Department of Education (Philippines) School Governing Council (SGC) Orientation and Conference. SGC Legal Basis, Roles, Duties and Responsibilities and Functions. Basic Concepts of the SGC: Shared Accountability, Shared Commitment, and Shared Responsibility.
SGC Stakeholders: Internal and External Stakeholders
pabasa sa ICT coordinator, then sya papagawa sa mga teachers, isang pc/laptop lang gamitin para d magulo... huwag ka na maghanap ng google forms o microsoft forms version... sumunod ka...
-It is a statement of anticipated results during a designated
time period expressed financial and nonfinancial terms.
-Three essential steps in the control process are establishing standards, comparing results with standards and taking corrective action.
-Budgeting process starts when top-level management establishes the strategies and goals for the organization.
Department of Education (Philippines) School Governing Council (SGC) Orientation and Conference. SGC Legal Basis, Roles, Duties and Responsibilities and Functions. Basic Concepts of the SGC: Shared Accountability, Shared Commitment, and Shared Responsibility.
SGC Stakeholders: Internal and External Stakeholders
pabasa sa ICT coordinator, then sya papagawa sa mga teachers, isang pc/laptop lang gamitin para d magulo... huwag ka na maghanap ng google forms o microsoft forms version... sumunod ka...
-It is a statement of anticipated results during a designated
time period expressed financial and nonfinancial terms.
-Three essential steps in the control process are establishing standards, comparing results with standards and taking corrective action.
-Budgeting process starts when top-level management establishes the strategies and goals for the organization.
Government Auditing Standards for Deficiencies in Internal Control - 7.19 states “…When auditors detect deficiencies in internal control that are not significant to the objectives of the audit but warrant the attention of those charged with governance, they should include those deficiencies either in the report or communicate those deficiencies in writing to audited entity officials. Auditors should refer to that written communication in the audit report if the written communication is separate from the audit report. When auditors detect deficiencies that do warrant the attention of those charged with governance, the determination of whether and how to communicate such deficiencies to audited entity officials is a matter of professional judgment.”
For more classes visit
www.snaptutorial.com
Complete the University Material: Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
For more classes visit
www.snaptutorial.com
Complete the University Material: Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
For more classes visit
www.snaptutorial.com
Complete the University Material: Financial Environments Worksheet.
• Identify three examples of entities with
Complete the University Material: Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
For more classes visit
www.snaptutorial.com
Complete the University Material: Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
For more classes visit
www.snaptutorial.com
Complete the University Material: Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
Financial Management is seeing to it that schools have the funds it requires to meet its goals in its quest to becoming a sustainable and viable institution and that value for money is gained for such funds expended.
BSBHRM505 Manage remuneration and employee benefitsLearner Instr.docxcurwenmichaela
BSBHRM505 Manage remuneration and employee benefits
Learner Instructions 1
(Present options)Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.Performance objective
Demonstrate the skills and knowledge required to analyse strategic and operational plans in order to present remuneration and benefit options to management.Assessment description
Develop tworemuneration and benefits strategy options based on information provided in the Exclusive Foods case study.Procedure
1. Review the Exclusive Foods case study.
2. Review information provided in your Student Workbook and other reference materials as required.
3. Complete a written report detailing two remuneration and benefits strategy options that will provide for the needs of Exclusive Foods.
4. Ensure all areas detailed in the quality specifications below are included in the strategy.
Note: Assessment Task 2 builds upon the strategy options developed for this task. Ensure that you adequately save and retain your work for further use in Assessment Task 2. Specifications
You must provide:
· a written report using Microsoft Word.
Your assessor will be looking for:
· the strategic goals of each remuneration strategy
· the features of each remuneration strategy
· factors have been taken into consideration in regards to current practice and possible developments in the market and legislative parameters including:
· short-term business needs
· medium- to long-term considerations.
· explanation of the features of each option and comparison of the:
· strengths and weaknesses of each option
· advantages and potential disadvantages to Exclusive Foods of each option.
Candidate: I declare that this work has been completed by me honestly and with integrity and that I have been assessed in a fair and flexible manner. I understand that the Institute’s Student Assessment, Reassessment and Repeating Units of Competency Guidelines apply to these assessment tasks.
Signature: ___________________
Date: ____/_____/_____
Case study: Exclusive Foods
Welcome and IntroductionWelcome to Exclusive Foods
You have just been appointed to our management team as Human Resources Manager.
· Exclusive Foods operates a chain of 17 retail outlets in NSW.
· Exclusive Foods has grown from a small family business started in the 1970s to a business employing around 350 people.
· Our corporate office is in Sydney, NSW. All administrative functions including sales planning, operations management, financial management and human resource management are conducted at these premises.
· Each of the 17 stores has a manager appointed to run the day-to-day operations of the business.General background
Exclusive Foods has undergone many changes in the past ten year.
For more course tutorials visit
www.tutorialrank.com
Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
HCS 577 Effective Communication - tutorialrank.comBartholomew37
For more course tutorials visit
www.tutorialrank.com
Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
For more course tutorials visit
www.newtonhelp.com
Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
HCS 577 Possible Is Everything/newtonhelp.comlechenau53
For more course tutorials visit
www.newtonhelp.com
Financial Environments Worksheet.
• Identify three examples of entities with for-profit, not-for-profit, and government financial environments in the health care industry.
• Compare the similarities and differences between the for-profit, not-for-profit, and government financial environments.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
Dep ed order no. 8 s. 2007
1. DepEd Order No. 8 s. 2007
Revised Implementing Guidelines on the
Operation and Management of School
Canteens in Public Elementary
and Secondary Schools
EDD 503: Problems and Issues in Education and National Development
Delma Joie D. Magtubo, LPT, RN, MAN
2. 1.1 The school canteen shall help eliminate malnutrition among
pupil/students.
1.5 Service should be the main consideration for operating a
school canteen. Profit shall be secondary since the clientele
are puplis/students who are dependent only to their meager
allowance from their parents.
1.6 Reporting and accounting of the proceeds from the
operations of a school canteen shall be made by the parties
concerned to emphasize transparency and accountability.
1.0 Purpose
DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School Canteens in Public
Elementary and Secondary Schools
3. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
3.2 School-Managed Canteen
school under the general supervision of the school
head/principal.
3.3 Teachers’ Cooperative Managed Canteen
duly registered teachers’ cooperative.
3.6 Administrative Expense
general expenses of business operation such as
salaries, supplies, water, bills and insurance, etc.
3.0 Definition of Terms
4. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
3.7 Cost of goods sold – is equal to the inventory at the
beginning of the year, adding the cost of goods manufactured or
purchased during the year, minus the inventory at the end of the
year.
3.8 Selling expense – refers to the expenses of promoting,
selling and distributing products which may include such items
as advertising, commissions, delivery expenses, travel expenses
and entertainment.
3.9 Gross Margin – refers to the difference between gross sales
and cost of goods sold including the cost of freight and
production directly related to the preparation of the food items.
3.0 Definition of Terms
5. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
4.1 School canteens shall be of two types:
(1) School- Managed Canteen;
(2) Teachers’ Cooperative-Managed Canteen.
Both shall adhere to professional management and sound
business practices as well as to safety and security
measures.
4.0 Policy Statements
6. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
4.7 A reasonable mark-up price for all merchandise in
the canteen shall be allowed, provided that the selling
retail price does not exceed the prevailing prices in the
locality.
4.8 Sub-leasing the whole or part of the school canteen
premises or sub-contracting the operation of the school
canteen to concessionaires is prohibited.
4.0 Policy Statements
7. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
5.0 Procedural Guidelines
5.3 Reportorial Requirements All entities operating
and managing a school canteen, including the
laboratory canteen, shall regularly prepare the
following reportorial requirements to be submitted to
the DepEd and/or CDA, whichever is applicable:
8. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
5.0 Procedural Guidelines
Category of ReportsType of Reports Date of Submission Category A-1
To be submitted to the Department of Education, specifically to the school
head in case of teachers’ coop managed, and division office in case of
school-managed canteens.
1. Statement of Financial Condition
2. Statement of Operations Statement of Cash Flows
3. Notes to Interim Financial Statement and other disclosures Summary of
Cost of Sales Quarterly submission with deadline dates of:
May 15, August 15, November 15, and February 15
9. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
Category of ReportsType of ReportsDate of Submission
Category A-2
1. Bank Reconciliation
2. Schedule of Cost of Sale
3. Schedule of Operating Expenses
4. Monthly with deadline date of every 10th of the following month.
5. Schedule of Utilization of School Share Program Received from
the Cooperative
6. Schedule of Utilization of Gross Income Generated from the
Canteen Laboratory
5.0 Procedural Guidelines
10. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
Category of ReportsType of ReportsDate of SubmissionCategory A-2
To be prepared and maintained at all times and posted on the
school’s bulletin board and/or in any conspicuous place within the
school premises:
(6) Statement of Receipts and Disbursements
(7) Statement of Reports on Cooperatives’ School Program Support
(8) Schedule of Capitalization on the Operation of School Canteen
Monthly with deadline date of every 10th of the following month.
5.0 Procedural Guidelines
11. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
Category of Reports Type of Reports Date of Submission
Category B
• annual basis to or as required by the CDA (for teachers’
cooperative only)
• copy furnished the school head/principal Audited Financial
Statements including notes and disclosures
• Financial Performance Standards Annual Report to CD List of
Directors and Officers Report on Crimes and Losses
• May 1560 days after end of fiscal year 30 days after the GA
meeting; and 15 days following assumption of office To be
submitted as crime/incident occurs on the 5th bus. Day after
knowledge of crime or incidents
5.0 Procedural Guidelines
12. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
Different Schedules Cash Book Sales Schedule of Cost of Sales
Schedule of Administrative Expenses Schedule of Selling Expenses
Schedule of Accounts Receivable Schedule of Utilization of Income from
Canteen Schedule of Utilization of School Share Program Received from
the Cooperative
5.3 Reportorial Requirements The school-managed canteen shall prepare
its financial statements using the pro-forma copies of the monthly statement
of operation and financial statements which are hereto attached as
annexes “B” and “C”, respectively.
5.0 Procedural Guidelines
13. DepEd Order No. 8 s. 2007 :Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
5.0 Procedural Guidelines
5.3 Reportorial Requirements The school head/principal shall also post on the
school’s bulletin board a statement of receipts and disbursements, indicating
the share it received from the teachers’ cooperative managed canteen.
5.4 Accounting of Funds A book of accounts and statement of sales and
disbursements shall be maintained for recording daily transactions related to
the operations of the canteen. Receipts and other similar documents shall be
kept to support sales, purchases and disbursements made.
14. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
5.5 Incentives received in cash or in kind from private suppliers of food items
and beverages shall form part of the gross income of the school canteen and
shall be part of the financial statement.
5.4 Accounting of Funds For purpose of transparency and accountability, the
school head/principal shall organize a school level auditing committee to be
headed by a Mathematics department head/teacher, and Home Economics
department head/teacher and the president of the faculty club as members.
5.0 Procedural Guidelines
15. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
16. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
17. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
18. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
19. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
20. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
21. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
22. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
23. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
6.4 The Canteen Teacher shall be responsible in the
preparation and submission of reports and the books of
accounts and statement of sales and disbursements
required enumerated in Procedural Guidelines and 5.4.1,
respectively.
6.5 The net income derived from the operation of the
canteen shall be utilized for , but not limited to the
following:
6.0 Specific guidelines for School-Managed Canteens
24. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
6.0 Specific guidelines for School-Managed Canteens
Supplemental feeding program for undernourished pupil/students
35% School Clinic Fund
5% Faculty and student development fund
15% H.E. instructional fund
10% School operations fund
25% Revolving Fund
Total : 100%
25. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
6.0 Specific guidelines for School-Managed Canteens
6.6 Earning and cash received from canteen operations shall be
deposited daily in the nearest government depository bank. In the
absence of such government depository bank, deposits shall be
made at any nearest reputable commercial bank.
• In no case shall the deposits be made in the personal account of
any school official.
• A school-managed canteen shall have a bank account “in trust
for” the name of the school, whereby the school head/principal
and the Canteen Teacher shall be the joint signatories.
26. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
6.0 Specific guidelines for School-Managed Canteens
6.8 Disbursement of canteen funds shall be in accordance with the
approved budget and existing accounting and auditing rules and
regulations.
6.9 Teachers and canteen personnel shall be required to secure
clearance from money and property accountabilities in relation to
their involvement in the operation and management f the school
canteen before they are allowed to retire and/or resign from
government service, or transfer to other posts for purposes of re-
assignment or promotion to a higher position.
27. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
7.10 Sharing of Proceeds The sharing of the gross margin derived from the
teachers’ cooperative-managed canteen shall be as follows:
a. Eighty percent (80%) for the teachers’ cooperative and twenty
percent (20%) for the school.
However, the school head/principal and teachers cooperative may agree on
other percentage of sharing depending on the peculiar situation of the school:
Provided that the share of the school shall not be less than twenty
present (20%).
Remittance of the school share shall be due every fifth day of the month.
7.0 Specific Guidelines for Teachers’ Cooperative-Managed Canteens
28. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
7.0 Specific Guidelines for Teachers’ Cooperative-Managed Canteens
b. The school head/principal or his/her duly authorized
representative shall receive the school share from the teachers’
cooperative and issue the corresponding acknowledgement receipt
duly signed by the school head/principal or his/her duly authorized
representative.
Any authorized disbursement made chargeable against such share
shall be recorded, accounted for and supported by receipts.
29. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools
7.0 Specific Guidelines for Teachers’ Cooperative-Managed Canteens
c. The share of the school shall be utilized as follows:
Supplemental feeding program for undernourished
pupil/students
35% School Clinic Fund
5% Faculty and student development fund
15% H.E. instructional fund
10% School operations fund
Total: 100%
30. DepEd Order No. 8 s. 2007:Revised Implementing Guidelines on the Operation and Management of School
Canteens in Public Elementary and Secondary Schools