Sample Report 12

Evaluation Report
Juan N. Dela Cruz

Provincial Environment and Natural Resources Officer
PENR Office, Province Z – Region N
(2011)
“Promoting Organizational and Leadership

Excellence in the DENR”
Executive Summary
Provincial Environment and Natural Resources Officer (PENRO) Juan Dela Cruz over-all
leadership score is 68.76%. His main strength is in Strategic Focus (74.48%) or setting a plan
of action to achieve a long-range goal and vision for the organization, taking into account the
strengths and weaknesses and the opportunities and threats in the internal and external
environment. Noteworthy of his efforts are: the regular conduct of management conferences
in the province where all Community Environment and Natural Resources Officers
(CENROs) and PENR Office sector heads are gathered to set targets, monitor the
accomplishment of these targets, and assess the reasons for any delays and consequently
propose catch-up strategies; and the weekly submission of the monitoring reports of all staff
on top of the monthly accomplishment reports which must be reported by the
sector/officer/division head during Monday Convocation Program1.
Table 1. Summary of leadership score

Criterion Weight Document Review Subordinate Survey Superior Survey % Score Weighted
Per Per Score Per
Criterion Average Weighted Average Weighted Average Weighted Criterion Criterion
Raw Score Raw Score Raw Score
Score Score Score
Integrity 25% 8.50 8.50 3.09 19.31 3.70 23.13 58.67 14.67
Service 20% 12.00 12.00 3.18 15.89 4.00 20.00 73.84 14.77
Orientation
Network- 20% 10.00 10.00 3.27 16.33 4.00 20.00 69.49 13.90
Building
Strategic 15% 9.00 9.00 3.26 12.24 4.00 15.00 74.48 11.17
Focus
Management 20% 11.00 11.00 3.17 15.86 4.00 20.00 71.29 14.26
Acumen
Leadership Score 68.76
PENRO Dela Cruz is likewise a strong performer when it comes to Service Orientation and
Management Acumen, earning percentage scores of 73.84 and 71.29, respectively. His being
service-oriented is manifested through active involvement in the design and/or delivery of
information, education and communication (IEC) materials/campaigns for programs, projects
1
Monday Convocation Program is an activity conducted after the flag raising ceremony which serves as venue
for PENRO to ask for updates from individuals and offices and announce to or orient his people on important
issuances or orders.
and activities (PPAs) and regulatory and frontline services. His innovation is also evident
following a number of initiative to improve IEC strategies (i.e. radio program Takna sa
DXWB and DXEB) and mode of service provision (i.e. document tracking system with the 5-
day response time proviso and enlisting the help of the community in stopping illegal logging
activities).
For the Management Acumen, PENRO Dela Cruz is particularly effective in enforcing
existing systems and introducing new ones to manage and control financial resources (i.e.
appointing internal auditor) and monitor the performance of subordinates (i.e. submission of
weekly monitoring report).
Figure 1. Comparative percentage scores of leadership criteria
80 69.49
73.84 74.48
71.29
70
58.67
60
% Score Per…
percentage score
50
40
30
20
10
0
Integrity Service Orientation Network-Building Strategic Focus Management
Acumen
leadership criteria
Least of his performance as a leader is on criteria, Integrity and Network Building (table 1
and figure 1). The relatively poor showing of PENRO in the first criterion is due to the
existence of two pending cases filed against him at the Office of the Ombudsman for the
violation of Anti-Graft and Corrupt Practices Act or RA 3019 and the revised Penal Code.
This is even reinforced by the low rating of his subordinates and/or superior on his perceived
non-compliance with certain provisions of the DENR Code of Conduct (i.e. gifts policy and
nepotism) and the absence of documentary proof on his claimed innovations to promote a
culture of integrity in the organization.
PENRO’s Network Building ability is given a rating of 69.49%. The apparent problem here is
not the absence of his efforts to build and strengthen partnership, but the nature and extent of
partner’s involvements which remain very limiting to PPA implementation and are conducted
as a one-time initiative or largely driven by the whole design of the project/program/activity.
PENRO’s initiatives to formalize and establish guidelines on their meaningful engagement
(e.g. entire PPA phases, goal setting and giving feedback to organizational outcomes) are still
found wanting.
Figure 2. Snapshot of weighted scores of leadership criteria per tool
25
20
weighted scores
15
Document
Review
Subordinate
10 Survey
Superior Survey
0
Integrity Service Network-Building Strategic Focus Management
Orientation Acumen
leadership criteria
It is also worth mentioning how scores per assessment tool differ. As illustrated in Figure 2,
there is considerable divergence in the pattern of document review and the survey results
most especially for Integrity. This might imply that while subordinates and superior’s
perceptions on PENRO’s leadership are consistently favourable, they are not readily backed
up and/or are contradicted by documentary evidence. A glaring example is the overwhelming
average agreement response on questions about implementation of Citizen’s Charter (CC) in
the survey but some key informant cannot even recall if PENRO has indeed ordered the
adoption of it much less present a CC document. This is also the case for the alleged
improvements and innovations PENRO has spearheaded in certain criteria.
In concluding, the results of the assessment point out which areas PENRO should spend more
attention to in order to improve his leadership. The review however reveals that the biggest
challenge for PENRO’s leadership would be to arrest the problem of poor records
management and the lack of documentation on systems/mechanisms and his purported
innovations/improvements. While at present, systems seem to function even in the absence or
lack of proper documentation and records management, this might not be a sustainable set-up
in the long-run.
Table of Contents
Executive Summary................................................................................................................................. 2
I. Introduction .................................................................................................................................... 1
I.A. Background .................................................................................................................................. 2
I.B. Objectives ..................................................................................................................................... 3
I.C. Components .................................................................................................................................. 4
I.D. Review Agenda ............................................................................................................................. 7
II. Framework and Methodology ............................................................................................................ 8
II.A. Framework ................................................................................................................................... 9
II.B.1. Methodology: Document Review ........................................................................................... 10
II.B.2. Methodology: Survey .............................................................................................................. 11
III. Profile of the Officer ........................................................................................................................ 12
IV. Results of the Assessment ............................................................................................................... 13
IV. A. Leadership Evaluation ............................................................................................................. 14
Integrity ......................................................................................................................................... 14
Service Orientation ....................................................................................................................... 18
Network Building .......................................................................................................................... 22
Strategic Focus .............................................................................................................................. 26
Management Acumen .................................................................................................................. 29
VI. Conclusions ...................................................................................................................................... 33
Annexes ................................................................................................................................................. 34
Annex A. Personal Data Sheet .......................................................................................................... 35
Annex B. Assessor’s notes ................................................................................................................. 36
Annex C. Document Review Scorecards ........................................................................................... 37
Leadership Evaluation Report: Juan N. Dela Cruz
PENRO – Province Z, Region N
I. Introduction
C/o DAP
This document is only a sample for the guidance of the assessor. Citation and/ or distribution of this
document is prohibited. 1 | P a g e
I.A. Background
The Department of Environment and Natural Resources (DENR) is the primary

government agency responsible for the conservation, management, development and
proper use of the country’s environment and natural resources. The agency serves as
the country’s driving force in its pursuit of sustainable development, and in enabling
stakeholders’ participation in the protection, conservation and management of the
environment and natural resources for the present and future generations.
In 1989, the department launched its annual performance evaluation activities. From
its initial design that focused heavily on paper-based review of accomplishment
reports as basis for determining organizational performance, the evaluation
framework was later enhanced to incorporate additional activities to verify reported
accomplishments, and expanded the coverage of evaluation to include performance of
key agency officials at the national and field levels. From 1989 to 1999, the DENR
conducted all evaluation activities in-house.
After its last implementation in 1999, the DENR management decided to revive its
performance evaluation considering the unprecedented pressure for government
entities to continuously improve their performance in support of the thrusts of the
Aquino administration. The management further recognizes the importance of
generating objective performance information in planning and decision-making. This
time, however, the DENR is proactively pursuing a third party evaluation approach
and identified the Development Academy of the Philippines (DAP) to evaluate the
efficiency and effectiveness of the department in performing its mandate, including
leadership performance at the field operations level.
It is within this context that the DAP proposed the implementation of the DENR-
Performance Evaluation Program (PEP).
I.B. Objectives
The overall goal of the PEP is to help promote a culture of organizational and
leadership excellence in the DENR as it carries out its important role in ensuring the
conservation, management, development and proper use of the country’s environment
and natural resources.
Specifically, the proposed PEP aims to:
 Determine the efficiency and effectiveness of DENR and its line bureaus in
delivering its mandate; and
 Recognize and commend DENR field executives and officers for their exemplary
leadership and key accomplishments and contributions in pursuing the
department’s goals and objectives.
I.C. Components
a. DENR OPE
b. DENR Leadership Evaluation Awards (DENR-LE Awards)
This component involves the establishment and administration of an institutional

leadership awards system that not only centers on administrative capacities and staple
leadership traits, but also looks into effective governance, integrity, service
orientation and innovativeness of leaders at the field operations level. The DENR-
EGL Awards focuses on leadership as one of the pivotal drivers that contribute to the
achievement of desired organizational outcomes.
Specifically, the DENR-LE Awards aims to:
 Popularize good leadership and managerial practices that will propagate

exemplary deeds and accomplishments (popularization);
 Motivate and inspire DENR leaders to be innovative and more proactive in
pursuing the department’s mandate (mandate promotion); and
 To contribute to the public’s positive perception of the Department and its
personnel (image building).
The DENR-LE Awards is anchored on the DENR-OPE and is envisioned to

complement the Program on Awards and Incentives for Service Excellence (PRAISE)
launched by the department, pursuant to Civil Service Commission (CSC) guidelines.
Furthermore, the EGL Awards will help identify good performing individuals who
can be nominated by DENR to other prestigious award initiatives in the public sector
like the Presidential or Lingkod Bayan Award, Pag-Asa Award and Outstanding
Public Officials and Employees Award or Dangal ng Bayan Award.
The proposed DENR-LE Awards is a multi-level, multi-criteria assessment of

leadership capacities and potentials of the following field officers of the department:
 DENR Regional Executive Directors (REDs)
 MGB and EMB Regional Directors (RDs)

 Provincial Environment and Natural Resources Officers (PENROs)
 Community Environment and Natural Resources Officers (CENROs)
The DENR-LE Awards is based on two major criteria:
First is the result of DENR-OPE which attributes the overall capacity of LE Award
candidates to accomplish and deliver organizational targets.
Second, leadership performance based on five (5) leadership qualities they are
expected to display as officials at the helm of environmental governance in their
respective field offices, namely: integrity, strategic focus, management acumen,
service orientation and network building.
I.D. Review Agenda
Leadership evaluation was conducted for the purpose of establishing an institutional

awards system. The Leadership Evaluation (LE) covered 16 Regional Executive Directors
of DENR, 16 Regional Directors of EMB, 15 Regional Directors of MGB, 76 Provincial
Environment and Natural Resources Officers, and 176 Community Environment and
Natural Resources Officers occupying their position for at least seventy-five percent
(75%) in 2011 - the year under review. The evaluation process was based on five criteria:
integrity, service orientation, network building, managerial acumen, and strategic focus.
II. Framework and Methodology
c/o DAP
II.A. Framework
c/o DAP
II.B.1. Methodology: Document Review
Various documents were reviewed including organizational and project documents to track
the candidate’s initiatives, innovations and other effective behavior within the five criteria of
this Leadership Awards. The Leadership Evaluation criteria and their specific weights are
the following;
 Integrity 25%
 Service Orientation 20%
 Network Building 20%
 Strategic Focus 15%
 Management Acumen 20%.
II.B.2. Methodology: Survey
c/o DAP
III. Profile of the Officer
Juan A. Dela Cruz is a registered forester and the Provincial Environment and Natural
Resources Officer of City X Province Z from 18 November 2002 to 25 October 2011. He is a

graduate of Bachelor of Science in Forestry at the Central Area University and has a Master in
Public Administration at the Area Polytechnic University. His professional life started as a Rover
Interviewer at University P and eventually as a company Forester at the Desamparados. His
government career commenced at the DILGCD – City K and was followed by a 10-year stint at
BFD. Mr. Dela Cruz’s DENR career started in 1988 as Senior Forest Management Specialist,
holding several positions until being appointed on 26 October 2011 (until present) as Regional
Technical Director of Forestry at the DENR- Region N.
Mr. Dela Cruz is also a recipient of several awards for his outstanding performance, namely, Eagle
Award 1995 (CENRO of Community L , Province Z), Most Outstanding Performance Award,
Number One CENRO Performer 1997 ( Community M), Most Outstanding PENRO in Good Eco-
Governance and Advocacy, Most Outstanding Alumnus on Community Development – CMU
Municipality O Province Z 2010. Mr. Dela Cruz likewise ranked number 1 in Land Management
Sector – SONA Accomplishment in DENR-Region N.
(See Annex A for the complete copy of his profile.)
IV. Results of the Assessment
IV. A. Leadership Evaluation

Integrity
Table 2. Summary of Results: Integrity
Document Review Survey
Indicator Raw Questions Average Superior Raw

Score Subordinate Score Score
Score
(60%) (40%)
Level 1 Leads a simple and modest 3.33 4 3.60
life.
Adheres to Code of Conduct 2.5 Lives a pro-environment 3.41 4 3.64
and Ethical Standards of DENR. lifestyle.
Adheres to R.A. 3019 (Anti- 0 Complies with the DENR 2.55 1 1.93
Graft and Corrupt Practices Act policy on acceptance of gifts
of the Philippines). not more than PHP 5000.00
Level 2 Fair and reasonable in 3.31 4 3.58
making decisions and in
giving directions to
subordinates.
Ensures implementation of 4.5 Does not appoint or 2.91 4 3.35
existing policies and systems recommend relatives and
(e.g. DENR Code of Conduct, members of the family
RA 3019, etc.) on observance within the 3rd civil degree of
of proper conduct and ethical consanguinity or affinity.
behavior of subordinates at
work.
Establishes a system to ensure 1.5 Does not enter contracts or 3.18 4 3.51
that all the staff submit SALN. transactions that are
manifestly or grossly
disadvantageous to the
office.
Level 3 Does not approve or grant 3.20 4 3.52
any license, permit, privilege
or benefit in favor of any
person and/or organization,
not qualified or not legally
entitled to such.
Introduces additional system 0 Ensures that adequate 3.10 4 3.46
or mechanism to promote orientation on the Code of
integrity within the Conduct and other
organization (e.g. engagement corruption prevention
of external stakeholders such measures are conducted.
as the community for Ensures that those who 3.04 4 3.43
reporting unethical conduct violate the Code of Conduct
and corrupt behavior). are punished accordingly or
are recommended for
appropriate sanctions.

Score
(60%) (40%)
Ensures that the transacting 2.86 4 3.32
public and suppliers are
made aware of the policy of
the organization on gifts.
Total Raw Score 8.5 Total Raw Score 3.09 3.70 3.33
(out of 25) (out of 4) (out of 4) (out of 4)
a. Document Review
In the document and key informant interview (KII), PENRO Dela Cruz got a score of 8.5%
out of the maximum possible score of 25%.
Of the three levels, he got the highest score at level two or on ensuring that his employees
will comply with the requirements of Republic Act 3019 or Anti-Graft and Corrupt Practices
Act and the DENR Code of Conduct. Some of his efforts include the regular conduct of
Monday Convocation Program where he reminds employees about the provisions of the Code
and other related issuances. But while this effort was consistently lauded by his staff during
KII, no documentary evidence was given that will support this claim.
Furthermore, PENRO sends his staff particularly the CENROs to integrity-enhancing

seminars such as the Public Service and Accountability Program and Values Orientation
Workshop (VOW) and articulates relevant DENR-Regional Office – issued memoranda (e.g.
submission of Integrity Pledge, refraining from engaging in corrupt practices, etc.) He
likewise ensures that those who violated the provisions of the Code and other relevant
issuances will be penalized accordingly (e.g. dismissal of employee charged with extortion
per Administrative Case 2009-01).
Other than these, PENRO also installs additional system to increase efficiency and
transparency in the delivery of basic services, specifically in land titling. During the
implementation of Land Administration and Management Project (LAMP), he together with
concerned personnel conducts barangay assemblies to inform the people about the process,
the fees involved and who are the authorized collecting officer for applying land patent title.
However, no document was provided as proof that this system was indeed adopted.
During KII and DR, PENRO appears to be a person who values integrity so much but what is
disquieting is that he has been a respondent of two cases due to the violation of RA 3019 as
shown by the certificate from the Office of the Ombudsman.
b. Survey
The over-all perception of the subordinates and superior on PENRO’s integrity is 3.33 out of
4.
On the subordinate survey, majority of the respondents agreed (average score of 3.09) that
PENRO observes the core principles and values enshrined in the DENR Code of Conduct. Of
the 10 integrity questions asked, the second statement on living a pro-environment lifestyle
got the highest average score of 3.41 while question on compliance to DENR gift’s policy
received the lowest (2.55), or the respondents almost agreeing that he does receive gifts more
than PhP5000.00. What’s interesting to note is that this score is almost consistent with the
score subordinates gave on related question, that is, ensuring that the transacting public and
suppliers are made aware of the gifts policy of the organization. For this, PENRO Dela Cruz
got an average score of 2.86.
The superior survey yielded mixed results. The superior, apart from concurring with the
subordinate’s perception on gifts policy (she gave a score of 1 or strongly disagree), rated all
other questions in favor of PENRO Dela Cruz. This implies that in general, PENRO adheres
to and promotes the core principles and values stipulated in the DENR Code and other
relevant issuances such as nepotism, conflict of interest, leading a simple and modest life and
living a pro-environment lifestyle.
c. Over-all assessment of integrity

Table 3. Summary of Over-all Integrity Score
Tool Raw Score Weighted
Score
Document Review (50%) 8.50 4.25
Survey (50%) 3.33 10.42

Over-all Integrity Score (Weighted) 14.67
Over-all Integrity Score (Percentage) 58.67%
(out of 100%)
*** WHY the SCORE? What could possibly explain the overall criteria score? What factors
affected the performance? Not the tool but the findings.
Taking into account the results of the document review and the survey (i.e. subordinate and
superior), the over-all integrity score of PENRO Dela Cruz is 58.67%.
The total score is quite low mainly because of the lack of evidences that would prove the
existence of purported innovations he has introduced in the office as well as the presence of
cases filed against him to the Ombudsman in relation to the violation of section 3(e) of RA
3019 and paragraph 2 of the revised Penal Code and which was partially corroborated by the
survey result regarding acceptance of gifts. This inconsistency in the DR and the survey
results is clearly illustrated in Table 2, with the former (4.25) weighted average score more
than 100% lower than the latter (10.42).
Service Orientation
Table 3. Summary of Results: Service Orientation

Score
60% 40%
Level 1 Ensures that the DENR Citizen’s 3.04 4 3.42
Charter is followed in the delivery
of frontline services
Ensures that his/her office 1 Promptly responds to clients’ 3.38 4 3.63
adopts and implements feedback and complaints.
the DENR Citizen’s Charter
(CC)
Ensures that programs, 2 Provides lectures, orientation and 3.11 4 3.47
projects and activities information to stakeholders on
(PPAs) have information, office policies, programs, projects
education and and activities.
communication (IEC)
campaigns or initiatives
Level 2 Uses all means to disseminate 3.27 4 3.56
Information, Education, and
Communication (IEC) materials to
staff, stakeholders, and the public.
Ensures that ALL 2 Checks quality of all Information, 3.15 4 3.49

regulatory functions are Education, and Communication
performed (e.g. (IEC) materials before production
surveillance and and/or dissemination.
patrolling, maintenance of
checkpoints, anti-illegal
logging operations, forest
protection {i.e.bantay-
gubat).
Spearheads the 0 Requires regular reports from 3.35 4 3.61
customization of DENR units performing regulatory
Citizen’s Charter (e.g. functions of the office.
translations to local
dialect)
Initiates additional efforts 2 Leads the customization of the 2.96 4 3.37
and methods to DENR Citizen’s Charter. (e.g.
effectively and efficiently translates Citizen’s Charter to local
disseminate and explain dialect)
IEC materials to target
audience
Level 3 Conducts review of the DENR 3.04 4 3.43
Citizen’s Charter and provides
recommendations to improve and
update it.
Initiates the assessment 0 Encourages staff to give 3.38 4 3.63
of the implementation of suggestions on how to improve
the Citizen’s Charter office systems and procedures.
and/or ensures that
recommendations are

Score
60% 40%
implemented to serve
clients better.
Introduces other 5 Motivates staff to produce high- 3.23 4 3.54

mechanisms and/or quality results and workable
systems to effectively solutions that meet client needs.
perform regulatory and
service-delivery functions
(e.g. DENR local hotline-
citizens’ patrol)
Introduces other ways to 3.15 4 3.49
effectively perform service-
delivery functions.
Introduces other ways to 3.07 4 3.44
effectively perform regulatory
functions.
Total Raw Score 12 Total Raw Score 3.18 4 3.51
a. Document Review
In the document and key informant interview (KII), PENRO Dela Cruz got a score of 12 out
of the maximum possible score of 25.
The documents gathered and the responses of key informants strongly suggest that PENRO
Dela Cruz ensures that his office would produce and deliver the services the public expects of
them. He also makes certain that all programs, projects and activities will have corresponding
IEC materials so their clients could be properly informed of what they could offer. He also
does not settle on the conventional modes of service provision. As shared during the KII and
as supported by the documents collected, he once created a community intelligence group to
help in the prevention or interception of illegal loggers and likewise deputized people as
bantay-gubat volunteers. Similarly, he instituted a mechanism to easily track documents
coupled with the proviso that the same should be acted upon not later than 5 working days.
(Note: guidelines on document tracking system not given)
Well aware of the power of radio to effectively reach the public, PENRO likewise pooled
office savings to secure twice a week radio airtime at the local stations (i.e. Takna sa DXWB
and DXEB).
What is lacking though is the full compliance to Anti-Red Tape Act (ARTA) particularly
implementing the Citizen’s Charter (CC). It is surprising that in the KII, a number of people
seem not aware of what CC is. Some would refer to few posted flowcharts (mostly internal
processes) as the CC while others claim that they completely do not know the existence of
such. When asked if they could show a copy of the CC, a few who know it, claimed that the
CC had been relocated and stored somewhere due to the ongoing renovation of Records
Office and/or point to the generic DENR CC. Expectedly, no review and enhancements of
CC had been made two years after it was allegedly implemented in 2009.
a. Survey
PENRO Dela Cruz almost got a perfect survey rating in the service orientation with an over-
all score of 3.51 out of 4.
His subordinates and superior are in agreement that PENRO ensures that the office Citizen’s
Charter is followed in the delivery of frontline services (3.42) and this includes responding to
client’s feedback and complaints promptly (3.63). He is also viewed as hands-on with regard
to the dissemination of IEC materials to the public (3.56) as well as in making certain that
regulatory functions are performed (3.61). Similarly, he is perceived to be innovative in
effectively performing service delivery (3.49) and regulatory (3.44) functions.
Of the questions asked response on whether he leads the customization of CC or not

generated the lowest response at 3.37. This is the case because while superior strongly agreed
(4) with the statement, subordinates seemed divided (2.96).
b. Over-all assessment of service orientation

The over-all service orientation rating of PENRO Dela Cruz is 73.84.
As can be gleaned on the table below, the weighted scores of the DR (6) and Survey (8.77)
are almost consistent. This means that the systems employed by PENRO Dela Cruz in
making certain that his office will produce and provide quality outputs and services for the
satisfaction of its customers are established. This is supported by the documents gathered and
validated by the perceptions of his subordinates and superior in the survey and responses
given by key process owners during the interview.
Table 4. Summary of Over-all Service Orientation Score
Tool Raw Score Weighted Score

Survey (50%) 3.51 8.77

Over-all Service Orientation Score (Weighted) 14.77
Over-all Service Orientation Score (Percentage) 73.84%
The slight deviation in the score is perhaps attributable to question about CC. The survey
results overwhelmingly affirm the existence of the document as well as efforts of PENRO to
ensure compliance to it, but no documents can be given to back up the assertions. This
inconsistency is also validated by the KII responses.
Network Building
Table 5. Summary of Results: Network Building
Indicator Raw Score Questions Average Superior Raw

Subordinate Score Score
Score
60% 40%
Level 1 Involves partners in the IEC 3.35 4 3.61
campaigns of the office.
Involves key stakeholders or 1.6 Involves partners in 3.22 4 3.53
partners as prescribed in the implementing office policies,
department’s guidelines for regulations, programs,
implementing policies, projects, and activities.
regulations, programs,
projects and activities (PPAs).
Ensures that partners’ terms 2.4 Ensures that the office and 3.30 4 3.58
of reference and expected its partners fully understand
deliverables are properly laid their Duties and
out and cascaded before their Responsibilities before any
engagement. engagement.
Level 2 Establishes new 3.23 4 3.54
partnerships with other
organizations for the
development,
implementation and
monitoring of programs,
projects and activities.
Expands or builds more 3 Ensures that partners are 3.50 4 3.70
strategic alliances in the given correct and complete
implementation of PPAs. information about the
policies, regulations,
programs, projects and
activities.
Ensures that his/her office 3 Provides necessary trainings 3.19 4 3.51
provides orientation and to partners for
capacity building activities (as implementation of policies,
necessary) to provide regulations, programs,
partners with correct and projects and activities.
complete information and
equip them with the set of
skills necessary during
implementation.
Level 3 Maintains existing 3.27 4 3.56
partnerships for the
development,
implementation and
monitoring of programs,
projects and activities.

Score
60% 40%
Establishes internal 0 Encourages partners to 3.08 4 3.45
guidelines/mechanisms for provide feedback and
institutionalizing and recommendations on
strengthening CSOs’ implemented
participation and projects/programs.
engagement in PAP
development,
implementation and
monitoring and evaluation.
Establishes 0 Helps support and 3.26 4 3.56
guidelines/mechanism for strengthen partners to
participation of partners in ensure their contribution to
goal setting and generating the achievement of the
feedback on organizational office’s overall goals.
results.
Total Raw Score 10 Total Raw Score 3.27 4 3.56
a. Document Review
The total Network Building score of PENRO Dela Cruz in the document review is 10 out of
20.
As shown in the table above, he satisfactorily observed the indicators set forth in levels 1 and
2 of the scorecard; suggesting that PENRO Dela Cruz sees the value of building and
strengthening partnerships/networks to help in the implementation of programs, projects and
activities (PPAs).
This partnership does not start and end with what has been mandated to them by the Central
or Regional Offices (e.g. National Greening Program, Community Resource Management
Framework, etc.) but PENRO takes the extra mile to actively seek and form new and strategic
alliances which he deems would be instrumental in the realization of agency outcomes. This
collaboration would range from media, local government units, private companies to schools
and other non-government organizations. But more than signing the MOA which formalizes
the engagement of partners, PENRO would also make it a point to clearly explain the
partner’s responsibilities and the project where they will be involved, as well as, capacitate
them if needed or requested (e.g. cleaning the estero, planting seedling, etc.)
However, while his network building efforts are highly commendable, these by far have been
project-driven or one-time initiative and have limit the partner’s involvement to PPA
implementation. As disclosed in KII, the Land Management Sector once involved LGUs for
the monitoring and evaluation of the LAMP but only because this is the design of the project.
Mechanisms or systems to establish and institutionalize their meaningful engagement in the
whole PPA phases have not really been made. This is similarly true in involving important
stakeholders in target setting and generating feedback on organizational outcomes.
b. Survey
The over-all survey score of PENRO Dela Cruz in Network Building is 3.56.
All questions relating to his efforts to forge new alliances to assist the office in the
implementation of PAPs have been rated strongly positive both by his subordinates and
superior. The same can be said to PENRO’s initiatives in providing technical support to
partners as well as engaging them in other stages of the programs/projects/activities such as
development, monitoring and giving feedback and recommendations on the implemented
PPAs.
c. Over-all Assessment of Network Building
Taking into account the DR and survey ratings, the over-all network building score of
PENRO Dela Cruz is 69.49%.
Table 6. Summary of Over-all Network Building Score
Tool Raw Score Weighted

Score
Survey (50%) 3.56 8.90
Over-all Network Building Score (Weighted) 13.90
Over-all Network Building Score (Percentage) 69.49%
Survey and DR scores are consistent in affirming PENRO Dela Cruz’s ability in establishing
partnerships and strengthening them. As disclosed in the survey (i.e. questions 8 and 9) and
the KII responses, efforts to give partners more meaningful role in PPAs as well as target
setting and giving feedback on organizational outcomes are sparse and being done based on
the design, but to establish and institutionalize these into a formal system/mechanism in the
organization still fall short.
Strategic Focus
Table 7. Summary of Results: Strategic Focus

Score
60% 40%
Level 1 Aligns office operations plan 3.44 4 3.66

according to DENR mandates
and the requirements of
current Programs, Projects, and
Activities
Articulates the importance of 3 Identifies opportunities and 3.04 4 3.42
aligning his/her office targets risks in the external
to the over-all strategic environment.
directions of the department.
Level 2 Analyzes the organization’s 3.12 4 3.47
strengths and weaknesses.
Spearheads the 2.25 Establishes a monitoring system 3.30 4 3.58
establishment of a to track actual accomplishment
monitoring system to track versus targets.
actual accomplishment
versus targets.
Level 3 Identifies and resolves 3.32 4 3.59
Program/Project/Activity
problems through the review of
operations plans and
accomplishment reports.
Conducts regular reviews of 3.75 Ensures that individual targets 3.37 4 3.62
actual accomplishment of staff are aligned to the over-
versus plans to identify gaps all strategic/operational
and propose corrective directions of the office.
actions as well as
improvement in the next
planning cycle.
Total Raw Score 9.00 Total Raw Score 3.26 4.00 3.56
a. Document Review
The over-all Strategic Focus score of PENRO Dela Cruz in the Document Review is 9 out of
15.
It was disclosed during the interview and the documents gathered (e.g. training design, fax
radio transmission RE Management Conference/ManCon and Mid-year Assessment, sample
accomplishment report, etc.) that PENRO Dela Cruz is very hands-on and particular in
setting targets of the office as well as monitoring if these targets are met. In preparation for
the regional planning, he will conduct provincial Management Conference (PMC) to equally
farm out the undistributed targets from central office to the sectors and CENROs. Once this is
settled they will start the crafting of Work and Financial Plan (WFP) for the year. Apart from
this, PENRO will likewise hold staff meetings especially with sector heads to further firm-up
the WFP.
When it comes to monitoring, PENRO conducts another PMC and requires his staff to submit
monthly accomplishment. Per KII, he reviews targets versus actual accomplishments and gets
updates on the status of the projects. There was no evidence provided though to support this
assertion. What has been given during the interview is a communication to CENRO to attend
the Mid-year Assessment of the Region as well as sample monthly accomplishment reports of
a CENRO and sector.
b. Survey
For the survey result on Strategic Focus, the over-all score of PENRO Dela Cruz is 3.56 out
of 4.
With an average score of 3.66, his superior and majority of his subordinates both agree that
PENRO ensures that office operations plan (i.e. WFP) is aligned to the DENR mandates and
requirement of PPAs. Similarly, they affirm that PENRO establishes a monitoring system to
track and review targets versus actual accomplishments (3.58). He is also perceived to not
only conduct assessment of accomplishments but likewise take action in resolving PPA
problems (3.59).
Notably, PENRO Dela Cruz is viewed by his superior and a great number of his subordinates
to not only lead the target setting of the office, but also in ensuring that individual targets of
staff is aligned to the over-all strategic/operational directions of the organization (3.62).
c. Over-all assessment of Strategic Focus
Based on the results of the DR and the survey, the Strategic Focus score of PENRO Dela
Cruz is 74.48%.
As illustrated in the table below there is no substantial variation between the survey and the
DR. This suggests that the systems/mechanisms he sets to identify and monitor targets are in
place and likewise translated into practice and being felt or observed by his subordinates
and/or superior.
Table 8. Summary of Over-all Strategic Focus Score
Tool Raw Weighted

Score Score
Survey (50%) 3.56 6.67
Over-all Strategic Focus Score (Weighted) 11.17

Over-all Strategic Focus Score (Percentage) 74.48%
(out of 100%)
Management Acumen
Table 9. Summary of Results: Management Acumen

Indicator Raw Score Questions Average Superior Raw Score
Subordinate Score
Score
60% 40%
Level 1 Sets performance 3.08 4 3.45

standards for his/her
subordinates.
Adopts established systems or 2 Ensures that subordinates 3.19 4 3.51
mechanisms to measure and are oriented on the
evaluate subordinates’ performance standards.
performance. (i.e. Civil Service
Commission, Central Office)
Leads the crafting of his/her 2 Leads the crafting of the 3.22 4 3.53
office’s work and financial plan office’s Work and
(WFP) and ensures that it is Financial Plan
aligned with his/her office
operations plan.
Level 2 Ensures that existing 3.09 4 3.45
systems which monitor
and control financial
transactions
(expenditures, cash flow)
are implemented.
Spearheads the establishment of 0 Introduces 3.14 4 3.48
systems (not really a formal improvements in existing
system, it can be as simple as the systems which monitor
PENRO/CENRO mandating regular and control financial
reports on financial matters) or transactions
mechanisms to monitor and (expenditures, cash flow).
control expenditures
(disbursements), cash flow (inflow
and outflow), other financial
transactions (documents).
Leads in establishing new systems 3 Introduces improvements 3.04 4 3.42
or mechanism to evaluate in existing systems which
subordinates’ performance measure and evaluate
subordinates’
performance.
Level 3 Spearheads efforts to 3.26 4 3.56
strengthen internal
control and monitoring
system in the
management of financial
resources.
Utilizes results of subordinate’s 0 Leads/conducts review of 3.30 4 3.58
performance assessment as actual versus planned
inputs in the crafting of staff’s disbursement of funds.
capacity development
interventions and basis for merit
and award system and/or

Indicator Raw Score Questions Average Superior Raw Score
Subordinate Score
Score
60% 40%
sanctions.
Spearheads efforts to strengthen 2 Leads/undertakes 3.16 4 3.50

internal control and monitoring performance assessment
system in the management of of subordinates in
financial resources. accordance with existing
policies.
Leads/conducts review of actual 2 Recommends staff 3.04 4 3.42
versus planned disbursement of development based on
funds to identify gaps and propose needs identified during
improvement for the next performance assessment.
planning cycle. Utilizes review results to 3.29 4 3.58
propose improvement in
the crafting of Work and
Financial Plan
Provides well-researched 3.26 4 3.56
inputs and
recommendations when
crafting Work and
Financial Plan
Total Raw Score 11 Total Raw Score 3.17 4.00 3.50
a. Document Review
The total Management Acumen score of PENRO Dela Cruz in the Document Review is 11
out of the maximum possible score of 20.
As can be gleaned on the DR results above regarding WFP and as mentioned in the previous
section, PENRO Dela Cruz leads the crafting of the plan by gathering his CENROs, sector
and concerned division heads in a Provincial Management Conference. Monitoring and
controlling of such, in particular financial transactions, disbursement and expenditures are
being done through regular submission of monthly financial reports. PENRO likewise
spearheads efforts to further strengthen internal control and monitoring system by sending
concerned individuals to seminars and workshops (e.g. Procurement Service, e-PhilGEPS,
etc.) and appointing an internal auditor (no document to support this claim).
What is unsettling though is while this system of monitoring and controlling works, there are
really no concrete guidelines and/or document that formalize its adoption and recognize it as
the known mechanism to track and manage cash flows.
For the management of personnel and monitoring of their performance, PENRO follows the
CSC-mandated Performance Appraisal Report (PAR) every semester. He also required his
staff to submit weekly monitoring report to account for what they have accomplished. This
will be consequently reported by the division or sector head during the Monday Convocation
Program. But as shown in level 3 of the scorecard, the assessment ends with rating personnel
or accepting their reports. The results are not substantially processed to serve as inputs in
identifying the training or capacity-building requirements of the staff.
b. Survey
PENRO Dela Cruz’s total Management Acumen score in the survey is 3.50.
There is consistency of responses between the subordinate and the superior. Majority of his
subordinates overwhelmingly agreed that PENRO Dela Cruz indeed leads the formulation of
WFP (3.53) and ensures that system to monitor and control how funds are disbursed is
observed (3.45). Both also believe that PENRO has spearheaded efforts to improve (3.48) and
strengthen (3.56) the management of financial resources. They are also in agreement that he
has led or conducted assessment of planned and actual fund disbursements and utilizes the
results of it to improve the crafting of WFP (3.58).
The same can be said on how he manages his subordinates. Based on the results, PENRO is
strongly believed to set performance standards (3.45) for his staff. He likewise installs
mechanism to measure and evaluate their performance (3.42) and even introduces
improvements in the system (3.42). PENRO similarly uses the results of the assessment in
identifying the needed capacity development intervention of his subordinates (3.42).
c. Over-all assessment of Management Acumen
Considering the scores of PENRO Dela Cruz in the DR and survey, his over-all Management
Acumen rating is 71.29.
The weighted scores in the table below suggest slight disconnect between the perceptions of
the subordinates and the superior and the established systems/mechanisms on how PENRO
manage financial and human resources of the organization. In some aspects, particularly on
PENRO leading the crafting and monitoring of WFP and measuring the performance of
subordinates, views and KII responses are consistent with the documents collected. But that
is not the case when it comes to improvements PENRO has proposed in the monitoring and
controlling of financial transactions as well as evaluating staff’s performance. Documentary
evidence is absent to back up favorable subordinates and superior’s perceptions of PENRO
on this matter.
Table 10. Summary of Over-all Management Acumen Score
Tool Raw Score Weighted Score

Survey (50%) 3.50 8.76
Over-all Management Acumen Score (Weighted) 14.26
Over-all Management Acumen Score (Percentage) 71.29%
(out of 100)
VI. Conclusions
The results of the assessment disclose that the leadership strengths of PENRO Dela Cruz are
strategic focus, service orientation and management acumen. While areas that need
improvement are integrity and network building.
More than the aforementioned though, the biggest challenge for PENRO’s leadership would
be to arrest the problem of poor records management and the lack of documentation on
systems/mechanisms and his purported innovations/improvements. While at present, systems
seem to function even in the absence or lack of proper documentation and records handling,
this might not be a sustainable set-up in the long-run.
 Answer the question: which among the 5 criteria did the official get the highest rating?
 Mention substantive differences in the findings of the document review/ KII and the survey
(if any);
Annexes
Annex A. Personal Data Sheet
Annex B. Assessor’s notes

The factors that facilitated and hindered the assessment are captured in the table below:
Facilitating factors Hindering factors
 Prior communication to DENR-Regional  Language barrier (Visayan) during KII

Office on the project and the documents and survey
that we need.  Poor documentation and records
 Corollary of the above, relatively cleaned management of PENR Office
list of plantilla personnel is readily  Newly-appointed process owners who
available naturally don’t have institutional
 DBM counterpart helped in the gathering memory of the organization
of documents and arranging of schedules  Assessment cut short due to local holiday
for the survey and KII
 Cooperative key informants and survey
respondents
The possible improvements on the tool and the process are:
Suggested improvement
Process Tool
 Orientation of assessors should be done Survey

not a day before the deployment. They  Revise instructions of superior survey.
should be given enough time to  There should be local dialect translation
appreciate the tool and the process. of the survey questionnaires.
 Tools should be pilot tested and revised  Simply the questions.
several times if necessary. Contents of it Document Review
should be likewise scrutinized before  Customize indicators based on what’s
printing. only applicable to PENRO
 Include external stakeholders in the  There could be a separate file to arrange
process (e.g. clients, partners, etc.) questions based on offices rather than by
criteria. This also saves time during the
KII and data gathering
Annex C. Document Review Scorecards
ANSWER SHEET
Leadership Criteria (100%) Indicators Key Response During Interview MOV Score Remarks
1. Integrity (25%) Level 1 (20% - 5pts)

Adhering to and promoting the Adheres to Code of Conduct and Ethical Clearance 2.5 provisional pending
core principles and values Standards of DENR – 2.5 pts receipt of CSC clearance
prescribed by the DENR Code of
Conduct and Ethical Standards
Adheres to R.A. 3019 (Anti-Graft and Corrupt 0
and other related issuances.
Practices Act of the Philippines) – 2.5 pts
Level 2 (30%- 7.5pts)
Ensures implementation of existing policies Per HR/Admin Division, they have a 1. Memo dated 03/07/2011 RE 1 no minutes of Monday
and systems (e.g. DENR Code of Conduct, RA Monday convocation program where Attendance of CENROs to ALAB convocation; no
3019, etc.) on observance of proper conduct PENRO usually reminds employees about Induction Program and Public Service installed CCTV
and ethical behavior of subordinates at work compliance to DENR Code. Per Julius, he Ethics and Accountability 2. Memo
– 4.5 pts remembered that they indeed received a dated 05/10/2011 RE Attendance of
copy of the Code. PENRO even invited all CENRO to VOW Workshop 3. Marginal
CENROs in one convocation program to Notes to Admin dated 09/22/2011 to
discuss it. They even prepared a call all CENROs to comply with the
powerpoint to explain its contents to submission of integrity pledge 4. Sample
employees. He also made a memo Indorsement RE dismissal of employee
addressed to CENROs to distribute copy of (Admin Case 2009-01) dated 10/172011
the Code. charged of extortion; copy of memo
dated 07/02/2009 RE DENR Code for
info of CENROs.
Establishes a system to ensure that all the Per HR/Admin, this is also being mentioned Memo dated 02/18/2011 RE submission no minutes of Monday
staff submit SALN – 3 pts during Monday convocation of SALN of PENRO personnel to RED 2 convocation
Level 3 (50%-12.5pts)
Introduces additional system or mechanism to PER FMS, none, since PENRO is more on No MOV presented
promote integrity within the organization (e.g. recommendatory; PER PAWs, none, since
engagement of external stakeholders such as they just follow instructions from RO; per
the community for reporting unethical LMS, he once introduced a system to
conduct and corrupt behavior) – 12.5 pts increase transparency during LAMP
2
implementation where personnel
conducted barangay assembly to inform
people about the process, the fees
involved for applying patent title and the
authorized collecting officer.
This document is only a sample for the guidance of the assessor. Citation and/ or distribution of this document is prohibited. 37 | P a g e
ANSWER SHEET
Sub-total 8.5
2. Service Orientation Level 1 (20%-4pts)

(20%)
Ensuring production and delivery
of quality outputs, results, and
outcomes to achieve consistent
customer satisfaction.
Ensures that his/her office adopts and Per FMS, they don't have citizen's charter; No Provincial CC document presented Personnel seem
implements the DENR Citizen’s Charter (CC) – Per PAWs, they have flowcharts even except for the Admin flowchart, Anti- unaware/unfamiliar of
2 pts before ARTA implementation. Per LMs, fixer poster and name plate of officer of the CC; The team
o All frontline services are included in they have citizen's charter ; Per Mgt/Admin the day. Allegedly, they refer to the agreed to accept DENR
CC they have memo regarding dissemination DENR Central Office CC. generic citizen's charter
o Minimum information on availing the of CC; Per Planning they have info as MOV
service (i.e. documents required, fees, billboards but she can't remember if they
schedule of availability, clients who may avail, have one CC document. Per HR/Admin, she
location of frontline office, responsible remembers that there was a template
frontline officer, maximum duration of service coming from Central Office for them to
: simple- 5 days, complex – 10 days, step-by- indicate their frontline services. It was
step procedure) given to Sector heads for their comments
1
o Feedback and redress mechanism and review but she can no longer recall
o Appeal mechanism (for applicable what happened after; Per Julius, there was
service) indeed CC, but he also cannot remember
o Posted standards (i.e. information what happened.
billboard and published material)
o Presence of public assistance and
complaints desk
o Observance of no lunch break policy
o Wearing of proper ID card or name
plates
o Signature (maximum of 5 including
initials)
ANSWER SHEET
Ensures that programs, projects and Per Planning, they have staple IEC sample speeches (undated), brochures
activities (PPAs) have information, education campaigns even if it is not included in their Re NGP photo/documentation of PENRO
and communication (IEC) campaigns or WFP. This covers activities on forest giving the rationale of Estero Program,
initiatives – 2 pts protection, solid waste management, land Photodoc of interview with RGMA7 on
titling, protected area i.e. biodiversity. But NGP, marginal note dated August 19,
they may also have IEC campaign that is 2011 instructing Admin to disctribute to
reflected in the WFP and this is the case PENRO and CENRO personnel regional
when there is a program that the CentraL memo on the stablishment of DENR 10
office wants to prioritze (e.g. NGP) Media Center for their compliance. Per
Memo, all PENROs and CENRs should
submit regularly their approved 2
media/photo releases and info materials
to regional Public Affairs Office for
dissemination.
Level 2 (30%-6pts)
Ensures that ALL regulatory functions are Per Sector heads, PENRO requires his (EMS/PAWS) Memo for RED dated
performed (e.g. surveillance and patrolling, subordinates to prepare their August 2, 2011 RE MT. Kitanglad Range
maintenance of checkpoints, anti-illegal accomplishment report weekly, submit it to Natural Park Biodiversity Moniority
logging operations, forest protection him and report it during the Monday System (BMS) Reports and Analysis for
{i.e.bantay-gubat}) – 2 pts Convocation Program. For the the 2nd Quarter of CY 2011; Memo for
performance of their regulatory functions RED dated May 24, 2011 RE Proposed
he is also very hands-on, creating task line-up of the diffetent CENRO in the
forces to address particular concerns or province of Province Z in the observance
issues of the sector such as in the case of of nationwide celebration of Philippine 2
FMS where he created TFs and TWGs such Envi Month (June 1-30, 2011); Memo for
for the apprehension of confiscated forest RED dated FEb 1, 2011 RE Asian
products or LMS to investigate land Waterfowl census conducted at the
disputes. For the PAWs on the other hand, man-made lake of NAPOCOR located at
he serves as the approving authority in the the vicinity of Maramag, Province Z;
issuance of clearance to transport wildlife. Memo for RED dated Feb 15, 2011 RE
Consolidated Reports of PENRO Province
Z on accomplished activities conducted
ANSWER SHEET
by the different offices in the

observance of the celebration of "World
Wetlands Day 2011."; (LMS) Memo for
RED dated August 10, 2011 RE
Identification of problems in your areas
or jurisdiction and recommend
comprehensive solution; Memo to
CENRO City X dated Sep 28, 2011 RE
Indorsement dated April 11, 2011 on
misplacing the rights of indigenous
cultural communities or indigenous
peoples-ICCs/IPs of the province of
Province Z; PENRO Special Order # 010 S.
2011 dated Feb 18, 2011 RE Creating a
team to conduct survey in order to
verify the land classification status of 63
HAS area adjacent to the pasture land of
Rancho Montalvan located at Dologon,
Maramag, Province Z; (FMS) Memo for
RED dated October 5, 2011 RE Report on
the Apprehended one unit chainsaw and
chainsaw lumber of molave, apitong and
miscellaenous tree species at CD Ranch
Corporation, SO. Mantinugsok,
Mantibugao; Memo for RED dated
September 29, 2011 RE Apprehended
Nato, Igem, red and white Lauan
consisting of 440 pieces with an
equivalent volume of 10,203.48 bd.ft.
loaded to a greeb color ten wheeler
Fuzo truck bearing plate no. RJW-651;
Memo for RED dated 18 May 2011 RE
Report on the creation of anti-illegal
logging provincial task force for DENR-
PENRO Province Z.
Spearheads the customization of DENR none none
Citizen’s Charter (e.g.. translations to local 0
dialect) – 2 pts
ANSWER SHEET
Initiates additional efforts and methods to Per Planning, PENRO would make it a way radio contract DXDB, sample of NGP
effectively and efficiently disseminate and to visit schools to give lectures even if they topic that will be discussed at DXDB,
explain IEC materials to target audience – 2 do not have funds for it. Perhaps one of his contract with PeriodiCoop
pts biggest efforts in this aspect is securing an
2- times a week radio airtime or the Takna
sa DXWB and DXEB despite limited funds. 2
You can also find our IEC printed at the
provincial newspaper (i.e. Bandillo)
Level 3 (50%-10pts)
Initiates the assessment of the none none

implementation of the Citizen’s Charter
and/or ensures that recommendations are 0
implemented to serve clients better. – 5pts
Introduces other mechanisms and/or systems PER FMS, PENRO once created a Memo on the guidelines for the hiring of
to effectively perform regulatory and service- community intelligence group to help in bantay gubat, etc. dated 02 May 2011,
delivery functions (e.g. DENR local hotline- the prevention or interception of illegal e-copy of document tracking log book
citizens’ patrol) - 5 pts. loggers; Per Planning, he deputized people though no memo of PENRO regarding
as bantay gubat volunteers and had ENR that.
extension officer in support of the NGP and
forest protection. On the service delivery 5
side, he instituted a mechanism to track
documents and that it should be returned
to PENRO not later than 5 days. In 2009, he
also created a Public Assistance Desk,
providing service to the people even before
break and lunch time.
Sub-total 12
3. Network Building Level 1 (20%-4pts)
ANSWER SHEET
(20%) Involves key stakeholders or partners as Per LMS, the LGU partnership of DENR is (LMS) MOA dated May 2011 with DAR
Ability to establish and/or prescribed in the department’s guidelines for stipulated in the DAO 2011-06; Per FMS, it and Municipal Government of Kibawe
strengthen partnerships and implementing programs. – 1.6 pts is on the NGP partnering with several for the conduct of perimeter and
networks that will facilitate the stakeholders; Per PAWS it is the relocation survey ; MOA with
realization of organizational biodiversity conservation where they once Municipality of Maramag, Province Z
outcomes partner with NGO. In all these, PENRO is dated 2011 for the conduct of
very hands-on. He would make calls on systematic Adjudication Systems and
partners or schedule meetings or write Procedures ; (FMS) Memo for RED dated
them to explore possible collaboration. 24 March 2011 RE Affirmed Community
Resource Management Framework
(CRMF) of PO-Kalilangan United Forest
1.6
Farmwers Located at Kalilangan,
Baungon, Province Z; Memo to RED
dated 21 June 2011 RE National
Greening Program Provincial Luanchinh
Report 21 June 2011 ; 2011 NGP
Implementation Report with partners;
(PAWS) partnership with 344 Kitanglad
Volunteers and Poeple's Organizations
for the Biodiversity Monitoring System
as captured in the 2Q Report forwarded
by PENRO to RED dated 02 August 2011.
Ensures that partners’ terms of reference and Per FMS, PENRO usually ensures that TOR Adopt-an-Estero Report transmitted to
expected deliverables are properly laid out will be explained to them, Usually during DENR-RO on 24 May 2011 where PENRO
and cascaded before their engagement. –2.4 orientation PENRO will preside the open conducted a meeting to meet and orient
pts forum. Per Planning, during meeting with donor-partners on the program. PENRO
potential partner, he explains their specifically gave the rationale of the
engagement as well as brief them about program. As captured in the report there
the project and teach them the skills they was an open forum where partners
need (e.g. cleaning the estero, planting asked about their contribution to the
seedling etc.) project, assigned areas and date of MOA 2.4
signing and launching; NGP Launching
Report transmitted to DENR-RO on 24
May 2011 where PENRO presented the
goals and objectives of the NGP as lifted
from EO 21
ANSWER SHEET
Level 2 (30%-6pts)
Expands or builds more strategic alliances in Per FMS he has a lot of innovations that Letter to Gov Alex Calingasan dated April
the implementation of policies, regulations involve the collaboration with strategic 14, 2011 requesting PENRO 's
and PPAs. – 3 pts partners (e.g. media, LGUs, private attendance for Orientation on the
. companies, NGOs and schools|) Convergence Strategy at the Provincial
Level-Province Z or 4Ps of DSWD; Letters
3
to GM of Lapanday Diversified Products
Corp and Gaisano City X, dated 14 April
2011 informing them about the first
salvo clean-up drive being donor partner
for the Linis Estero Program
Ensures that his/her office provides Per the three sectors giving technical Adopt-an-Estero Report transmitted to
orientation and capacity building activities (as assistance to partners is usually part of the DENR-RO on 24 May 2011 where PENRO
necessary) to provide partners with correct MOA and PENRO ensures that this conducted a meeting to meet and orient
and complete information and equip them provision will be complied. In the donor-partners on the program. PENRO
with the set of skills necessary during orientation his main role is sometimes to specifically gave the rationale of the
implementation. – 3 pts. give the opening/closing remarks, explain program. As captured in the report there
about the program or failitate the open was an open forum where partners
forum asked about their contribution to the 3
project, assigned areas and date of MOA
signing and launching; NGP Launching
Report transmitted to DENR-RO on 24
May 2011 where PENRO presented the
goals and objectives of the NGP as lifted
from EO 21
Level 3 (50%-10pts)
ANSWER SHEET
Establishes internal guidelines/mechanisms Per PAWs they have participatory planning

for institutionalizing and strengthening CSOs’ like the management plan of natural park,
participation and engagement in PAP eco-tourism development plan but these
development, implementation and monitoring are project driven and not really initiated
and evaluation. – 5 pts by PENRO; Per LMS, they have a LAMP
project that requires partnering with LGU
for the M&E but this is also program-
driven; Per FMS, they have the watershed
3
management training where they are
espousing a bottom-up planning, but this is
so because this is the design of the project.
They also have the Province Z Watershed
Development Council which was initiated
by PENRO and the very first in the Phils;
PENRO likewise is the adviser of provincial
Multi-Partite Monitoring Team
Establishes guidelines/mechanism for Per LMS, they can't really do much since Some of the sectors
participation of partners in goal setting and goals are set by central office also provided other
generating feedback on organizational results. examples, but these are
3
– 5 pts. one-time project and
not really an
established guidelines.
Sub-total 10
4. Strategic Focus (15%) Level 1 (20%-3pts)

Ability to obtain information
and identify key issues and
consequently commit to a course
of action relevant to achieving a
long-range goal or vision.
ANSWER SHEET
Articulates the importance of aligning his/her Prior to Regional Management Conference Training Design signed by PENRO and
office targets to the over-all strategic PENRO conducts a Provincial Management Planning officer for the Provincial Mgt
directions of the department. – 3 pts Conference at the start of the year to Conference on 02/14/2011
discuss the targets or instructions coming
from higher office as well as the crafting of
WFP. During PMC, PENRO will usually
discuss the undistributed targets that came
from central office on how it will be equally 3
farm out to sectors and CENROs.
Sometimes, PENRO likewise conducts staff
meeting especially with sector heads to
discuss WFP
Level 2 (30% - 4.5pts)
Spearheads the establishment of a The CENROs and sectors are required to Fax Radio Transmission Re ManCon and
monitoring system to track actual submit accomplishment report per month. 2011 Midyear Assessment dated
accomplishment versus targets. – 4.5 pts. He also conducts Provl Management 07/19/2011
Conference to get updates on the status of 2.25
their accomplishments versus targets.
Level 3 (50%-7.5pts)
Conducts regular reviews of actual He conducst PMC to assess current status Training Design; Sample get updated training
accomplishment versus plans to identify gaps of PENRO Province Z accomplishments accomplishment report of CENRO and design
and propose corrective actions as well as versus annual target sector ie.e. Memo for RED dated 13 April
improvement in the next planning cycle. – 7.5 2011 RE Physical Accomplishment
pts Report of Mt. Kalatungan Range Natural
3.75
Park 1Q January to March 2011; Memo
for RED dated 19 May 2011 RE Monthly
Physical Accomplishment Report of
CENRO Pangantucan, Province Z for the
month of May 2011
Sub-total 9
5. Management Acumen Level 1 (20%-4pts)
ANSWER SHEET
(20%) Adopts established systems or mechanisms to Per HR/Admin, PER are submitted twice a Memo to RED RE Submission of PES of
Ability to harness and focus measure and evaluate subordinates’ year (semestral). PENRO's main involvment PENRO Province Z Personnel for first
human and financial resources to performance. – 2 pts would be as approving authority and sem of 2011 dated 08/31/2011; sample 2
support the achievement of endorsing the same to Regional Office PER
organizational goals.
Leads the crafting of his/her office’s work and Prior to Regional Management Conference Training Design signed by PENRO and
financial plan (WFP) and ensures that it is PENRO conducts a Provincial Management Planning officer for the Provincial Mgt
aligned with his/her office operations plan. – Conference at the start of the year to Conference on 02/14/2011; 2011
2 pts discuss the targets or instructions coming Physical and Finacial Plan
from higher office as well as the crafting of
WFP. During PMC, PENRO will usually
discuss the undistributed targets that came
from central office on how it will be equally 2
farm out to sectors and CENROs.
Sometimes, PENRO likewise conducts staff
meeting especially with sector heads to
discuss WFP
Level 2 (30%-6pts)
Spearheads the establishment of systems or Reporting of financial updates is usually Notice of Meeting dated April 7, 2011 RE
mechanisms to monitor and control done during meetings or Monday 10th Core Management Team Meeting
expenditures (disbursements), cash flow and Convocation; But for the over-all financial for CY 2011; PENRO SO # 042 s. 2011 RE
other financial transactions. – 3 pts report of the office, this is mandatory and Creation of appraisal committee for the
regularly submitted to Regional Office disposition of confiscated conveyances
at CENRO Pangantucan 0
Leads in the establishment of systems or PENRO requires personnel to submit their sample weekly reports of dvisions sent
mechanisms to measure and evaluate weekly monitoring report. This is especially to PENRO
subordinates’ performance. – 3 pts true during LAMP time where he wanted
everyone to account for their weekly 3
activities and report them during Monday
Convocation
ANSWER SHEET
Level 3 (50%-10pts)
Ensures that results of subordinate's Per Admin, during Monday Convocation No MOV
performance assessement are used as inputs when a certain sector reported under-
in the crafting of staff’s capacity development accompplishment PENRO would inquire the
interventions and basis for merit and award reason for such and how can the office help
system or sanction. – 4 pts. them. Per Julius, usually when PER is
submittted to them they (with PENRO) will 0
check the rating to see if it's consistent
with their accomplishments or
performance. If it is not then they will
return it to the concerned person and ask
him/her to change accordingly.
Spearheads efforts to strengthen internal Per Admin, he would send finance officer PENRO SO # 2011-046 dated 10/18/2011
control and monitoring system in the for training. Per Julius, PENRO once RE attendance of BAC People and
management of financial resources. – 2 pts. instructed not to allow expense for the Budget Office in the Seminar/WS on 2
next quarter unless earlier targets are met. Procurement Service and E-PhilGEPS
Leads/conducts review of actual versus Reporting of financial updates is usually 2011 Q1 Financial Reports
planned disbursement of funds to identify done during meetings or Monday
gaps and propose improvement for the next Convocation; But for the over-all financial
planning cycle. – 4 pts report of the office, this is mandatory and
regularly submitted to Regional Office. 2
Usually PENRO approves the report and
endorses the same to the RO.
Sub-total 11
Over-all DR Score 50.50

Sample Report 12

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Evaluation Report

Juan N. Dela Cruz

“Promoting Organizational and Leadership

Table 1. Summary of leadership score

Leadership Score 68.76

Figure 1. Comparative percentage scores of leadership criteria

Figure 2. Snapshot of weighted scores of leadership criteria per tool

The Department of Environment and Natural Resources (DENR) is the primary

b. DENR Leadership Evaluation Awards (DENR-LE Awards)

This component involves the establishment and administration of an institutional

Specifically, the DENR-LE Awards aims to:

 Popularize good leadership and managerial practices that will propagate

The DENR-LE Awards is anchored on the DENR-OPE and is envisioned to

The proposed DENR-LE Awards is a multi-level, multi-criteria assessment of

 DENR Regional Executive Directors (REDs)

 MGB and EMB Regional Directors (RDs)

 Community Environment and Natural Resources Officers (CENROs)

The DENR-LE Awards is based on two major criteria:

I.D. Review Agenda

Leadership evaluation was conducted for the purpose of establishing an institutional

II. Framework and Methodology

II.B.1. Methodology: Document Review

II.B.2. Methodology: Survey

III. Profile of the Officer

Resources Officer of City X Province Z from 18 November 2002 to 25 October 2011. He is a

(See Annex A for the complete copy of his profile.)

IV. Results of the Assessment

IV. A. Leadership Evaluation

Document Review Survey

Indicator Raw Questions Average Superior Raw

Document Review Survey

Indicator Raw Questions Average Superior Raw

Furthermore, PENRO sends his staff particularly the CENROs to integrity-enhancing

c. Over-all assessment of integrity

Survey (50%) 3.33 10.42

Document Review Survey

Ensures that ALL 2 Checks quality of all Information, 3.15 4 3.49

Document Review Survey

Introduces other 5 Motivates staff to produce high- 3.23 4 3.54

Of the questions asked response on whether he leads the customization of CC or not

b. Over-all assessment of service orientation

Table 4. Summary of Over-all Service Orientation Score

Tool Raw Score Weighted Score

Survey (50%) 3.51 8.77

Document Review Survey

Indicator Raw Score Questions Average Superior Raw

Document Review Survey

Indicator Raw Score Questions Average Superior Raw

c. Over-all Assessment of Network Building

Tool Raw Score Weighted

Over-all Network Building Score (Weighted) 13.90

Over-all Network Building Score (Percentage) 69.49%

Document Review Survey

Level 1 Aligns office operations plan 3.44 4 3.66

c. Over-all assessment of Strategic Focus

Table 8. Summary of Over-all Strategic Focus Score

Tool Raw Weighted

Over-all Strategic Focus Score (Weighted) 11.17

Document Review Survey

Level 1 Sets performance 3.08 4 3.45

Document Review Survey

Spearheads efforts to strengthen 2 Leads/undertakes 3.16 4 3.50

c. Over-all assessment of Management Acumen

Tool Raw Score Weighted Score