REGION VI AND VII REPORT STATUS OF THE

REGION VI AND VII REPORT STATUS OF THE RESTRUCTURING INITIATIVES 22 FEBRUARY 2010

DISCUSSION POINTS: 1. Objectives of Restructuring the Regions 2. Changes in the Organizational Structure: “New Face” 3. Mandated organizational structure vs. Current structures in the Regions (for pilot) 4. Changes in the Organizational Processes 5. Restructuring Activities Initiated to date 6. Challenges Encountered 7. Strategies undertaken to Manage the Organizational Changes and address the challenges 8. Future Plans of the Regions to continue managing the change.

TWO MAJOR GOALS FOR ANY REORGANIZATION : To improve the effectiveness and efficiency of the organization To improve the quality of work-life of the people in the organization.

1. RATIONALE FOR THE REORGANIZATION: R. A. 9155 requires a different worldview from the regions and divisions The law has specified a new set of functions for the regions and divisions The new functions would definitely require a new organizational structure and new set of work processes.

1. RATIONALE FOR THE REORGANIZATION: BESRA mandates that the regions and divisions create the enabling environment for SBM implementation Baseline studies have shown that regions and divisions are not very clear with their roles and responsibilities on how to support SBM.

2. CHANGES: ORGANIZATIONAL STRUCTURE Divisions that were re -organized, merged / combined and dissolved § Planning Unit § Elementary § § Education Division Secondary Education Division Alternative Learning System Division Physical Facilities Unit Special Events Unit /PESS Six new divisions in the restructured Regions VI and VII § Planning, Policy and Research Division (PPRD) § Quality Assurance & Accountability Division (QAAD) § Curriculum & Instruction Division (CID) § Training and Development Division (TDD) REGION VI Resource, Mobilization and Special Programs/Projects Division (RMPPD) Technical Assistance Division REGION VII Resource, Mobilization and Special Projects Division (RMSPD) Field Technical Assistance Division (FTAD).

“THE NEW FACE” Conversion & expansion into a division with broadened functions Planning Unit Planning, Policy and Research Division (PPRD) Field Technical Assistance R 6: Resource, Mobilization and Division. Special Programs/Projects Division (RMPPD) R 7: Resource, Mobilization and PE and Special Projects Division (RMSPD) School Physical Sports Facilities (PESS) Merging of : Special Medic Health & Events al Unit Nutrition Unit Merged to form Curriculum & Instruction Division (CID) Secondar Elementar y y Education n Division Alternative Learning System Division Quality Assurance and Accountabi lity Division Training and Development Division

3. REGION VI: OLD AND NEW STRUCTURE (for Pilot Test SY: 2008 -09)

3. REGION VII: OLD AND NEW STRUCTURE (for Pilot Test SY: 2008 -09)

4. CHANGES: ORGANIZATIONAL PROCESSES Institutional processes that are adopted by the concerned division/s, most of which are improvements: Note: Excludes Finance and Performance Management Rewards and Sanctions q Work processes: Consultative, participatory and POLICY DEVELOPMENT based on actual needs MAKING q Current initiatives: Development of Regional Policy §Highly centralized Framework and strengthening of the PPRD to take approach to policy and the lead in the development of policies based on planning actual needs INSTRUCTIONAL SUPPORT/ TECHNICAL ASSISTANCE §Instructional support was through each division/unit, where each would employ their q Work processes: Technical Assistance Division, takes the lead q Current initiatives: Development and piloting of a unified and standard Technical Assistance Mechanism, covering assistance on instruction as well as school-based management and professional development.

4. CHANGES: ORGANIZATIONAL PROCESSES RESOURCE MOBILIZATION §Access of external programs and projects is based on each division’s priority. §Still fragmented MANAGEMENT SUPPORT TO SCHOOL MANAGEMENT & LEADERSHIP §“Reactive” response §Assistance was through all units/divisions, with no clear and definite accountability over the functions q Work processes: Single unit accountable for coordinating resource mobilization. This is handled by the Resource Mobilization Division q Work processes: Proactive technical assistance to School Management. The Technical Assistance Division performs analysis of situation and develop a long term TA program. It then informs the Regional Executive Committee (REXECOM) and seeks advise and approval on recommendations and resolutions to problems.

4. CHANGES: ORGANIZATIONAL PROCESSES PROGRAMS AND PROJECTS §Fragmented approach to programs and projects in the former structure. These used to be downloaded to the Region for implementation QUALITY ASSURANCE §Done by every division with each of them setting their own standards using own structured tools MONITORING AND EVALUATION §Fragmented approach; not well structured q Work processes: prior to downloading for actual implementation, these are reviewed and evaluated by the RExe. COM (headed by the RD) to determine prospective project value and benefits as well as adoption processes. Agreements are discussed in the Regional Man. Com q Work processes: unified approach to Qualiy Assurance; Proactive q Current Initiatives: Creation of QAA unit/division; Development of QAA Plan; Development of OPES for QAAD; Conduct of ocular inspections for the granting of government permit; and Development of standards in the different functions q Work processes: Embedded in all aspects of work; the Regional QAA Team takes the accountability for this. Each regional division adopts the processes in its operations.

5. RESTRUCTURING ACTIVITIES INITIATED TO DATE: Following the framework for Restructuring the Regions, the following activities had been accomplished: a. Submission of their Letter of b. c. d. e. f. g. Intent RCMT Organization Just-in-Time Training. Workshops on Designing Organizations Follow-Up Coaching Crafted their new Vision and Mission Drafted functions per unit in their structure Assessed the impact of their proposed structure on the h. Develop Job Descriptions per Unit i. Determine Manning Levels per Unit j. Identify competencies required per Unit k. Match Individual Competencies vs. Job Requirements l. Determine Initial Assignments m. Orient all RO Personnel on New Jobs and new Work Units n. Training of all RO Personnel

5. RESTRUCTURING ACTIVITIES INITIATED TO DATE: On top of the requirements of the Framework for Restructuring the Regions, also performed the following initiatives: Monitoring, Documentation Orientation-Discussion with and Evaluation the Regional Directors On-the-Job Coaching and Validation of Training Needs Just-in-time Intervention Orientation of all RO Reports Preparation and personnel on the new Submission structure Finalization of the Proposal Re-Tooling of Regional for the Re-structuring of the Personnel Involved Regional Organizational Preparation of a Work Plan Structure to Implement their New Presentation of the Final Functions and their Cross Proposal for the Regional Functional Teams Organizational Re-

6. CHALLENGES ENCOUNTERED: Enthusiasm and to some extent resistance to change among some of the regional personnel Lack of competence of some personnel to discharge roles and functions necessitated by the re-structured organization Current competencies and skills of staff and personnel assigned to the newly created and re-organized divisions need to be upgraded to match the actual requirements of the current jobs and positions. Most staff’s proficiencies approximate the requirements of the old structure Lack of technical and support personnel in each functional division There are more administrative staff than technical staff that are capable of discharging the functions inherent to the restructured divisions/units. A more comprehensive capability building program for RO personnel in all functional divisions is deemed necessary to render the current set-up and organization efficient and effective in service delivery.

6. CHALLENGES ENCOUNTERED: Need for more advocacy including the use of appropriate advocacy materials for its newly created divisions Need for additional facilities and equipment in all functional divisionsthe restructuring is a streamlining of functions that necessitate Alongside upgrading and acquisition of facilities and equipment for more effective service delivery. The current budget had not projected these needs when budget calls were done last year Smooth transition from the old to the new structure The transition from the old to the new structure proved to be more taxing than expected. Transfer and hand-over from one office to another, both of its people as well as its softwares (tasks, functions, responsibilities) and hardware (equipment, office facilities) truly have proven to be more strenuous and have taken time and a lot of energy not just in the actual transfers but also in terms of adjusting to these changes.

6. CHALLENGES ENCOUNTERED: Specific to Region VI: Acceptance of RDC, CSC and DBM Limited budget for the Technical Assistance Division being a new functional division TA members need more inputs on provision of technical assistance Need for more training in generating resources and evaluating special programs/projects Lack of clear policy for resource mobilization in the Region.

7. STRATEGIES TAKEN TO MANAGE THE ORGANIZATIONAL CHANGES AND CHALLENGES : REGION STRATEGIES TO MANAGE CHANGE Region VI § Advocacy to increase buy-in by both internal and external stakeholders of the on-going restructuring and the changes that go with it; § Capability building of all personnel to include rank file personnel; § “Multi-tasking” among the regional personnel with some of them performing both regional organic functions, special related concerns and project concerns; § Progressive engagement of stakeholders especially where the government support for management is being enhanced;

7. STRATEGIES TAKEN TO MANAGE THE ORGANIZATIONAL CHANGES AND CHALLENGES : REGION STRATEGIES TO MANAGE CHANGE Region VII § More efficient time management. (e. g. Reporting to the regional office (Monday or Friday) according to agreed schedules/on call) § Use of personal facility like cell phone, laptops and loads (personal expenses) § Give and take, sharing of resource and expertise especially to newly assigned personnel to new assignments § For some people assigned in the office who could not be accommodated by the limited space in the new office, they stayed in the office where they came from temporarily. This is especially true for the Health and

8. FUTURE PLANS OF THE REGIONS TO CONTINUE MANAGING THE CHANGE : Strengthening of the Performance Management and Evaluation System (common to all 3 regions) Managing and supporting the new units in their operations (Continuing the implementation of the Restructuring Initiatives) Strengthening of management support facilities with ICT/ technology. (2 Regions) Completing the staffing of the new Structure (1 Region) Capacity Building (2 Regions) Supporting the Schools Divisions and other stakeholders adopt with the new Structure (3 regions)…

THANK YOU!