INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW FORM

Name of Employee: ANTHONY G. SORIANO Name of Rater: HELEN TANGON

Position: OIC GENERAL SERVICES Position: ADMINISTRATIVE OFFICER V
Division: Schools Division of Zamboanga del Norte Date of Review:
Rating Period: January – December, 2019

TO BE FILLED IN DURING PLANNING TO BE FILLED DURING

EVALUATION
TIME WEIGHT Performance Indicators RA-
MFO KRAs OBJECTIVES / Activities -LINE per (Quality, Efficiency, Timeliness) Q E T TING SCORE
KRA
Provision of 1. UTILITY 1. To facilitate the maintenance of Jan- 60% Quality
Basic SERVICES SDO Grounds and Facilities. Dec,
Education 2019 5 – Performed all indicators
1.1 Developed and implemented 4 – Performed indicators but one was not
Services SDO Office configurations and 3 – Performed indicators but two were not
utilization plans and initiate 2 – Performed indicators but three were not
(Support and necessary constructions of the 1 – Performed indicators but four were not or none at all
capacitate various offices in the SDO,
schools and 1.2 Initiated procurement of Janitorial Efficiency
learning centers Services for the SDO and
in ensuring a monitored contract with service 5 – 86 -100% of the utility personnel and guards were guided and
conducive provider. provided Technical inputs..
learning 1.3 Developed and implemented a 4 – 76 - 85% of the utility personnel and guards were guided and
environment and cleanliness and maintenance provided Technical inputs
in compliance to plan for the SDO grounds and 3 – 66 - 75% of the utility personnel and guards were guided and
quality standards facilitates and monitor provided Technical inputs
of Governance implementation. 2 – 51 - 65% of the utility personnel and guards were guided and
and Operations) 1.4 Monitored and ensured provided Technical inputs
uninterrupted provision of all 1 – 50%Below of the utility personnel and guards were guided and
necessary utilities for the SDO. provided Technical inputs
Electricity, Water, Telephone, Timeliness
Internet services
1.5 Developed and implemented with 5–Direction & Technical Inputs provided before time needed
management an SDO Facilities 4–Direction & Technical Inputs provided on time needed
Improvement and Upgrading Plan 3–Direction & Technical Inputs provided after time needed
to support the current and future 2–Direction & Technical Inputs provided after 6 months
needs of the SDO with regard 1– Never at all
buildings and facilities.

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 2. SECURITY 2. To develop an SDO Safety and
AND Security plan, Contract with
CUTODY Security Agency
OF
PROPERTI 2.1 Developed together with
ES management an “SDO Safety
and Security Plan” and monitored
implementation of such plan.
2.2 Searched and initiated
procurement of services of a
Security Agency for the SDO and
manage the contract with the
Agency.
2.3 Supervised and Managed the
Security and Utility Personnel.
2.4 Checked and Monitor daily
tasked of security and utility
personnel.
2.5 Submitted report and issues
and concerns to the Chief
EO
Jan- 40%
Dec, Quality
2019
5 – Performed all indicators
4 – Performed indicators but one was not
3 – Performed indicators but two were not
2 – Performed indicators but three were not
1 – Performed indicators but four were not or none at all
Efficiency
5 – 86 -100% of the utility personnel and guards were provided with
Technical Assistance.
4 – 76 - 85% of the utility personnel and guards were provided with
Technical Assistance.
3 – 66 - 75% of the utility personnel and guards were provided with
Technical Assistance.
2 – 51 - 65% of the utility personnel and guards were provided with
Technical Assistance.
1 – 50%Below of the utility personnel and guards were provided with
Technical Assistance.
Timeliness

5–Direction & Technical Inputs provided before time needed

4–Direction & Technical Inputs provided on time needed
3–Direction & Technical Inputs provided after time needed
2–Direction & Technical Inputs provided after 6 months
1– Never at all

TOTAL 100%
*To get the score, the rating is multiplied by the weight assigned.

ANTHONY G. SORIANO HELEN E. TANGON MA. LIZA R. TABILON EdD, CESO VI

OIC- General Services Unit/ Ratee Administrative Officer V / Rater SDS / Approving Authority

Range:
4.500- 5.000 Outstanding
3.500- 4.499 Very Satisfactory
2.500- 3.499 Satisfactory
1.500- 2.499 Unsatisfactory
Below 1.499 Poor

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 PART II: COMPETENCIES
CORE BEHAVIORAL COMPETENCIES Service Orientation 4.60 People Performance Management 4.60
Self-Management 4.50
1. Can explain and articulate organizational directions, issues and 1. Makes specific changes in the performance management system or in own work
1. Sets personal goals and direction, needs and development problems. methods to improve performance (e,g., doees something better, faster, at lower
2. Undertake personal actions and behaviors that are clear and 2. Takes personal responsibility for dealing with and/or correcting cost more efficiently; improves quality, customer satisfaction, morale,
purposive and takes into account personal goals and values customer service issues and concerns revenues).
congruent to that of the organization. 3. Initiates activities that promotes advocacy for men and women 2. Sets performance standards and measures progress of employees based on
3. Displays emotional maturity and enthusiasm for and empowerment. office and department targets.
is challenge by higher goals. 4. Partipates in updating of office vision, mission, mandates and 3. Provides feedback and technical assistance such as coaching performance
4. Prioritize work tasks and schedules (through gantt charts, strategies based on DepEd strategies strategies and directions. improvement and action planning.
checklists, etc.) to achieve goals. 5. Develops and adopts service improvement program through 4. States performance expectations clearly and checks understanding and
5. Sets high quality, challenging, realistic goals for self and others. simplified procedures that will further enhance service delivery. commitment.
5. Performas all the stages of result-based performance management system by
Professionalism and Ethics 4.50 Innovations 4.40 evidence and required documents/forums.

1. Demonstrates the values and behavior enshrined in the Norms

of Conduct and ethical Standards for public officials and 1. Examines the root cause of problems and suggest effective People Development 4.40
employees (RA 6713). solutions. Fosters new ideas, process, and suggest better solutions.
2. Practices ethical and professional behavior and conduct Foster new ideas, process, and suggest better ways to do things 1. Improves the skills and effectiveness of individuals through employing a rage of
taking into account the impact of his/her actions and decisions. (cost and/or operational efficiency) developmental strategies.
3. Maintains a professional image: being trustworthy, regularity of 2. Demonstrates an ability to think :beyond the box". Continuously 2. Facilitates workforce effectiveness through coaching and motivating people
of attendance and punctuality, good grooming and focuses on improving personal productivity to create higher value within a work environment that promotes mutual trust and respect.
communication and results. 3. Conceptualizes and implements training interventions to meet identified training
4. Makes personal sacrifices to meet the organization's needs 3. Promotes a creative climate and inspires co-workers to develop needs.
5. Acts with a sense or urgency and responsibility to meet the original ideas and results. 4. Does long-term coaching or training by arranging appropriate and helpful
organization's needs, improve systems and help others improve 4. Translates creative thinking into tangible changes and solutions to assignment.
their effectiveness. improve the work unit and organizations. 5. Cultivates learning environment by structuring interactive
5. Uses ingenious methods to accomplish responsibilities. simplified procedures that will further enhance service delivery experiences
Result Focus 4.50 Demonstrates resourcefulness and the ability to succeed with such as looking for future opportunities that are in support of achieving
minimal resources individual career goals.
1. Achieve results with optimal use of time and resources most of the time
2. Avoid rework, mistakes and wastage through effective work LEADERSHIP COMPETENCE OVERALL COMPETENCY
methods by placing organizational needs before personal needs.
3. Delivers error-free outputs most of the time by conforming to standard
operating procedures correctly and consistently. Able to produce Leading People 4.50 CORE BEHAVIORAL COMPETENCIES 4.50
very satisfactory quality of work in terms of
usefulness/acceptability and completeness with no supervision 1. Uses basic persuasion techniques in a discussion or presentation e.g., staff
required. mobilization, appeals to reason and/or emotions, uses data and examples, visual
aids.
LEADERSHIP COMPETENCIES 4.50
4. Expresses a desire to do better and may express frustration as
waste or inefficiency. May focus on new or more precise ways of 2. Persuades, convinces or influences others, in order to have a specific
impact/effect.
meeting goals set.
5. Makes specific changes in the system or in own work methods to 3. "Sets a good example", is a credible and respected leader, and demonstrate a
OVERALL RATING 4.50
improve performance. Examples may include doing something desired behavior
quality, customer satisfaction, morale, without setting any 4. 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 ANTHONY G. SORIANO
goals, in order to create an effective work environment.
Teamwork 4.50 Chief SGOD/ Ratee
1. Willingly does his/her share of responsibility
2. Promotes collaboration and removes barriers to teamwork
and goals accomplishment across organization.
3. Applies negotiations principles in arriving at win-win agreements. HELEN E. TANGON
4. Drives consensus and team ownership of decisions. ADMINISTRATIVE OFFICER V / Rater
5. Works constructively and collaboratively with others and across
organizations to accomplish organizational goals and objectives.

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 PART III – SUMMARY OF RATINGS FOR DISCUSSION
Final Performance Results Rating
Accomplishments of KRAs and Objectives 3.6

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:

ANTHONY G. SORIANO HELEN E. TANGON
Signature: Signature:

Date: Date:

PART IV – DEVELOPMENTAL PLANS

Strengths Development Needs Action Plan Timeline Resources Needed
(Intervention)
* 
*

ANTHONY G. SORIANO HELEN E. TANGON MA. LIZA R. TABILON EdD, CESO VI

OIC- General Services Unit/ Ratee Administrative Officer V / Rater SDS / Approving Authority