STATUS OF THE RESTRUCTURING

INITIATIVES

REGION VI AND VII REPORT

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 RE-ORGANIZATION: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 RE-ORGANIZATION: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.

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

REGION VI Resource,

Mobilization and Special Programs/Projects Division (RMPPD)

Technical Assistance Division (TAD)

REGION VII Resource,

Mobilization and Special Projects Division (RMSPD)

Field Technical Assistance Division (FTAD) .

Planning, Policy and Research Division (PPRD)

Quality Assurance & Accountability Division (QAAD)

Curriculum & Instruction Division (CID)

Training and Development Division (TDD)

Merged to form Curriculum & Instruction Division (CID)

“THE NEW FACE”

Elementary Education Division

Secondary Education Division

Planning, Policy and Research

Division (PPRD)Planning Unit

Conversion & expansioninto a division with broadened functions

R6: Resource, Mobilization and Special Programs/Projects Division (RMPPD)

R7: Resource, Mobilization and Special Projects Division (RMSPD)

Physical Facilities

PE and School Sports (PESS)

Health & Nutrition Unit

Special Events

Medical Unit

Merging of :

Training and Development

DivisionQuality Assurance and Accountability Division

Alternative Learning System DivisionField Technical Assistance

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 PROCESSESInstitutional processes that are adopted by the concerned division/s, most of which

are improvements:Note: Excludes Finance and Performance Management Rewards and Sanctions

POLICY DEVELOPMENT MAKING

Highly centralized approach to policy and planning

Work processes: Consultative, participatory and based on actual needs

Current initiatives: Development of Regional Policy Framework and strengthening of the PPRD to take the lead in the development of policies based on actual needs

INSTRUCTIONAL SUPPORT/ TECHNICAL

ASSISTANCEInstructional support was through each division/unit, where each would employ their own way

Work processes: Technical Assistance Division, takes the lead

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 MOBILIZATIONAccess of external programs and projects is based on each division’s priority. Still fragmented

Work processes: Single unit accountable for coordinating resource mobilization. This is handled by the Resource Mobilization Division

MANAGEMENT SUPPORT TO SCHOOL

MANAGEMENT & LEADERSHIP

“Reactive” responseAssistance was through all units/divisions, with no clear and definite accountability over the functions

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 PROCESSESPROGRAMS AND

PROJECTSFragmented approach to programs and projects in the former structure. These used to be downloaded to the Region for implementation

Work processes: prior to downloading for actual implementation, these are reviewed and evaluated by the RExeCOM (headed by the RD) to determine prospective project value and benefits as well as adoption processes. Agreements are discussed in the Regional ManCom

QUALITY ASSURANCEDone by every division with each of them setting their own standards using own structured tools

Work processes: unified approach to Qualiy Assurance; Proactive

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

MONITORING AND EVALUATION

Fragmented approach; not well structured

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 Intentb. RCMT Organizationc. Just-in-Time Training-Workshops on

Designing Organizations d. Follow-Up Coachinge. Crafted their new Vision and Missionf. Drafted functions per unit in their

structureg. Assessed the impact of their

proposed structure on the Design Elements

h. Develop Job Descriptions per Uniti. Determine Manning Levels per Unitj. Identify competencies required per

Unitk. Match Individual Competencies vs.

Job Requirementsl. Determine Initial Assignmentsm. Orient all RO Personnel on New

Jobs and new Work Unitsn. Training of all RO Personnel Affected

by the New Structure.

5. RESTRUCTURING ACTIVITIES INITIATED TO DATE:

On top of the requirements of the Framework for Restructuring the Regions, also performed the following initiatives:

Orientation-Discussion with the Regional Directors Validation of Training Needs Orientation of all RO personnel on the new structure Re-Tooling of Regional Personnel InvolvedPreparation of a Work Plan to Implement their New Functions and their Cross Functional Teams

Monitoring, Documentation and Evaluation On-the-Job Coaching and Just-in-time Intervention Reports Preparation and Submission Finalization of the Proposal for the Re-structuring of the Regional Organizational StructurePresentation of the Final Proposal for the Regional Organizational Re-structuring.

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 organizationCurrent 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 divisionsAlongside the restructuring is a streamlining of functions that necessitate 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 structureThe 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:

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.

Specific to Region VI:

7. STRATEGIES TAKEN TO MANAGE THE ORGANIZATIONAL CHANGES AND CHALLENGES :

REGION STRATEGIES TO MANAGE CHANGERegion 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;

Negotiation “Trade-off” to solve conflict of schedule Improved Personal motivation and commitment.

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 Nutrition Unit personnel.

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!