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

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

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

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

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

    • PROGRESS REPORT OF ACCOMPLISHMENTS FOR THE PERIOD OF: JANUARY – DECEMBER 2010 REGION: VII1.0. INTRODUCTION The Regional Office needs to strategically respond to the requirements of the R.A. 9155 thuspaving the way to the restructuring of the Regional Offices with much clearer roles and functions. Throughits unified education development plan, it provides directions to the functional divisions’ initiatives towardthe attainment of its goals & objectives. Given this, a Regional Monitoring and Evaluation Framework ismade to serve as a roadmap towards bringing the region to a culture of quality and accountability as anorganization. With the present framework serving an organizational M&E for the region, its purpose formonitoring and evaluation is to provide objective information that can inform decision-making forcontinuously improving its Organizational performance for efficient and effective fulfillment of the regionalmandate, and Delivery of education services to achieve the desired outputs and sustainability of EducationOutcomes. The monitoring and evaluation report is aimed to establish information as basis for determiningappropriate approach / strategy to improve organizational performance in fulfillment of the regionalmandate and strengthen collective actions to service better the divisions and schools within theaccountability of the Region and present information regarding organization resource support to the regionmanagement that will support decisions and adjustments to plans (e.g. budget, personnel, physical facilitiesplan) and strategies to ensure appropriate allocation of resources to support performance efficiency andeffectiveness.2.0. SCOPE With the implementation framework of the system now in place and accepted by the RegionalManagement, an important part of the process is its implementation. The three - day live-out pilot RMEAwas 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 ofevery functional division/RO unit has to be done. The coverage of the Monitoring and Evaluation report is from January to December 2010 asindicated in the Work Plan of every Functional division and RO Unit. The focus of this report is on area onOrganizational Performance/Health along its Organizational Effectiveness which pertains to individual,team and organizational effectiveness of the region. Outputs achieved per individual RO Unit and thoseco-implemented by at least 2 or more RO units, Implementation Issues of each regional unit/functionaldivision regarding work plan implementation, Institutional issues that involves multiple functional divisions 1
    • and Lessons Learned are tracked down while Organizational Resource Support concerns mainly withavailability and adequacy of resource requirements for the region to carry out its mandate efficiently andeffectively. This includes the analysis of how the region best optimizes its financial, human andorganizational 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 theaccomplishment of every RO unit, identified and clarified issues encountered and lessons learned andadjusted the work plan of each Functional division/RO unit. Pre-work activity was done before the conduct of RMEA to gather initial reports on PhysicalAccomplishment of every RO unit. QAAD personnel assigned in every RO unit made visit to the differentoffices and did actual data collection on quantitative and qualitative information. Internal M & E wasdesignated 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 datagathering, analysis and interpretation using the recommended tools : CLMD by Dr. Estela B. Susvilla, T andDD and RMSPPD by Dr. Joy Kenneth Biasong, QAAD by Ms. Rosa Cabotaje, PPRD, BFD, and Admin byMs. Merden Bryant. Dr. Marcial Degamo acted as the over-all Chairman. Different sessions were handled by the QAAD personnel. Session I on Quantitative Informationwas facilitated by Dr. Estela Susvilla, Session 2 , on Issues and Proposed Resolutions by Ms. MerdenBryant, Session 3 on Lessons Learned by Ms. Rosa Cabotaje, Session 4 on Organizational Resources byDr. Marcial Degamo and Session 5 on Proposed Recommendations was handled Dr. Joy KennethBiasong. 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 interpretedand to be presented to the top management for actions and adjustments. 2
    • 4.0. Findings4.1. Organizational Effectiveness4.1.1 Expected outputsOverall percentage of accomplishment of the region Fiscal year 2010 was a good year for Region 7. The regional structuring took place with a greatwave of change happening in the different regional offices/units as a pilot. Every functional division wasmandated to prepare a Work Plan indicating its goals and objectives, setting its targets covering the wholeyear. Based on it, results on the pilot MEA revealed that the region had 83% performance which issatisfactorily doing well despite of the inadequacies in terms of personnel, office equipment and otherresources of the newly structured regional office. As shown in the Table I below, Technical Assistance Division performed the highest, followed bythe Curriculum and Learning Management Division. Almost all of the Regional Divisions/Units showedbetter performance as expected. The functional divisions showing relatively greater performance are the Planning, Policy andResearch Division, Resource Mobilization and Special Programs and Projects Division, AdministrativeDivision 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% 3
    • The performance of all functional divisions/units and the over-all performance of the region is shown in thegraph below.Percentage of unaccomplished outputs There are only very few targeted outputs that were not accomplished during the SY 2010. The tablebelow shows that only 17% left unaccomplished and noted to be done this year. It shows that everyfunctional division/unit did their share of accomplishing their targets despite of the limited resources in theregion. 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% 4
    • 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 timeconstraint. Failure to complete the targeted outputs is one of the considerations in the making ofadjustment 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 donefor 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 5
    • 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/divisionQAAD 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 schoolsPPRD 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 6
    • 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 organizationaleffectiveness 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 SpecialPrograms and Projects Division (RMSPPD) find it hard to spearhead some programs and projects relatedto academics because they lack the indispensable expertise in conceptual background both in content andskills. 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, theoverlapping of activities affects organizational effectiveness. 7
    • The proposed resolution is to request the Regional Director that programs and projects related toacademics shall be turned-over to the Curriculum and Learning Management Division (CLMD) and theRMSPPD personnel shall only give their technical support. Lack of personnel, both technical and support staff, and lack of office equipment/facility likecomputer units, laptops, copying machine, fax machine, internet facility, network printers, and LCDprojectors are the two most critical issues that need to be elevated to higher management and to externalstakeholders like the Department of Budget and Management. The insufficient number of personnel of functional and support divisions has significantly curtailedthe desired efficiency and effectiveness of these divisions with respect to time. Coupled with theoverlapping of activities, some workloads are worked on at a later time. The unavailability of office equipment like computer units, laptops, copying machines, and networkprinters also prevents the fast-tracking of the processing of documents. Recording, tracking, consolidating, production, and reproduction of documents require plenty oftime when done manually and when necessary equipment are lacking. If computer units were available foruse 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 thedifferent 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 8
    • 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/unitin the region for the FY 2010, lessons were generated. The lessons learned serve as part of the essentialconsiderations for plan adjustments in the following quarter/year. These could either be derived either fromthe facilitating factors or hindering factors encountered during its implementation of the newly restructuredRegional Office. These may provide information on how the Functional Divisions can limit strategies for theaccomplishment of Work plans and highlight factors contributory to the targets. Table V below shows the facilitating, hindering factors and lessons learned of the functionaldivisions/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 9
    • 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 necessaryRMSPPD 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 theCLMD 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 10
    • 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 pay4.2. 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 11
    • Actual % FUNCTIONAL TARGETS PHYSICAL ACCOMPLISHMENTS Accomplis ACCOMPLIS TargetDIVISION /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 preparedCashier On Done on schedule. Salaries, Salaries, wages benefits, and wages, benefits, and vouchers schedul Done on vouchers paid on time paid on time e scheduleSupplies As Done. Needed supplies and Needed supplies and materials materials procured andand General need procured and delivered delivered on scheduleServices arises Annual Inventory of equipment 1 Done. Annual inventory of 1 100% made equipment madeRecords 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
    • The Budget and Finance Division, being the machinery in the regional office has reported theiraccomplishments 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 FinanceDivisions performed greatly their mandated functions as revealed in the recent conduct of pilot RMEA. Itcan be noted in the Table VIII below that the over-all performance of the support divisions is 86% whichmeans 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 graphbelow. 13
    • 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 personneldeployment in the office. Table VII below shows the perceived number of personnel in the differentfunctional divisions and the needed personnel to complement the staffing requirement in every functionaldivision/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 THEL/ SUPPORT THE REGIONDIVISION 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 StaffFD 1: PPRD 6 8 5 1 0 0 1 0 5 2 1 6FD 2: T&D 4 2 3 2 1 0 0 0 4 2 0 0 14
    • FD 3: CLMD 18 6 11 2 2 0 0 0 13 2 5 4FD 4: RMSPPD 12 3 7 2 0 0 0 0 7 2 5 1FD 5: QAAD 7 4 4 2 3 0 0 0 7 2 0 2FD 6: TAD 6 1 5 1 1 0 0 0 6 1 0 0AD 1: Adm 1 42 1 24 0 3 2 1 29 0 13AD 2: BFD 41 27 0 1 0 0 28 0 13TOTAL 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 31 121 152 107 454.3. 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 interms of personnel, office equipment and other resources. There is only 17% unaccomplished targetedoutputs hopefully to be carried over this year. On the individual performance of the different functional divisions, the Technical AssistanceDivision showed the highest performance. But all of them showed greater performance in terms ofaccomplishing its target as reflected in their individual Work Plans. On issues within control, the issue of overlapping of activities emerged as the common issuecrosscutting the five functional divisions. The seemingly lack of coordination among and between officescould lead to conflicting of schedules, that could prevent some personnel to attend to the importantconcern. This is something that needs to be improved. 15
    • While on issue of the lack of personnel and support, this is beyond the control among the functionaldivisions. 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 almostall personnel, despite of the changes in their working environment due to restructuring. Personnel hadbeen moved to the other offices so new work assignment, new batch of colleagues and new office headcould be a challenge to each and every personnel undergoing the restructuring. Despite of all these factorsthe loyalty and dedication to service remain evident. This contributed to the greater accomplishments oftargets in the regional office.5.0 RECOMMENDATIONS The STRIVE RMEA technology which we used during the Pilot RMEA is a helpful tool for datagathering. However, there are some parts that need to be modified. One is the tools used for datagathering. The tools for data gathering and for generating recommendations need to be modified for easycollection 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 consolidationOn 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. 16
    • • 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 ofimplementation.  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 17