The document outlines the new organizational structures of the Central, Regional, and Schools Division Offices of the Department of Education. It details the various bureaus, offices, and divisions within the Curriculum and Instruction Strand, Governance and Operation Strand, Legal and Legislative Strand, Finance and Administration Strand, Regional Office, and Schools Division Office that work together to deliver quality basic education.
This new secondary education curriculum in effect is designed to continue pupil development started by PRODED. The same paper revealed research findings indicating a need to improve student performance in science, mathematics and communication arts and that ineffective teaching, inadequate facilities and instructional materials contribute to unsatisfactory student performance and finally the need to improve also policy-making and increase the internal efficiency of the system.
This new secondary education curriculum in effect is designed to continue pupil development started by PRODED. The same paper revealed research findings indicating a need to improve student performance in science, mathematics and communication arts and that ineffective teaching, inadequate facilities and instructional materials contribute to unsatisfactory student performance and finally the need to improve also policy-making and increase the internal efficiency of the system.
Philippines: School Plant and Facilities
-School Buildings: designs from old to new + PAGCOR designed buildings
-Design of School Buildings
-Design Guidelines
-Design Requirements
-Building Risk Reduction Requirements
-Building Risk Reduction Requirements for Parts of a School Building and Amenities
Objective
To equip participants with an insight of School-Based Management (SBM) to support schools in their journey to improve School Performance and Student Achievement.
Methodology
explore 21st Century era Learning and to improve and align school resources to provide for it.
Methodology
to explore 21st Century era Learning and to improve and align school resources to provide for it.
to model School-Based Management(SBM) strategies to improve School Performance and,
to apply SBM techniques to improve Student Achievements
School Based Management Contents
Overview of Resource Management-School Based (SBM)
21st Century Teaching & Learning
SBM Assessment Instrument-Six Dimension of SBM
Strategies to improve School Performance & Student Achievement
Workshop Activity
Philippines: School Plant and Facilities
-School Buildings: designs from old to new + PAGCOR designed buildings
-Design of School Buildings
-Design Guidelines
-Design Requirements
-Building Risk Reduction Requirements
-Building Risk Reduction Requirements for Parts of a School Building and Amenities
Objective
To equip participants with an insight of School-Based Management (SBM) to support schools in their journey to improve School Performance and Student Achievement.
Methodology
explore 21st Century era Learning and to improve and align school resources to provide for it.
Methodology
to explore 21st Century era Learning and to improve and align school resources to provide for it.
to model School-Based Management(SBM) strategies to improve School Performance and,
to apply SBM techniques to improve Student Achievements
School Based Management Contents
Overview of Resource Management-School Based (SBM)
21st Century Teaching & Learning
SBM Assessment Instrument-Six Dimension of SBM
Strategies to improve School Performance & Student Achievement
Workshop Activity
Accreditation is a third-party attestation related to a conformity assessment body conveying formal demonstration of its competence to carry out specific conformity assessment tasks. An authoritative body that performs accreditation is called an 'accreditation body'
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
1.4 modern child centered education - mahatma gandhi-2.pptx
DO. 52 s. 2015 (mona report).pptx
1. DO. 52 s. 2015
Prepared by:
MONA LISA T. MAGNO
NEW ORGANIZATIONAL STRUCTURES OF THE
CENTRAL, REGIONAL, AND SCHOOLS DIVISION
OFFICES OF THE DEPARTMENT OF EDUCATION
3. BUREAU OF CURRICULUM DEVELOPMENT
Develops and manages the national education policy framework on curriculum development and
management for the Department.
Develops national curriculum standards for basic education.
Designs and develops special curriculum programs appropriate for all types of learners.
Formulates policies and guidelines relevant to the management, contextualization and localization
of the curriculum.
Offices and divisions:
1. Office of the Director
2. Curriculum Standards Division
3. Special Curricular Programs Division
4. BUREAU OF LEARNING DELIVERY
Develops and manages the national education policy framework on learning management and delivery
for all types of learners including those with special needs.
Develops standards for learning management and delivery systems that consider diversity of learners
and their contexts.
Designs learning management and delivery models for different learning groups / types of learners in
accordance with the learning system where the learners are engaged.
Sets the policies and guidelines for co-curricular activities that are supportive of the curricular programs.
Develops and manages the training and development program for the teaching personnel in
coordination with the National Educators Academy of the Philippines (NEAP).
5. BUREAU OF LEARNING DELIVERY
Offices and divisions:
Office of the Director
Teaching and Learning Division
Student Inclusion Division
Madrasah Education Office
Focuses on the recipients of the Madrasah Education curricular and co-curricular programs.
Indigenous Peoples (IP) Education Office
Focuses on the specific requirements to deliver basic education to indigenous people.
Education for Learners with Special Needs Office (ELSNO)
Focuses on the specific requirements to deliver basic education to learners with special needs.
6. BUREAU OF EDUCATION ASSESSMENT
Develops and manages the national education policy for educational assessment and quality assurance (QA).
Establishes policies, standards and guidelines relevant to assessment and quality assurance of curriculum and learning
delivery processes.
Links with international/national agencies for networking and benchmarking relevant to educational assessment and
education research.
Advocates and promotes the use of assessment, QA and education research results for policy recommendations, review
and enhancement of the curriculum and other related processes.
Defines the focus, direction and framework of education research for the Curriculum and Instruction Strand.
Offices and divisions:
Office of the Director
Education Assessment Division
Education Research Division
7. BUREAU OF LEARNING RESOURCES
Develops and manages the national education policy framework on learning resources development and
management for the Department.
Formulates policies, standards, and guidelines for the design, development, evaluation, production, and
utilization of learning resources across all levels of the organization.
Formulates policies, standards, and guidelines on the acquisition, allocation, procurement, and equitable
distribution of learning resources across all levels of the organization.
Conducts research and monitors and evaluates learning resource needs and use for continuous
improvement.
Provides learning resources aligned to the curriculum and supportive of the various curriculum programs
and modes of delivery, including those for learners with special needs.
8. BUREAU OF LEARNING RESOURCES
Establishes and maintains systems that promote and support access to quality learning
resources online and offline.
Ensures the sustainable and efficient operation of the Center for Learning Resources.
Provides access to quality assured learning resources.
Offices and divisions:
Office of the Director
Learning Resources Production Division
Learning Resources Quality Assurance Division
10. BUREAU OF LEARNER SUPPORT SERVICES
Formulates the national framework for all learner support services and issue policies and standards
to guide the programs for the holistic development of learners that complement the curricular
offerings. The focus of these developmental programs are on the:
Improvement of learner readiness in terms of physical health and proper nourishment.
Character formation and preparation of the youth towards leadership roles and civic service.
Development of mental discipline, psychomotor skills and social values through after-school sports programs.
Provides technical and resource support to program implementers in the field.
Offices and divisions:
Office of the Director
School Health Division
School Sports Division
Youth Formation Division
11. BUREAU OF HUMAN RESOURCE AND
ORGANIZATIONAL DEVELOPMENT
Develops and implements an Organization Development (OD) Framework for the Department that is
responsive to aspirations of the organization to support the delivery of basic education.
In collaboration with the Project Development Division (PDD) of the Project Management Service (PMS),
designs Education Development Programs and Projects (EDPPs) in the context of the organization
development framework and plan of the Department.
Integrates and orchestrates the development of all national policy and operational frameworks of the
different offices in the Department.
Integrates and orchestrates the implementation of the Department’s organization development and
management agenda and programs.
Manages, coordinates and implements specific EDPPs to ensure relevance, quality, completion and
sustainability of results.
12. BUREAU OF HUMAN RESOURCE AND
ORGANIZATIONAL DEVELOPMENT
Develops and strengthens the in-house capability on the operation and management of
organization development and change initiatives.
Generates knowledge and information derived from the implementation and evaluation
of EDPPs for future development and design initiatives.
Offices and divisions:
Office of the Director
Employee Welfare Division
Human Resource Development Division
Organization Effectiveness Division
School Effectiveness Division
13. NATIONAL EDUCATOR’S ACADEMY OF THE
PHILIPPINES (NEAP)
Formulates a national strategic framework for the professional development of all DepEd
personnel, including all education managers and educators.
Provides and manages needs-based and demand-driven professional development programs for the
continuing education of the human resources of the Department (e.g. scholarship programs), which
includes providing technical assistance to the NEAP in the regions for the same purpose.
Develops learning maps, training program designs and resource packages for various human
resource groups.
Quality assures the NEAP in the regions including the accreditation/recognition of training
programs, trainers, and training service providers.
14. NATIONAL EDUCATOR’S ACADEMY OF THE
PHILIPPINES (NEAP)
Manages the Training and Development Information System (TDIS), a component of the HRMIS, in
support to the provision of quality programs.
Links with the CHED and teacher education institutions for the development and recognition of
NEAP training programs for credit units at the graduate level or for
specialization/certificate/degree programs.
Manages partners’ support to professional development.
Offices and divisions:
Office of the Director
Professional Development Division
Quality Assurance Division
15. PROGRAM MANAGEMENT SERVICE
This office generally performs functions such as (but not limited to) the management, coordination,
monitoring and evaluation of capital intensive and large scale projects that involve two or more units
or agencies. Specific functions include:
Develops the strategic framework, guidelines and standards on program/project development,
management, monitoring and evaluation.
Develops and installs measures, systems and structures to ensure the continuous and sustained
implementation of programs and projects which have been/can be integrated in the regular
structure.
Provides support and mobilizes resources to the different units to ensure efficient planning,
application and optimum use of resources to program and project operations and implementation.
16. PROGRAM MANAGEMENT SERVICE
Develops processes and mechanisms to assess the effectiveness of the
programs/projects/initiatives for the purpose of policy formulation, long- and medium-
term planning and (re)designing of programs and projects.
Offices and divisions:
Office of the Director
Project Development Division
Project Management Division
18. LEGAL SERVICE
Develops and manages the strategic framework on the provision of legal services to guide the operations of the Legal
Offices for the Department.
Provides legal advice to the Department; interprets laws and rules affecting the operation of the Department; prepares
contracts and instruments to which the Department is a party, and interprets provisions of contracts covering work
performed for the Department by private entities.
Assists DepEd management in the promulgation of rules governing the activities of the Department; prepares comments
on proposed legislation concerning the Department; answers legal queries from the public.
Assists the Solicitor General in suits involving the Department or its officers or employees, or acts as their principal
counsel in all actions taken in their official capacity before judicial or administrative bodies, and performs such other
functions as may be provided by law.
Offices and divisions:
Office of the Director
Investigation Division
Legal Division
20. FINANCE SERVICE
Formulates a national policy framework for the operationalization of the Finance services in the Department.
Provides management with technical staff assistance on fiscal matters particularly on:
Management of financial resources
Determination of budgetary requirement
Accounting of the Department’s funds
Offices and divisions:
Office of the Director
Accounting Division
Budget Division
Employee Account Management Division
21. ADMINISTRATIVE SERVICE
Formulates a policy framework for the operationalization of the Administrative services in the Department.
Develops and implements administrative policies and guidelines on material resource management.
Provides the Department with economical, efficient and effective services relating to personnel,
information, records, delivery and receipt of correspondence, buildings, school furniture, supplies,
equipment, collections, disbursements, security and custodial work.
Offices and divisions:
1. Office of the Director 5. General Services Division
2. Asset Management Division 6. Personnel Division
3. Cash Division 7. Records Division
4. Education Facilities Division 8. Baguio Teachers Camp
22. PROCUREMENT MANAGEMENT SERVICE
Formulates the framework to guide the operations of the Procurement Management Service.
Directs all activities of the Department, whether in the central (including those of its staff bureaus)
or regional level, pertaining to procurement planning, purchasing, contract management, and
monitoring.
Offices and divisions:
Office of the Director
Procurement Planning and Management Division
Contract Management Division
Bid and Awards Committee Secretariat Division
23. OFFICE OF THE REGIONAL DIRECTOR
OFFICE OF THE REGIONAL DIRECTOR-PROPER
Accountability: To ensure access to, promote equity in, and continuously improve the quality of
basic education in the region and schools divisions under his/her care by leading in policy and
direction setting, standard setting and enforcement (consistent with the national educational
policies, plans and standards), partnership building and networking with stakeholders of
education, as well as by effectively and efficiently managing the financial, human, and physical
resources of the region.
LEGAL UNIT
a. Provide legal advice and render legal opinions to the Regional Director and
officials of the region.
24. OFFICE OF THE REGIONAL DIRECTOR
b. Interpret laws and rules affecting the operation of the Department; prepare contracts and
instruments to which the Department is a party, and interpret provisions of contracts covering
work performed for the Department by private entities;
c. Handles legal and investigation matters concerning the regional office and its employees, and those
delegated by the Central Office;
INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) UNIT
Manage the ICT System and infrastructure to effectively support operations, ICT-related plans and
programs of the divisions/units within the region.
25. OFFICE OF THE REGIONAL DIRECTOR
PUBLIC AFFAIRS UNIT
a. Manage the communication system, processes and mechanisms to strengthen relationships
with external partners, media organizations and inform the public of the status and
accomplishments of the region;
b. Provide direct communication support to the Regional Director and other official
spokespersons (speeches, messages, media coverage, talking points, and other similar public
and media relations requirements);
c. Manage information flow and communications in support of crisis management
26. CURRICULUM AND LEARNING MANAGEMENT
DIVISION
Accountability: To ensure full implementation of the articulated basic
education curriculum (pre-school, elementary, secondary & ALS), its
localization/indigenization and increase access to quality and varied learning
resources towards improvement in the quality of learning outcomes.
Office Of The Division Chief
Learning Resource Management And Development Section
27. EDUCATION SUPPORT SERVICES DIVISION
Accountability: To support the delivery of basic education through (special) programs,
projects, and the provision of needed resources to the Schools Divisions in order to
create an environment conducive to learning and ensure learner readiness to learn
through:
School Health and Nutrition
Education Facilities
Programs and Services ( e.g DRRM, School Sports, Guidance and Counseling, etc.
28. General Functions: Regional office
FIELD TECHNICAL ASSISTANCE DIVISION
Accountability: To coordinate and integrate the provision of technical assistance (TA) to schools
divisions with the purpose of facilitating the delivery of quality basic education and create an
enabling environment for Schools and learning centers
QUALITY ASSURANCE DIVISION
Accountability: To ensure compliance with standards of quality basic education by assessing,
monitoring and evaluating the region and schools division performances to inform decision
making and guide policy directions in the region towards continuous improvement in the
delivery of basic education
