires co-workers to develop original ideas helpful assignment.
5 ► Achieve results with optimal use of time and resources most of the time and results. 5 ► Cultivates learning environment by structuring interactive
5 ► Avoid rework, mistakes and wastage through effective work 5 ► Translates creative thinking into tangible changes and solutions to improve the experiences such as looking for future opportunities that are in

methods by placing organizational needs before personal needs. the work unit and organizations. support of achieving individual career goals.
5 ► delivers error-free outputs most of the time by conforming to standard 5 ► Uses ingenious methods to accomplish responsibilities. Demonstrates
operating procedures correctly and consistently. Able to produce resourcefulness and the ability to succeed with minimal resources OVERALL COMPETENCY
very satisfactory quality of work in terms of usefulness/acceptability LEADERSHIP COMPETENCE
and completeness with no supervision required. Leading People 5.000 CORE BEHAVIORAL COMPETENCIES 4.933
5 ► Expresses a desire to do better and may express frustration as waste 5 ► Uses basic persuation techniques in a discussion or presentation e.g., staff LEADERSHIP COMPETENCIES 4.933
or inefficiency. May focus on new or more precise ways of meeting mobilization, appeals to reason and/or emotions, uses data and examples,
OVERALL RATING : 4.933
goals set. visual aids.
4 ► makes specific changes in the system or in own work methods to 5 ► Persuades, convinces or influences others, in order to have a specific impact/effect.
DEFINITION : Consistently Demonstrate
improve performance. Examples may include doing something 5 ► "Sets a good example", is a credible and respected leader, and demonstrate
better, faster, at lower cost, more efficiently, or improving a desired behavior

quality, customer satisfaction, morale, without setting any 5 ► Forwards personal, professional and work unit needs and interests in an issue.
specific goal. 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
PACITA B. IMPONG, Ed.D.
goals, in order to create an effective work environment. Principal III
 PART III- SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Results Rating

Accomplishments of KRAs and Objectives 4.650

Employee-Superior Agreement

The signatures below confirm that the employees and his/her superior have agreed to the contents of the performance as captured in this form.

Name of Employee: Name of Superior:

PACITA B. IMPONG,Ed D FILMA B. CATALAN, Ed.D.
Signature: Signature:

Date: Date:

PART IV: DEVELOPMENTAL PLANS

ActionDevelopmental
(Recommended Plan Resources
Strengths Development Needs Timeline
Intervention) Needed
"Sets a good example", is a credible Conceptualizes and implements Conducts SLAC sessions, request
* June 2019-
and respected leader and demonstrate training interventions to meet master teachers as resource speakers to
March 2020
MOOE Funds
a desired behavior identified training needs address training needs of teachers

Provides feedback and technical Let each teacher, men /or women
Initiates activities that promotes
* assistance such as coaching for lead the different committees in June 2019-
advocacy for men and women MOOE Funds
performance improvement and action school activities/Assigns leadership March 2020
empowerment task to each teacher
planning

Makes specific changes in the

Drives consensus and team ownership Conducts research studies June 2019-
* system or in own work methods to /Benchmarks others best practices MOOE Funds
of decisions March 2020
improve performance

PACITA B. IMPONG Ed.D. FILMA B. CATALAN, Ed.D.

Principal-III Assistant Schools Division Superintendent
Ratee Rater