This document provides a progress report for the period of July-September 2012 from Region VII. It finds that the overall accomplishment rate for the region was 88.98%, an increase over the previous quarter. Most divisions met or exceeded their targets, with a few having minor balances to complete in the fourth quarter. Unexpected outputs were delivered by the Curriculum and Learning Management Division due to additional instructions. Recurring issues included lack of sufficient personnel in some divisions and delays in report submission. The report analyzed accomplishments, balances, value-added outputs, issues and lessons learned to guide adjustments to division work plans and resource allocation.

1. PROGRESS REPORT OF ACCOMPLISHMENTS
FOR THE PERIOD OF: JULY - SEPTEMBER 2012
REGION: VII
1

2. PROGRESS REPORT OF ACCOMPLISHMENTS
FOR THE PERIOD OF: JULY - SEPTEMBER 2012
REGION: VII
1.0. INTRODUCTION
The Regional Monitoring, Evaluation and Adjustment is done periodically to determine the progress
of the region in its delivery of education services as well as its performance as an organization. The lead
functional division to conduct quarter RMEA is the Quality Assurance and Accountability Division using the
STRIVE RMEA technology with the participation of the various functional as well as administrative units of
the region with the end-point of obtaining information for the regional management to make decisions on
adjusting its work plans and strategies.
Unnumbered Regional Memorandum dated October 2, 2012 was issued to all Regional Personnel
Concerned for the CY 2012 Third Quarter Regional Monitoring, Evaluation and Plan Adjustment. All RO Units
were directed to prepare the monitoring and evaluation report which aimed to establish information as
basis for determining appropriate approach / strategy to improve organizational performance in fulfillment of
the regional mandate and strengthen collective actions to service better the divisions and schools within the
accountability of the Region and present information regarding organization resource support to the region
management that will support decisions and adjustments to plans (e.g. budget, personnel, physical facilities
plan) and strategies to ensure appropriate allocation of resources to support performance efficiency and
effectiveness.
2.0. SCOPE
With the implementation framework of the system now in place and accepted by the Regional
Management, an important part of the process is its implementation. The two - day live-out Third Quarter
RMEA was conducted on October 10-11, 2012 and quantitative and qualitative information per RO unit
were gathered, analyzed, interpreted and to be presented to the Regional Management. But prior to the
actual conduct of the RMEA, there was Pre-RMEA conducted on October 8-9, 2012. Necessary
adjustments on the Work plan of every functional division/RO unit was done in the afternoon on the second
day of the RMEA on October 11, 2012.
The coverage of the Monitoring and Evaluation report is from July to September, 2012 as indicated
in the Work Plan of every Functional division and RO Unit. The focus of this report is on area on
Organizational Performance/Health along its Organizational Effectiveness which pertains to individual,
team and organizational effectiveness of the region. Outputs achieved per individual RO Unit and those
co-implemented by at least 2 or more RO units, Implementation Issues of each regional unit/functional
division regarding work plan implementation, Institutional issues that involves multiple functional divisions
2

3. and Lessons Learned are tracked down while Organizational Resource Support concerns mainly with
availability and adequacy of resource requirements for the region to carry out its mandate efficiently and
effectively. This includes the analysis of how the region best optimizes its financial, human and
organizational capabilities in performing its functions by individual units and as a team.
3.0. METHODOLOGY
The weeklong live-out Third Quarter RMEA was conducted following the STRIVE RMEA
technology . Purposely it was conducted for the participants to have established quantitative information on
the accomplishment of every RO unit, identified and clarified issues encountered and lessons learned and
adjusted the work plan of each Functional division/RO unit.
During the Pre-work activity on October 8-9, 2012 at DepED Conference Room, Cebu City, all
Chiefs, Internal M & E of every RO unit and QAAD personnel and in every RO unit assigned in every RO
unit convened and did actual data collection on quantitative and qualitative information to gather initial
reports on Physical Accomplishment. Tools were given for easy data collection following established
standards.
In plenary during the Pre-RMEA, 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 in Table 1-A, each FD computed the division/unit’s
physical accomplishment using the Table 1-B on Programs and Projects, Table 1-C on FDs Physical
Accomplishment, Table 1-D on Budget and Finance and Admin.
 In plenary, consolidation of the functional division /unit physical accomplishment using Table 1-E was
done.
 Each FD reported the balance of physical outputs and identified reasons for variance using Table 1-F.
 Then, every FD has to identified the value added contributions using the Table 1-H
A physical output can only be credited if it meets standard/s and has MOV/s.
Each QAAD personnel was given assignment on what RO Unit to facilitate for easy data
gathering, analysis and interpretation using the recommended tools : CLMD by Dr. Estela B. Susvilla, T and
DD and RMSPPD by Dr. Joy Kenneth Biasong, FED by Dr. Eduardo Bacaltos, QAAD by Ms. Rosa
Cabotaje, PPRD by Ms. Merden Bryant, BFD and Admin by Mr. Sinfronio Thelmo. Dr. Marcial Degamo
was the over-all Chairman.
The actual conduct of RMEA took place on October 10-11, 2012 at the same venue DepED
Conference Room, Cebu City. The quantitative and qualitative information gathered during the Pre-RMEA
were validated by the all members of the RO Units before the actual reporting.
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4. Day 1 of the RMEA proper was reporting by all Chiefs of the RO Units on their accomplishments,
balances, value added contributions, issues, lessons learned and proposed recommendations. They were
made to identify the outputs that can be considered as their technical assistance made to the Schools
Division Offices.
Different sessions were facilitated by the QAAD personnel. Session I on Quantitative Information
was facilitated by Dr. Estela Susvilla, Session 2 , on Issues and Proposed Resolutions by Ms. Merden
Bryant, Session 3 on Lessons Learned by Ms. Rosa Cabotaje, Session 4 on Organizational Resources by
Mr. Sinfronio Thelmo and Session 5 on Proposed Recommendations was handled Dr. Joy Kenneth
Biasong. After every presentation of the different sessions, workshop was conducted simultaneously.
Tools were given to gather and consolidate the data.
The quantitative and qualitative information gathered were consolidated, analyzed and interpreted
and presented by Dr. Marcial Degamo, Chief of Quality Assurance and Accountability Division to the top
management for actions and adjustments. Inputs from the Technical Advisers of SEMIT were noted down.
4.0. Findings
4.1. Organizational Effectiveness
4.1.1 Expected outputs
Overall percentage of accomplishment of the region
Third Quarter (July - September) of this Calendar Year 2012 was a good quarter for Region 7 in
terms of its overall percentage of accomplishment. The Work Plan of every functional division was the
basis in counting the physical accomplishments. Based on its results, the region had 88.98% which has an
increase of 4.44% from the previous quarter which is 84.54%. The region as an organization is
satisfactorily doing well despite of the inadequacies in terms of personnel, office equipment and other
resources of the newly structured regional office.
As shown in the Table I below, Planning, Policy and Research Division and Administrative Division
performed the highest, followed by the Resource Mobilization and Special Programs and Project Division,
then by Training and Development and by the Field Effectiveness Division. Almost all of the Regional
Divisions/Units showed better performance as expected.
The functional divisions showing relatively greater performance are the Quality Assurance and
Accountability Division, Budget and Finance Division, and Curriculum and Learning Management Division.
4

5. Table I
RO UNIT Percentage of Accomplishment
Planning, Policy, and Research Division 97.04%
Administrative Division 98.71%
Training & Development Division 57.14%
Field Effectiveness Division 96.00%
Curriculum and Learning Management
96.00%
Division
Resource Mobilization and Special
88.00%
Programs and Projects Division
Quality Assurance and Accountability
90.00%
Division
Budget and Finance Division To be reported in Q4 yet
Total 88.98%
The performance of all functional divisions/units and the over-all performance of the region in
Quarter 3 is shown in the graph below.
Percentage of Unaccomplished Outputs
There are only very few targeted outputs that were not accomplished during the first quarter of this
year. The table below shows that only 11.02% left unaccomplished and noted to be done on the fourth
5

6. quarter of this year. It shows that every functional division/unit did their share of accomplishing their targets
despite of the limited resources in the region.
RO UNIT Percentage of Unaccomplishment
Planning, Policy, and Research Division 2.96
Administrative Division 1.29
Training & Development Division 42.86
Field Effectiveness Division 4.00
Curriculum and Learning Management Division 4.00
Resource Mobilization and Special Programs
and Projects Division 12.00
Quality Assurance and Accountability Division 10.00
Budget and Finance Division To be reported in Q4 yet
TOTAL 11.02
The unaccomplished outputs can be very well understood in the graph below.
REASONS FOR BALANCE
6

7. Common reasons for the balances of outputs of Third Quarter RMEA were delayed downloading
of SPHERE funds. Failure to complete the targeted outputs is one of the considerations in the making of
adjustment Work Plan for the CY 2012.
4.1.2 Unexpected /Value Added Outputs
Shown in the Table III below are the outputs which were not targeted in the Work Plan but were
done for some reasons that there were instructions from the top management to do so. Only Curriculum
and Learning Management Division has declared of having value-added outputs. The rest of the functional
divisions, there’s none.
Table III: VALUE-ADDED OUTPUTS
RO UNIT VALUE-ADDED OUTPUTS REASONS FOR ACHIEVING THEM
Funds originally charged to SEMIT
Capacitated Division MTB-MLE Writers/Editors Additional funds downloaded from
the CO
Identified Issues/Concerns/Priorities of Problems encountered that crop-up
MISOSA Implementation during the RFTAT
MISOSA Resource Package for TOT Provision of TA
Capacitated MISOSA Implementers Provision of TA
CLMD Capacitated Division Trainers on DORP Provision of TA
Implementation as part of SBM
Harmonized Multi-sectoral Values Education Due to different implementation of
Program in Region VII the Values Education Program
Capacitated Division Trainer on Assessment Due to request from the field for a
and Learning Based Outcomes unified and clear Assessment of
performance of the K to 12 learner.
Capacitated K-12 Grade 2 LM&TG Writers Preparing for the Grade 2
implementation
QAAD One QAAD Member served as trainer on the
Regional Training of School Paper Advisers Regional Director’s order
and Campus Journalists on September 25-
26,2012 , DepED Ecotech Center, Cebu city
Chief and One QAAD member attended the Regional Director’s order
Capability Building on Impact Evaluation
Chief QAAD attended PEACE Tech Regional Director’s order
Incorporated
One QAAD member attended the 3rd RIACAP
for person with disability conference Regional Director’s order
September 25,2012
One QAAD member served as Regional Sub
Committee for the Council Welfare Children
( RSCWC) 3rd Interagency for the Regional Regional Director’s order
Sub- committee for Council Welfare for
7

8. Children
September 26,2012
One QAAD Member served as Chairman of
the Board on the Selection of the Ten Regional Director order
Outstanding Boy Scout of the Philippines
(BSP) for National Qualifier
August 18, 2012
One QAAD member attended the BSP
Executive Meeting as Region representative Regional Director order
July to September ,2012
One QAAD member served as an evaluator on
the selection of presidential award for Child Regional Director order
Friendly Cities , first to fourth municipalities
category July 2012
Two QAAD members prepared SG and PPT Regional Director order
and for the CB on SH K to 12 implementation
19 Division CFSS coordinators and 6 RFTATs Regional Director order
leaders and members oriented
One QAAD member served as evaluator of Regional Director order
Brigada Eskwela Regional Qualifiers
Four QAAD members participated the
Benchmarking of DMEA in Tagbilaran and Regional Director order
Bohol Divisions
RMSPPD
Facilitated intermissions on dances, songs Request from the central office
and jingle during the go education campaign
Gathered topics and materials per resource To be presented for the CVRAA
speaker on unpublished folkdance, folksong 2012 cultural show
and composition of “Balitaw”.
CULTURE
Identified division who will open school for the Every division should open school
AND ARTS
arts for the arts because that is one of
the major programs / projects
Identified trainers on the seminar on how to Selection of potential trainers
open school for the arts on their respective
topics and instructional materials
Put up of unpublished folkdance, folksongs To attain the objectives of localized
and composed “Balitaw” folk dances and folk songs based
on K-12 curriculum
HEALTH AND Conducted training roll –out on HIV/Aids Compliant to DepED Order No. 45 &
NUTRITITION orientation in the workplace in the nine (10) 47 s. 2012.
UNIT schools division of RO-VII
Conducted world food day poster making Advocacy on food security
contest Sept. 11,2012)
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9. TLE/HELE Conducted national search for sustainable Mitigating climate change and
and eco-friendly schools practicing solid waste management
Launched the 8th animal welfare week Advocating the law that protects the
celebration right of animals.
T&D D Prepared 2 Program Designs for CB on the Utilized the expertise of Regional
Implementation of Grade I and Grade 7 K to 12 and Division T&D teams and writers
Curriculum for School Heads
Developed 2 Resource Packages for CB on Utilized the expertise of Regional
the Implementation of Grade I and Grade 7 K and Division T&D teams and writers
to 12 Curriculum
Refined Session Guides, PowerPoint Committed and dedicated Regional
presentations for CB on the Implementation of and Division Writers
Grade I and Grade 7 K to 12 Curriculum for
School Heads
Quality assured Session Guides, PowerPoint Tapped the expertise of LRMDS
presentations for CB on the Implementation of and ICT Personnel
Grade I and Grade 7 K to 12 Curriculum for
School Heads
17 additional Regional Personnel attended the The Regional Director’s presence
CB on Basic Computer Application Skills as an active participant motivated
the Regional personnel to attend
the CB
Partnered with Field Effectiveness Division Strong tandem between FED and
(FED) Division in the management of the T&D teams
Regional Training of Trainers (TOT) on e-
Tracking on SARDOs
Served as Program Hosts/Master of One of the functions, roles, and
Ceremonies/coordinators of various regional responsibilities of the T&D team
level activities, such as: members
• Benchmarking of Region IV-A, Region
III, CARAGA, Region X
• Go! Education Advocacy
• Seminar on Professional Development
for SDSs, ASDSs, and Regional
Chiefs on public speaking
Served as Resource Speakers during the One of the functions, roles, and
following workshops: responsibilities of the T&D team
• Establishment for the School for Arts members
in the 19 schools divisions
• Unpublished Folkdances and Folk
Songs
4.1.3 Issues
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10. In the Third Quarter Regional Monitoring Evaluation and Adjustment of the year 2012, lack of personnel is the
most noticeable recurring issue that is shared by several divisions. The functional/support divisions affected by the
disproportionate volume/demands of work and number of available personnel are Training and Development Division
(T&DD), Resource Mobilization Special Programs and Projects Division (RMSPPD) and Budget and Finance Division
(BFD).
Another issue that has recurred in the Third Quarter is the lack of promptness in submission of reports. The
functional and support divisions that are mainly affected by this issue are the Policy Planning and Research Division
(PPRD), Quality Assurance and Accountability Division (QAAD), Field Effectiveness Division (FED), and Budget and
Finance Division (BFD).
The table below shows the implementation issues of the different functional/support divisions and the resolutions
they propose/recommend to the Chiefs, Regional Management and/or Senior Management/External Stakeholders.
Table IV: Consolidated Issues and Proposed Resolutions
10

11. PROPOSED
RO UNIT ISSUES /CONCERNS CATEGORY CLASSIFICATION RESOLUTIONS/
RECOMMENDATION
No LCD to use during
Environmental/Infrastr Beyond the Unit's Request for provision of
CLMD trainings and other related
ucture Control LCD
activities
Request authority /authority
Undermanned/ Lack of Beyond the Unit's
AD Institutional to fill up non-teaching
Personnel due to RAT Plan Control
positions
Exhausted computer
Environmental/Infrastr Beyond the Unit's Request for a provision of
CLMD memory causing slow
ucture Control external hard drive
performance
Out-of-order photocopying Beyond the Unit's Replacement/repair of
CLMD Environmental
machine Control photocopying machine
Insufficiency of focal Time management and
Beyond the Unit's
CLMD personnel (ALS, TLE, Institutional provision of additional
Control
APEH) personnel.
Instructional materials for
uploading and publishing
Review and redevelop
need review due to non- Within the Unit's
CLMD Technical materials for alignment to K
compliance to K to 12 Control
to 12
competencies and
standards.
Within the Unit's
FED Conflict of Schedules Institutional Prioritize activities
Control
Environmental/ Beyond the Unit's
FED No printer Request provision of printer
Infrastructure Control
Beyond the Unit's
FED No support staff Technical Request for support staff
Control
Environmental/ Beyond the Unit's Follow up regional
FED FED Comfort Room
Institutional Control management
Photocopier always
malfunctions and repair Environmental/ Beyond the Unit's Request for heavy-duty
QAAD
(oftentimes delayed) is not Institutional Control copier as replacement
long-lasting
Purchase Request
submitted specifying the
Environmental/ Beyond the Unit's Request for a facilitated
QAAD replacement of 3 chargers of
Institutional Control purchase and delivery
QAAD laptops (2 HP and 1
Lenovo) not yet acted
Defective printer returned for
Environmental/ Beyond the Unit's Request for prioritization of
QAAD repair/replacement not
Institutional Control this request
returned/ replaced yet
Telephone always out-of- Request for immediate
Environmental/ Beyond the Unit's
QAAD order and requests for repair repair or replacement of
Institutional Control
not immediately acted telephone line
Request for access that is
limited only to the numbers
Telephone no access for Beyond the Unit's
QAAD Environmental of the 19 schools divisions
long distance calls Control
and Central Office (arrange
with Tel Co.)
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12. 4.1.4 Lessons Learned
At the course of the implementation of the targets in the Work Plan of every functional division/unit
in the region for the FY 2012, lessons were generated. The lessons learned serve as part of the essential
considerations for plan adjustments in the following quarter. These could either be derived either from the
facilitating factors or hindering factors encountered during its implementation of the newly restructured
Regional Office. These may provide information on how the Functional Divisions can limit strategies for the
accomplishment of Work plans and highlight factors contributory to the targets.
Table V below shows the facilitating, hindering factors and lessons learned of the functional
divisions/units which were noted down during the conduct of the Third Quarter RMEA.
Table V. Recommended Lessons Learned
FD/RO Unit LESSONS LEARNED
Observance of proper protocol establishes harmonious relationship between
and among regional and division personnel leads to quick submission of
required documents.
PPRD Delivery of activities as scheduled promotes work efficiency and
effectiveness.
Adherence to the schedule set by the Central Office has motivated the
Schools Divisions to submit required documents promptly.
Intrinsic motivation and individual accountability of T&D personnel leads to
TDD the accomplishment of tasks
Quality outputs are guaranteed when done with transparency and honesty
Practicing the 5S improves the delivery of services.
ADMIN Serving with a smile promotes client satisfaction .
Adherence to DepED policies, guidelines, rules and regulations assures
quality services.
Time management is essential in the accomplishment of the desired output.
CLMD Quality time is needed in planning activities so that agreement will be
established such that the order of importance is carefully pursued.
RMSPPD Consultation and coordination among the functional divisions minimize
overlapping of activities.
Interdependence and collaboration among RMSPPD personnel facilitate the
realization of goals despite diversified functions.
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13. Prioritization of activities /workloads leads to the efficient and effective
implementation of programs and projects.
Consistency in carrying out planned activities leads to the improvement of
performance.
QAAD Good working attitude of personnel promotes work efficiency and
effectiveness.
Smooth relationship among members contributes to the attainment of targets.
It is recommended to continue the good practices as observed in the past three months.
There are factors that had surfaced during the conduct of Q3 RMEA which hindered the accomplishment of
the targeted outputs such as:
 No LCD to use during trainings and other related activities;
 Lack of personnel/manpower in some divisions which delays the implementation of targets ;
 Unfocused and lack of coordination between FDs and RFTATs members;
Specifically in the TDD, they have identified factors which hindered the accomplishment of their desired
outputs, like;
 Absence of NCBSSH-TNASH to be used in conducting the workshop/CB program
 Delayed schedule of joint activities, viz:
• Joint workshop (Regions 6, 7, & 8) on TDIS enhancement
• Joint workshop of Regions 6, 7, & 8 on the Development of Program Design and Resource
Package on the Capability Building on JEL Advising
 Lack of T&D personnel
However, there are some factors facilitated the accomplishments of targets as seen across FDs, like:
 Intrinsic motivation and individual accountability of T&D personnel leads to the accomplishment of
tasks;
 Transparency and honesty in performing the assigned tasks;
 Open communication and collaboration among the team members;
 Good camaraderie (symbiotic), strong collaboration, and trust among the FD members will give
clear directions;
 Maximum engagement of the FDs Personnel;
 Coordination among staff facilitates successful operation and on time submission of reports;
13

14.  Firm commitment, work attitude and principle of harmonious good understanding were being
observed;
 Well planned and good preparation as well as in the implementation of PAPs; and
 Well crafted resource packages facilitated the successful conduct of CBs and trainings.
4.2. Organizational Resource Support
4.2.1. Expected Outputs
The Administrative Division, being the support division is composed of Personnel, Legal, Cashier,
Records, Supplies and General Services.
Table VI below shows the reported accomplishments of the Administrative Division.
Table VI: Administrative Division
STATUS
FD’s Outputs Done On-going
1) Collection of the Registry of Qualified Applicants (RQA) of the 19 Schools Division 
2) Consolidate and Validate report on vacancies due to retirement, resignation, death, promotion 
and transfer (19 DOs)
3) Process approved ERF and reclassification for implementation (for submission to DBM) 
4) Determine the number of vacant positions in the Regional Office 
5) Coordinate in the conduct of Employees General Assembly for the months of July, August and 
September 2012
6) Process requests for correction of name and date of birth 

SUPPLY SECTION
1) Process Purchase Request 
2) Process Purchase Order 
3) Conduct quarterly inventory of office equipment and materials (8 offices in the R.O. 
RECORDS SECTION 
1. Track received documents 
2. Release of documents 
3. Process of CAV 
CASH SECTION 
1. PREPARE REPORT ON CHECK ISSUED (RCI) 
2. ISSUE O.R. 
3. Disburse salaries of DepED RO employees 
(plantilla, casual, contractual and job order)

The Administrative Division performed greatly their mandated functions as revealed in the recent
conduct of Third Quarter RMEA while the Budget and Finance Division has yet to report on the next quarter
due to the conflict of activities. It can be noted in the Table VII below that the over-all performance of the
14

15. Administrative Division which is 98.71% which means they have been doing satisfactorily for the Third
Quarter of 2012.
Table VII – Computed Performance of the Administrative Division
RO UNIT % of Accomplishment
AD 1: Administrative Division 98.71%
AD 2: Budget and Finance Division Has yet to be reported on the next quarter
5.0 RECOMMENDATIONS
.
In light of the reported physical outputs, issues and lessons learned presented during the conduct
of the Third Quarter Regional Monitoring, Evaluation and Adjustment (RMEA), the following
recommendations were proposed:
Recommendations for Unaccomplished Outputs
All Functional and Support Divisions
 All balances of the Physical Outputs for Third Quarter of CY 2012 to be carried over to the Fourth
Quarter of CY 2012
Recommendations on the Unaccomplished Outputs by FDs
After analyzing the physical accomplishment of outputs by functional division, its balances and
issues, a summary of recommendations is shown in the Table VII below.
Table VIII Summary of Recommendations
FD/ SD Recommendations on Unaccomplished Outputs Remarks
T&D Orientation on NCBSHS-TDNASH • Carry over in Q4
JEL-Advising
FED First SBM General Assembly • Carry over in Q4
15

16. AD Outputs of Legal Section • To be reported in Q4
PPRD Access to Learner Reference Numbers (esp. for • To be considered in
those who transfer into/out of the region) Quarter 4 as suggested
• by the Body
Monitoring of e-BEIS updates
BFD Quarter 3 accomplishments • To be reported in Q4
.
Recommendations on Lessons Learned by FDs
FD/ SD Recommendations on Lessons Learned
PPRD Observance of proper protocol establishes harmonious relationship between and among
regional and division personnel leads to quick submission of required documents.
Delivery of activities as scheduled promotes work efficiency and effectiveness.
Adherence to the schedule set by the Central Office has motivated the Schools Divisions to
submit required documents promptly.
T&DD Intrinsic motivation and individual accountability of T&D personnel leads to the
accomplishment of tasks.
Quality outputs are guaranteed when done with transparency and honesty.
FED Distribution of specific tasks to every member facilitates the accomplishment of given
assignments.
Administr Practicing the 5S improves the delivery of services.
ative
Division Serving with a smile promotes client satisfaction.
16

17. Adherence to DepED policies, guidelines, rules and regulations assures quality services.
Recommendations on Issues
PROPOSED
UNIT'S
RO UNIT IMPLEMENTATION ISSUES CATEGORY RESOLUTIONS/
CONTROL
RECOMMENDATION
RECURRING ISSUE: No LCD to
CLMD, Environment/ Request for provision of
use during trainings and other Beyond
QAAD Infrastructure LCD
related activities
Replacement/ repair of
Out-of-order photocopying Environment/
CLMD Beyond photocopying machine
machine Infrastructure
QAAD, Photocopier always malfunctions
Environment/ Request for heavy-duty
RMSPPD and repair (oftentimes delayed) is Beyond
Infrastructure copier as replacement
not long-lasting
Purchase Request submitted
specifying the replacement of 3
Environment/ Request for a facilitated
QAAD chargers of QAAD laptops--2 HP Beyond
Infrastructure purchase and delivery
and 1 Lenovo-- (urgent/ serious/
grave need) not yet acted
RECURRING ISSUE:
Defective printer returned for Environment/ Request for prioritization
QAAD Beyond
repair/replacement not returned/ Infrastructure of this request
replaced yet
Environment/ Request provision of
FED No printer Beyond
Infrastructure printer
Environment/ Provision of additional
RMSPPD Lack of Printer Beyond
Infrastructure printer
RECURRING ISSUE:
Defective printer returned for Environment/ Request for prioritization
QAAD Beyond
repair/replacement not returned/ Infrastructure of this request
replaced yet
Telephone always out-of-order Request for immediate
Environment/
QAAD and requests for repair not Beyond repair or replacement of
Infrastructure
immediately acted telephone line
Request for access that is
limited only to the
QAAD, Telephone no access for long numbers of the 19 schools
Environment Beyond
RMSPPD distance calls divisions and Central
Office (arrange with Tel
Co.)
QAAD Telephone always out-of-order Environment/ Beyond Request for immediate
17

18. and requests for repair not repair or replacement of
Infrastructure
immediately acted telephone line
RECURRING ISSUE: Time management and
CLMD Insufficiency of focal personnel Institutional Beyond provision of additional
(ALS, TLE, APEH) personnel.
Request authority
Undermanned/ Lack of Personnel
AD Institutional Beyond /authority to fill up non-
due to RAT Plan
teaching positions
RECURRING ISSUE (3 years
old): Due to the increasing
demands of M&E and the
provision of TAs in the 19
schools divisions vis-à-vis the
delivery of training programs, the Institutional Request for 4 additional
TDD Beyond
T&D has deprived groups in need personnel even on detail.
of T&D services because of lack
of personnel and reduced its
caring capacity of the office that
will sacrifice the quality of
outputs.
RECURRING ISSUE (3 years
old): Due to the increasing
demands of M&E and the
provision of TAs in the 19
schools divisions vis-à-vis the
delivery of training programs, the Request for 4 additional
TDD Institutional Beyond
T&D has deprived groups in need personnel even on detail.
of T&D services because of lack
of personnel and reduced its
caring capacity of the office that
will sacrifice the quality of
outputs.
FED No support staff Technical Beyond Request for support staff
RECURRING ISSUE: Lack of Institutional
Provision of additional
RMSPPD professional & technical Staff for Beyond
manpower
PFU
RECURRING ISSUE: Conflict of Institutional
FED Within Prioritize activities
Schedules
RECURRING ISSUE: Institutional
Chiefs of Functional
Reconciliation of activities across
Divisions to coordinate
TDD functional divisions (Scheduling Within
and prepare Monthly
should be done collaboratively to
Matrix of Activities
avoid conflict of schedules)
RECURRING ISSUE: Financial/ Prompt release of SARO
RMSPPD Beyond
Delayed release of SARO IInstitutional by concerned agency
RMSPPD Delayed processing of Billing Financial / Beyond Assistance from SDS to
18

19. monitor processing of
Institutional
billing
RECURRING ISSUE: Environment/ Follow up regional
FED Beyond
FED Comfort Room Institutional management
Request regional
The proximity of office to the e- management to transfer
Environment/
TDD DTR machine for daily Beyond T&DD Office at the newly
Infrastructure
attendance refurbished 3rd floor of the
RO
Request Regional
Management to discuss in
Beyond the EXECON Thorough
Environment./
RMSPPD School Site Problems the Unit's assessment of sites
Institutional
Control before inclusion to priority
list to avoid realignment &
delay.
Provision of Logistic
RECURRING ISSUE: Logistic Financial
support for technical
RMSPPD support for technical personnel`s /Transpo./ Beyond
personnel`s mobility (c/o
mobility Equipment
SDSs)
Technical Advisers’ Comment:
Maam Twila made mentioned on the TDD’s accomplishment only 57.14% due to the reason that
only three people work for TDD.
It is suggested to add personnel on detail to augment the workforce at TDD.
Comparative Results of 2012 RMEA
Table VIII below shows the comparative performance of the region for the past three quarters of
CY 2012.
Table IX - Comparative Results of 2012 RMEA
2012 Quarterly Performance
RO Units Percentage of Accomplishment
Q1 Q2 Q3
PPRD 98.00 100.00 97.04%
AD 98.20 100.00 98.71%
T&DD 95.00 88.89 57.14%
FED 94.70 84.31 96.00%
CLMD 93.30 50.00 96.00%
RMSPPD 91.70 95.90 88.00%
QAAD 88.50 82.35 90.00%
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20. To be reported in
BFD 85.70 80.75
Q4
Regional
93.20% 84.54% 88.98%
Performance
The regional performance in the Quarter 1 is 93.20%, Very Satisfactory, while it went down to
84.54% in the Quarter 2 and raise to 88.98% in Quarter 3. It is understandably due to some limitations and
there are still more time to accomplish the remaining outputs in the next quarter.
Management Response
Dr. Carmelita T. Dulangon , Officer-in-Charge to the Office of the Regional Director accepted all the
recommendations proposed by the functional divisions and support divisions to increase efficiency and
effectiveness in the delivery of quality services to the clientele and produce quality outputs and results.
To solve the lack of personnel in some functional divisions, she asked for recommendees, who can
be detailed to the regional office without additional compensation.
For the unaccomplished outputs, she suggested when you plan, stick to your plan, to consider the
requirements like the personnel to do the planned activities and other considerations.
She instructed the Admin Officer to look into the availability of laptops and printers that can be
used by other RO offices which need equipment. FED has to share the comfort room of the CLMD.
For those personnel who rendered services on weekends may avail of Compensatory Time Off
(CTO) provided that it is indicated at the Regional Memorandum.
The management commented on the oneness of the regional personnel. Each one contributes to
the attainment of the desired goals.
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