The document summarizes the activities of the Continuous Improvement Main Attraction Team (CIMAT) at Cotabato City National High School - Main Campus. The team identified issues with the implementation of School Learning Action Cells (SLAC) and developed solutions to address poor performance. Key steps included assessing the current SLAC process, analyzing root causes, developing and piloting solutions such as a SLAC guide and timekeeping tools. The solutions were then rolled out to other departments and progress was checked, finding improvements in timeliness. The CIMAT worked diligently using continuous improvement methods and had positive experiences throughout the project.

1. Strengthening School Learning Action Cell for
Junior High School Teachers in Cotabato City
National High School-Main Campus
Main Attraction Team

2. STAGE 1:ASSESS

3. STEP 1:Get Organized

4. Continuous Improvement Main Attraction Team
STRUCTURE

5. Jeanette A. Gaudiano
Team Leader
Jonathan M. Husain
Process Observer
Warren S. Nacario
Documenter
Mary Jane D. Completano
Communication
Omega Rose P. Allanic
Scribe
MAIN ATTRACTION TEAM

6. In relation to DepEd Order No. 35, series of 2016 otherwise known as The
Learning Action Cell as a K to 12 Basic Education Program School-Based Continuing
Professional Development Strategy for the Improvement of Teaching and Learning.
Through this policy, The DepEd fully supports the continuing professional
development of its teaching personnel based on the principle of lifelong learning and
DepEd’s commitment to the development of teachers potential aimed towards their
success in the profession.
The school issued a Memorandum Order No. 30 s of 2016 to all the teachers
to participate in the SLAC session as scheduled by department effective June
13,2016.
In the DepEd, a Learning Action Cell is a group of teachers who engage in
collaborative learning sessions to solve shared challenges encountered in the school
facilitated by the school head or a designated LAC leader.
Background of the Project

7. 4 out of 7 or 57% departments from Junior High
School of Cotabato City National High School-
Main Campus rated poor performance in
different indicators in the conduct of SLAC
session from August 2016 to March 2017.
Broad Problem Statement (BPS)

8. STEP 2: Voice of the
Customer

9. SUPPLIER SLAC Management Team
• Leader
• Facilitator
• Documenter
3
School Head 1
CUSTOMER Teachers 130
Current State

10. A descriptive survey tool that
contains series of question based on the
SLAC Session Performance Indicators
namely:
• Timeliness
• Facilitation
• Resource Materials
• Approach / Methods
• Session Content
• Participation
SLAC Session Assessment Tool (Survey Questionnaire)

11. A Focus Group Discussion tool that contains series of question
based on the SLAC Session Performance Indicators namely:
• Timeliness
• Facilitation
• Resource Materials
• Approach / Methods
• Session Content
• Participation
The tool captures qualitative information of the suggestions and
quality of the conduct of the SLAC Session as perceived by the SLAC Session
participants.
SLAC Session Focus Group Discussion Assessment Tool

13. 13
 Update us about SLAC.
 Acquire information and knowledge through SLAC.
 We want to have sufficient time in conducting SLAC
session.
 Provision of the SLAC session program.
 We want to have a systematic flow of the session.
 We want to have an adequate SLAC session materials
to be given before the session.
 The participants should be punctual.
VOICE OF THE CUSTOMERS

14. NEEDS WANTS
1. We need to acquire information.
Which are:
• Accurate Information.
• Updated Information.
• Reliable Source of Information
• Complete package of SLAC session
materials.
• Provision of materials on time
2. We need to develop our skills.
Through:
• Workshops / Activities during SLAC session
• Presentation of outputs.
• Sufficient time to acquire the skills.

15. QUALITY
 Accurate, updated, reliable
information.
 Acquired skills from workshops for
professional growth and development
 Knowledgeable resource speakers.
 Availability of training
matrix/program.
SERVICES
 Organized flow of the session.
 Provision of materials during
workshops.
EFFICIENCY
 Proper time management.
Responding to VOCs: Identifying Measures

16. STEP 3: Walk the Process

17. SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
School
Learning
Action Cell
(SLAC)
Management
Team
School Head
(Principal)
• Information
• Guidelines
and policies
• Updates
• Activities/
Workshop
School
Learning
Action
Cell
(SLAC)
Process
• Gained knowledge
• Acquired updated
information
• Demonstrated
acquired skills
Teachers

18. Preliminaries
and Agenda
Settings
Session Topic
Discussions
Activity
Workshops
Participants’
Output
Presentations
Agreement
Settings
Session
Assessments

19. Signals the SMT to Start
the Session (30 sec)
Signs attendance sheet
(5mins)
Asks the Participants to
sign the Attendance Sheet
(30 sec)
Asks the Participants to
settle in their seats
comfortably (2 mins)
Collects the filled
Attendance Sheet (30 sec)
Asks the Participants to
lead the prayer (30 sec)
Leads and conducts the
prayer
Presents the Agenda and
the flow of the Session (5
mins)
Documents the session
Observes the session
Not all
informations
are filled in.
Some Participants
are not yet inside
the session hall
based on the time
given.

20. Motivates the participants
Documents the session
Observes the session
Distributes the materials
needed for the discussion
of the session topics
Presents and discusses the
session topics
Listen and take down notes
Ask queries for clarificationResponds to the queries
The
materials
are
insufficient. The flow of
discussion
was
unorganized
Some of the
participants
were not taking
down notes

21. Instructs the participants
for break up grouping
Documents the session
Observes the session
Breaks up for activity
workshop grouping
Distributes workshop
materials
Perform the task assigned
by the facilitator
Ask queries for clarificationResponds to the queries
Gives instruction to the
participants for the
workshop
Monitors the Participants
performance
The time for
workshop was
limited.
Participants
performed the
task
unsatisfactorily

22. Gives instruction and
assigns the sequence of
participants’ workshop
output presentation
Documents the session
Observes the session
Present workshop output
Validates and gives
feedback on the presented
output
Take notes and improve
their workshop output
Submit workshop output
Collects the participants
workshop output
Inadequate
time for
presentation
of output.

23. Presents agenda targets
for session agreement
Documents the sessionObserves the session
Facilitates the flow of
discussion for the session
agreements
Present and commit with
the agreement
Collects the presented
agreement
Insufficient time
allotted for
bringing out
agreements.
Agreements
collected were
incomplete.

24. Distributes the Assessment
Forms
Documents the sessionObserves the session
Instructs the participants
on how to fill up the
assessment forms
Receive the Assessment
forms
Ask queries for clarification
Responds to the queries
Submit the filled up
assessment form
Fill up assessment forms
Collects the assessment
forms
Incomplete
filling up of
assessment
forms.
Agreements
collected were
incomplete.

25. STEP 4: Identifying Priority
Improvement Areas

26. 26
DATA COLLECTION PLAN
Define what to
measure
Define how to measure Who will
do it
Sample plan
Measure Type of
measure
Measureme
nt or Test
Method
Data tags
Needed to
Stratify the
Data
Data
collection
Method
Person’s
assigned
What? Where? When? How
Many?
Descriptive
Survey
Focus
Group
Discussion
Discrete
count data
Continuous
Data
SLAC
Session
Performance
January 2017
SLAC Session
Performance
Indicator
Spreadsheet Documenter SLAC
Session
Evaluation
Survey
SLAC
Session
Assessme
nt Tool
Every
session
Session
Participa
nts
Session
Document
ation
Continuous
Data
SLAC session ,
Minutes,
Agreements
SLAC Session
Time Table
By
Department
Session
Documentat
ion
Documenter SLAC
Document
ation
Document
ation
Report at
the
SMT office
After
SLAC
post
session
Session
Participa
nts

27. SLAC Session Assessment Result

28. Out of 4 departments, Science Department
prevails to have rated poor performance in
the three (3) indicators namely timeliness,
resource materials, and session content from
August 2016 to March 2017.
Focus Problem Statement (FPS)

29. STAGE 2: ANALYZE

30. STEP 5: Root Cause Analysis

31. Out of 4
departments,
Science
Department
prevails to
have poor
performance
in the three
(3) indicators
namely
timeliness,
resource
materials,
and session
content.
1 out of 3 or 33%
observed that the
time allotted for the
session was given
less emphasis
1 out of 3 or 33%
admitted that there was
inadequate resource
material for the session.
1 out of 3 or 33%
affirmed that the
session content was
unorganized.
There was
limited time
allotted for the
activity
Unavailability
of SLAC
training
matrix.
Ineffective
and
Inefficient
implemen
tation of
the SLAC
Session
Resource
materials
was given
less
importance.
Unclear agenda
of the session
Improper
time
management
The preparation
of resource
materials was
inadequate

32. STEP 6: Developing Solutions

33. PROCESS FPS RCA OBJECTIVES SOLUTIONS
School
Learning
Action
Cell
(SLAC)
Out of 4
departments,
Science
Department
prevails to have
poor
performance in
the three (3)
indicators
namely
timeliness,
resource
materials, and
session content.
Ineffective
and
Inefficient
Implementati
on of the
SLAC Session.
To decrease from
3 to 1 or by 66%
the Poor
Performance of
different
indicators
(timeliness,
resource
materials, session
content) in
Science
Department by
March 2017.
Effective and Efficient
Implementation of SLAC
Session through:
• SLAC Documenter’s
designation role as
time keeper during
the SLAC session.
• Visual Management
 SLAC Session
Guide.
 SLAC training
Matrix
 Inventory of
Resource
Materials
 Time cards
 Watch / Timer

34. STEP 7: Finalize
Improvement Plan

35. 35
No. Activities January February March Person/s In Charge Budget
. 17 19 20 3 8 15 22 1 8 15
1 CIMAT FGD on the
Piloting the Project
CIMAT
School Head
1,000.00
2. Reproduction of SLAC
Materials, Put Up SLAC
Bulletin Board and Tools
for Piloting
CIMAT
School Head
5,000.00
3. Orientation on the CI
Framework / CIMAT
Project
CIMAT
School Head
5,000.00
4. Initial Piloting of the
Solution
CIMAT
School Head
1,000.00
5. Assessment on the
testing of the solution.
CIMAT
School Head
1,000.00
6 Final Piloting of the
solution
CIMAT
School Head
3,000.00
7. Roll Out CIMAT
School Head
1,000.00
8 Checking the Progress of
the Project
CIMAT
School Head
1,000.00
IMPLEMENTATION PLAN

36. STAGE 3: ACT

37. STEP 8: Piloting Solution

38. 38
SLAC GUIDE SLAC KIT

39. 39
SLAC BULLETIN BOARD SLAC LOG BOOK

40. 40
SLAC Inventory of Materials and Equipment
SLAC Training Matrix

41. 41
Time Cards
Bell
Watch
*These are the things to be used
by the documenter during the
SLAC session.

42. 42
Science Department teachers sincerely participate during the
CI Main Attraction Team Pilot Testing of Solution last March 10, 2017.

43. 43
Facilitator discusses the topic to the participants.

44. 44
Documenter of the Science Department raises the time cards to
remind the facilitator about the time limits.

45. 45
Science Department participants seriously do their tasks during the workshop.

46. 46
TEAM APHRODITE observes the pilot testing of the Main Attraction Team.

47. STEP 9 : Roll Out Solution

48. 48
Last March 22, 2017 the CIMAT conducted the Roll Out Solution with the 7
Departments from CCNHS – Main Campus.

49. 49
Teachers listen attentively to the instructions during the CIMAT
Roll Out Solution on March 23, 2017.

50. 50
ENGLISH DEPARTMENT
with Team Aphrodite
MAPEH DEPARTMENT

51. 51
T.L.E. DEPARTMENTMATHEMATICS DEPARTMENT

52. 52
FILIPINO DEPARTMENT
with Team Aphrodite
ESP DEPARTMENT
with Team Aphrodite

53. 53
ARALING PANLIPUNAN DEPARTMENT
with Team Aphrodite

54. STEP 10 : Check Progress

55. 4 out of 7 or 57% departments
from Junior High School of
Cotabato City National High
School-Main Campus rated poor
performance in different
indicators in the conduct of SLAC
session from August 2016 to
March 2017.
Broad Problem Statement (BPS)
1 out of 7 or % departments
from Junior High School of
Cotabato City National High
School-Main Campus rated very
satisfactory performance in
timeliness indicator after the Roll
out solutions conducted last
March 23, 2017.
New BPS

58. SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
School
Learning
Action Cell
(SLAC)
Management
Team
School Head
(Principal)
• Information
• Guidelines
and policies
• Updates
• Activities/
Workshop
School
Learning
Action
Cell
(SLAC)
Process
• Gained knowledge
• Acquired updated
information
• Demonstrated
acquired skills
Teachers

59. SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
* School
Learning Action
Cell (SLAC)
Management
Team
*Department
Level SLAC
Management
Team
* School Head
(Principal)
• Information
• Guidelines and
policies
• Updates
• Activities/
Workshop
* CI Solutions
 SLAC Session
Guide.
 SLAC training
Matrix
 Inventory of
Resource
Materials
 Time cards
 Watch / Timer
School
Learning
Action Cell
(SLAC)
Process
• Gained knowledge
• Acquired updated
information
*
• Demonstrated acquired
skills
• Enhanced SLAC
Implementation
Teachers

60. 60
NARRATIVE REPORT OF CI MAIN ATTRACTION TEAM
Continuous Improvement (CI) is a research methodology introduced
by Basic Education Sector Transformation (BEST). It was later presented to
Department of Education (DepEd) and was cascaded to all regions and divisions
to form CI teams. In Cotabato City Division, through the team Aphrodite, CI Main
Attraction Team (CIMAT) of Cotabato City National High School - Main Campus
was born.
Using the Continuous Improvement methods in doing the project, was
never easy. You have to undergo the three stages: ASSESS, ANALYZE and
ACT. Under each stage, there were different steps to follow. The CIMAT has
passed through all the challenges of each stage and experienced many ups and
downs in doing each step.

61. 61
CIMAT has worked diligently and wholeheartedly for the
realization of its project entitled “Strengthening School Learning
Action Cell of Junior High School at Cotabato City National High
School – Main Campus. The team identified many BEST
PRACTICES while doing the project. These include the following: the
first, second and third level processes in Pre, During and Post SLAC
sessions which were painstakingly developed by the team and the e-
tool in assessing the session which the team considered as GOLD
MINES; the formulation of project plan; the use of SLAC Guide, time
cards, bell and log book by the SLAC Management team during the
session; and the SLAC envelopes / kits of the participants containing
the materials to be used in the session including the assessment tool.

62. 62
“All work and no play makes Jack a dull boy.” This adage is indeed true for
CIMAT. The experiences which the team went through were all worth it. The team
enjoyed bonding with teammates in different places, eating a hearty meal during
team workshops, brainstorming while swimming in the pool, videoke singing after
each stressful work, finishing all the needed reports every after coaching to be
passed before midnight. These were the events that made the group closer than
ever. ICT skills were also developed and many things were learned and discovered
including the best solution for the CI project while doing each step. But among
these unforgettable memories, being proclaimed as BEST PRESENTATION by the
CI Master Arci Mallari of Basic Education Sector Transformation (BEST) during
CI Critiquing at Anchor Hotel, General Santos City was considered as the BEST
EXPERIENCE of all. Yet, the team would not have made it without the support of
CCNHS-Main Campus Secondary School Principal IV, DR. PANFILO O. CEDEÑO.

63. 63
CIMAT has its UPS and DOWNS too! While doing each step, the team
rejoiced for its success yet sometimes saddened by its failure. However, as the
saying goes, “There is always room for improvement.” It’s the very purpose of
Continuous Improvement (CI). Along the way, the group encountered some
difficulties in doing the right process and on finding the best solution to the problem.
Clashing of ideas was always experienced during brainstorming. Sometimes conflict
of schedules to convene for the next step was a problem since each member has
other duties and responsibilities in school. The team leader was a department head
and has other coordinatorships. The process observer was the school’s planning
officer and subject teacher as well. The communication in-charge was a class
adviser and a GSP coordinator, the documenter was the SDRRM coordinator and
the team scribe was a class adviser and a school paper adviser. It was never easy
to balance everything; doing the CI project at the same time doing the school works
and reports. There were times that some members felt like giving up.

64. 64
Yet behind every success, is a failure. These failures were considered by CIMAT as
challenges. The team was challenged to strive harder after the CI Critiquing, when coach Arci
has seen the project’s discrepancy. After realizing their mistakes, they decided to go back to step
1. Yet, CIMAT was able to cope up. They were challenged again during the Pilot Testing and Roll
Out if all the departments would be able to follow the enhanced SLAC process and if all the
teachers who were their customers would participate well. Eventually, the Pilot Testing and Roll
Out were done successfully and Team Aphrodite was overwhelmed and gave their thumbs up
of approval for passing those critical steps. CIMAT would not have made it without the
cooperation of all the department heads and teachers.
Moreover, the team was forever grateful to the Division CI Team Aphrodite headed by the
team leader Johnny Balawag, AO V, Engr.Reynaldo Villan, EPS, Dr. Belinda Distor, EPS,
Dr. Rachelle Amando, EPS, and Sir Apollo Awil, SEPS for their expertise and guidance during
the training and coaching activities. Above all, CIMAT was forever indebted to our Creator, for
the unending love, guidance, wisdom and blessings He has showered upon us all!

65. Thank you!