This document provides an agenda and overview for Day 3 of a School Improvement Plan orientation. The morning sessions focus on planning, including reviewing objectives and targets from previous assessments, formulating solutions, developing project designs, and writing the School Improvement Plan and Annual Implementation Plan. Specific steps are outlined for reviewing data, brainstorming solutions, and designing projects to address root causes and goals. Requirements for the SIP and AIP documents are also covered. The afternoon will begin Phase III of acting on the plans through implementation.
This document outlines the process for developing an Annual Implementation Plan (AIP) to guide a School Improvement Plan (SIP). It recommends that the project team who conducted the root cause analysis also prepare the AIP for continuity. The AIP lists activities, timelines, locations, budgets, and responsibilities for carrying out projects to address issues identified in the SIP. Progress will be monitored regularly through submission of project monitoring reports. Results will be used to update the SIP and guide modifications to the next year's AIP.
This document is a school improvement plan for an unnamed school covering the school years 20xx-20xx. It includes an introduction, table of contents, and four chapters that outline the school's vision and values, current performance and improvement priorities, three-year action plan, and monitoring procedures. The plan was developed by a school planning team to address key areas for development and enhance the school's performance through specific projects and activities.
School Improvement Plan aligned with MATATAG Agenda.pptxJoeyDinopol1
The document provides guidance on writing a School Improvement Plan (SIP) according to the SIP style guide. It outlines the required parts of the SIP, which include chapters on the DepEd vision, mission, and values; the school's current situation; the plan; and monitoring and evaluation. Each chapter contains details on the necessary content, such as documenting vision sharing activities, presenting data on the school's situation, identifying priority improvement areas, listing solutions to address root causes, and including project monitoring forms. Templates and annexes are referenced to help complete sections like the planning worksheet, annual implementation plan, and project work plan and budget matrix. A timeline at the end requires finalizing the SIP by August 14 and submitting it by August 31
The document outlines Lucy M. Hamor's action plan for implementing comprehensive sexuality education (CSE) in schools. It includes the following key points:
1. The action plan defines the goals, activities, timeline, resources, and responsibilities for rolling out CSE training for teachers and orienting parents on the new CSE curriculum.
2. It describes organizing CSE implementation teams, developing school-level action plans, and monitoring schools during the rollout.
3. The post-implementation phase includes schools presenting their best practices in implementing CSE and sharing lessons learned.
Leadership Development Plan MBA 610This Leadership Developm.docxsmile790243
Leadership Development Plan MBA 610
This Leadership Development Plan serves as your road map for short-term training and
development activities that will enhance your leadership competencies. You will review, revise,
and update your plan several times during the course of your MBA degree program at UMUC.
Your name:
Your current job title:
Long-Term Career Goal
Make sure your goal is SMART: Specific, Measurable, Achievable, Realistic, and Time-bound.
In 3 to 5 years, my goal is to…
Short-Term Skills Development Needs
What skills will you need to acquire to achieve your long-term career goal?
1.
My leadership skills training and development goals for the next 1 to 2 years are to…
Print this page, then sign and date the hard copy.
Signature ________________________ Date ________________
Short-Term Leadership Skills Development Goal 1
https://umuc.equella.ecollege.com/file/c54388ac-ebb1-4c54-9267-bf9cf8d3a625/1/LeadershipDevelopmentPlanMBA610.docx 1/2/17, 2L10 PM
Page 1 of 3
Complete the following table with the details of your plan for Goal 1 above.
Training &
developmental activities
toward Goal 1
Examples:
• Attend a conference
on ethical leadership
• Read a book on the
importance of
cultural competence
in my industry
• Learn several key
phrases in a new
language
Target completion date /
actual completion date
Set your target dates at
the outset.
Update with actual dates
when you have
completed each task.
Resources & costs
What costs are
associated with
completing this activity?
What resources will you
use to cover those costs?
Expected
outcomes/measures
How will you know you
have succeeded? How
will you demonstrate
your acquired
competency? How might
someone else be able to
validate your
new competency?
Target: Click
here to enter a date.
Actual: Click
here to enter a date.
Target: Click
here to enter a date.
Actual: Click
here to enter a date.
Target: Click
here to enter a date.
Actual: Click
here to enter a date.
Short-Term Leadership Skills Development Goal 2
Complete the following table with the details of your plan for Goal 2 above.
Training & developmental
activities toward Goal 2
Target completion date /
actual completion date
Resources &
costs
Expected
outcomes/measures
Target: Click here to
enter a date.
Actual: Click here to
enter a date.
Target: Click here to
enter a date.
Actual: Click here to
enter a date.
Target: Click here to
enter a date.
Actual: Click here to
enter a date.
Short-Term Leadership Skills Development Goal 3
Complete the following table with the details of your plan for Goal 3 above.
Training & developmental Target completion date / Resources & Expected
https://umuc.equella.ecollege.com/file/c54388ac-ebb1-4c54-9267-bf9cf8d3a625/1/LeadershipDevelopmentPlanMBA610.docx 1/2/17, 2L10 PM
Page 2 of 3
activities toward Goal 3
actual completion date costs outcomes/measures
Target: Click here to
enter a date.
Actual: C ...
This document outlines Module 8 of a Grade 12 career guidance program. The module aims to help students identify lifelong learning strategies to grow in their chosen career. It includes activities for students to create a lifelong learning plan, express their career passion, and accomplish lifelong learning goals. The module consists of a priming activity, main activity to plot career goals, a lecture on lifelong learning strategies and planning, application to create a learning plan, evaluation through a letter to future self, and an assignment to implement a learning strategy.
MBA Capstone Project Guidelines Throughout your MBA progr.docxandreecapon
MBA Capstone Project Guidelines
Throughout your MBA program, you have worked to develop as a practitioner-scholar to meet the
needs and future challenges as a business leader. Your program culminates in the capstone
project, which forms the primary focus of MBA6900, the final course you will take in the program.
The capstone project is intended to provide you the opportunity to demonstrate your MBA program
outcomes by:
• Planning and executing the strategic and tactical elements of a comprehensive project.
• Integrating and demonstrating skills and techniques you have learned throughout the MBA
program.
• Communicating project outcomes both in written form and in a formal presentation.
• Completing your MBA program with an experience that reinforces and integrates the
components that have preceded it.
The following information outlines the requirements and work associated with the capstone project
for MBA6028 and MBA6900.
Capstone Project Examples
Examples of project types that might be proposed to meet these requirements include but are not
limited to:
• Preparation of a strategic plan for an organization.
• A strategic analysis of all or a selected part of an organization.
• Development of a case study of all or a selected part of an organization.
• Development of an intervention, such as a workshop or training activity, that is broad- based
enough to demonstrate the program-level outcomes.
• Development of a consulting report on a problematic issue within an organization, provided
that the issue is broad-based enough to demonstrate program-level outcomes.
You may propose other structures for the capstone project so long as you are able to identify how
the proposed project satisfies the requirement of demonstrating the program-level outcomes. When
choosing your topic, keep in mind that your capstone project must result in recommendations, next
steps, or some other type of actionable, evidence-based takeaways for the reader or subject of the
project.
Capstone Project Requirements
The capstone course project must demonstrate your achievement of the MBA program outcomes.
The following table is taken from the proficient column of the final capstone grading rubric. It
outlines the expectations for demonstrating each program outcome.
Program Outcome: Proficient Column:
1. Apply foundational knowledge and an
understanding of business systems,
processes, and technology within and
across core disciplines.
Applies foundational knowledge (theories,
models, and practices) and an understanding of
core business systems, processes, and
technology within and across core disciplines.
2. Integrate information across disciplines
and from differing perspectives.
Integrates most relevant supportive and
conflicting information (data, insights, best
practices) across disciplines from differing
primary functional perspectives individually and
holistically.
MBA Capstone Project Guidelines
...
MBA Capstone Project Guidelines Throughout your MBA pro.docxandreecapon
The document provides guidelines for an MBA capstone project. It outlines that the capstone project:
- Allows students to demonstrate their learning across the MBA program through a comprehensive project.
- Requires integrating skills and knowledge from throughout the program to plan and complete a strategic project on a real organization.
- Involves both a written report and oral presentation to communicate the project outcomes.
This document outlines the process for developing an Annual Implementation Plan (AIP) to guide a School Improvement Plan (SIP). It recommends that the project team who conducted the root cause analysis also prepare the AIP for continuity. The AIP lists activities, timelines, locations, budgets, and responsibilities for carrying out projects to address issues identified in the SIP. Progress will be monitored regularly through submission of project monitoring reports. Results will be used to update the SIP and guide modifications to the next year's AIP.
This document is a school improvement plan for an unnamed school covering the school years 20xx-20xx. It includes an introduction, table of contents, and four chapters that outline the school's vision and values, current performance and improvement priorities, three-year action plan, and monitoring procedures. The plan was developed by a school planning team to address key areas for development and enhance the school's performance through specific projects and activities.
School Improvement Plan aligned with MATATAG Agenda.pptxJoeyDinopol1
The document provides guidance on writing a School Improvement Plan (SIP) according to the SIP style guide. It outlines the required parts of the SIP, which include chapters on the DepEd vision, mission, and values; the school's current situation; the plan; and monitoring and evaluation. Each chapter contains details on the necessary content, such as documenting vision sharing activities, presenting data on the school's situation, identifying priority improvement areas, listing solutions to address root causes, and including project monitoring forms. Templates and annexes are referenced to help complete sections like the planning worksheet, annual implementation plan, and project work plan and budget matrix. A timeline at the end requires finalizing the SIP by August 14 and submitting it by August 31
The document outlines Lucy M. Hamor's action plan for implementing comprehensive sexuality education (CSE) in schools. It includes the following key points:
1. The action plan defines the goals, activities, timeline, resources, and responsibilities for rolling out CSE training for teachers and orienting parents on the new CSE curriculum.
2. It describes organizing CSE implementation teams, developing school-level action plans, and monitoring schools during the rollout.
3. The post-implementation phase includes schools presenting their best practices in implementing CSE and sharing lessons learned.
Leadership Development Plan MBA 610This Leadership Developm.docxsmile790243
Leadership Development Plan MBA 610
This Leadership Development Plan serves as your road map for short-term training and
development activities that will enhance your leadership competencies. You will review, revise,
and update your plan several times during the course of your MBA degree program at UMUC.
Your name:
Your current job title:
Long-Term Career Goal
Make sure your goal is SMART: Specific, Measurable, Achievable, Realistic, and Time-bound.
In 3 to 5 years, my goal is to…
Short-Term Skills Development Needs
What skills will you need to acquire to achieve your long-term career goal?
1.
My leadership skills training and development goals for the next 1 to 2 years are to…
Print this page, then sign and date the hard copy.
Signature ________________________ Date ________________
Short-Term Leadership Skills Development Goal 1
https://umuc.equella.ecollege.com/file/c54388ac-ebb1-4c54-9267-bf9cf8d3a625/1/LeadershipDevelopmentPlanMBA610.docx 1/2/17, 2L10 PM
Page 1 of 3
Complete the following table with the details of your plan for Goal 1 above.
Training &
developmental activities
toward Goal 1
Examples:
• Attend a conference
on ethical leadership
• Read a book on the
importance of
cultural competence
in my industry
• Learn several key
phrases in a new
language
Target completion date /
actual completion date
Set your target dates at
the outset.
Update with actual dates
when you have
completed each task.
Resources & costs
What costs are
associated with
completing this activity?
What resources will you
use to cover those costs?
Expected
outcomes/measures
How will you know you
have succeeded? How
will you demonstrate
your acquired
competency? How might
someone else be able to
validate your
new competency?
Target: Click
here to enter a date.
Actual: Click
here to enter a date.
Target: Click
here to enter a date.
Actual: Click
here to enter a date.
Target: Click
here to enter a date.
Actual: Click
here to enter a date.
Short-Term Leadership Skills Development Goal 2
Complete the following table with the details of your plan for Goal 2 above.
Training & developmental
activities toward Goal 2
Target completion date /
actual completion date
Resources &
costs
Expected
outcomes/measures
Target: Click here to
enter a date.
Actual: Click here to
enter a date.
Target: Click here to
enter a date.
Actual: Click here to
enter a date.
Target: Click here to
enter a date.
Actual: Click here to
enter a date.
Short-Term Leadership Skills Development Goal 3
Complete the following table with the details of your plan for Goal 3 above.
Training & developmental Target completion date / Resources & Expected
https://umuc.equella.ecollege.com/file/c54388ac-ebb1-4c54-9267-bf9cf8d3a625/1/LeadershipDevelopmentPlanMBA610.docx 1/2/17, 2L10 PM
Page 2 of 3
activities toward Goal 3
actual completion date costs outcomes/measures
Target: Click here to
enter a date.
Actual: C ...
This document outlines Module 8 of a Grade 12 career guidance program. The module aims to help students identify lifelong learning strategies to grow in their chosen career. It includes activities for students to create a lifelong learning plan, express their career passion, and accomplish lifelong learning goals. The module consists of a priming activity, main activity to plot career goals, a lecture on lifelong learning strategies and planning, application to create a learning plan, evaluation through a letter to future self, and an assignment to implement a learning strategy.
MBA Capstone Project Guidelines Throughout your MBA progr.docxandreecapon
MBA Capstone Project Guidelines
Throughout your MBA program, you have worked to develop as a practitioner-scholar to meet the
needs and future challenges as a business leader. Your program culminates in the capstone
project, which forms the primary focus of MBA6900, the final course you will take in the program.
The capstone project is intended to provide you the opportunity to demonstrate your MBA program
outcomes by:
• Planning and executing the strategic and tactical elements of a comprehensive project.
• Integrating and demonstrating skills and techniques you have learned throughout the MBA
program.
• Communicating project outcomes both in written form and in a formal presentation.
• Completing your MBA program with an experience that reinforces and integrates the
components that have preceded it.
The following information outlines the requirements and work associated with the capstone project
for MBA6028 and MBA6900.
Capstone Project Examples
Examples of project types that might be proposed to meet these requirements include but are not
limited to:
• Preparation of a strategic plan for an organization.
• A strategic analysis of all or a selected part of an organization.
• Development of a case study of all or a selected part of an organization.
• Development of an intervention, such as a workshop or training activity, that is broad- based
enough to demonstrate the program-level outcomes.
• Development of a consulting report on a problematic issue within an organization, provided
that the issue is broad-based enough to demonstrate program-level outcomes.
You may propose other structures for the capstone project so long as you are able to identify how
the proposed project satisfies the requirement of demonstrating the program-level outcomes. When
choosing your topic, keep in mind that your capstone project must result in recommendations, next
steps, or some other type of actionable, evidence-based takeaways for the reader or subject of the
project.
Capstone Project Requirements
The capstone course project must demonstrate your achievement of the MBA program outcomes.
The following table is taken from the proficient column of the final capstone grading rubric. It
outlines the expectations for demonstrating each program outcome.
Program Outcome: Proficient Column:
1. Apply foundational knowledge and an
understanding of business systems,
processes, and technology within and
across core disciplines.
Applies foundational knowledge (theories,
models, and practices) and an understanding of
core business systems, processes, and
technology within and across core disciplines.
2. Integrate information across disciplines
and from differing perspectives.
Integrates most relevant supportive and
conflicting information (data, insights, best
practices) across disciplines from differing
primary functional perspectives individually and
holistically.
MBA Capstone Project Guidelines
...
MBA Capstone Project Guidelines Throughout your MBA pro.docxandreecapon
The document provides guidelines for an MBA capstone project. It outlines that the capstone project:
- Allows students to demonstrate their learning across the MBA program through a comprehensive project.
- Requires integrating skills and knowledge from throughout the program to plan and complete a strategic project on a real organization.
- Involves both a written report and oral presentation to communicate the project outcomes.
MBA Capstone Project Guidelines Throughout your MBA pro.docxARIV4
The document provides guidelines for an MBA capstone project. It outlines that the capstone project:
- Allows students to demonstrate their learning across the MBA program through a comprehensive project.
- Requires students to plan and execute strategic elements of a project, integrate skills learned, and communicate outcomes in a written report and presentation.
The guidelines describe the requirements for the capstone project proposal developed in the lead-up course, and the final deliverables which include a written report and oral presentation completed in the capstone course. Scoring rubrics are provided to guide students in addressing program competencies.
This document outlines Module 8 of a Grade 12 career guidance program. The module is titled "Empowered to Take Off!" and focuses on lifelong learning strategies for one's chosen career. It includes activities for identifying goals, creating a lifelong learning plan, and developing a career philosophy. Learners are expected to implement a lifelong learning strategy and compile their work into a career portfolio.
This document provides guidelines for proposals on curriculum innovations, income generating projects, special programs, and publications of articles in the Division of Camarines. It encourages supervisors, school heads, teachers and other staff to come up with innovations to improve the learning process. The guidelines define innovation and provide categories for proposals, including educational system/policies, instructional strategies, school initiatives for students, and income generating projects. It outlines the required components of a proposal, such as objectives, activities, budget, and monitoring plan. Proposals on instructional materials or policies require a minimum one-year implementation, while income generating projects require two years including validation. The overall goal is to facilitate improvements to teaching and learning through innovative initiatives.
The school improvement plan document outlines steps for analyzing priority improvement areas and setting objectives. It discusses forming project teams to address specific priority areas, with team members taking on roles and responsibilities. Objectives should be specific, measurable, attainable, time-bound, and focus on indicators like test scores or dropout rates. The goals are to improve math scores by 20% over three years through interventions in earlier grades, and reduce the dropout rate from 4% to 1% by specific deadlines. Project teams will analyze factors influencing the priority areas and monitor progress annually to update objectives if needed.
Preparation of Project Proposal on Innovation_Sir WAV.pptxMikkaJoyParrone
This document provides guidelines for proposals on curriculum innovations, income generating projects, special programs, and publishing articles within the Department of Education. It outlines the legal basis, objectives, categories, format, and process for developing, approving, implementing, monitoring, and sustaining proposals. The overall goal is to encourage innovations that facilitate learning and delivery systems. Supervisors, school heads, teachers and staff are encouraged to submit proposals that are in line with their duties and responsibilities and have a meaningful impact on education and teaching/learning.
This document outlines the module for an internship training and report program for architecture students. The objectives of the module are to introduce students to the operations of an architectural practice and develop their understanding of building regulations and procedures. Through a full-time internship, students will gain experience in documentation, report writing, and appreciate the roles and responsibilities of an architectural assistant. Students will be assessed through weekly logs, a final report, and employer feedback to determine if they pass the module requirements.
The document provides guidance on conducting income generating projects (IGPs) in schools. It outlines the required components of an IGP proposal, including an endorsement letter, letter of intent, project title, proponent information, location, duration, rationale, objectives, description, beneficiaries, action plan, budget, and foreseeable problems. It also describes the components of the final IGP paper, such as an accomplishment report, financial report, problems encountered and solutions, and a sustainability plan. Schools are instructed to follow guidelines on allowed IGPs and activity frequencies, and evaluations will assess compliance with proposal and report requirements, skill transfer to beneficiaries, monitoring, and solutions to challenges.
Strategic IT Planning: The Implementation Plan
Assignment Part 2: 75 points
This is a two-part project.
Part one entails providing an outline of the 3-Step Process.
Part two entails providing a proposal paper using the Implementation Plan
Introduction
Strategic IT Planning is required to ensure your resources and assets continue providing the results and
the support your organization needs.
What is a Strategic Plan?
It is a roadmap to achieving a goal. It may cover your entire department or responsibility or it may focus
on a specific issue or element of your role. It can be long and involved or a simply one-page document
that provides guidance and steps you need to implement to achieve a goal.
Making it Happen
There are a few things that are important to your success. While it may seem that developing the
Strategic Plan is the hardest part, most plans fail because of the implementation. The key is to keep it
small and be successful, then build on that success for the next initiative. Don’t bite off too much or try
to be too ambitious.
• Take your time and keep it manageable
• Link your plan to your company’s strategy
• Justify your initiative and get buy-in and support
• Don’t re-invent, rebuild
• Go slow, manage change
• Set aside time from your operational responsibilities to make it happen
Without a Strategic Plan, you and your team won’t be effective and you won’t be able to get results, get
attention and get ahead.
Why you need an IT Strategy:
Redirect from tasks to opportunities and result
• Switch from fighting fires to preventing fires
• Reduce risk with planning and a longer view
Strategic Plans fail because it never gets written or because it is too complex.
Remember in Week 2 you used 3 questions to design your strategic plan outline.
Select a topic that you plan to defend via the strategic plan proposal, get topic approval from your
professor, and start finding resources as well as the steps you need to take to achieve your strategic
plan.
Note: Be sure to use terms, principles, strategies, and theories in your IT Strategy textbook.
1. Why do you need to do it? What is your goal?
2. What are the things you need to get done to achieve your goal?
3. How can you make those things happen?
By answering the 3 questions above, you will have the grounded baseline to developing an effective IT
Strategic Plan.
In Week 7, you will develop an implementation plan.
Develop an implementation plan
Once you have established your strategic plan using the 3-question process, you need to develop your
implementation plan. Select a topic that you plan to defend via the strategic plan proposal, get topioc
approval from your professor, and start finding resources as well as the steps you need to take to
achieve your strategic plan.
Based on your approved topic, complete the following statements/questions:
Note: Be sure to use terms, principles, strategi.
The document provides an outline for a training presentation on project management using Primavera (P6). It discusses key concepts in project management including the differences between projects, operations, programs and portfolios. It also gives examples of project activities and resources. The document demonstrates how to plan a sample project in Primavera (P6), including defining the work breakdown structure, activity list, dependencies, and resource assignments. An overview of the Primavera software highlights the steps for project planning, scheduling, and monitoring.
EDD9953: Signature Assignment
Guide last revised September 15, 2021
Action Plan Guide
Overall Instructions
Follow the instructions contained within this Action Plan Guide to develop your Action Plan.
Develop your Action Plan on the Action Plan Signature Assignment template.
Introduction
In this section, refer to your approved EDD9951 Signature Assignment to provide a brief
introduction to your EDD9953 Signature Assignment: Action Plan. Use the Preliminary Site
Information, the Statement of the Problem, and your Approach to the Problem of Practice
from your EDD9951 Signature Assignment to craft the introduction. (Maximum of 250 words)
NOTE: The problem and project you describe must be the same one that was
approved in your approved Signature Assignment in EDD9951.
Action Plan
Provide a paragraph (3–5 sentences) that introduces the sections of the Action Plan.
The action plan comprises the following sections:
• Purpose of the Project
• Stakeholders and Participants
• Description of the Applied Project
• Implementation Plan
• Guiding Questions
• Data Collection Plan
• Data Analysis Plan
Purpose of the Project
In this section, provide a statement of purpose. You may use the following formulation and add
a few sentences of clarification if desired.
The purpose of the project is to implement [insert your intervention] to improve [insert area
to be improved—be sure it aligns with your problem statement and guiding questions].
Example: The purpose of the project is to implement a professional development program to
improve the instructional leadership skills of district principals. (The problem the professional
development program addresses is that teachers do not receive feedback and coaching that
lead to improvement of instruction. The root-cause analysis identified one of the problem’s
causes: inadequacy of district principals’ classroom observation and coaching skills.)
EDD9953: Signature Assignment
Guide last revised September 15, 2021
A program evaluation project might be formulated slightly differently:
Example: The purpose of the project is to implement an evaluation of ABC school’s
science curriculum to inform a comprehensive revision of the science program. (The
problem the evaluation will be used to addresses is poor student achievement in science.
One of the problem’s causes identified in the root-cause analysis was an outdated
curriculum.)
Stakeholders and Participants
In this section, briefly describe the project’s stakeholders and their roles. Use two
subheadings—one for stakeholders and one for participants.
1. Identify and describe the key stakeholders of your project, including their role(s) in
the organization and why they would be impacted by your project.
2. I ...
This document discusses the integration of the School Improvement Plan (SIP), Office Performance Commitment and Review Form (OPCRF), and Annual Implementation Plan (AIP) processes in the Philippines' Department of Education. It provides information on developing SIPs and AIPs, linking them to OPCRFs and priority improvement areas. It also outlines the purpose and features of the School Report Card, a tool for communicating school performance and needs to stakeholders. The document aims to help schools effectively manage performance, monitor progress, and engage communities through aligned planning and reporting systems.
This document discusses the planning process for a project. It begins by defining a project as a sequence of tasks with a definite beginning and end that is aimed at achieving a certain outcome. It then outlines the typical 6 stages of the planning process: 1) Identifying problems and needs, 2) Developing goals and objectives, 3) Developing alternative strategies, 4) Selecting strategies and developing a detailed plan, 5) Designing a monitoring and evaluation plan, and 6) Developing a simple monitoring and evaluation plan. It also discusses different strategic planning models and frameworks that can be used in the planning process.
The presentation provided information on the School Report Card (SRC) and School Improvement Planning (SIP) processes of the Philippine Department of Education. It explained that the SRC is a tool for communicating the status and performance of schools to stakeholders and promoting transparency. It also described how the SIP and SRC are integrated, with the SIP guiding school priorities and targets and the SRC reporting progress to stakeholders twice yearly. Key elements of the SRC like the 19 indicators and dissemination methods were also summarized.
This document outlines the process for creating a technology plan for East Public Schools. It discusses assembling a planning team made up of teachers, administrators, support staff and community members. The team will evaluate the current state of technology, create a vision and mission statement, and develop goals and objectives. Examples of goals include providing professional development for teachers and integrating technology into the curriculum. The plan will be implemented over 3 years and evaluated on an ongoing basis to ensure it remains effective.
This document provides an overview of the logical framework approach to project planning. It discusses what a logical framework is and how it can be used throughout the project cycle. The key aspects of a logical framework include defining objectives in a clear hierarchy, identifying indicators and sources of verification for measuring progress, and considering assumptions and risks. The document also lists some common errors to avoid when constructing a logical framework, such as having vague indicators or defining endogenous assumptions. Overall, the logical framework is presented as a tool for systematically analyzing problems, formulating measurable objectives, and providing a basis for monitoring and evaluation of a project.
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
School-Based Management action plan of Ozamiz City DivisionRosalyn Lato
The document outlines the School-Based Management Action Plan of the Division of Ozamiz City for fiscal year 2019. It details 5 main activities: 1) advocacy activities to prepare required documents and plans for SBM, 2) convergence of coordinating and functional teams, 3) orientation/trainings/workshops to capacitate school heads and coordinators, 4) quarterly monitoring, evaluation and adjustments of SBM practices, and 5) performance assessment including mid-year and year-end reviews. The plan provides objectives, strategies, inputs, targets, timeframes and persons involved for each activity to strengthen the implementation of SBM in schools in the division.
The document discusses various aspects of planning including its definition, characteristics, levels, steps, tools and techniques. It defines planning as deciding in advance what to do, when to do it, and who will do it. The levels of planning include strategic, tactical and operational plans. The steps involved in planning are analyzing the environment, setting objectives, developing planning premises, determining alternative courses of action, selecting the best alternatives, formulating derivative plans, converting plans into budgets, implementation and review. Tools and techniques discussed are forecasting, benchmarking, simulation, linear programming, break-even analysis, PERT, CPM and Gantt charts.
Here are some pre-work activities needed before selecting an SI project and forming an SI team:
1. Review the school's SIP and the agreed targets with the Division to understand the strategic direction and priorities.
2. Evaluate the school's performance based on key measures like enrollment, attendance, dropout rates, learning outcomes, etc. to identify areas that need improvement.
3. Consult stakeholders like teachers, parents, learners through surveys, interviews or focus group discussions to understand issues and concerns from their perspective.
4. Map the current processes in the school using tools like SIPOC or process mapping to get a holistic view of operations and identify opportunities for improvement.
5. Analyze both quantitative and qualitative
MBA Capstone Project GuidelinesThroughout your MBA program.docxARIV4
MBA Capstone Project Guidelines
Throughout your MBA program, you have worked to develop as a practitioner-scholar to meet the needs and future challenges as a business leader. Your program culminates in the capstone project, which forms the primary focus of MBA6900, the final course you will take in the program. The capstone project is intended to provide you the opportunity to demonstrate your MBA program outcomes by:
· Planning and executing the strategic and tactical elements of a comprehensive project.
· Integrating and demonstrating skills and techniques you have learned throughout the MBA program.
· Communicating project outcomes both in written form and in a formal presentation.
· Completing your MBA program with an experience that reinforces and integrates the components that have preceded it.
The following information outlines the requirements and work associated with the capstone project for MBA6028 and MBA6900.
Capstone Project Examples
Examples of project types that might be proposed to meet these requirements include but are not limited to:
· Preparation of a strategic plan for an organization.
· A strategic analysis of all or a selected part of an organization.
· Development of a case study of all or a selected part of an organization.
· Development of an intervention, such as a workshop or training activity, that is broad- based enough to demonstrate the program-level outcomes.
· Development of a consulting report on a problematic issue within an organization, provided that the issue is broad-based enough to demonstrate program-level outcomes.
You may propose other structures for the capstone project so long as you are able to identify how the proposed project satisfies the requirement of demonstrating the program-level outcomes. When choosing your topic, keep in mind that your capstone project must result in recommendations, next steps, or some other type of actionable, evidence-based take-aways for the reader or subject of the project.
Capstone Project Requirements
The capstone course project must demonstrate your achievement of the MBA program outcomes. The following table is taken from the proficient column of the final capstone grading rubric. It outlines the expectations for demonstrating each program outcome.
Program Outcome:
Proficient Column:
1. Apply foundational knowledge and an understanding of business systems,
processes, and technology within and across core disciplines.
Applies foundational knowledge (theories, models, and practices) and an understanding of core business systems, processes, and technology within and across core disciplines.
2. Integrate information across disciplines and from differing
perspectives.
Integrates most relevant supportive and conflicting information (data, insights, best
practices) across disciplines from differing primary functional perspectives individually
and holistically.
3. Think critically and analytically to
provide evidence-based solutions to business challen ...
MBA Capstone Project Guidelines Throughout your MBA pro.docxARIV4
The document provides guidelines for an MBA capstone project. It outlines that the capstone project:
- Allows students to demonstrate their learning across the MBA program through a comprehensive project.
- Requires students to plan and execute strategic elements of a project, integrate skills learned, and communicate outcomes in a written report and presentation.
The guidelines describe the requirements for the capstone project proposal developed in the lead-up course, and the final deliverables which include a written report and oral presentation completed in the capstone course. Scoring rubrics are provided to guide students in addressing program competencies.
This document outlines Module 8 of a Grade 12 career guidance program. The module is titled "Empowered to Take Off!" and focuses on lifelong learning strategies for one's chosen career. It includes activities for identifying goals, creating a lifelong learning plan, and developing a career philosophy. Learners are expected to implement a lifelong learning strategy and compile their work into a career portfolio.
This document provides guidelines for proposals on curriculum innovations, income generating projects, special programs, and publications of articles in the Division of Camarines. It encourages supervisors, school heads, teachers and other staff to come up with innovations to improve the learning process. The guidelines define innovation and provide categories for proposals, including educational system/policies, instructional strategies, school initiatives for students, and income generating projects. It outlines the required components of a proposal, such as objectives, activities, budget, and monitoring plan. Proposals on instructional materials or policies require a minimum one-year implementation, while income generating projects require two years including validation. The overall goal is to facilitate improvements to teaching and learning through innovative initiatives.
The school improvement plan document outlines steps for analyzing priority improvement areas and setting objectives. It discusses forming project teams to address specific priority areas, with team members taking on roles and responsibilities. Objectives should be specific, measurable, attainable, time-bound, and focus on indicators like test scores or dropout rates. The goals are to improve math scores by 20% over three years through interventions in earlier grades, and reduce the dropout rate from 4% to 1% by specific deadlines. Project teams will analyze factors influencing the priority areas and monitor progress annually to update objectives if needed.
Preparation of Project Proposal on Innovation_Sir WAV.pptxMikkaJoyParrone
This document provides guidelines for proposals on curriculum innovations, income generating projects, special programs, and publishing articles within the Department of Education. It outlines the legal basis, objectives, categories, format, and process for developing, approving, implementing, monitoring, and sustaining proposals. The overall goal is to encourage innovations that facilitate learning and delivery systems. Supervisors, school heads, teachers and staff are encouraged to submit proposals that are in line with their duties and responsibilities and have a meaningful impact on education and teaching/learning.
This document outlines the module for an internship training and report program for architecture students. The objectives of the module are to introduce students to the operations of an architectural practice and develop their understanding of building regulations and procedures. Through a full-time internship, students will gain experience in documentation, report writing, and appreciate the roles and responsibilities of an architectural assistant. Students will be assessed through weekly logs, a final report, and employer feedback to determine if they pass the module requirements.
The document provides guidance on conducting income generating projects (IGPs) in schools. It outlines the required components of an IGP proposal, including an endorsement letter, letter of intent, project title, proponent information, location, duration, rationale, objectives, description, beneficiaries, action plan, budget, and foreseeable problems. It also describes the components of the final IGP paper, such as an accomplishment report, financial report, problems encountered and solutions, and a sustainability plan. Schools are instructed to follow guidelines on allowed IGPs and activity frequencies, and evaluations will assess compliance with proposal and report requirements, skill transfer to beneficiaries, monitoring, and solutions to challenges.
Strategic IT Planning: The Implementation Plan
Assignment Part 2: 75 points
This is a two-part project.
Part one entails providing an outline of the 3-Step Process.
Part two entails providing a proposal paper using the Implementation Plan
Introduction
Strategic IT Planning is required to ensure your resources and assets continue providing the results and
the support your organization needs.
What is a Strategic Plan?
It is a roadmap to achieving a goal. It may cover your entire department or responsibility or it may focus
on a specific issue or element of your role. It can be long and involved or a simply one-page document
that provides guidance and steps you need to implement to achieve a goal.
Making it Happen
There are a few things that are important to your success. While it may seem that developing the
Strategic Plan is the hardest part, most plans fail because of the implementation. The key is to keep it
small and be successful, then build on that success for the next initiative. Don’t bite off too much or try
to be too ambitious.
• Take your time and keep it manageable
• Link your plan to your company’s strategy
• Justify your initiative and get buy-in and support
• Don’t re-invent, rebuild
• Go slow, manage change
• Set aside time from your operational responsibilities to make it happen
Without a Strategic Plan, you and your team won’t be effective and you won’t be able to get results, get
attention and get ahead.
Why you need an IT Strategy:
Redirect from tasks to opportunities and result
• Switch from fighting fires to preventing fires
• Reduce risk with planning and a longer view
Strategic Plans fail because it never gets written or because it is too complex.
Remember in Week 2 you used 3 questions to design your strategic plan outline.
Select a topic that you plan to defend via the strategic plan proposal, get topic approval from your
professor, and start finding resources as well as the steps you need to take to achieve your strategic
plan.
Note: Be sure to use terms, principles, strategies, and theories in your IT Strategy textbook.
1. Why do you need to do it? What is your goal?
2. What are the things you need to get done to achieve your goal?
3. How can you make those things happen?
By answering the 3 questions above, you will have the grounded baseline to developing an effective IT
Strategic Plan.
In Week 7, you will develop an implementation plan.
Develop an implementation plan
Once you have established your strategic plan using the 3-question process, you need to develop your
implementation plan. Select a topic that you plan to defend via the strategic plan proposal, get topioc
approval from your professor, and start finding resources as well as the steps you need to take to
achieve your strategic plan.
Based on your approved topic, complete the following statements/questions:
Note: Be sure to use terms, principles, strategi.
The document provides an outline for a training presentation on project management using Primavera (P6). It discusses key concepts in project management including the differences between projects, operations, programs and portfolios. It also gives examples of project activities and resources. The document demonstrates how to plan a sample project in Primavera (P6), including defining the work breakdown structure, activity list, dependencies, and resource assignments. An overview of the Primavera software highlights the steps for project planning, scheduling, and monitoring.
EDD9953: Signature Assignment
Guide last revised September 15, 2021
Action Plan Guide
Overall Instructions
Follow the instructions contained within this Action Plan Guide to develop your Action Plan.
Develop your Action Plan on the Action Plan Signature Assignment template.
Introduction
In this section, refer to your approved EDD9951 Signature Assignment to provide a brief
introduction to your EDD9953 Signature Assignment: Action Plan. Use the Preliminary Site
Information, the Statement of the Problem, and your Approach to the Problem of Practice
from your EDD9951 Signature Assignment to craft the introduction. (Maximum of 250 words)
NOTE: The problem and project you describe must be the same one that was
approved in your approved Signature Assignment in EDD9951.
Action Plan
Provide a paragraph (3–5 sentences) that introduces the sections of the Action Plan.
The action plan comprises the following sections:
• Purpose of the Project
• Stakeholders and Participants
• Description of the Applied Project
• Implementation Plan
• Guiding Questions
• Data Collection Plan
• Data Analysis Plan
Purpose of the Project
In this section, provide a statement of purpose. You may use the following formulation and add
a few sentences of clarification if desired.
The purpose of the project is to implement [insert your intervention] to improve [insert area
to be improved—be sure it aligns with your problem statement and guiding questions].
Example: The purpose of the project is to implement a professional development program to
improve the instructional leadership skills of district principals. (The problem the professional
development program addresses is that teachers do not receive feedback and coaching that
lead to improvement of instruction. The root-cause analysis identified one of the problem’s
causes: inadequacy of district principals’ classroom observation and coaching skills.)
EDD9953: Signature Assignment
Guide last revised September 15, 2021
A program evaluation project might be formulated slightly differently:
Example: The purpose of the project is to implement an evaluation of ABC school’s
science curriculum to inform a comprehensive revision of the science program. (The
problem the evaluation will be used to addresses is poor student achievement in science.
One of the problem’s causes identified in the root-cause analysis was an outdated
curriculum.)
Stakeholders and Participants
In this section, briefly describe the project’s stakeholders and their roles. Use two
subheadings—one for stakeholders and one for participants.
1. Identify and describe the key stakeholders of your project, including their role(s) in
the organization and why they would be impacted by your project.
2. I ...
This document discusses the integration of the School Improvement Plan (SIP), Office Performance Commitment and Review Form (OPCRF), and Annual Implementation Plan (AIP) processes in the Philippines' Department of Education. It provides information on developing SIPs and AIPs, linking them to OPCRFs and priority improvement areas. It also outlines the purpose and features of the School Report Card, a tool for communicating school performance and needs to stakeholders. The document aims to help schools effectively manage performance, monitor progress, and engage communities through aligned planning and reporting systems.
This document discusses the planning process for a project. It begins by defining a project as a sequence of tasks with a definite beginning and end that is aimed at achieving a certain outcome. It then outlines the typical 6 stages of the planning process: 1) Identifying problems and needs, 2) Developing goals and objectives, 3) Developing alternative strategies, 4) Selecting strategies and developing a detailed plan, 5) Designing a monitoring and evaluation plan, and 6) Developing a simple monitoring and evaluation plan. It also discusses different strategic planning models and frameworks that can be used in the planning process.
The presentation provided information on the School Report Card (SRC) and School Improvement Planning (SIP) processes of the Philippine Department of Education. It explained that the SRC is a tool for communicating the status and performance of schools to stakeholders and promoting transparency. It also described how the SIP and SRC are integrated, with the SIP guiding school priorities and targets and the SRC reporting progress to stakeholders twice yearly. Key elements of the SRC like the 19 indicators and dissemination methods were also summarized.
This document outlines the process for creating a technology plan for East Public Schools. It discusses assembling a planning team made up of teachers, administrators, support staff and community members. The team will evaluate the current state of technology, create a vision and mission statement, and develop goals and objectives. Examples of goals include providing professional development for teachers and integrating technology into the curriculum. The plan will be implemented over 3 years and evaluated on an ongoing basis to ensure it remains effective.
This document provides an overview of the logical framework approach to project planning. It discusses what a logical framework is and how it can be used throughout the project cycle. The key aspects of a logical framework include defining objectives in a clear hierarchy, identifying indicators and sources of verification for measuring progress, and considering assumptions and risks. The document also lists some common errors to avoid when constructing a logical framework, such as having vague indicators or defining endogenous assumptions. Overall, the logical framework is presented as a tool for systematically analyzing problems, formulating measurable objectives, and providing a basis for monitoring and evaluation of a project.
This document provides an overview of the logical framework approach for project planning and management. It describes the key elements of a logical framework including goals, objectives, outputs, inputs/activities, indicators, and assumptions. It outlines the phases and 8 steps to develop a logical framework matrix including defining the goal and objectives, identifying outputs and activities, and specifying indicators, means of verification, and assumptions. The advantages of the logical framework are that it helps design comprehensive and feasible plans, provides a structure for monitoring and evaluation, and reduces project management time and effort.
School-Based Management action plan of Ozamiz City DivisionRosalyn Lato
The document outlines the School-Based Management Action Plan of the Division of Ozamiz City for fiscal year 2019. It details 5 main activities: 1) advocacy activities to prepare required documents and plans for SBM, 2) convergence of coordinating and functional teams, 3) orientation/trainings/workshops to capacitate school heads and coordinators, 4) quarterly monitoring, evaluation and adjustments of SBM practices, and 5) performance assessment including mid-year and year-end reviews. The plan provides objectives, strategies, inputs, targets, timeframes and persons involved for each activity to strengthen the implementation of SBM in schools in the division.
The document discusses various aspects of planning including its definition, characteristics, levels, steps, tools and techniques. It defines planning as deciding in advance what to do, when to do it, and who will do it. The levels of planning include strategic, tactical and operational plans. The steps involved in planning are analyzing the environment, setting objectives, developing planning premises, determining alternative courses of action, selecting the best alternatives, formulating derivative plans, converting plans into budgets, implementation and review. Tools and techniques discussed are forecasting, benchmarking, simulation, linear programming, break-even analysis, PERT, CPM and Gantt charts.
Here are some pre-work activities needed before selecting an SI project and forming an SI team:
1. Review the school's SIP and the agreed targets with the Division to understand the strategic direction and priorities.
2. Evaluate the school's performance based on key measures like enrollment, attendance, dropout rates, learning outcomes, etc. to identify areas that need improvement.
3. Consult stakeholders like teachers, parents, learners through surveys, interviews or focus group discussions to understand issues and concerns from their perspective.
4. Map the current processes in the school using tools like SIPOC or process mapping to get a holistic view of operations and identify opportunities for improvement.
5. Analyze both quantitative and qualitative
MBA Capstone Project GuidelinesThroughout your MBA program.docxARIV4
MBA Capstone Project Guidelines
Throughout your MBA program, you have worked to develop as a practitioner-scholar to meet the needs and future challenges as a business leader. Your program culminates in the capstone project, which forms the primary focus of MBA6900, the final course you will take in the program. The capstone project is intended to provide you the opportunity to demonstrate your MBA program outcomes by:
· Planning and executing the strategic and tactical elements of a comprehensive project.
· Integrating and demonstrating skills and techniques you have learned throughout the MBA program.
· Communicating project outcomes both in written form and in a formal presentation.
· Completing your MBA program with an experience that reinforces and integrates the components that have preceded it.
The following information outlines the requirements and work associated with the capstone project for MBA6028 and MBA6900.
Capstone Project Examples
Examples of project types that might be proposed to meet these requirements include but are not limited to:
· Preparation of a strategic plan for an organization.
· A strategic analysis of all or a selected part of an organization.
· Development of a case study of all or a selected part of an organization.
· Development of an intervention, such as a workshop or training activity, that is broad- based enough to demonstrate the program-level outcomes.
· Development of a consulting report on a problematic issue within an organization, provided that the issue is broad-based enough to demonstrate program-level outcomes.
You may propose other structures for the capstone project so long as you are able to identify how the proposed project satisfies the requirement of demonstrating the program-level outcomes. When choosing your topic, keep in mind that your capstone project must result in recommendations, next steps, or some other type of actionable, evidence-based take-aways for the reader or subject of the project.
Capstone Project Requirements
The capstone course project must demonstrate your achievement of the MBA program outcomes. The following table is taken from the proficient column of the final capstone grading rubric. It outlines the expectations for demonstrating each program outcome.
Program Outcome:
Proficient Column:
1. Apply foundational knowledge and an understanding of business systems,
processes, and technology within and across core disciplines.
Applies foundational knowledge (theories, models, and practices) and an understanding of core business systems, processes, and technology within and across core disciplines.
2. Integrate information across disciplines and from differing
perspectives.
Integrates most relevant supportive and conflicting information (data, insights, best
practices) across disciplines from differing primary functional perspectives individually
and holistically.
3. Think critically and analytically to
provide evidence-based solutions to business challen ...
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
3. DEPARTMENT OF EDUCATION
Schedule Flow
3
AM/PM
Day
Slices
DAY 1: Preparatory DAY 2: Assess
DAY 3: Plan and
Act
AM
AM1
Expectation Setting Identify PIAs
Propose Solutions
and Projects
Break
AM2
Why the
Enhancements?
What were
Enhanced?
Set Objectives and
Form the Project Team
Draft the SIP and
AIP
Lunch
PM
PM1
Organize SPT
Analyze the School
Processes
Implement Proposed
Solutions
Break
PM 2 Convene and Orient
SPT
Find the Root Causes
of Problems
Communicate
Progress
2.4
2.3
2.2
2.1
1.4
1.3
1.2
1.1
3.4
3.3
3.2
3.1
6. DEPARTMENT OF EDUCATION
Phase 2: Plan Objectives
6
1. To review the general objectives and
targets;
2. To formulate solutions;
3. To develop and write the project
designs, SIP, and AIP
7. DEPARTMENT OF EDUCATION 7
Phase 2: Plan
5
Formulate solution(s)
4
Review general objectives
and targets
7
Write the SIP
6
Develop Project Designs
8
Prepare the AIP
8. DEPARTMENT OF EDUCATION
Step 4. Review general objectives and targets
8
Review general objectives and
targets set in Activity 3.1 - in
light of the root cause analysis
presented by the Project Team
to SPT
Always go back to
your general
objectives so you
will never lose sight
of your targets
9. DEPARTMENT OF EDUCATION 9
Planning Worksheet (Annex 5)
Activity 2.2
Activity 3.1
Activity 3.6
Step 4. Review general objectives and targets
Activity 3.1
10. DEPARTMENT OF EDUCATION 10
OUTPUT CHECK:
Root Cause column in the Planning Worksheet
[Annex 5]
Step 4. Review general objectives and targets
11. DEPARTMENT OF EDUCATION 11
Phase 2: Plan
5
Formulate solution(s)
4
Review general objectives
and targets
7
Write the SIP
6
Develop Project Designs
8
Prepare the AIP
13. DEPARTMENT OF EDUCATION
Step 5. Formulate solution(s)
13
With support from
the process owner
Address the
ROOT
CAUSE(S)
Within the
control of the
school
In formulating SOLUTIONS,
do not forget the following TIPS:
Sustainable Economical
16. DEPARTMENT OF EDUCATION 16
Phase 2: Plan
5
Formulate solution(s)
4
Review general objectives
and targets
7
Write the SIP
6
Develop Project Design(s)
8
Prepare the AIP
17. DEPARTMENT OF EDUCATION
Step 6. Develop Project Design(s)
17
PROBLEM STATEMENT: The selected area of focus phrased as a
problem (output of Activity 3.5: Select Area of Focus).
Example: During the first quarter, 10 out of 30 Mathematical Periodical
Test papers of Grade 7 students had items that were erroneously
checked
PROJECT OBJECTIVE STATEMENT: What you want to achieve and
by how much*.
Example: To reduce the incidence of erroneously checked
Mathematical Periodical Test papers of Grade 7 students by 100%
*Reminder: Objective statements should be SMART – specific,
measurable, attainable, realistic, time-bound. Targets to be set
should be discussed and agreed upon by the SPT based on the
school context.
REMEMBER
these
definitions
when you fill-
up Annex 9
(Project Work
Plan &
Budget
Matrix)
18. DEPARTMENT OF EDUCATION 18
Step 6. Develop Project Design(s)
ACTIVITIES: The activities you need to do to implement your
solution.
Example: Meet with teachers to discuss the new process of
checking Periodical Test papers
OUTPUT: The concrete, tangible products that result from
undertaking an activity .
Example: Teacher attendance during discussion of the new
process on checking Periodical Test papers
One project design
per solution
REMEMBER:
These
definitions
when you
fill-up Annex
9 (Project
Work Plan &
Budget
Matrix)
19. DEPARTMENT OF EDUCATION
Step 6. Develop Project Design(s)
19
In cases
where
there
are major
projects that
would need a long time
to implement, the
Project Team should
subdivide this into
smaller, more
manageable projects.
Each project will be monitored at least twice by
the SPT - middle and end of implementation
period.
Monitoring dates should be stated in the Project
Work Plan & Budget Matrix (Annex 9)
Make the projects manageable to
provide the team with immediate
results which they
can celebrate
(if it is successful)
or improve
(if did not meet
the target).
20. DEPARTMENT OF EDUCATION
Step 6. Develop Project Design(s)
20
For School Heads, Teachers,
and Staff
Your contribution in planning and implementing
the SIP and AIP should be included in your RPMS.
In writing your KRAs and objectives in the
RPMS, make sure it is aligned with the
objectives and targets of the SIP, AIP, and
Project Designs.
Attach a copy of the project designs to the AIP so you can easily
go back to it when you review the implementation of your AIP.
23. DEPARTMENT OF EDUCATION
Instructions
1. Review the set objectives and targets for
the particular PIA you identified earlier.
2. Develop a project design for the specific
PIA by filling up this template:
23
24. DEPARTMENT OF EDUCATION
Step 6. Develop Project Design(s)
24
OUTPUT CHECK:
Project Work Plan and Budget Matrix
28. DEPARTMENT OF EDUCATION 28
Phase 2: Plan
5
Formulate solution(s)
4
Review general objectives
and targets
7
Write the SIP
6
Develop Project Design(s)
8
Prepare the AIP
29. DEPARTMENT OF EDUCATION
Step 7. Write the School Improvement Plan
29
SCHOOL IMPROVEMENT PLAN
(Name of School)
FY____ to FY ____
I. Executive Summary
II. Introduction
III. K to 3
IV. 4 to 6
V. 7 to 10
VI. 11 to 12
VII. Governance
VIII. Monitoring and Evaluation
Prepared by the School-Community Planning
Team composed of the following, during the SIP
Workshop held on _________________________
at the _________________________________.
SPT Member Name Signature
________________ ________
________________ ________
________________ ________
All SPT members shall sign
the SIP for onward
submission to the Schools
Division Office (SDO).
You only need to submit
this at the beginning of the
three-year SIP cycle.
Include only
those that are
applicable to
your school
30. DEPARTMENT OF EDUCATION 30
Step 7. Write the School Improvement Plan
I. Introduction
Use your output
during the Vision
Sharing activity
B. School Situation
Assessment of the
current status of
children,
especially the
school age
children, in the
community as well
as the causes of
shortfalls and
inequities in the
children’s
outcomes.
Assessment of
school
systems and
processes
that facilitate
and hinder the
attainment of
school
objectives and
targets.
Assessment of
status and
trends in the
realization of the
school’s
contributions
to the
achievement of
the Division
Goals and
Objectives.
A. DepEd VMV
“Kung may kwento dapat mayroong kwenta at
kung may kwenta dapat mayroong kwento.”
31. DEPARTMENT OF EDUCATION 31
Step 7. Write the School Improvement Plan
III. K to 3
• Discuss briefly the
school’s prioritization
of the most pressing
needs
PIAs include issues
within the school and
community affecting
the school and
learners, which need
to be addressed and
brought to the
attention of
stakeholders.
IV. Governance
32. DEPARTMENT OF EDUCATION 32
Step 7. Write the School Improvement Plan
IV. Monitoring and Evaluation
When and how
regular should you
conduct M&E?
What are the
indicators to
watch out for?
Summative evaluation shall be conducted by
the SDO at the end of the SIP Cycle
How to document
issues and
lessons learned?
33. DEPARTMENT OF EDUCATION
Step 7. Write the School Improvement Plan
33
OUTPUT CHECK:
SIP with signatures of SPT members
34. DEPARTMENT OF EDUCATION 34
Phase 2: Plan
5
Formulate solution(s)
4
Review general objectives
and targets
7
Write the SIP
6
Develop Project Design(s)
8
Prepare the AIP
35. DEPARTMENT OF EDUCATION
Step 8. Prepare the Annual Implementation Plan
35
An AIP is a year-by-year operational plan for the SIP
AIP Year 1 AIP Year 2 AIP Year 3
Attach a copy of the
project designs to the AIP
to guide you when you
implement Year 2 and Year
3 AIPs.
It is recommended that the Project Team
who was assigned to do root cause
analysis for the PIA should be the one to
prepare AIP for continuity
The PT may add or change some of their
team members if necessary.
While SIP is aligned to the
Division Goals and
objectives, AIP is based on
the general objectives and
targets set in the SIP.
37. DEPARTMENT OF EDUCATION
37
Goal Development Proforma
GOAL SCHOOL
IMPROVE-
MENT
AREAS
TARGETS
( FOR
SCHOOL
IMPROVE-
MENT)
(Measurable
Indicators)
MEANS OF
VERIFICA-
TION
(Method of
measuring the
achievement
of targets)
STRATE-
GIES
(FOR
SCHOOL
IMPROVE-
MENT)
(Activities)
TIME
FRAME
PER-
SONS
INVOL
VED
RESOURCES
AMOUNT SOURCE Materials
38. DEPARTMENT OF EDUCATION
38
Tips on Writing the Strategies
1. Starts with a verb (Action words)
2. Chronologically arranged (first things first)
3. Must have its own MOV, time frame,
persons involved and resources
4. It must accomplish the target
39. DEPARTMENT OF EDUCATION
What is a good SIP/AIP?
1. Complete
2. Clear and Concise
3. Consistent
4. Evidence-based
5. Relevant
39
44. DEPARTMENT OF EDUCATION
Instructions
1. Each group will be given
eight (8) matchsticks.
2. Using the 8 matchsticks,
create an image of a fish
as shown in the picture.
(2 minutes)
3. Move three (3) matches
to turn the fish around.
(3 minutes)
48. DEPARTMENT OF EDUCATION
Phase 3: Act - Objectives
48
1. To test and review the proposed solutions
2. To roll out the solutions
49. DEPARTMENT OF EDUCATION 49
Phase 3: Act
10
Roll out the solutions
9
Test the solutions
11
Check Progress of AIP
50. DEPARTMENT OF EDUCATION
Step 9. Test the solutions
50
Test the
solution in
small
population
Check progress
and compare the
performance
before and after
implementing the
solution
If successful,
communicate
results to
concerned
stakeholders or
process owners
52. DEPARTMENT OF EDUCATION
Step 9. Test the solutions
52
OUTPUT CHECK:
Data results from testing the solutions
Communication plan to concerned stakeholders
(Process Owners)
53. DEPARTMENT OF EDUCATION 53
Phase 3: Act
10
Roll out the solutions
9
Test the solutions
11
Check Progress of AIP
55. DEPARTMENT OF EDUCATION
Step 10. Roll out the solutions
55
OUTPUT CHECK:
Plan to roll out your solutions
Plan to gather feedback from concerned
stakeholders
56. DEPARTMENT OF EDUCATION 56
Phase 3: Act
10
Roll out the solutions
9
Test the solutions
11
Check Progress of AIP
57. DEPARTMENT OF EDUCATION
Step 11: Check Progress of AIP
57
Check progress and compare the
performance before and after
implementing the solution
Project Team submits report to SPT
SPT should guide and help the
Project Team in resolving
problems
58. DEPARTMENT OF EDUCATION
Step 11. Check Progress of AIP
58
*this will be monitored in the next M&E cycle
(1)
Name
of
Proje
ct
(2)
Project
Objective
s and
Targets
(3)
Date
of
Monit
oring
(4)
Accomplish
ments/
Status to
Date
(5)
Issues/Pro
blems/
Challenges
(6)
Recommend
ations/
Action
Points
(7)
Signature
of SPT
and
Project
Team
Leader
To be
discussed by
SPT and
Project Team
Project Monitoring Report Form
Scheduled Dates of Monitoring
Mid-year: ________________ Year-end: _________________
---------To be filled-up by Project Team-------
59. DEPARTMENT OF EDUCATION
Step 11. Check Progress of AIP
59
Consolidated progress reports
will serve as inputs to the SRC
Submit Project Monitoring
Report Form to the SDO
together with the AIP for the
next year
SPT and Project Team will
adjust, modify, and write AIP of
the following year
• The Project Team assigned
may begin collecting,
organizing, and analyzing the
required school data for the
PIAs to be tackled in the next
AIP.
• The next AIP begins with
Step 2: Identify/Review PIAs.
• After year 3, the SPT can
now prepare for the next
cycle.
65. DEPARTMENT OF EDUCATION
Instructions
1. Using your groupings in “The
Perfect School”, form a
straight line with one person
behind the other.
2. The person in front of the
line will be given an image
by the facilitator while the
rest of the team will face
backwards.
3. The same person must be
able to grasp the whole
image (details, colors, etc.).
66. DEPARTMENT OF EDUCATION
Instructions
4. When the facilitator gives the
signal, the person in front will
“pass” the image by describing
what he saw. The same will be
done by the rest until it reaches
the last person.
5. The last person is tasked to draw
the image as accurately as
he/she can.
6. When the time is up, the
facilitator will check the work of
each group and determine which
team drew the most accurate
image.
69. DEPARTMENT OF EDUCATION
SRC Reporting
69
To increase community
participation and
involvement in school
operations and activities by
providing stakeholders a
snapshot of the status of
the school and advocating
for areas that need their
involvement
OBJECTIVE
70. DEPARTMENT OF EDUCATION
Features of Refined SRC
70
1. Focus is on advocacy
and communication;
not planning and
accountability.
2. Streamlined indicators
(19 indicators, not 32).
3. Includes school
accomplishment of
other stakeholders.
4. Integrated with SIP
71. DEPARTMENT OF EDUCATION
Benefits of using enhanced SRC
71
Greater
stakeholder
participation
in school
activities
Transparency
of school
activities and
performance
Better
understanding
of stakeholders
on school
situation
72. DEPARTMENT OF EDUCATION 72
Allocating space in School Journal
or Newsletter
Posting of SRC in school/Division
websites, bulletin boards, and other
public areas
Reproduction of enough copies for
distribution to the general public
Presentation to stakeholders during
School Meetings and Assemblies
(October & March)
Ways of Disseminating the SRC
73. DEPARTMENT OF EDUCATION
19 SRC Information
73
Enrolment
Health and
Nutritional Status
Learners materials’
Teachers’
professional
development
Funding sources
School awards and
recognitions
SCHOOL PROFILE [6] PERFORMANCE INDICATORS [11]
Access
Number and rate of dropouts by
cause
Quality
Percentage of learners who
completed the School Year
(Promotion Rate)
National Achievement Test
(NAT) – by Mean Percentage
Score (MPS)
Literacy level
Governance
School-Based Management
Assessment Level
Child-Friendly School Survey
result
Stakeholders’ participation
Learner-Teacher ratio
Learner-Classroom ratio
Learner-Toilet ratio
Learner—Seat ratio
Status of Annual
Improvement Plan
(AIP)/Continuous
Improvement
Projects)
Other Stakeholders'
Accomplishments
STATUS OF SCHOOL
PROJECTS [2]
Note to facilitator:
Make sure that you’ve assigned one participant to lead the Recap/Management of Learning (MOL) of Day 2.
Make it short but fun.
An alternative to the usual recap is to call on a representative from 2 or 3 groups to present their outputs from Day 2 and the process of how they arrived at it (it will already serve as recap since they will discuss what the activities they went through).
Talking point/s:
In order to reach our objectives, the next days were designed like these.
The AM and PM sessions are divided into 2. AM1 is before the break and AM2 is after the break.
The same goes for the PM sessions: PM1 is before the break and PM2 is after the break.
You will see from this schedule what we will cover for the next 3 days.
We will give you an overview of what will happen in each chunk by showing you a storyline…
Talking point/s:
For this morning until the break, we shall be discussing 3 steps:
Reviewing the objectives
Formulating solutions
Developing project designs
Talking point/s:
We have finished the first phase of the SIP Cycle which is Assess. You have been taught how to identify and prioritize PIAs, analyse and map out school processes, select an area of focus among the storm clouds, and do root cause analysis. Now we move on to the second phase of the SIP cycle – the Plan phase.
Talking point/s:
The objectives of the Plan Phase are as follows:
To review the general objectives and targets
To formulate solutions
To develop and write the project designs
Talking points:
Under Plan are five steps:
Step 4: Review general objectives and targets
Step 5: Formulate solutions
Step 6: Develop Project Designs
Step 7: Write the SIP
Step 8: Prepare the AIP
Let’s begin first with Step 4 Review general objectives and targets.
Talking point/s:
Now that the root cause for the area of focus has been identified, the SPT needs to review the objectives and targets that were initially set in Activity 3.1 (Set general objectives). It is important to make sure that the objectives are aligned with the root causes presented by the Project Teams to the SPT.
As a quick tip, we should always go back to our general objectives so we will not to lose sight of our targets.
Talking point/s:
For this step, the SPT will need their Planning Worksheet that contains the ff information:
The identified PIAs which the SPT should have filled out during Activity 2.2 (identifying PIAs)
The general objectives and time frame which the SPT should have filled out during Activity 3.1 (setting general objectives)
Now the root cause/s which the Project Teams presented in Activity 3.6 should be written here as well
From this you can see that each activity in the enhanced SIP leads us to the next activities and help us build our output.
This means that every step in the enhanced planning process is important and it will be impossible to write the SIP without doing the activities, so we encourage everyone to persevere with each planning phase.
For those who are not so familiar with planning, it is normal to find it difficult at first but once we get used to it and it becomes a habit in our schools, it will be easier (just ask those schools who have done a remarkable job in creating their school plans).
Talking point/s:
At the end of this activity, you should have reviewed the planning worksheet (Annex 5) and have filled out the tables.
You will need this when you write your SIP.
Talking point/s:
After you have reviewed and set your general objectives and targets, you may now formulate your solutions.
Talking point/s:
Just a short recap, in process mapping , the Project Team was able to identify opportunities for improvement, or the storm clouds (which are specific, measurable, and observable). The mapping process enables them to look at a smaller, more targeted, and more focused problem that contributes to the broader school issue. This is called the area of focus.
After the Project Team identified their area of focus, they will undergo root cause analysis to identify the root cause of the problem.
Then, the assigned Project Team/s for the identified PIAs will then brainstorm solutions based on the root cause. Several solutions can be formulated for a single root cause. If the Project Team prioritized more than one root cause, several solutions can be formulated for each one of these as well.
Talking point/s:
Keep in mind five considerations in formulating solutions:
Should address the root cause/s – Once you identify the root cause of the problem, it would cause a domino effect that would help address your problem
Should be within the control of the school – solutions should be realistic and possible to implement
Should be economical – do not require a lot of resources; you have to make sure that the solutions will not be put into waste
Should be sustainable – the solutions can be continued by stakeholders even beyond the project period
Should have the support of the concerned stakeholders/process owners – the solutions will be implemented successfully if you have the full support from your process owners and other stakeholders (the process owners are the concerned stakeholders – the ones who will use the solution to bring improvement).
Talking point/s:
Remember this key message when formulating solutions:
When creating solutions to address your root cause, you can be as creative as you want so as long you remember the tips to ensure that your solutions are effective.
Talking point/s:
At the end of this activity, you should have a list of possible solutions.
Talking point/s:
Once you’ve formulated your solutions, you can now develop your project designs.
Note to facilitator:
Read the examples for each definition to help the participants understand it better.
Talking point/s:
To help the Project Team in filling up Annex 9 (Project Work Plan and Budget Matrix), they should remember the following definitions:
Problem Statement: The selected area of focus phrased as a problem – this was the Project Team’s output in Activity 3.5 when they selected the area of focus
Project Objective Statement: What the Project Team wants to achieve and by how much
* Remember that the objective statements should be SMART.
Note to facilitator:
Read the examples for each definition to help the participants understand it better.
Talking point/s:
Activities: The activities the Project Team needs to do to implement the solution
Output: The concrete, tangible products that result from undertaking an activity
As a quick tip, remember that it’s best to create one project design per solution so that the project team can realistically implement it.
Talking point/s:
The duration of a project will vary depending on the timelines set for each identified PIA. But it is important to make the projects manageable to provide the team with immediate results which they can celebrate (if these are successful) or improve (if these do not meet the target). In cases where there are major projects that would need a long time to implement, the Project Team should subdivide this into smaller, more manageable projects.
Each project will have to be monitored at least twice by the SPT – during the middle and during the end of the implementation period (longer projects will be monitored more than twice). You will have to set the dates when the SPT will monitor your project. Include these dates in the Project Work Plan and Budget Matrix.
Talking point/s:
For School Heads, teachers, and staff, note that their contribution in planning and implementing the SIP and AIP should be included in the RPMS.
In writing KRAs and objectives in the RPMS, make sure it is aligned with the objectives and targets of the SIP, AIP, and Project Designs.
Attach a copy of the project designs to the AIP so the SPT can easily go back to it as the Project Teams implement solutions.
Note to facilitator:
Point out what they should write on the template.
Talking point/s:
This is what the Project Work Plan and Budget Matrix Template (Annex 9) looks like.
This should be filled by the Project Team.
Note to Facilitator:
1. Distribute a blank template of the Project Work Plan and Budget Matrix.
2. Participants will be asked to come up with project designs of the solutions they identified using the sample data.
Talking point/s:
At the end of this step, the Project Teams should have accomplished the Project Work Plan and Budget Matrix.
Talking point/s:
For this session before we break for lunch, we will discuss what should be written in the SIP and AIP.
Talking points:
After developing your project designs, you may now start to write your SIP
Talking point/s:
This structure will guide the SPT in writing the SIP document.
Note that what is in this slide is slightly different from the one in the Guidebook. This is the version of the SIP table of contents based on updates from the Department’s effort to align the planning process from central down to schools. This updated table of contents will also be uploaded to the DepEd website together with the updated planning worksheet.
The document will be signed by all SPT members and will be submitted to the Division at the beginning of the SIP cycle.
We shall go through each section of the SIP.
Talking point/s:
This chapter should discuss the following: (a) DepEd VMV and (b) School Situation.
In writing this section of the SIP, the SPT should include a copy of the DepEd VMV. But they should also include their output during the “Vision Sharing” Activity and tie it into a beautiful paragraph about how they understand the vision, mission, and core values of DepEd.
On the other hand,the school situation can be assessed in three angles:
Current status of children, especially the school age children, in the community as well as the causes of shortfalls and inequities in the children’s outcomes (about the learners).
Trends in the realization of the school’s contributions to the achievement of the Division Goals and Objectives (about school goals).
School systems and processes that facilitate and hinder the attainment of School and Division goals and targets (about systems and processes).
All of these can be found in the SRC. You can put here the data and the write up from your SRC.
“Kung may kwento dapat mayroong kwenta at kung may kwenta dapat mayroong kwento.” – remember that if it is important for the school (it has value, may kwenta), then we should be able to share this to others (may kwento). And one way of sharing our situation to others is through the SIP.
Talking point/s:
Using the accomplished Planning Worksheet (Annex 5), discuss briefly the school’s prioritization of the most pressing needs or problems that surfaced in your school and learners data, expressed as “Priority Improvement Area(s)” Please don’t forget to attach a copy of your accomplished Planning Worksheet to the SIP.
There are separate chapters for each learning stage (K to 3, 4 to 6, 7 to 10, 11 to 12). These chapters on learning stages are for PIAs that are related to access and quality indicators and contribute to the organizations intermediate outcomes for access and quality. Remember that only the applicable learning stages to the school should be included in the SIP.
The chapter that follows the chapters on learning stages is the chapter on governance. This chapter is for PIAs to are school governance-related and contribute to the organization’s governance intermediate outcomes.
Talking point/s:
For this section, the SPT should include the following:
When and how regular should you conduct monitoring for each project?
Remember that each project can have their own monitoring timeline. If, for example, you are working on a project to increase enrolment, you may begin your project even before June and you will monitor it at the end of June so you can see if enrolment did increase. Whereas, if your project is on reading, the beginning of the project can be after the first 5 weeks of the first quarter, for example, because that’s when you are able to assess the students who need help in reading. Monitoring for this should be every quarter so you can check if the students are making progress.
This means that when and how regular you conduct your M&E depends on the kind of projects you will implement.
How to document issues and lessons learned – Schools should also include their strategies to document issues and lessons learned. Issues and lessons learned usually are discussed during team meetings. Take note of these issues and lessons learned and integrate the learnings in your new project design or AIP.
What are the indicators to watch out for in each project?
This is important for you to say that the project is indeed meeting its target and where it needs improvement.
Please note that what the SPT will write here should be considered by the Project Teams when they fill out their Project Monitoring Forms.
The SDOs will conduct a summative evaluation at the end of the SIP cycle.
Talking point/s:
The SPT should be able to produce the SIP, signed by all the members of the SPT at the end of this step.
Talking points:
After writing the SIP, the SPT will now prepare their AIP
Talking point/s:
From the objectives set in the SIP, the SPT shall prepare the Annual Implementation Plan.
The AIP is the year-by-year operational plan for the SIP.
While the SIP is aligned to the Division goals and objectives, the AIP is based on the general objectives and targets set in the SIP.
Note that the SPT should attach the project designs for the year submitted by the Project Teams in the AIP.
Note to facilitator:
Point out each field that the SPT needs to fill in.
Talking point/s:
Here is the AIP Template which the SPT will need in order to plan the activities/programs for Years 1, 2, and 3.
Talking point/s:
Remember that a good SIP is:
Complete – it followed what was required and all the necessary information are there.
Clear and Concise– We want our plan to be understood and owned by school and the community stakeholders.
Consistent – Everything is aligned to each other – from the vision down to the monitoring and evaluation
Evidence-based – the SIP was clearly based on evidence (quantitative and qualitative data)
Relevant – activities addresses the root causes and objectives
Talking points:
At the end of this step, the SPT should have an accomplished AIP.
Note to facilitator:
1. You may use other sticks (popsicle sticks or pencils, for example) in doing this activity.
Talking point/s:
It is sometimes difficult to imagine how the fish will turn with just moving three sticks. It is much easier to test the solutions one is imagining to turn the fish. When one tests the solutions, sometimes it turns out that the solutions one is proposing are not correct. Sometimes, the solutions just don’t work. Testing your solutions is sometimes necessary to come up with effective solutions to problems one is facing, whether it be turning the fish or poor test results in the school. When the school is faced with a problem, solutions must be tested. This is to minize risks and ensure that the solutions proposed will be effective.
Talking point/s:
We have finished the second phase of the SIP Cycle which is Plan. You have been reminded how important to review and always go back to your objectives and targets. You have been taught how to formulate solutions, create your project designs, and how to write and prepare your SIP and AIP.
Now, we are on the final phase of the SIP Cycle which is Phase 3: Act.
Talking point/s:
What we’ll discuss now until the break is the whole Act phase:
Testing the solutions
Rolling out the solutions
Checking for progress
Talking point/s:
The objectives of this phase are as follows:
To test and review the proposed solutions
To roll out the solutions
Talking point/s:
We will now discuss testing the solutions.
Talking point/s:
Before the Project Team implements the solutions, they must first test it in a small population to reduce the risk of failure and to make room for necessary adjustments in the implementation. The Project Team may opt to test all solutions and choose the most effective one to rollout.
Make sure to check progress before and after implementing the solution. If the solution is not effective, revisit the implementation process to see where improvements can be done.
When the solution is successful, communicate the results to the concerned stakeholders/process owners. Getting their feedback, acceptance and support is important so that they can be fully engaged in implementing the solution. This ensures that solutions will continue to be carried out even after the project period is done.
Talking point/s:
For Step 9, remember the following key messages:
Each school will have different needs and problems. Therefore, solutions may vary. There are also some solutions that cannot be tested especially if the project deals with facilities and infrastructure. If that is the case, the Project Team may skip this step.
You need to test the solution/s first before scaling it up. This is to enable the Project Team to know what will work or what will not so they can still tweak and adjust the solutions before they scale up. This will be less costly than just directly implementing the solutions.
When it’s time to scale up, scale up fast while there’s still interest and momentum (coming from your successfully testing the solution).
Talking point/s:
At the end of this step, the Project Team should have:
The data results from testing their solutions
A communication plan to concerned stakeholders or process owners
Talking point/s:
Once you have already tested a successful solution, it is now time to roll it out.
Talking point/s:
After successful testing, the Process Owners (not the project teams) will now implement and roll out the project.
This is because the process owners are the ones who will actually use the solution.
Take note that not all implementation of projects will be perfect.
The Project Team will continue to guide the concerned stakeholders as they implement the solution. This may be done by providing training and other interventions to aid the Process Owners in the implementation.
Lastly, do not forget to create a venue for you to communicate with your stakeholders so that they are up to date with the status of your plans. Also, by working with them, this will give you a chance to continuously improve your process.
Talking point/s:
At the end of this step, the Project Teams should already have:
A plan to roll out their solutions
A plan to gather feedback from concerned stakeholders
Talking point/s:
After rolling out, you will now check the progress of your AIP.
Talking point/s:
The SPT should keep in mind to:
Check the progress of the AIP and compare the performance before and after implementation
Guide and help the Project Team in resolving problems especially at the beginning of implementation (it’s harder to ‘save’ a project when it’s already in the middle or end of its implementation).
The Project Team should:
Submit a progress report to help inform the SPT of the status of their projects
Both will then discuss the recommendations/action points based on the result of the monitoring done by the SPT
Talking point/s:
The Project Team shall use this template in submitting their progress report to the SPT.
Depending on the timelines set by the Project Team in their project designs, the SPT will monitor progress at the middle and end of the implementation period. For longer projects, the SPT will have to monitor more than twice. Indicate the scheduled dates on the blanks on top of the Project Monitoring Report Form.
Tables 1 to 5 will be filled up by the Project Team while Table 6 is to be discussed with the SPT.
Then the form will be signed by the SPT who did the monitoring and the Project Team Leader.
Talking point/s:
The progress reports shall be consolidated and will serve as inputs to the SRC.
At the end of the year, the SPT will collect all the Project Monitoring Forms so they can submit it to the SDO together with the AIP for the following year. This is to update the SDO and help them in monitoring the progress of their projects.
In starting the next AIP, the Project Team assigned may start the preparatory work needed to tackle the PIAs in the next AIP.
After year 3. the SPT can now prepare for the next cycle. During this year the SDO will conduct visits to do summative evaluation of your SIP.
Talking point/s:
Keep in mind the following key messages:
Open communication between the SPT and Process Owners is key
In relation to that, do not be afraid to be transparent – show your stakeholders or the SPT the real status of your projects and where you need help on so they can support and assist you.
Lastly, (and this is for the SPT who will do the monitoring) the purpose of monitoring and evaluating is improvement - “Akay, hindi okray.”
Talking point/s:
At the end of this step, the Project Team should be able to fill out the project monitoring report form with recommendations and signature of the SPT.
The SPT should also be able to come up with the SRC based on the results and report.
Note to facilitator:
You may use other images or drawing.
Talking point/s:
It is sometimes difficult to pass the message when the message is unclear or communication is broken. The same is true when the school communicates its plans (and successes) to its stakeholders. The message has to be clear and the communication has to effective.
Talking point/s:
For our last session today, we will discuss the SRC as a means of communicating to the school’s stakeholders.
Talking point/s:
Research from the World Bank (WB) shows that if stakeholders are informed about the process and performance of the schools, they are able to help the school more.
The SRC provides the mechanism for stakeholders to celebrate their own successes because it does not only communicate accomplishments of schools but also of other stakeholders like parents, the student government and other members of the school community.
Talking point/s:
It needs to be emphasized that the refined SRC is shorter than the previous SRC. It only contains 19 indicators unlike the old SRC where there were 32 indicators.
Based on external reviews conducted during the BESRA Review Missions, schools had produced more SRCs than SIPs (DepEd Order No. 83, 2012). This reflected a disjointed implementation of the two SBM processes. Now under the new policy, we have integrated these two together and have shown their relationship.
Talking point/s:
When you use the enhanced SRC, it would result to:
Greater stakeholder participation in school activities;
Better understanding of stakeholders on your school’s situation; and
Transparency of your school’s activities and performance
Talking point/s:
The following are ways in which the school can disseminate the SRC:
Present it to your stakeholders during school meetings/assemblies
Post it in public areas
Publish it in your school journal/newsletter
Reproduce copies for the general public
Note to facilitator:
Go through the list of indicators for the participants and have them refer to their Guidebooks.
Talking point/s:
The refined SRC is shorter than the previous SRC. It only contains 19 indicators unlike the old SRC where there were 32 indicators before.
The indicators are grouped into 3: school profile, performance indicators, and status of school projects.
Talking point/s:
For the SRC, you are given 2 templates. The first one is called the Basic SRC Template.
We understand that not all schools are able to produce colored/creative SRCs. If this is the case, they may use the Basic SRC template that can be created using Microsoft Word or Excel.
What is important is that the schools are able to input all 19 indicators in their SRC.
Talking point/s:
The Advanced SRC Templates come in 3 kinds:
Booklet
Brochure
Poster
We will provide the schools with the icons if they opt to use the advanced template.
This, however, is not intended to limit the schools’ ability to create their own SRC.
This is merely a guide/sample.
With the help of the icons, they may come up with their own layout/style that best reflects
their school.
You will see in this slide the booklet sample.
Talking points:
This is the brochure sample.
Talking point/s:
And this is the poster sample.
Talking point/s:
For our last session today, we will discuss the SRC as a means of communicating to the school’s stakeholders.