Re-organization proposal to rationalize the Technical Education & Skills Development Authority to be truly an enabler of local governments, business enterprises and vocational training institutions, and to be truly in compliance to its enabling law.. it covers an analysis of RA 7796, anchoring on its mandated core business, dissection and analysis of mandated functions and responsibilities, and defined deliverables, and further refined using sound management engineering principles. the re-structuring minimizes redundancy, differentiates and distinguishes central office from regional subsidiaries thru levels of core competencies and roles

1. Empowering the Filipino Workforce thru a
Rationalized TESDA, the Agency mandated for
Competency Development
Hilario P. Martinez 1
Organizational Re-Structuring of
the Technical Education and Skills
Development Authority (TESDA)

2. Stephen Covey says . . .
Hilario P. Martinez 2
Do the right
thing the first
time around!

3. TESDA’s Core Business *
TECHNICAL EDUCATION
The education process designed at post-
secondary and lower tertiary levels, officially
recognized as non-degree programs aimed
at preparing technicians, para-professionals
and other categories of middle-level workers
by providing them with a broad range of
general education, theoretical, scientific and
technological studies, and related job skills
training
SKILLS DEVELOPMENT
the process through which learners and
workers are systematically provided with
learning opportunities to acquire or
upgrade, or both, their ability, knowledge
and behavior pattern required as
qualification for a job or range of jobs in a
given occupational area
Hilario P. Martinez 3* Sec. 4, RA 7796

4. Core Business and Organizational
Coordination Framework
EDUCATION
PROCESS
LEARNING
OPPORTUNITIES
PROGRAM
IMPLEMENTATION
Hilario P. Martinez 4

5. Principles to be observed in developing
the Organization’s Structure
Hilario P. Martinez 5
The Core Business and
pertinent provisions of R.A.
7796 and sound management
and governance practices
shall be the primary basis for
the organization process
Technical Education –
research and development
for TVET resulting to
curricula and programs
Skills Development –
harnessing the potential of
various TVET delivery
systems as learning
opportunities
The Office of the General is
primarily responsible for
setting general directions for
the TVET Sector and the
corporate TESDA Secretariat
TVET/Middle-level
Manpower Plans
Corporate Plan and
Management Services
Enterprise Resource Plan
and Administration
The central office and the
regional offices shall have
distinct rational roles
The central office as a
whole shall function mainly
to integrate and coordinate
program implementation
on a strategic level
The regional and its
provincial offices shall be
the program implementing
arm of the Secretariat
Inter-related and
complementary functions
organized together, no
redundancy

6. MANDATE ANALYSIS AND
REORGANIZATION
PARAMETERS
Design specifications
Hilario P. Martinez 6

7. Specific Provisions of RA 7796
as reference
• the TESDA Secretariat: provides for its functions
and responsibilitiesSection 10
• provides for key positions of the Secretariat
Sections
11 to 13
• provides for the structure of the organization
• provides for the functions and responsibilities of
major offices
Section 14,
sub a to g
• provides for the provincial offices, its functions and
responsibilitiesSection 15
Hilario P. Martinez 7

8. TESDA’s “ ” per RA 7796
Section
20
• Skills Development Centers
Section
21
• Formulation of a
Comprehensive
Development Plan for
Middle-Level Manpower
Section
22
• Establishment and
Administration of National
Trade Skills Standards
Section
23
• Administration of Training
Programs
Section
24
• Assistance to Employers
and Organizations
Section
25
• Coordination of all Skills
Training Schemes
Section
26
• Industry Boards
Section
27
• Incentive Schemes
Section
28
• Skills Development
Opportunities
Section
29
• Devolution of TESDA’s
Training Function to Local
Governments
Section
30
• Skills Olympics
Section
31
• the TESDA Development
Fund
Section
32
• Scholarship Grants
Hilario P. Martinez 8

9. Summation of Mandated Outputs
Hilario P. Martinez 9
Incentive Schemes
Effective and Efficient
Delivery System
TESDA’s Training function
devolved to LGUs
Conduct of Yearly Skills
Olympics
TESDA Development Fund
Scholarship Allocation
System and Funding Scheme
Network of Skills
Development Centers
Comprehensive
Development Plan for
Middle-Level Manpower
National Occupational Skills
Standards
Institutional Capability
Building Programs
Quality-Certified TVET
Providers
Industry Boards with
institutional arrangements

10. Inter-functional Outputs Based on
Mandate-drawn Processes
Hilario P. Martinez 10
TESDA’s Training
function devolved
to LGUs
TESDA
Development
Fund
Effective and
Efficient
Delivery System
Comprehensive
Development Plan for
Middle-Level Manpower
Institutional
Capability
Building Programs
Industry Boards
with Institutional
Arrangements
Annual Skills
Olympics
providesfor
requires
forms part of
Network of Skills
Development
Centers
strengthens
prepares for
rationalizes
participates
in
Scholarship
Allocation and
Funding System
defines
establishes
facilitates
establishes
inputsto
benefits
augments
Incentive
Schemes
motivates
National
Occupational
Skills Standards
standardizes
produces
Quality-
Certified TVET
Providers
promotes
compared with the Quantitative & Qualitative measures of the Plan
START

11. Assembling TESDA Program
Outputs in a Rational Relationship
N AT I O N A L
T V E T P L A N
E N A B L E D
I N S T I T U T I O N A L
T R A I N I N G
P R O V I D E R S
Accredited
Testing Venue
Registry
Certified
Manpower
Registry
L.M. &
Instr’l Tech.
Registry
TESD
Specialist
Registry
Training
Regulations
Registry
Accredited
NGOs
Registry
Accredited
Firms
Registry
Accredited
Schools
Registry
Accredited
Trng. Ctrs.
Registry
Priority
Industry
Sectors
Priority
Occupations
Delivery
Systems
Skills
Standards
Registry
Hilario P. Martinez 11

12. Basic Outputs of TESDA-Mission Critical
Operating Systems
Hilario P. Martinez 12
Entrepre-
neurship
Models
Schools-
System TVET
Delivery
Models
Trng.
Ctrs.-TVET
Delivery
Models
Company-
based TVET
Delivery
Models
Distance
Learning &
Multi-media
based Systems
Curricula
and Program
Design
Standards
TVET
Professionals
Development
Programs
L.M. &
Instructional
Tech. Dev’t
Design Stds
Value
Formation &
Career Guidance
Programs
InstitutionalPartnersCapabilityBuildingPrograms
Area
and Sectors
Profiles
Sector &
Area Analysis
and Planning
Systems
TVET
Issues and
Policy
Resolutions
Registry
Nat’l, Reg’l
Prov’l and
Sector TESD
Plans
TESD
Incentive
Programs
Testing
Venue
Accreditation
Systems
Skills
Standards
Development
Systems
Assessment
& Certification
Systems

13. Core Outputs of Support Operating
Systems
Operations
& Mgt Perfor-
mance Analysis
and
Advisories
Analysis
of Corporate
Workforce
Fund
Utilization
Analysis
Assets
and Logistics
Utilization
Analysis
Corporate
Information
Systems
Hilario P. Martinez 13
Mid-TermandAnnual
InvestmentAnalysis
andPlans
National,
Regional,
Provincial
& Sector
TESD
Plans

14. Operations &
Mgt Performance
Analysis and
Advisories
Analysis
of Corporate
Workforce
Fund
Utilization
Analysis
Assets
and Logistics
Utilization
Analysis
ICT Network Operations
National, Regional,
Provincial &
Sectoral TESD Plans
Medium-Term
& Annual Invest-
ment Analysis
and Plans
ENABLED
PARTNERS
CERTIFIED
MANPOWER
TRAINING
REGULATIONS
The Interfacing of Mission Critical and Support
Systems
Hilario P. Martinez 14

15. Determining the Uniqueness
and Redundancy
• All the pertinent provisions of the
1994 TESD Act pertaining to the
functional mandate of mission critical
offices of TESDA are enumerated
and marked accordingly
• As will be noted, three offices
referred to in Sec. 14.d, 14.e and 14.f
have similar functional mandates.
They only differ in the type of TVET
system being addressed by each
offices.
• These TVET systems are: formal,
non-formal and apprenticeship.
• These functional similarity, though
differentiated by its target sub-
sectors, indicates an unnecessary
redundancy in the structural design.
Such redundancy maybe subject to a
consolidation, merging or reallocation
Specific
Provisions
of RA
7796
PO
SSCO
NITVET
OFTVET
ONFTVET
OA
R-TESDA
P-TESDA
14.a.1 X
14.a.2 X
14.a.3 X
14.a.4 X
14.b.1 X
14.b.2 X
14.b.3 X
14.b.4 X
14.c.1 X
14.c.2 X
14.c.3 X
14.c.4 X
14.d.1,
14.e.1,
14.f.1
X X X
14.d.2,
14.e.2,
14.f.2
X X X
14.d.3,
14.e.3,
14.f.3
X X X
14.g.1 X
14.g.2 X
14.g.3 X
15.1 X
15.2 X
15.3 X
Hilario P. Martinez 15

16. Classifying the TESDA Mission
Critical Offices According to
Basic Functions
• All the pertinent provisions of the 1994 TESD
Act pertaining to the functional mandate of
mission critical offices of TESDA are
enumerated and marked accordingly
• The specific provision of areas of responsibility
per organizational unit are classified into major
functional areas
• The functional area of design, research,
program development and evaluation are
staff/back office functions
• Program development is the functional area
where most organizational unit engages,
research is second and design is third, while
leading is the least role
• The classification of these legal provision of
office mandates simply suggest that the
agency is primarily a coordinating organization,
in contrast to the role of direct and active
provision of training programs
Office
Specific
Reference
of RA 7796
design
lead
research
program
development
implement
evaluation
PO
14.a.1 X
14.a.2 X
14.a.3 X X
14.a.4 X
SSCO
14.b.1 X
14.b.2 X
14.b.3 X
14.b.4 X
NITVET
14.c.1 X X
14.c.2 X
14.c.3 X
14.c.4 X
OFTVET
14.d.1 X X
14.d.2 X
14.d.3 X X
ONFTVET
14.e.1 X X
14.e.2 X X
14.e.3 X
OA
14.f.1 X X
14.f.2 X
14.f.3 X
R-TESDA
14.g.1 X
14.g.2 X
14.g.3 X
P-TESDA
15.1 X
15.2 X
15.3 X
6 3 7 9 4 5
Hilario P. Martinez 16

17. PROPOSED RATIONALIZED
STRUCTURE
Designing to establish a platform geared to promote TVET as an
equally viable career option for the Filipino Workforce
Hilario P. Martinez 17

18. ODDG
E.O. E.O.
ODDG
E.O. E.O. SAOE.O.E.O.
R.O. R.O. R.O.
R.O.R.O.R.O.
R.O. R.O. R.O. R.O.
ODG
R.O.
R.O. R.O.
R.O.
R.O.
L U Z O N V I S A Y A S M I N D A N A O
D i r e c t i o n S e t t i n gTechnical Education Skills Development
P R O V I N C I A L O F F I C E S
StrategicIntegration
andCoordination
RegionalIntegration
andCoordination
Respondingto
LocalDemands
PROPOSED TESDA SECRETARIAT’s
ORGANIZATIONAL STRUCTURE
ProgramImplementation
Hilario P. Martinez 18

19. Basic Rationale
for the Design TESD Planning,
Corporate Planning
and Enterprise
Resource Management
strengthens the role of
the Director General
for general
supervision
The Deputy Director
Generals, to assist
the Director General,
shall be responsible
for core businesses
with its
corresponding
business units
The Regional Offices,
under supervision of
the Director General,
are clustered into
three (3) zones
Provincial Offices
shall remain under
the direct supervision
of their respective
Regional Offices,
with a basic role of
responding to local
TVET needs
Facilitates integration
and coordination, both
national and regional,
and cluster-wise
Note :
If, in the future, a national
administrative arrangement
would allow,
1. Region 4B could be
integrated with the
Visayas Group
2. Luzon divided into Luzon
North (R1, R2, CAR, &
R3) and Luzon South
(R4A, R5 & NCR)
Hilario P. Martinez 19

20. CENTRAL OFFICE LEVEL
Responsible for Strategic Coordination and Strategic Integration
Hilario P. Martinez 20

21. Legend:
• ODG - Office of the Director General
• ODDG - Office of the Deputy-Directors General
• SDO-SCA – Systems Development Office for
Standards, Certification and Accreditation
• TVET-RDO - Technical/Vocational Education and
Training Research and Development Office
• OPR-PD – Office for Policy Research, TVET
Plans Development
• CMDO - Corporate Management and
Development Office
• OCSA – Office of Corporate Services and
Administration
• TDS-DCO – TVET Delivery Systems
Development and Coordination Office
• IP-DCO – Institutional Partners Development
and Coordination Office
Proposed Central Office Organizational
Structure
ODG
ODDGODDG
OPR-PD CMDO OCSASDO-SCA TVET-RDO TDS-DCO IP-DCO
DIRECTION SETTING CLUSTER[TECHNICAL
EDUCATION CLUSTER]
[SKILLS DEVELOPMENT
CLUSTER]
Hilario P. Martinez 21

22. Detailed Central Office Organizational
Structure
1. SSCO  SDO-SCA
2. NITVET  TVET-RDO
3. PO  OPR-PD
4. CMDO  evolved from fusion of 3
Executive Offices. (OFTVET, ONFTVET &
OA)
5. OCSA  OCSA
6. ITDS-CDO  evolved from fusion of 3
Executive Offices. (OFTVET, ONFTVET &
OA)
7. IP-DCO  evolved from fusion of 3
Executive Offices. (OFTVET, ONFTVET &
OA)
Hilario P. Martinez 22
O.D.G.
O.D.D.G. O.D.D.G.
SDO-SCA TVET-RDO OPR-PD CMDO OCSA TDS-CDO IP-DCO
Skills Development
1 2 3 4 5 6 7
Technical Education D i r e c t i o n S e t t i n g
Division 1
Division 2
Division 3
Division 1
Division 2
Division 3
Division 4
Division 1
Division 2
Division 3
Division 1
Division 2
Division 3
Division 1
Division 2
Division 3
Division 4
Division 1
Division 2
Division 3
Division 1
Division 2
Division 3
Division 4
NOTE: 1 Function = 1 Division
1 Division = 10 Employees (max)

23. DIRECTION SETTING CLUSTER
Functions:
• Area and Market
Research, Development
and Coordination
• TVET Policy Research,
Incentives Development
and Coordination
• TVET Plans Development,
Research and
Development
Functions:
• Human Resource
Development and
Personnel Administration
• Accounting, Cash and
Assets Management and
Coordination
• Procurement Management
Services
• Records Management and
General Services
Functions:
• Corporate Planning,
Investments Development
and Coordination
• Monitoring, Internal
Control and Management
Services
• Information &
Communication
Technology Management
and Coordination
Office of the Director
General
Office for Policy
Research and TVET
Plans Development
Corporate Management
and Development Office
Office of Corporate
Services and
Administration
ODG Staff
Internal Audit Unit
Legal Unit
Hilario P. Martinez 23NOTE: 1 Function = 1 Division
1 Division = 10 Employees (max)

24. Office of the Deputy
Director General
TECHNICAL EDUCATION CLUSTER
Functions:
• Standards Research, Development and
Coordination
• Certification Systems Development
and Coordination
• Accreditation Systems Development
and Coordination
Functions:
• TVET Professional Development and
Coordination
• Training Regulations Development and
Coordination
• Instructional Technology and Systems
Development and Coordination
• Work Value Research, Development
and Coordination
Hilario P. Martinez 24
Office for Systems Development-
Standards, Certification and
Accreditation
Technical Vocational Education
and Training-Research and
Development Office
NOTE: 1 Function = 1 Division
1 Division = 10 Employees (max)

25. SKILLS DEVELOPMENT CLUSTER
Functions:
• School-based TVET Systems
Development and Coordination
• Training Center-based TVET
Systems Development and
Coordination
• Enterprise-based TVET
Systems Development and
Coordination
• Multi-Media-based TVET
Systems Development and
Coordination
Functions:
• Industry Coordination and
Partnership Development
• LGU TVET Governance
Development and Coordination
• Skilled Manpower Organization
and Assistance
Hilario P. Martinez 25
Office of the Deputy
Director General
TVET Delivery Systems
Development and
Coordination Office
Institutional Partners
Development and
Coordination Office
NOTE: 1 Function = 1 Division
1 Division = 10 Employees (max)

26. REGIONAL AND PROVINCIAL
LEVEL
Responsible for Service Area Direct Response
Hilario P. Martinez 26

27. Proposed Regional and Provincial Offices’
Organizational Arrangement
Regional Office
Provincial
Office
Operations Coordination &
Support Services Division
Regional Skills Development
Center/s
Provincial Training
Center/s
TESDA-Administered
School/s
Audit and Management
Division
Provincial
Operations
Hilario P. Martinez 27

28. PROPOSED REGIONAL LEVEL
ORGANIZATIONAL STRUCTURE
Functions:
• Plans and Programs
Development and
Coordination
• Program Monitoring
and Evaluation
• Operations Resource
Support and
Management
Functions:
• Client Training Services
Development and
Coordination
• Registration and
Accreditation Services
and Coordination
• Standards Development
and Certification
Coordination
• Center Management and
Training Coordination
Functions:
• Internal Audit and
Systems Development
• Management and
Information Services
Hilario P. Martinez 28
Operations Coordination
and Support Services
Office of the Regional Director
Internal Audit and
Management Services
Regional Skills
Development Center
ORD Staff
NOTE: 1 Service Group = 1 Division
1 Division = 10 Employees (max)

29. PROPOSED PROVINCIAL LEVEL
ORGANIZATIONAL STRUCTURE
Functions:
• Area/Sector Research
and Analysis
• TESD Planning and
Program
Development
• Program Marketing
and Networking
• TVET Programs
Coordination
Functions:
• Area- and Industry-
Sector Skills
Training Provision
and Coordination
• Technical
Assistance and
Consultancy
Services
• Assessment and
Certification
• Center Management
Functions:
• Resource
Management
• Support Services
Hilario P. Martinez 29
Office of the Provincial Director
Planning and
Operations Group
Administrative
Services Group
Training Services
Group
NOTE: 1 Service Group = 1 Unit

30. Hilario P. Martinez 30
Functional Dissection and
Re-Structuring

31. Organizational Core Competencies by Office Level
Central Office
 Applied Research
 Systems Analysis and Design
 Policy Research, Analysis and
Formulation √
 Information Management/
Intelligence Gathering √
 Operations Management √
 Policy Advocacy and Social
Marketing √
 Strategic Coordination and
Integration √
 Fund Management, Sourcing and
Allocation √
Regional Offices
 Policy Research, Analysis and
Formulation √
 Information Management/
Intelligence Gathering √
 Operations Management √
 Policy Advocacy and Social
Marketing √
 Strategic Coordination and
Integration √
 Fund Management, Sourcing and
Allocation √
 Program Development
 Area Analysis and Planning
Provincial Offices
 Area Research, Analysis and Planning
 Policy Research, Analysis and Formulation √
 Policy Advocacy and Social Marketing √
 Linkaging, Networking and Alliance Building
 Technology and Skills Needs Assessment
 Organization Development for Partners
 Sourcing of Technical Skills (in StandardsSetting,
Accreditation Processes)
 Project Syndication √- Common
Hilario P. Martinez 31

32. Area
and Sectors
Profiles
Area/Sector Monitoring, Analysis and Evaluation
Operating
Units
LGUs Workers IndustriesTVIs,
Schools
Sector &
Area Analysis
and Planning
Systems
TVET
Issues and
Policy
Resolutions
Registry
Nat’l, Reg’l
Prov’l and
Sector TESD
Plans
Basic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
C o o r d i n a t i o n a n d N e t w o r k i n g
P r o v i d e s I n f o r m a t i o n f o r
TESD
Incentive
Programs
Organization Development Program for Partners
Sec 14 a.4, & 10.h
Area and Market
Research and
Systems Dev’t
Sec 14 a.1, a.3
Sec 10.a
Policy Research,
Analysis and
Formulation
Sec 14 a.3,
10.b & 21
Plans Dev’t,
Coordination
& Integration
Sec 10.a &
14 a.2
Incentives
Research,
Dev’t
& Coordination
Sec 21, 27,
31 & 32
Policy Research and TVET Plans Development
Hilario P. Martinez 32

33. Corporate Monitoring and Evaluation
Operating Units
EOs ROs POs
ODA
Sources
NGAs,
LGUs
IndustriesCongress
Mid-Term
& Annual Invest-
ment Analysis
and Plans
ICT Network Mgt
and Applications
Dev’t
Coordination
Operations &
Mgt Performance
Analysis and
Advisories
ICT
Network Capacity
and Operations
Analysis
Basic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
Organization Development Programs for Operating Units
P r o v i d e s I n f o r m a t i o n f o r
C o o r d i n a t i o n a n d N e t w o r k i n g
Corporate Invest-
ments Planning
& Development
Sec 10.c, 10.d
Management
Information and
Audit Services
Sec 10.e,
GAAM *
Corporate Management and Development Office
Hilario P. Martinez 33
* GAAM – General Accounting and
Auditing Manual

34. Office of Corporate Services and
Administration
Operating Units
EOs ROs POs
ODA
Sources
COA,CSC
Congress
Other
NGAs &
LGUs
OP
DBM
Analysis
of Corporate
Workforce
Fund
Utilization
Analysis
Assets and
Logistics
Utilization
Analysis
Basic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
Organization Development Programs for Operating Units
P r o v i d e s I n f o r m a t i o n f o r
Technical and Support Operations Benchmarking
C o o r d i n a t i o n a n d N e t w o r k i n g
Financial
Management and
Audit Services
GAAM
Assets &
Logistics
Management and
Coordination
GAAM
Corporate Intellec-
tual Capital Dev’t
& Personnel Adm.
CSC
Hilario P. Martinez 34

35. Accredited
Testing Venue
Registry
Skills
Standards
Registry
TVET Research and
Development
Operating
Units
LGUs,
NGAs
Workers IndustriesTVIs,
Schools
Skilled
Manpower
Registry Testing
Venue
Accreditation
Systems
Basic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
C o o r d i n a t i o n a n d N e t w o r k i n g
Development of
Systems for Testing
and Certification
Sec 14 b.1 & 22
Organization Development Programs
for Institutional Partners
Sec 14 b.2, 23 & 24
Systems
Develop-ment for
Accredi-tation of
Testing Venues
Sec 14 b.3
Sec 22 & 26
Development of
Systems for Skills
Standardization
Sec 14 b.4,
22, 25 & 26
P r o v i d e s I n f o r m a t i o n f o r
Skills
Standards
Development
Systems
Assessment
& Certification
Systems
NGOs
Office for Systems Development - Standards,
Certification and Accreditation
Hilario P. Martinez 35

36. L.M. &
Instr’l Tech.
Registry
TESD
Specialist
Registry
Training
Regulations
Registry
TVET Research and Development
Operating
Units
LGUs Workers IndustriesTVIs,
Schools
P r o v i d e s I n f o r m a t i o n f o r
Curricula
and Program
Design
Standards
TESD
Specialists
Development
Programs
L.M. &
Instructional
Tech. Dev’t
Design Stds
Basic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
Registry of
Value Formation
& Career Gui-
dance Prog.
C o o r d i n a t i o n a n d N e t w o r k i n g
Organization Development Program for Institutional Partners
Sec 14 c.4, 23, 24, 29
Curricula
and
Program
Standards
Development
Sec 14 c.1
Sec 14 c.2
TESD Specia-
lists Capability
Bldg. Program
Development
Sec 14 c.3 &
23
Instructional
Technology and
Learning Mat’ls
Research and
Systems Dev’t
Sec 28
Work Value &
Career
Guidance
Research and
Systems Dev’t
Sec 24
NGOs
Technical Vocational Education and Training
Research and Development Office
Hilario P. Martinez 36

37. Accredited
Firms
Registry
Accredited
Schools
Registry
Accredited
Trng. Ctrs.
Registry
TVET Delivery System Research and
Development
Operating Units
CO RO PO Workers IndustriesTVIs,
Schools
Provides Information forBasic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
C o o r d i n a t i o n a n d N e t w o r k i n g
Other Training
Providers
Schools-
System TVET
Delivery
Models
Trng. Ctrs.-
TVET
Delivery
Models
Company-
based TVET
Delivery
Models
Multi-Media
TVET Delivery
Models
NGOs
School-
System
TVET
Delivery
Development
Sec 14 d.1, d.2
& 20
Industry-System
TVET
Delivery
Development
Sec 14 f.2 & 20
Training Center
-System
TVET Delivery
Development
Sec 20
Multi-Media-
based
System TVET
Delivery
Development
Sec 24 & 28
Organization Development Programs for Institutional Client-Partners
Sector/Client-Specific TVET Accreditation Systems
Sec 23
Sec. 14 d.2, e.2 & f.2
TVET Delivery Systems Development and
Coordination Office
Hilario P. Martinez 37

38. Operating Units
EOs ROs POs
Employers,
Workers
Group
Training
Providers
Other
NGAs &
LGUs
NGOs
Industry
TVET Delivery
Models
LGU
Capability
Building
Programs
Entrepre-
neurship
Models
Basic
Input
Source
Basic
Enabling
Activity
Program
Development
Level
Core
Outputs
Internal
Coordination
External
Coordination
P r o v i d e s I n f o r m a t i o n f o r
Area, Industry Sectors, and Local
Governance Research and Analysis
C o o r d i n a t i o n a n d N e t w o r k i n g
Skilled Manpower
Organization and
Assistance
Sec 28
LGU TVET
Governance
Development and
Coordination
Sec 29
Industry
Coordination and
Partnership
Development
Sec 24
Institutional Partners
Development and Coordination Office
Hilario P. Martinez 38

39. REPORTORIAL AND
COMMUNICATION
ARRANGEMENT
Hilario P. Martinez 39

40. ODDG
E.O. E.O.
ODDG
E.O. E.O.
R.O. R.O. R.O.
R.O.R.O.R.O.
R.O. R.O. R.O. R.O.
ODG
R.O.
R.O. R.O.
R.O.
R.O.
L U Z O N V I S A Y A S M I N D A N A O
Direction Setting
Technical Education Skills Development
P R O V I N C I A L O F F I C E S
StrategicIntegration
andCoordination
RegionalIntegration
andCoordination
Respondingto
LocalDemands
ORGANIZATIONAL REPORTING ARRANGEMENTProgramMarketing
Corporate Performance
TVET Program Performance
Hilario P. Martinez 40
SAOE.O.E.O.

41. Consolidation of Outputs and
Inputs from Regional Offices
. .
Accredited
Firms
Registry
Accredited
Trng Ctrs
Registry
Accredited
Schools
Registry
Area
and Sector
Profile
Accredited
NGOs
Registry
Accredited
Testing Ctrs
Registry
Registry of
Skilled
Manpower
CENTRAL DATABASE
Company-
Based System
Performance
Trng. Ctr.-
System
Performance
School-
System
Performance
Area and
Industry TVET
Issues
Assessment
/Certification
Performance
Beneficiary
Profile
Resources
Utilization
Reports
Regional
Programs &
Projects
CENTRAL OFFICES
REGIONALOFFICES
REGIONALOFFICES
SOCIO-ECONOMIC
STATISTICS
O
U
T
P
U
T
S
I
N
P
U
T
S
D I R E C T I V E S G U I D E L I N E S
Hilario P. Martinez 41

42. Regional Offices’ Outputs to
Central Office
Accredited
Firms
Registry
Accredited
Trng Ctrs
Registry
Accredited
Schools
Registry
Area
and Sector
Profile
Accredited
NGOs
Registry
REGIONAL OFFICES
CENTRAL OFFICE
(INTEGRATION AND
COORDINATION)
Accredited
Testing Ctrs
Registry
REGIONAL T.E.S.D. PLANS
PERFORMANCE PARAMETERS AND RESOURCE ALLOCATION GUIDELINES
INTEGRATION AND COORDINATION
DIRECTIVES
PROGRAM GUIDELINES
AND DIRECTIVES
LGUs T.C.s Schools Firms Ass’ns NGAs Workers YouthNGOs
I N T E L L I G E N C E
Registry of
Skilled
Manpower
Project
Proposals
Hilario P. Martinez 42

43. Regional Offices’ Inputs to
Central Office
Company-
Based System
Performance
Trng Ctr
System
Performance
School
System
Performance
Area and
Industry TVET
Issues
Assessment
/Certification
Performance
REGIONAL OFFICES
CENTR AL OFFICE
(INTEGRATION AND
COORDINATION)
Beneficiary
Profile
UTILIZATION OF RESOURCES
PERFORMANCE PARAMETERS AND RESOURCE ALLOCATION GUIDELINES
INTEGRATION AND COORDINATION
DIRECTIVES
PROGRAM GUIDELINES
AND DIRECTIVES
LGUs T.C.s Schools Firms Ass’ns NGAs Workers YouthNGOs
I N T E L L I G E N C E
Hilario P. Martinez 43

44. Provincial Offices’ Outputs to
Regional Offices
Hilario P. Martinez 44
Accredited
Firms
Registry
Accredited
Trng Ctrs
Registry
Accredited
Schools
Registry
Area
and Sector
Profile
Accredited
NGOs
Registry
PROVINCIAL OFFICES
REGIONAL OFFICE
(INTEGRATION AND
COORDINATION)
Accredited
Testing Ctrs
Registry
PROVINCIAL T.E.S.D. PLANS
PERFORMANCE PARAMETERS AND RESOURCE ALLOCATION GUIDELINES
INTEGRATION AND COORDINATION
DIRECTIVES
LGUs T.C.s Schools Firms Ass’ns NGAs Workers YouthNGOs
I N T E L L I G E N C E
Registry of
Skilled
Manpower
Project
Proposals
PROGRAM GUIDELINES AND SERVICE
AREA-SPECIFIC DIRECTIVES

45. Provincial Offices’ Inputs to
Regional Offices
Company-
Based System
Performance
Trng Ctr
System
Performance
School
System
Performance
Area and
Industry TVET
Issues
Assessment
/Certification
Performance
PROVINCIAL OFFICES
REGIONAL OFFICE
(INTEGRATION AND
COORDINATION)
Beneficiary
Profile
UTILIZATION OF RESOURCES
PERFORMANCE PARAMETERS AND RESOURCE ALLOCATION GUIDELINES
INTEGRATION AND COORDINATION
DIRECTIVES
PROGRAM GUIDELINES AND SERVICE
AREA-SPECIFIC DIRECTIVES
LGUs T.C.s Schools Firms Ass’ns NGAs Workers YouthNGOs
I N T E L L I G E N C E
Hilario P. Martinez 45

46. CERTIFIABLE
MANPOWER
The TESDA Business Model
Hilario P. Martinez 46
ASSESSMENT
CENTERS
CERTIFIED
WORKFORCE