OVERVIEW OF THE

DEPED RATIONALIZATION PROGRAM

2013

Understanding the rationale and design principles in

the development of the new structure

Understanding the rationale and intent of the offices

in the new structure

Implications of the new structure

OBJECTIVES OF THE ORIENTATION

The EO 366 review seeks to fulfill the purposes of:

Focusing government efforts and resources on its

vital/core services; and

Improving the quality and efficiency of government

services delivery by eliminating /minimizing overlaps and

duplications, and improving agency performance through

the rationalization of service delivery and support systems

providing options and incentives for government employees

who may be affected by the rationalization of the functions

and agencies of the executive branch.

BACKGROUND:

GOVERNMENT RATIONALIZATION

BACKGROUND:

GOVERNMENT RATIONALIZATION

In September 2010, DBM returned the plan to DepED to “give

management more time to thoroughly review the functions, the organizational

structure and the staffing complement” with the following reminders:

Have the same or lower number of positions

as compared to its filled items at the start

of the rationalization effort in 2005

Not exceed the Personal Services (PS)

level of the department at the start of the

rationalization effort in the aforesaid year

The rationalization should be based on the

core functions of the department.

Higher Key and

Technical positions

Uniformity in and

standardization with

other agencies

GOALS OF DEPED’S RATIONALIZATION

MORE EFFICIENT & EFFECTIVE

CENTRAL OFFICE

RE-ENGINEERED REGIONAL OFFICE

RE-ENGINEERED SCHOOLS DIVISION

OFFICE

HIGH PERFORMING SCHOOLS

Agenda-setting, policy-making, research,

standards formulation, over-all leadership

Field leadership in the enforcement of standards,

Technical support service hub for divisions

Core competence in field leadership and

supervision

High EFA performance results.

Effective management of schools & LCs

SCOPE OF DEPED’S RATIONALIZATION

INCLUDED

Central Office Units

16 regional offices

206 schools division office

(SDO) proper

Casuals/contractual

employees with appointment

attested by CSC and funded

by GAA

NOT INCLUDED

DepED – ARMM

Schools

Attached agencies

COS (GAA-MOOE funded)

COS (foreign-funded)

DEPED CHANGE MANAGEMENT TEAM

Reg 1

CMT

Reg 2

CMT

Reg 3

CMT

Reg 16

CMT

FIELD CMT PARTICIPATE IN

CONSULTATIONS

PROVIDE DATA

MANAGE &

IMPLEMENT CHANGE IN

THE REGION

CMT chair

DG 1

Focus: CO

DG 2

Focus: RO

DG 3

Focus: DO &

Districts

Coordinating sub-team

Secretariat

M&E sub-team

CMT CHAMPIONS FOR

THE RAT PLAN RE-CRAFT PLAN

MANAGE COMM & INFO PROCESS

ENSURE SUBMISSION TO DBM

DepED Memo No.271 s.2011,

DepED Memo No. 03 s.2012

Composition:

ExeCom

Regional Directors

CO Directors

Selected SDSs

Selected Association

Representatives

1. Methodology:

a. Review of Mandate/Functions and Structure,

which includes:

Reiterative consultation/ validation on

improving the functions, structure and staffing

to better achieve efficiency and effectiveness

CMTs advocate and facilitate continuing

workshops with different DepED levels

Coaching the CMTs re: consultation process

and preparation of the rationalization plan

b. Draft the Structure and Staffing Pattern

c. Resource Allocation Review and Identification

of implications) :

Cost Implications

Programs for the affected human resource

Policies to amend

Systems enhancement

d. CMT reviews the proposal vs. guidelines

e. Notify affected employees (EO 366, p.15)

f. CMT members endorse the revised RP to the

CMT Chair

g. Secretary approves for submission to DBM

2. Inputs:

a. Establish the need for Organizational Change

b. Orientation on the Legal Basis of the

Rationalization Program (e.g. EO 366)

c. Leading, Communicating, and Managing

Change (Output: CM & Communications.

Plan)

d. Orientation on Possible Consequences of the

Rationalization Program

e. Preparing for “Transition”

C. PREPARING THE ORGANIZATION

1. Issuance of DepED

Memo on the

Rationalization Plan

(RP) Preparation

Process

2. Involvement of DepED

Exec. Committee

3. Organization,

Training, &

Engagement of RPlan

Change Management

Teams (CMT) as

Change Agents

A. PREPARING THE SUPPORTIVE ENVIRONMENT

B. DESIGN CONSIDERATIONS:

1. Principles of

Organizational

Design,

Development and

Management

2. EO 366

3. DBM Guidelines

4. DepED RP 2006

5. RA 9155 and its IRR

6. RA 9155 Matrix of

Roles and

Responsibilities of

DepED Level

D. Obtain approval from DBM

F. ENABLING THE ORGANIZATION

1. Leadership

a. Clarification of new roles,

functions and performance

expectations

b. Culture re-building via Change

Management Workshops

c. Review of policies and

implement actions necessary to

amend/ revoke

2. People a. Orientation on their new

Functions & Responsibilities

b. Planning and Team Building –

how to work more effectively

with their new work-groups

c. Re-tooling on Technical K & S

and on how to make functional

the newly-installed systems

3. Systems a. Develop new systems or

mechanisms to further facilitate

efficiency & effectiveness of the

delivery of their services (when

applicable)

b. Enhance existing systems &

mechanisms for the same

purpose mentioned above (a).

c. Review of the Performance

Management System of DepED

to align with the new roles and

functions

4. M&E of Implementation

PROCESS FRAMEWORK FOR DEPED RATIONALIZATION PROGRAM

E. IMPLEMENTING THE RPLAN (TRANSITIONING TO THE NEW STRUCTURE)

1. Placement and induction of personnel into the new structure

a. Implement the programs for

retiring employees

b. Implement programs for who

will move to assignments

within or outside the agency

2. Helping those affected by the RP

a. Assigning management and

individuals through career

goal setting and job matching

b. Clarifying new functions

3. Enhancing and Putting in Place Institutional Organizational Structures

a. Updating and fine tuning

Plantilla positions, job

descriptions, QS

b. Issuing appointment papers

RA 9155: Governance of Basic Education Act

Clarified Mandates per level

ORGANIZATIONAL

STRUCTURES

CO – RO – DO

DepED 4 Key Result Thrusts and

Organizational Functions (per KRT area and level)

OFFICE FUNCTIONS

CO – RO – DO

STAFFING

Requirements

CO– RO – DO

STAFFING

STANDARDS

CO– RO – DO

PROCESS AND MAJOR OUTPUTS

CENTRAL OFFICE

Set overall education agenda, directions and policies

Formulate

systems and

standards for

national adoption

Perform

investment

programming

Articulate

national

frameworks to

guide the

organization in

the performance

of its core functions

and the provision of

support

Oversee quality

assurance and

performance

accountability

Build Partnerships

with GOs & NGOs

REGION OFFICE:

Set Regional agenda, directions and policies

Localize

curriculum

Adapt to or adopt

standards

Manage

Quality

Assurance

Provide

technical

assistance to

Divisions

Manage program

investment and

equitable

allocation of

resources

Establish and manage partnerships

DIVISION/DISTRICT OFFICE:

Implement education agenda and policies

Manage curriculum

implementation;

Provide Instructional

supervision

Build

communities

of schools

and LCs

Give

technical

assistance

to schools/LCs

Execute equitable distribution of resources

Establish and manage partnerships

SCHOOL/LC Take accountability for

learner outcomes

Implement the curriculum

Provide equitable opportunities

for all learners in the community

Create an environment

conducive to teaching & learning

Lead & manage school &

its resources

Establish and manage

linkages with

stakeholders

Organizational Functions (basic reference: RA 9155)

CLUSTERING OF OFFICES: STRANDS

CURRICULUM AND

INSTRUCTION

Ensure continuous improvement of the curriculum;

actively seeking and understanding the “learner” to develop the

appropriate delivery systems;

provision of learning resources and ensuring quality

EDUCATION

GOVERNANCE AND

OPERATIONS

Ensure capacity of the organization to continuously improve

and be strategic in managing the environment for which

“teaching and learning” takes place

STRATEGIC

MANAGEMENT

Enable the organization to focus on long-term directions and

interface with the internal and external environment

LEGAL AND

LEGISLATIVE AFFAIRS

Enhance capacity of the organization to deal with legal matters

and be proactive in moving forward its legislative agenda

FINANCE AND

ADMINISTRATION

Ensure efficiency to support the organization as a whole to

focus on its core business and thus attain its targets

Focus is “Support to the schools”

Clustering of Offices to major strands of service

objectives and key functions

Process-oriented Organization – derived from

functions

Appropriate proportion of the various types of

positions:

Key positions

Technical positions

Support To Technical

Administrative

FEATURES OF THE STRUCTURES

IMPLICATIONS OF THE STRUCTURE BENEFITS

Process-oriented structure ensures that all

functions are covered and there is an office

accountable for the performance of the

function

Update of structure to current requirements

(e.g. “ICT” and “School Effectiveness”)

In compliance to EO 366, key positions

increased by 9% and technical positions by

17%

Regularize ad-hoc or temporary offices (&

staff)

Build new capacities and competencies of

the staff and the organization

CHALLENGES

Simultaneous implementation

of reforms requires more

focus and attention from both

management and employees

Balancing change and

continuity during the transition

to the new structure

Accepting change is difficult.

Hence, efforts should be

made to advocate openness

and shift in mindset.