Professional Documents
Culture Documents
Results - based
Performance
Management
System (RPMS)
for DepEd
Lead, Engage, Align & Do! (LEAD)
We dream of Filipinos
who passionately love their country
and whose values and competencies
enable them to realize their full potential
and contribute meaningfully to building the nation.
As a learner - centered public institution,
the Department of Education
continuously improves itself
to better serve its stakeholders.
Teachers
Administrators
Family,
Maka-Diyos
Makatao
Makabayan
Makakalikasan
Assessment Result
Items
20
20
27
12
24
10
10
25
10
19
18
21
16
20
15
18
21
12
18
14
Governance
Strengthened School-Based Management (SBM)
Principals with strong leadership skills
Uniformed metrics on school performance
System for policy and leadership continuation
established
Technology
DepEd dashboard made accessible
DepEd data and other information are consistent
All schools connected
Online educational system (going global)
Online enrolment
Learning Materials digitized
Curriculum Implementation
21st century Philippine basic education
K to 12 curriculum implemented
Smooth implementation of SHs (1st batch of SHS going to
SHS ready schools, voucher in place, etc.)
Teachers prepared for K to 12
Curriculum for multigrade schools available
External Relationships
Restored peoples trust in public education and in
DepEd
Government and private sector partnerships more
acceptable
Stronger and more engaged external public
All school boards active and engaged
Societal Goal
Sectoral Outcomes
Sub-Sector
Outcomes
Organizational
Outcomes
Major Final
Output (MFOs)
Basic
Education
Policy
Services
Education
Governanc
e
3
Regulatory
and
Developmen
tal Services
for Private
Schools
Informal
Education
Services
-Children
Television
Devt.
Book
Industry
Devt.
Services
Functional
Literate
Filipino
With 21st
century
skills
1. Performance
Planning and
Commitment
4. Performance
Rewarding
and
Development
Planning
2. Performance
Monitoring
and Coaching
3. Performance
Review and
Evaluation
WHAT
Strategic
Priorities
VISION,
MISSION,
VALUES
(VMV)
Department
/ Functional
Area Goals
HOW
Values
Competencie
s
KRAs and
Objectives
An organization-wide process
to ensure that employees
focus work efforts towards
achieving DepEds Vision,
Mission and Values (VMV).
Training and
Manpower
Developmen
t
Rewards and
Recognition
HR Planning
and
Recruitment
RPMS
Employee
Relations
Job Design
and Work
Relationship
s
Compensati
on and
Benefits
Overall
Design of
DepEd RPMS
1.
2.
3.
4.
5.
Teaching Positions
What
=
Results
(Results
& Objectives
of a position)
How =
Competenci
es
(Skills, Knowledge
&
Behaviors used to
accomplish results)
Phase 1
Performance
Planning and
Commitment
1. Discuss Units
Objectives
The Office head discuss
the offices KRAs and
Objectives with direct
reports. Then, break this
2. Identify KRAs,
Objectives and
Performance Indicators
Identify your responsibilities
by
answering the following
question:
What major results/outputs
am
I
responsible
for
delivering?
Job Summary
Sets, the mission, vision, goals and objectives of the school, creates an environment
conducive to teaching-learning process, implements, monitors and assesses the school
curriculum and is accountable for higher learning outcomes
Duties and Responsibilities
KRA
Instructional Leadership
Learning Environment
Weight
30%
20%
20%
10
20%
Measurable
It is important to define measurements that
enable progress to be determined and results to
be measured. A measurable objective defines
quantity, cost or quality.
Effectiveness
Effectiveness can include both quality and quantity.
Example:
Achieved a rating of 4 in running all batches of
train-the-trainers program.
Efficiency
To measure cost specifically: money spent,
percentage over or under budget, rework or waste
Example:
Do not exceed Php 100,000 a month in running 2
training programs.
Timeliness
Measures whether a deliverable was done correctly
and on/before the deadline.
Example:
Timely submission of quarterly reports.
reports
Attainable
Should be challenging yet attainable, something
the person can influence to effect change or
ensure results
Relevance
Objectives that state your share of specific
department / functional areas goals
Aligned with the directions of the unit
Time Bound
Objectives must be time bound.
Example:
Achieved running 20 RPMS program
within 2014.
Responded to all participants
suggestions one week after the meeting.
Did not exceed Php 200,000 a month
for conducting a workshop.
Example
KRAs
Objectives
Posted 20 vacant positions
within the CSC prescribed
period and per requirements
(for 1st, 2nd, and 3rd level
positions)
Performance Indicators
They are EXACT QUANTIFICATION OF
OBJECTIVES.
It is an assessment tool that gauges whether a
performance is good or bad.
Agree on acceptable tracking sources
Scale
4
3
2
Adjectival
Description
(51%-99%)
Poor
(50% or above)
Identify Performance
Indicators or Measures (refer
to PCPs)
Example 1
Example 2
3. Discuss Competencies
Required and Additional
Competencies Needed
4. Reaching Agreement
Once the form is completed :
KRAs + Objectives + Performance
Indicators + Competencies
1. Rater schedules a meeting with Ratee.
2. Agree on the listed KRAs, Objectives,
Performance Indicators and assigned
Weight per KRA.
3. Where to focus on the Competencies
Phase 2
Performance
Monitoring and
Heart of the
RPMS
GETS DONE!
1. Performance Monitoring
Why is it important?
Facilitates feedback.
Provides evidence.
observed
Situatio
n
Action
*developed by Development Dimensions
Task
Result/s
Writing S/TARs
Situation/
Task
Action
Result
the
To be effective in this
phase you should:
Track
your
performance
against your plan.
Use
JOURNALS!
Remember:
It is NOT a year-end
paper exercise.
It is important to
teach performance
on certain frequencies
and provide
feedback and
coaching.
2. Coaching/Feedback
For the Raters:
During Performance Phase
always:
Provide
COACHING to your
subordinates to improve
work performance and
behavior.
Provide
FEEDBACK on the
progress of work
Phase 3
Performance Review
and Evaluation
1. Reviewing
Performance
1. Review Performance
Results and Competencies
No interruptions; no surprises
Express appreciation
Encourage self-appraisal
Evaluate
each
objective
whether it
has been
achieved or
not.
Evaluate the
manifestatio
ns of each
competency.
Determin
e overall
rating.
Scale
Adjectival
Description
Outstanding
(130% and above)
Very Satisfactory
(115%-129%)
Satisfactory
(100%-114%)
Unsatisfactory
(51%-99%)
Poor
(50% or below)
*DepEds Competencies
Scale
Scale
Definition
Role model
Consistently demonstrates
3
2
Rarely demonstrates
Phase 4
Performance
Rewarding and
1. Rewards
Link to PBIS (EO 80 s. 2012)
Performance
Step
Increment
2. Development
Planning
1.
2.
3.
resources / support
measures of success
4.
Implement Plans
5.
Evaluate
Development Principles
Behind every
successful
person, there is
one
elementary
truth.
Somewhere,
someway,
someone cared
about
their growth and
development.
OKRAPI
Name of Employee:
Name of Rater:
Position:
Position:
Review Period:
Date of Review:
Division:
To be filled in during
TO BE FILLED IN DURING PLANNING
evaluation
MFOs
KRAs
OBJECTIVES
TIMELINE
Weight
per KRA
Performanc
e Indicators
(Quality,
Efficiency,
Timeliness)
Actual
Results
Score
Overall
Rating for
Accomplish
ments
________________
Rater
Rating
________________
Ratee
OKRAPI
OKRAPI
SPATRES
Objectives
Strategy
Program/
Project
Activities
Tasks
Resources
(Human,
Material,
Financial)
SPATRES
Commitment
Building