Name of School EASTERN SAMAR NATIONAL COMPREHENSIVE HIGH SCHOOL

Name of Ratee ARMINDA B. CATUBAY Position ADMINISTRATIVE AIDE I (PLANTILLA CASUAL) MAIN
Rating Period CY 2022 PAGE
Rater ANTONIO C. RANIT Position Administrative Officer
Date of Review January 20, 2023
Approving Authority HAZEL B. MENESES Position Principal IV IPCRF for Non-
Calendar Year JANUARY 1-DECEMBER 31, 2022 Teaching
NOTE: DO NOT FILL OUT THE BLACK AND GRAY CELLS
PART I - KEY RESULT AREAS RATING Weight Q E T RATING SCORE
KRA 1 ADMINISTRATIVE SUPPORT STAFF
To maintain cleanliness in the assigned area 50% 5 4 4.500 2.25
To coordinate with the stakeholders for the pu 25% 3 3.000 0.75
100%
To comply errand as deemed and delegated by 25% 4 4.000 1.00
0.000 0.00
OVER ALL RATING OF ACCOMPLISHMENT 4.000
Adjectivial Rating VERY SATISFACTORY

Adjectival Rating Scale Prepared by:

Outstanding 4.500 - 5.000 HAZEL B. MENESES

Very Satisfactory = 3.500 - 4.499 Principal IV, ESNCHS
Satisfactory = 2.500 - 3.499
Unsatisfactory = 1.500 - 2.499
Poor = 1.000 - 1.499

Reviewed:

LEA C. ABERIA, PhD JUN-NILOU D. DULFO, PhD

Chief Educ. Supervisor, CID Chief Educ. Supervisor, SGOD

Recommending Approval: Approved:

JOSEMILO P. RUIZ, EdD, CESE SHERLITA A. PALMA, EdD, CESO VI

OIC-Asst.Schools Division Supervisor OIC-Schools Division Supervisor
 Republic of the Philippines
Department of Education
Region VIII (EASTERN VISAYAS)
SCHOOLS DIVISION OFFICE OF BORONGAN CITY
EASTERN SAMAR NATIONAL COMPREHENSIVE HIGH SCHOOL
Borongan City, Eastern Samar

INDIVIDUAL PERFORMANCE COMMITMENT REVIEW FORM (IPCRF)

JANUARY 1-DECEMBER 31, 2022

Name of Ratee: ARMINDA B. CATUBAY Name of Rater: ANTONIO C. RANIT

Position: ADMINISTRATIVE AIDE I (PLANTILLA CASUAL) Position Administrative Officer
Rating Period: CY 2022 Date of Review: January 20, 2023

PERFORMANCE INDICATORS
ACTUAL
MFO KRAs OBJECTIVES TIMELINE WEIGHT PER KRA RATING SCORE
Quality Efficiency Timeliness RESULTS

Basic Education Services

QUALITY KRA 1: ADMINISTRATIVE SUPPORT STAFF 100% Q E T

Objective 1: Year round 50% Outstanding (5) 5.0 0.0 4.0 4.50 2.25
To maintain cleanliness in Maintained 90%-100% the Cleaned the Comfort Rooms three
the assigned area specially cleanliness.in the assigned times a day. And swept the area
the Comfort Rooms area specially the Comfort assigned and throw the garbage
Rooms twice a day.

Very Satisfactory (4)

Mainatined 70%-89% the Cleaned the Comfort Rooms two
cleanliness.in the assigned times a day. And swept the area
area specially the Comfort assigned and throw the garbage
Rooms once a day.
Satisfactory (3)
Maintained 50%-69% the Cleaned the Comfort Rooms once
cleanliness.in the assigned a day, and swept the area
area specially the Comfort assigned and throw the garbage
Rooms. every another day..

Unsatisfactory (2)
30%-49% Maintained 90%- Cleaned the Comfort Rooms tthree
100% the cleanliness.in the times a day and swept the area
assigned area specially the assigned and throw the garbage
Comfort Rooms every 3rd day of the week..
 PERFORMANCE INDICATORS
ACTUAL
MFO KRAs OBJECTIVES TIMELINE WEIGHT PER KRA RATING SCORE
Quality Efficiency Timeliness RESULTS

Objective 2:
To coordinate with the
stakeholders for the purpose
of renting
facilities/equipments (cots &
beddings)
Poor (1)
Mainatined 1%-29% the Did not cleaned the Comfort
cleanliness.in the assigned Rooms in a day.
area specially the Comfort
Rooms
Year round 25% Outstanding (5) 3.0 0.0 0.0 3.00 0.75
Coordinated 90%-100% with
the stakeholder for the
purpose of renting
facilities/eqipments (cots and
beddings)
Very Satisfactory (4)
Coordinated 70%-89% with
the stakeholder for the
purpose of renting
facilities/eqipments (cots and
beddings)

Satisfactory (3)
Coordinated 50%-69% with
the stakeholder for the
purpose of renting
facilities/eqipments (cots and
beddings)

Unsatisfactory (2)
Coordinated 30%-49% with
the stakeholder for the
purpose of renting
facilities/eqipments (cots and
beddings)
Poor (1)
Coordinated 1%-29% with the
stakeholder for the purpose of
renting facilities/eqipments
(cots and beddings)

Objective 3: Year round 25% Outstanding (5) 4.0 0.0 0.0 4.00 1.00
To comply errand as Attended 90%-100% of
deemed and delegated by required activities(Meetings,
the office conferences, celebrations,
christmas party etc)

Very Satisfactory (4)

Attended 70%-89% of required
activities(Meetings,
conferences, celebrations,
christmas party etc)
 deemed and delegated by
the office

Attended 70%-89% of required

activities(Meetings,
PERFORMANCE INDICATORS
ACTUAL
MFO KRAs OBJECTIVES TIMELINE WEIGHT PER KRA conferences, celebrations, RATING SCORE
Quality
christmas party etc) Efficiency Timeliness RESULTS

Satisfactory (3)
Attended 60%-79% of required
activities(Meetings,
conferences, celebrations,
christmas party etc)

Unsatisfactory (2)
Attended 50%-69% of required
activities(Meetings,
conferences, celebrations,
christmas party etc)

Poor (1)
Attended 10%-49% of required
activities(Meetings,
conferences, celebrations,
christmas party etc)

OVER ALL RATING OF ACCOMPLISHMENT VERY SATISFACTORY 4.00

Ratee: Rater: Approving Authority:

ARMINDA B. CATUBAY ANTONIO C. RANIT HAZEL B. MENESES

ADMINISTRATIVE AIDE I (PLANTILLA CASUAL) Administrative Officer Principal IV

Adjectival Rating Scale

Outstanding = 4.500 - 5.000

Very Satisfactory = 3.500 - 4.499
Satisfactory = 2.500 - 3.499
Unsatisfactory = 1.500 - 2.499
Poor = 1.000 - 1.499
 PART II: COMPETENCIES

CORE BEHAVIORAL COMPETENCIES Teamwork

Self-Management 4 1 Willingly does his/her share of responsibility
5 1 Sets personal goals and direction, needs and development. 2 Promotes collaboration and removes barriers to teamwork and goal
2 4 accomplishment across the organization.
3 Undertakes personal actions and behaviors that are clear and purposive and takes into account 4 3 Applies negotiation principles in arriving at win-win agreement
4 4
personal goals and values congruent to that of the organization. 4 4 Drives consensus and team ownership of decisions.
4 3 5
Displays emotional maturity and enthusiasm for and is challenged by higher goals. 4 Works constructively and collaboratively with others and across organizations to
4 4 accomplish organizationak goals and objectives.
Prioritize work taks and schedules through Gantt charts, checklist, etc., to achieve goals. Service Orientation
4 5 Sets high quality, challenging, realistic goals for self and others. 4 1
Professionalism and Ethics Can explain and articulate organizational directions, issues, and problems.
1 4 2 Takes personal responsbility for dealing with and/or correcting customer service,
4 Demonstrate the values and behavior enshrined in the Norms of Conduct and Ethical issues and concerns.
Standards for public officials and employees (RA 6713). 4 3
4
4 2 Practices ethical and professional behavior and conduct taking into account the impact of Initiiates activities that promotes advocacy for men and women empowerment.
his/her actions and decisions. 4 4 Participates in updating of office vision, mission, mandates and strategies based
4
4 3 Maintains a professional image: Being trustworthy, regularity of attendance and punctuality, on DepEd strategies and directions.
good grooming and communication 4 5
4 4 Makes personal sacrifices to meet the organization's needs. Develops and adopts service improvement program through simplified
4 5 Acts with a sense of urgency and responsibility to meet the organization's needs, improve procedures that will further enhance service delivery.
systems and help other improve their effectiveness. Innovation
Result Focus 4 1
Examines the root cause of problems and suggests effective solutions. Fosters
4 1 Achieve results with optimal use of time and resources most of the time. new ideas, processes, and suggest ways to do things (cost and/or operational
4 2 Avoid rework, mistakes and wastage through effective work methods by placing efficiency)
organizational needs before personal needs. 4 2
3 Demonstrates an ability to think "beyond the box". Continuesly focuses on
4 improving personal productivity to create higher value and results.
Delivers error-free outputs most of the time by conforming to standard operating procedures 4 4
correctly and consistently. Able to produce very satisfactory quality of work in terms of 4 3 Promotes a creative climate and inspires co-workers to develop original ideas or
usefulness/ acceptability and completenesss with no supervision required. solutions,
4 4 Expresses a desire to do better and may express frustration at waste or inefficiency. May focus 4 4 Translates creative thinking into tangible changes and solutions that improve the
on new more precise ways of meeting goals set. work unit and organization.
4 5 Makes specific changes in the system or in own work methods to improve performance. 4 5
Examples may include doing something better, faster, at a lower cost, more efficiently, or Uses ingenious methods to accomplish responsibilities. Demonstrates
improving quality, customer satisfaction, morale, without setting any specific goal. resourcefulness and the ability to succeed with minimal resources.

LEADERSHIP COMPETENCIES
 Leading People 4
4 1 4
Does long-term coaching or training by arranging appropriate and helpful
Uses basic persuasion techniques in a discussion or presentation eg. Staff assignments, formal training or other experiences for the purpose of supporting a
mobilization, appeals to reason and/or emotions, uses data and examples, visual aids. person's learning and development.
4 2 4 5 Cultivates a learning environment by structuring interactive experiences such as
looking for future opportunities that are in support of achieving individual
Persuades, convinces or influences others, in order to have specific impact, or effect. careeer goals.
4 3 "Sets a good example", is a credible and respected leader; and demonstrates desired
4
behavior.
4 4
Forwards personal, professional and work unit needs and interest in an issue.
4 5
Assumes a pivotal role in promoting the development of an inspiring, relevant vision
for the organization and influences others to share ownership of DepEd goals, in 5 Role Model
order to create an effective work environment. 4 Consistently Demonstrate
People Performance Management 3 Most of the Time Demonstrate
4 1 2 Sometimes Demonstrate
Makes specific changes in the performance management system or in own work 1 Rarely Demonstrate
methods to improve performance (e.g. Does something better, faster, at lower cost,
more efficiently, improves quality, customer satisfaction, morale, revenues)
4 2 Sets performance standards and measures progress of employees based on office and NOTE: These ratings can be used for the development plans of the
department goals. employee.
4 3 Provides feedbacks and technical assistance such as coaching for performance
4
improvement and action planning.
4 4
States performance expectations clearly and checks understanding and commitment. OVERALL COMPETENCY RATING
4 5 Performs all the stages of result-based performance management system supported by
evidence and required documents / forms. Core Behavioral Competencies 4.00
People Development Leadership Competencies 4.00
4 1 Improves the skills and effectiveness of individuals through employing a range of
development strategies. Overall Rating 4.00
2
4 Facilitates workforce effectiveness through coaching and motivating / developing 4
people within a work environment that promotes mutual trust and respect.
4 3 Conceptualizes and implements learning interventions to meet identified training
needs.
 PART III: SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Results Rating

Accomplishment of KRAs and Objectives 4.000

Employee-Superior Agreement

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

Name of Employee: Name of Superior:

ARMINDA B. CATUBAY ANTONIO C. RANIT
Signature: Signature:

Date: Date:

PART IV: DEVELOPMENT PLANS

Action Plan (Recommended Development

Strengths Development Needs Timeline Resources Needed
Intervention)
Hardworking
Further enhance skills to be more effective and efficient Attend workshops and trainings on skill January 2023 - December
Flexible MOOE Fund
employee. development. 2023

Feedback:
_____________________________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________________________________

RATER: ANTONIO C. RANIT RATEE: ARMINDA B. CATUBAY

 PERFORMANCE MONITORING AND COACHING FORM
Signature of
Date Critical Incidence Description Output Impact on Job / Action Plan
Ratee Rater

EMPLOYEE FEEDBACK FORM

Action Plan (Recommended Development
Strengths Development Needs Timeline ReBasis Needed
Intervention)

Feedback: