DepEd Region 7 RMEA Progress Report of Accomplishments for the Calendar Year 2010

1. PROGRESS REPORT OF ACCOMPLISHMENTS
FOR THE PERIOD OF: JANUARY – DECEMBER 2010
REGION: VII
1.0. INTRODUCTION
The Regional Office needs to strategically respond to the requirements of the R.A. 9155 thus
paving the way to the restructuring of the Regional Offices with much clearer roles and functions. Through
its unified education development plan, it provides directions to the functional divisions’ initiatives toward
the attainment of its goals & objectives. Given this, a Regional Monitoring and Evaluation Framework is
made to serve as a roadmap towards bringing the region to a culture of quality and accountability as an
organization.
With the present framework serving an organizational M&E for the region, its purpose for
monitoring and evaluation is to provide objective information that can inform decision-making for
continuously improving its Organizational performance for efficient and effective fulfillment of the regional
mandate, and Delivery of education services to achieve the desired outputs and sustainability of Education
Outcomes.
The monitoring and evaluation report is aimed to establish information as basis for determining
appropriate approach / strategy to improve organizational performance in fulfillment of the regional
mandate and strengthen collective actions to service better the divisions and schools within the
accountability of the Region and present information regarding organization resource support to the region
management that will support decisions and adjustments to plans (e.g. budget, personnel, physical facilities
plan) and strategies to ensure appropriate allocation of resources to support performance efficiency and
effectiveness.
2.0. SCOPE
With the implementation framework of the system now in place and accepted by the Regional
Management, an important part of the process is its implementation. The three - day live-out pilot RMEA
was conducted and quantitative and qualitative information per RO unit were gathered, analyzed,
interpreted and to be presented to the Regional Management. Necessary adjustments on the Work plan of
every functional division/RO unit has to be done.
The coverage of the Monitoring and Evaluation report is from January to December 2010 as
indicated in the Work Plan of every Functional division and RO Unit. The focus of this report is on area on
Organizational Performance/Health along its Organizational Effectiveness which pertains to individual,
team and organizational effectiveness of the region. Outputs achieved per individual RO Unit and those
co-implemented by at least 2 or more RO units, Implementation Issues of each regional unit/functional
division regarding work plan implementation, Institutional issues that involves multiple functional divisions
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2. and Lessons Learned are tracked down while Organizational Resource Support concerns mainly with
availability and adequacy of resource requirements for the region to carry out its mandate efficiently and
effectively. This includes the analysis of how the region best optimizes its financial, human and
organizational capabilities in performing its functions by individual units and as a team.
3.0. METHODOLOGY
The three - day live-out pilot RMEA was conducted following the STRIVE RMEA technology .
Purposely it was conducted for the participants to have established quantitative information on the
accomplishment of every RO unit, identified and clarified issues encountered and lessons learned and
adjusted the work plan of each Functional division/RO unit.
Pre-work activity was done before the conduct of RMEA to gather initial reports on Physical
Accomplishment of every RO unit. QAAD personnel assigned in every RO unit made visit to the different
offices and did actual data collection on quantitative and qualitative information. Internal M & E was
designated in every RO unit. Tools were given for easy data collection following established standards.
The actual conduct of RMEA took place on December 16-18, 2010 at DepED, Ecotech Center,
Cebu City. Each QAAD personnel was given assignment on what RO Unit to facilitate for easy data
gathering, analysis and interpretation using the recommended tools : CLMD by Dr. Estela B. Susvilla, T and
DD and RMSPPD by Dr. Joy Kenneth Biasong, QAAD by Ms. Rosa Cabotaje, PPRD, BFD, and Admin by
Ms. Merden Bryant. Dr. Marcial Degamo acted as the over-all Chairman.
Different sessions were handled by the QAAD personnel. Session I on Quantitative Information
was facilitated by Dr. Estela Susvilla, Session 2 , on Issues and Proposed Resolutions by Ms. Merden
Bryant, Session 3 on Lessons Learned by Ms. Rosa Cabotaje, Session 4 on Organizational Resources by
Dr. Marcial Degamo and Session 5 on Proposed Recommendations was handled Dr. Joy Kenneth
Biasong. After every presentation of the different sessions, workshop was conducted simultaneously.
Tools were given to gather and consolidate the data.
In plenary, the following instructions were given for the simultaneous division/unit group work:
 Each functional division/unit must have a designated official documenter
 Based on the accomplished FD/Unit Output Matrix , compute the division/unit’s physical output using
the Table 1-A: Physical Outputs (template) Show Table 1-A in PPT.
 In plenary, there will be a consolidation of the functional division /unit physical accomplishment. For
this, Table 1-B: Status of the functional division /unit Physical Outputs will be used.
 Compute for the balance of physical outputs and identify reasons for variance.
A physical output can only be credited if it meets standard/s and has MOV/s.
The quantitative and qualitative information gathered were consolidated, analyzed and interpreted
and to be presented to the top management for actions and adjustments.
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3. 4.0. Findings
4.1. Organizational Effectiveness
4.1.1 Expected outputs
Overall percentage of accomplishment of the region
Fiscal year 2010 was a good year for Region 7. The regional structuring took place with a great
wave of change happening in the different regional offices/units as a pilot. Every functional division was
mandated to prepare a Work Plan indicating its goals and objectives, setting its targets covering the whole
year. Based on it, results on the pilot MEA revealed that the region had 83% performance which is
satisfactorily doing well despite of the inadequacies in terms of personnel, office equipment and other
resources of the newly structured regional office.
As shown in the Table I below, Technical Assistance Division performed the highest, followed by
the Curriculum and Learning Management Division. Almost all of the Regional Divisions/Units showed
better performance as expected.
The functional divisions showing relatively greater performance are the Planning, Policy and
Research Division, Resource Mobilization and Special Programs and Projects Division, Administrative
Division and Budget and Finance Division.
Table I
COMPUTED ACCOMPLISHED PHYSICAL OUTPUTS
# of % of
Accomplished Accomplishmen
RO UNIT # of Targets outputs t
FD 1: Curriculum and Learning Management Division 25 23 92%
FD 2: Training and Development Division 5 3 60%
FD 3: Resource Mobilization and Special Programs and Projects Division 32 23 84%
FD 4: Quality Assurance and Accountability Division 15 11 73%
FD 5: Technical Assistance Division 29 27 93%
FD 6: Planning, Policy and Research Division 9 8 89%
AD 1: Administrative Division 25 22 88%
AD 2: Budget and Finance Division 6 5 83%
Regional Performance 146 122 83%
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4. The performance of all functional divisions/units and the over-all performance of the region is shown in the
graph below.
Percentage of unaccomplished outputs
There are only very few targeted outputs that were not accomplished during the SY 2010. The table
below shows that only 17% left unaccomplished and noted to be done this year. It shows that every
functional division/unit did their share of accomplishing their targets despite of the limited resources in the
region.
Table II - COMPUTED UNACCOMPLISHED PHYSICAL OUTPUTS
# of
# of Unaccomplished % of
RO UNIT Targets outputs Accomplishment
FD 1: Curriculum and Learning Management
Division 25 2 8%
FD 2: Training and Development Division 5 2 40%
FD 3: Resource Mobilization and Special
Programs and Projects Division 32 11 34%
FD 4: Quality Assurance and Accountability
Division 15 4 27%
FD 5: Technical Assistance Division 29 2 7%
FD 6: Planning, Policy and Research Division 9 1 11%
AD 1: Administrative Division 25 3 12%
AD 2: Budget and Finance Division 6 1 17%
146 26 17%
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5. The unaccomplished outputs can be very well understood in the graph below.
REASONS FOR BALANCE
Common reasons for the balances of outputs of FY 2010 were overlapping of activities and time
constraint. Failure to complete the targeted outputs is one of the considerations in the making of
adjustment Work Plan for this year 2011.
4.1.2 Unexpected /Value Added Outputs
Shown in the Table III below are the outputs which were not targeted in the Work Plan but were done
for some reasons that there were instructions from the top management to do so.
Table III: VALUE-ADDED OUTPUTS
RO UNIT VALUE-ADDED OUTPUTS REASONS FOR ACHIEVING THEM
Trained ______of Preschool Administrators and Develop of preschool instructional
selected teachers materials
CLMD
Translated Grade I competencies for First Grading In compliance to MTB-MLE program
period
Test Item Bank construction For the annual Regional Achievement
Test
Translated EPP competencies from Filipino to To align the secondary TLE
English competencies
Development of Supplementary materials for Indigenization of curriculum
Elementary Science
Trained _____ first year teachers in UbD in 19 To enhance the secondary curriculum
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6. divisions in all subject areas
Trained _______ untrained elementary teachers To enhance the reading competencies
in NEPP training for all in 19 divisions of elementary pupils and teaching
strategies in teaching reading
Regional Search for Grade I teachers with zero To give incentives/recognize their
non-readers conducted efforts and inspire them to perform
better
_____Number of Performing Schools visited To give recognition for the
school/district/division
QAAD Inter agency clean and green environment Being ordered by RD
monitoring of schools
Process request for subject overload
Monitoring and Evaluation of schools recipient of
ESC /EVS schools
PPRD Physical accomplishment report/agency Needed report for the DBM
performance review submitted to DBM
Report Cards by Congressional Districts and Networking between RO and DOs
Municipalities of the entire region to 15
Congressmen, mayors of component cities
prepared, reproduced, and distributed
Proposed Inputs to the Central Visayas
Regional Development Plan for SY 2010-2016
prepared
Result Evaluation and Monitoring Matrix High degree of work ethics
prepared
Enhanced Regional BIAP prepared and Networking beyond and among
submitted to CO stakeholders
Physical Accomplishment Report/Agency
Performance Review prepared and submitted to Needed report by DBM
DBM
Maintenance of laptops and computers in the ICT skills of one staff
region done
Minutes, Activities, and Reports of REXECOM Being ordered by RD
and EXECON covered and jot down
BAC-TWG (Bids and Awards Committee –
Technical Working Group) results evaluation
done
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7. RMSPPD Endorsements of communications in cultural and Stakeholders from NGOs, Private
arts, theaters and plays School Sectors
Eco Patrol International School Competition Positive participation from the division
(Science School)
Awareness of the environment
Folk Dance and Balitaw Competition
NAMCYA National Competition
Palarong Pambansa 2011 Training of the Athletes
With funds from the stakeholders
on the process
(ABS-CBN and Aboitiz Foundation)
Orientation for the Sinulog sa Kabataan sa
Funds from the Sinulog Foundation
Lalawigan sa Sugbo
Conference Workshop of Winning Coaches, TFSS
and TMs
4.1.3 Issues
It has been found out that issues affecting organizational effectiveness include technical,
institutional, financial, social and environmental /infrastructure issues.
For issues within the control of the Regional Office, the issue that greatly affects organizational
effectiveness is the overlapping of organic and Project-STRIVE-related activities. Because of this issue,
personnel have less time and less focus in accomplishing their tasks.
The proposed resolutions to address this issue are as follows:
 Functional Division Personnel to coordinate with other functional and support divisions
 Functional and Support Divisions to prioritize their activities and hold regular staff meeting
 Regional Management to provide a Regional Activity Tracking Board where the functional and
support divisions can post their activities within a month to help prevent overlapping of
activities because every RO Unit can best be able to schedule their activities that would not
conflict other activities
Another salient issue that needs attention is that the personnel of Resource Mobilization Special
Programs and Projects Division (RMSPPD) find it hard to spearhead some programs and projects related
to academics because they lack the indispensable expertise in conceptual background both in content and
skills. Although they seek the necessary expertise from the CLMD personnel by coordinating with them,
they sometimes fail to get their help because they are also busy with their organic tasks. Indeed, the
overlapping of activities affects organizational effectiveness.
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8. The proposed resolution is to request the Regional Director that programs and projects related to
academics shall be turned-over to the Curriculum and Learning Management Division (CLMD) and the
RMSPPD personnel shall only give their technical support.
Lack of personnel, both technical and support staff, and lack of office equipment/facility like
computer units, laptops, copying machine, fax machine, internet facility, network printers, and LCD
projectors are the two most critical issues that need to be elevated to higher management and to external
stakeholders like the Department of Budget and Management.
The insufficient number of personnel of functional and support divisions has significantly curtailed
the desired efficiency and effectiveness of these divisions with respect to time. Coupled with the
overlapping of activities, some workloads are worked on at a later time.
The unavailability of office equipment like computer units, laptops, copying machines, and network
printers also prevents the fast-tracking of the processing of documents.
Recording, tracking, consolidating, production, and reproduction of documents require plenty of
time when done manually and when necessary equipment are lacking. If computer units were available for
use by the technical and support staff in offices, these tasks would be done in a sophisticated manner,
thus, making the work much faster and easier.
Table IV below shows the consolidated issues and resolutions by categories cut across the
different functional divisions/units.
Table IV: Consolidated Issues and Proposed Resolutions
ISSUES FOR
ATTENTION OF
CATEGORIES OF ISSUES WITHIN THE UNIT’S HIGHER PROPOSED RESOLUTION OR
PROPOSED RESOLUTION
ISSUES CONTROL MANAGEMENT / ACTION SOUGHT FROM MGT.
EXTERNAL
STAKEHOLDERS
Less focus and limited time to Make a request to RD to provide
coordinate with RO Units accomplish a Regional Activity Tracking
tasks due to overlapping of activities Board where each functional
TECHNICAL division and RO Unit can post
their activities within a month to
prevent overlapping of activities.
Programs and projects related to Make a request to RD that Lack of technical and Make a request to RD to follow up at
academics are endorsed to the programs and projects related to support staff across the Central Office the authority to fill
RMSPPD when its personnel lack the academics should be turned-over RO Units due to the vacant positions.
indispensable conceptual to Curriculum and Learning Restructuring of .Make a request to RD to refer to the
background. Management Division (CLMD). Offices CO the need for the creation of
additional PSIPOP items
INSTITUTIONAL Division personnel .Make a request to RD to follow up at
are detailed in the the Central Office the authority to fill
Regional Office to vacant positions.
complement staffing .Make a request to RD to refer to the
requirement. CO the need for the creation of
additional PSIPOP items
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9. Inadequate funding for some Request RD to allocate more
programs and projects especially in funds to some programs and
sports activities and trainings projects such sports activities and
training and to seek external There are still
stakeholder financial support Refer to Central Office that there are
divisions requesting
FINANCIAL still divions requesting for salary for
for salary of
Make a request to the RD that preschool teachers.
Some schools offering SPED Classes preschool teachers
items purchased by schools
include in their purchase for assistive offering SPED Classes be
devices camera, refrigerator, and included in FTA Monitoring
other equipment
Most functional divisions and regional Make a request to RD that the Most functional Refer to Central Office that the
units lack office furniture/supplies like office furniture/ supplies like filing divisions and regional restructuring of Regional Office VII
filing cabinets, working tables, filing cabinets, working tables and filing units lack office gives rise to the need for functional
boxes, and CDs. boxes, and CDs be provided to equipment/facility like divisions/regional units office
the offices needing them. computer units, equipment/facilities like computer
ENVIRONMENTAL/ laptops, copying units, laptops, copying machine, fax
INFRASTRUCTURE machine, fax machine, internet facility, network
machine, internet printers, and LCD projector
facility, network DepED Region VII shall generate and
printers, and LCD mobilize resources from external
projector. stakeholders to procure the needed
ICT equipment.
Renovation/ expansion of RMSPPD Make a request to RD that the
Office so that there is proper renovation/expansion of
coordination of medical team and RMSPPD Office shall be
physical facilities team designed such that the Physical
Facilities and Medical Teams
shall already be accommodated
in one office.
Divisions that are not supportive of Make a request to the RD to
programs and projects despite TA discuss during EXECON the lack
SOCIAL provided , specifically NAMCYA of support of some divisions to
programs and projects like
NAMCYA.
4.1.4 Lessons Learned
At the course of the implementation of the targets in the Work Plan of every functional division/unit
in the region for the FY 2010, lessons were generated. The lessons learned serve as part of the essential
considerations for plan adjustments in the following quarter/year. These could either be derived either from
the facilitating factors or hindering factors encountered during its implementation of the newly restructured
Regional Office. These may provide information on how the Functional Divisions can limit strategies for the
accomplishment of Work plans and highlight factors contributory to the targets.
Table V below shows the facilitating, hindering factors and lessons learned of the functional
divisions/units which were noted down during the conduct of pilot RMEA.
Table V. FACILITATING/HINDERING FACTORS and LESSONS LEARNED
FDs/ADMIN Units FACILITATING FACTORS HINDERING FACTORS LESSONS LEARNED
Technical Staff performed
All Technical are Conflicting Schedule well despite of their of their
computer literate status of employment
Render Service beyond Lack of support staff Full time Technical Staff
office hours even without have greater outcome
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10. overtime pay result
QAAD
Do multi -tasking Teamwork /support
working relationship
Confident /skilled Technical
/Support Staff
On time data reporting
Collaborative and Conflicting Schedule Focus/Commitment
supportive Regional Flexibility
Director , Assistant Patience
Regional director , Intrapersonal/Interpersonal
TAD STRIVE Technical relationship
Advisers , Regional Field
Assistance Teams Proper channeling of
communications
Time management Time- overlapping of Overtime work is
activities necessary
RMSPPD
Overtime if necessary
during Saturday and
Sunday
Flexibility
Patience
Perseverance
Time Management
Focus
Commitment
Lack of staffing Giving more focus on
Working beyond office requirement to handle the assigned task resulted to
hours facilitated the work different areas quality outputs.
completion.
Clear vision/mission of Competitive demands of Commitment towards work
CLMD which inspires to CLMD in achieving the made work easy and
achieve the plan targets meaningful.
Work plan serves as a Shifting from comfort Teamwork facilitated the
CLMD
guide in achieving zone to the new role as accomplishment of targets.
desired CLMD objectives observed by the chief
Weekly monitoring of Some members lack the Enhanced work attitude
personnel in achieving ability of prioritizing the has been developed.
targets activities in terms of
urgency and importance
Positive work attitude
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11. Teamwork of all support
and technical staff
Equal distribution of work Delayed submission and Work is lighter and easy if
loads retrieval of data properly and evenly
PPRD /documents distributed and personnel
Good working attitude are cooperative and
committed
TDD Time Management Conflict of Schedule System is very important to
carry out outputs
ADMIN Multi-tasking
Render Service beyond
office hours even without
overtime pay
4.2. Organizational Resource Support
4.2.1. Expected Outputs
The Administrative Division, being the support division is composed of Personnel, Legal, Cashier,
Records, Supplies and General Services. Their outputs can be seen in Table VI below.
Table VI: Consolidated Physical Outputs of the Administrative Division
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12. Actual %
FUNCTIONAL TARGETS PHYSICAL ACCOMPLISHMENTS Accomplis ACCOMPLIS
Target
DIVISION /UNIT ( Planned Outputs up to Dec 2010) (Outputs achieved to date) hment HED VS.
TARGETS
Support staff of the region supervised ____? Done. Support staff of the region _____?
ADMINISTRATI supervised 100%
VE DIVISION
Done. SALN, Performance Rating.
Filing System for SALN, Performance Rating,
Form 6, Form 48 and Service Records
Form 6, Form 48 and Service Records of the 1 1
of the Regional pe4rsonnel and staff
Regional Personnel and staff kept, updated
kept 100%
Service Record Management System) 1 Done. Service Record Management
Seminar-Workshop conducted System) Seminar-Workshop conducted .
1
____ Admin staff capacitated and trained on Done. ___capacitated and trained staff ___
Graft and Corruption conducted on Graft and Corruption conducted
___ staff ___ staff
Done Just in time. Request for
Timely and prompt response to request for As need
Personnel Records released on time
Personnel Records arises
Done just in time. Reclassification
Reclassification and Upgrading of Teachers As need and Upgrading of Teachers Processed 100%
Processed arises
Done regularly. ___ of Applications
Applications for Certification Authentication
___ for Certification Authentication and ___
and Verification (CAV) processed __%
Verification (CAV) processed
Done just in time. ___ of applications
As need for Travel Authority processed ___%
Applications for Travel Authority processed __
arises
Done just in time. ___Applications for
Applications for Leave of regional/detailed As need Leave of regional/detailed personnel/
___
personnel/ staff processed arises staff processed ___%
Done. Report on Filled and Unfilled
3 (1/
Report on Filled and Unfilled Positions from Positions from the Field Consolidated
month x 3
the Field Consolidated (Monthly) (Monthly) 100%
3)
Report on Personnel Movement from the Done. Report on Personnel Movement
field Consolidated from the field Consolidated
1 1
• Transfer • Transfer 100%
• Promotion • Promotion
Applications for Retirement Done. Applications for
1 1
Processed Retirement Processed 100%
100%
Budget Estimate for Retirees Done. Budget Estimate for
1 1
prepared Retirees prepared
Cashier On Done on schedule. Salaries,
Salaries, wages benefits, and wages, benefits, and vouchers
schedul Done on
vouchers paid on time paid on time
e schedule
Supplies As Done. Needed supplies and
Needed supplies and materials materials procured and
and General need
procured and delivered delivered on schedule
Services arises
Annual Inventory of equipment
1 Done. Annual inventory of 1 100%
made
equipment made
Records On Done. Processed documents 100%
Prompt and timely released of
schedul released 1
processed documents released
e
Documents and records sorted As Partially done. Documents
need sorted according to the
arises following classification:
________ Shelved
________ Archived
________ Condemned
________ Disposed of
Done just in time. Request Done just 12
As
Timely and prompt response to for Personnel Records
need in time
request for Personnel Records released
arises

13. The Budget and Finance Division, being the machinery in the regional office has reported their
accomplishments shown in Table VII below.
Table VII: Budget and Finance Division
TARGETS Target ACCOMPLISHMENT Actual %
Accomplishment ACCOMPLISHED
VS. TARGETS
Payment of Salaries 1 Done.RO personnel 1
salaries paid on time
Salary Deductions/Taxes 1 Done. Salary 1
Withheld Remitted Deductions/Taxes
Withheld Remitted
monthly
Implementation of 1 On-going
Agency Budget Matrix
(ABM)
Budget Proposal 1 Done. Budget proposal 1
prepared
Cash Program 1 Done 1
Financial and Budgetary 1 Done 1
Reports
The support divisions of the region namely; the Administrative and the Budget and Finance
Divisions performed greatly their mandated functions as revealed in the recent conduct of pilot RMEA. It
can be noted in the Table VIII below that the over-all performance of the support divisions is 86% which
means they have been doing satisfactorily for the Fiscal Year 2010.
Table VIII – Computed Performance of the Administrative and Budget and Finance Division
# of
Accomplished % of
RO UNIT # of Targets outputs Accomplishment
AD 1: Administrative Division 25 22 88%
AD 2: Budget and Finance Division 6 5 83%
Regional Performance 31 27 86%
The physical accomplishments of the two support divisions can be very well understood by the graph
below.
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14. REPORT OF NUMBER OF PERSONNEL PERCEIVED BY FD AND THE NEEDED PERSONNEL
The Administrative Division is a support division in the region. It takes charge of personnel
deployment in the office. Table VII below shows the perceived number of personnel in the different
functional divisions and the needed personnel to complement the staffing requirement in every functional
division/unit.
Table IX – NUMBER OF PERSONNEL PERCEIVED BY FD AND THE NEEDED PERSONNEL
NUMBER OF NUMBER OF NEEDED
NUMBER OF
PERSONNEL CASUAL/ PERSONNEL PERSONNEL
PERSONNEL NUMBER OF
PERCEIVED CONTRAC WITH
WITH PERSONNEL
NEEDED BY TUAL PLANTILLA
PLANTILLA DETAILED IN
FUNCTIONAL SUPPORT POSITION
FUNCTIONA POSITION FOR THE REGION
AND SUPPORT STAFF FOR THE
L/ SUPPORT THE REGION
DIVISION
DIVISIONS REGION
Key Key Key Key Key
Technical Staff/ Technical Staff/ Technical Staff/ Contrac Technical Staff/ Technical Staff/
Casual
Staff Support Staff Support Staff Support tual Staff Support Staff Support
Staff Staff Staff Staff Staff
FD 1: PPRD 6 8 5 1 0 0 1 0 5 2 1 6
FD 2: T&D 4 2 3 2 1 0 0 0 4 2 0 0
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15. FD 3: CLMD 18 6 11 2 2 0 0 0 13 2 5 4
FD 4: RMSPPD 12 3 7 2 0 0 0 0 7 2 5 1
FD 5: QAAD 7 4 4 2 3 0 0 0 7 2 0 2
FD 6: TAD 6 1 5 1 1 0 0 0 6 1 0 0
AD 1: Adm 1 42 1 24 0 3 2 1 29 0 13
AD 2: BFD 41 27 0 1 0 0 28 0 13
TOTAL 54 107 36 61 7 0 5 2 43 68 11 39
The authorized, existing and vacant positions in the region can be seen in the Table X below.
Table X: Authorized Positions, Number of Filled Positions and Vacant Positions
AUTHORIZED POSITIONS
NO. OF FILLED VACANT
OFFICE Teaching/
Non- Teaching Total POSITIONS POSITIONS
ES
RD 0 34 34 21 13
EED 10 4 14 9 5
SED 11 4 15 14 1
ALS 4 3 7 3 4
PESSD 6 3 9 6 3
ADMIN 0 41 41 28 13
BFD 0 32 32 26 6
TOTAL 31 121 152 107 45
4.3. Summary
It was noted that the over-all performance of Region 7 for the past Fiscal Year 2010 was 83%,
which is Satisfactory. This means that the region as a whole had worked hard despite of inadequacies in
terms of personnel, office equipment and other resources. There is only 17% unaccomplished targeted
outputs hopefully to be carried over this year.
On the individual performance of the different functional divisions, the Technical Assistance
Division showed the highest performance. But all of them showed greater performance in terms of
accomplishing its target as reflected in their individual Work Plans.
On issues within control, the issue of overlapping of activities emerged as the common issue
crosscutting the five functional divisions. The seemingly lack of coordination among and between offices
could lead to conflicting of schedules, that could prevent some personnel to attend to the important
concern. This is something that needs to be improved.
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16. While on issue of the lack of personnel and support, this is beyond the control among the functional
divisions. Request for additional plantilla item positions is a management matter to be considered.
Positive work attitudes among the personnel is observed to be the best lesson learned by almost
all personnel, despite of the changes in their working environment due to restructuring. Personnel had
been moved to the other offices so new work assignment, new batch of colleagues and new office head
could be a challenge to each and every personnel undergoing the restructuring. Despite of all these factors
the loyalty and dedication to service remain evident. This contributed to the greater accomplishments of
targets in the regional office.
5.0 RECOMMENDATIONS
The STRIVE RMEA technology which we used during the Pilot RMEA is a helpful tool for data
gathering. However, there are some parts that need to be modified. One is the tools used for data
gathering. The tools for data gathering and for generating recommendations need to be modified for easy
collection and analysis of data.
.
In light of the issues and lessons learned presented during the conduct of the Regional Monitoring,
Evaluation and Adjustment (RMEA), the following recommendations were proposed:
On Issues within Control
The following recommendations can be formulated out of the Issues Beyond Control.
• Functional and Support Divisions to prioritize their activities and hold regular staff meetings.
• Functional Division Personnel to coordinate with other functional and support divisions.
• Requests to be made in writing for purposes of recording and budgeting.
• Financial Reports to be disclosed and to be presented in the Regional Executive Committee
Meeting (REXECOM) all expenditures such as electricity, water, office supplies, communication,
gasoline, janitorial services, minor repairs and maintenance and other expenses.
• Provide accomplished reports to QAAD for consolidation
On Issues Beyond Control
The following recommendations can be generated out of the Issues Beyond Control.
• Special request addressed to the Regional Director to provide items for those staff who are
detailed in the Regional Office.
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17. • DepEd Region VII Top Management to make a follow up to the Central Office pertaining to the
authority to fill up support staff existing items.
• DepED Region VII to generate and mobilize resources from internal and external stakeholders to
procure the needed equipment specifically ICT.
• Programs and projects related to academics should be turned-over to Curriculum and Learning
Management Division (CLMD).
On Lessons Learned
The following recommendations can be formed out of the Lessons Learned for the whole year of
implementation.
 Functional and Support Division Personnel to sustain and focus in organic functions as planned.
 DepEd Region VII Personnel to continue to develop positive work attitudes in accomplishing
targets through having regular conferences and tracking individual assigned tasks.
 Sustain best practices which are beneficial across functional divisions
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