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OPCRF Presentation for School Leadership

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This document presents the OPCRF (Officer's Performance Commitment and Review Form) of Dionicia B. Mabbayad, the head of Villa Hermoza Elementary School. The OPCRF showcases supporting docum…

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Elay Sarandi
  • Introduction and KRA 1
  • KRA 2: Resource Management
  • KRA 3: Teaching and Learning
  • KRA 4: Personal and Professional Growth
  • KRA 5: School Leadership

Good morning/afternoon everyone.

This presentation of my OPCRF


showcases the supporting documents on how I managed the school in the new
normal. I take it as a mirror of the qualities of my leadership, and this proudly
highlights the performance and commitment of Villa Hermoza Elementary
School headed by yours truly, Dionicia B. Mabbayad.
In this portfolio, there are different key result. KRA with corresponding
percentage per objective. Once again, I am Dionicia B. Mabbayad, I am here to
serve the school children through my leadership.
Let me present to you first the---
KRA 1 or Leading strategically highlights our role as a school head in
setting the direction, goals and objectives of the school and in ensuring that these
are understood and embraced by all stakeholders. This domain encompasses our
commitment to strategic course and action consistent with institutional goals
towards maximizing organizational performance.
In this domain, we, school heads are expected to identify and comprehend
relevant sources of information such as existing laws, policies, research,
feedback and contents and establishment of connections and alignment.
In the new educational system there are aspects needed to be considered to
ensure that the SLCP is done according to the plan such as monitoring the
distribution of SLM, checking of WHLP/WLP, and lesson exemplar, parents’
orientation, monitoring school compliance to health protocol and school
cleanliness.
For the objective 1 of KRA 1, a final score of __________ was obtained.
MOV showcased are the different project proposal/s of PAPs based on SIP/AIP,
completed PAPs with accomplished M& E Tool and Brigada Eskwela Report.
For objective 2, research proposal, innovation proposal, receiving copy of
the research proposal/ completed research or innovation of teachers/ staff and
completed research were presented. A final score of __________ was obtained.
For objective 3, stakeholders’ engagement accomplishment report such as
MOA/ MOU, resolution of support and PTA constitution and by-laws were
displayed. A final score of __________ was obtained.
For KRA 2 or managing school operations and resources centers the roles of the
school head in managing systems and processes in the school. Here, we should
understand that we implement laws, policies, guidelines and issuances that relay
to the management of human, financial, and material resources. That we also
provide support in establishing a culture of transparency and accountability in the
continuous delivery of basic education services.
In KRA 2, with its objective 1, it displays our L and D Proposal and completion
with its supporting MOVs such as the EBEIS/LIS Report, LAC Plan, LAC
accomplishment report, SRC and the Learning Application Plan (LAP) of
teachers.
For the objective 2, Liquidation Reports, updated 201 files of school personnel
with its supporting MOVs were presented such as the updated transparency
board, annual procurement Plan/project management procurement plan and
updated form 48/log book/ form 7.
For the objective 3, I would like to present as well the brigada eskwela
accomplishment report and physical plan equipment inventory report with its
supporting MOVs with the DRRM Contingency Plan, Wash in school/ WINS
Report, NSED and earthquake/ fire drill report, ESWM accomplishment report,
and Child Protection documents.

KRA 3 or focusing on teaching and learning concentrates on the work of school


heads in promoting quality teaching and learning. This domain emphasizes the
school head’s commitment to provide instructional leadership towards improving
competence among teachers and outcomes among learners. In this domain, we
are expected to provide technical assistance on instruction that relates to
curriculum, practice and performance.
For the objective 1, Looking into it, we have here the COT Shepherding Tool/
Supervisory Plan, and Accomplishment/ Task Status Report with its MOVs in
the performance and coaching form, LAC Plan, LAC Accomplishment Report.
For the objective 2, research and innovation of teachers/ School Head on
teaching and learning showcasing its supporting MOVs such as performance
monitoring and coaching form, feedback form, assessment tools, summative test
with TOS, quarterly GWA/ MPS.
Objective 3, showcasing the eco-friendly accomplishment report with the
students’ handbook, child protection policy report, school safety assessment tool,
awards of teachers/ learners/SH/ School Organizations, minutes of the general
PTA meeting/classroom/ attendance photos, home visitation reports, virtual
meetings MOVs.
KRA 4 or developing self and others, recognize our roles of the school heads in
nurturing ourselves and others. This domain centers our commitment to ensure
people and team effectiveness. In this domain, school heads are expected to
reflect on their personal and professional development to enhance their practice
in leading and developing people as they support their personal’s professional
development and welfare.
For the objective 1, development plan and implementation report with its
supporting MOVs specifically the L &D Proposal/ LAC and certificate of
recognition/ speakership.
For the objective 2, performance management system implementation report in
the performance monitoring and coaching form with its supporting MOVs in
terms of monitoring and evaluation tools, feedback form(IPCRF) , Learning
action Plan and certificate of attendance in any learning and development.
For the objective 3, school handbook reward system implementation report with
its supporting MOV in the LAC session on institutional Policies (deped orders ,
deped memoranda, and civil service rules and regulations, code of ethics for
teachers.

KRA 5, This serves as the basis if we, the school head, performed various related
works/ activities that contributed to the delivery of basic education services. As
for our paper, these are the MOVs of
_____________________________________________________________

Common questions

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The 'Managing School Operations and Resources' domain enhances accountability by requiring school heads to implement laws and policies related to managing human, financial, and material resources . This is achieved by supporting a culture of transparency and accountability and ensuring the continuous delivery of basic education services . Examples include using updated transparency boards and procurement plans .

Strategic direction-setting in school administration involves establishing the long-term goals, vision, and objectives of the school, ensuring alignment with institutional goals . This contrasts with operational management, which focuses on the day-to-day management of resources and processes to deliver educational services, requiring implementation of laws and guidelines related to resource management and operational transparency .

Stakeholders' engagement is significant in achieving educational objectives because it ensures buy-in and support from various parties involved in the educational process. Engagement is shown through accomplishments like MOAs, MOUs, and PTA constitutions, which help in achieving the strategic goals set by school leadership. This multi-faceted involvement allows for a comprehensive approach to achieving educational aims .

A performance management system benefits school staff by providing a structured framework for monitoring and evaluating their performance, which can guide professional development and enhance overall effectiveness . With tools like performance monitoring and coaching forms, and feedback mechanisms such as IPCRF, staff can receive constructive feedback and opportunities for growth .

Research and innovation contribute to school improvement by providing evidence-based solutions and new approaches to teaching and learning, which lead to enhanced outcomes for both teachers and learners . These initiatives are supported by detailed research proposals, feedback systems, and performance monitoring tools, which together foster an environment of continuous improvement and adaptation to new educational challenges .

School heads foster quality teaching and learning by providing instructional leadership aimed at improving teacher competence and learner outcomes . This includes offering technical assistance related to curriculum, practice, and performance, as well as using tools like the COT Shepherding Tool and Supervisory Plans to monitor and support teaching quality .

School leaders can ensure a safe and secure learning environment by implementing comprehensive safety plans, conducting regular drills (such as earthquake and fire drills), and maintaining up-to-date safety and protection documents like the ESWM report and Child Protection policies . These measures help prepare both staff and students for emergencies while promoting a culture of safety .

In the 'Leading Strategically' domain, school heads are responsible for setting the direction, goals, and objectives of the school, ensuring these are understood and embraced by stakeholders . They are expected to identify and comprehend relevant sources of information such as laws, policies, and feedback, and ensure the SLCP is executed according to plan . This includes monitoring the distribution of SLM, checking lesson plans, and ensuring compliance with health protocols .

Development plans play a critical role in the professional growth of school leaders by providing a roadmap for both personal and professional development . These plans ensure that leaders reflect on and enhance their practices in supporting personnel development, as seen in learning and development (L&D) proposals and LAC accomplishments .

Establishing connections and alignment is important in educational leadership because it ensures that the school's strategic initiatives are consistent with broader institutional goals, leading to improved organizational performance . This involves understanding and integrating existing laws, policies, and research into school strategies .

Good morning/afternoon everyone. This presentation of my OPCRF showcases the supporting documents on how I managed the
provide support in establishing a culture of transparency and accountability in the continuous delivery of basic education se
KRA 4 or developing self and others, recognize our roles of the school heads in nurturing ourselves and others. This domain c

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