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DepED Rationalization Program: Updates and Next Steps. 21 July 2014. Ria Roa , Program Specialist Office of USec for Regional Operations CMT Secretariat. Updates on the Rationalization Program (RP ). Processing of Budget Request for Incentives

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deped rationalization program updates and next steps

DepED Rationalization Program:Updates and Next Steps

21 July 2014

RiaRoa, Program Specialist

Office of USec for Regional Operations

CMT Secretariat

updates on the rationalization program rp
Updates on the Rationalization Program (RP)
  • Processing of Budget Request for Incentives
  • Dialogue with CSC re: hiring process applicable to RP
  • Preparing for Transition

* Field = 16 RO-proper & 206 SDOs

  • DepED-wide Placement Results submitted to DBM
  • Items vis-à-vis Rationalized Staffing Pattern (RSP) with summaries
  • List of Retirees and Computation of Incentives
clarifications on eo 366 retirees
Clarifications on EO 366 Retirees

As per EO 366 sec. 14, Retiring/Separating Employees CAN STILL continue working and receive salaries, with the ff. provisions:

next steps
Next Steps

Preparing of Transition Plan

  • Reconstitute the DepEd Change Management Team (CMT) to fit Transition requirements
  • Form committees for the transition
  • National Guidelines for the Transition Phase
  • Transition Plan (CO and Region levels) – to includePlans for the transition areas
  • Re-Activate the HelpDesks


  • Feedback placement results to mid-management, CMT, and staff
  • Facilitate Transfers of DepED employees to other offices (outside DepED)
  • Clarification with CSC re Filling-up of vacant positions
  • Address issues and complaints re placement and concerns of specific groups
transition areas to work on
Transition - Areas to work on:
  • Physical: Office Lay-out, furniture, equipment
  • HR Placement to the Rationalized Staffing Pattern (RSP):
  • Hiring to fill vacant items in the RSP
  • Movement: Retained, Placed, CTI and transferees  Preparation and issuance of appointment papers and assignment orders
  • Preparing People for the Change
    • Cognitive and Affective preparation for Change
  • Understanding of functions: by office and individual
  • HR/OD competence
  • Competence building
  • Creating high performing teams
  • Finance: adjustments in the Budget allocations
  • Systems and Work Processes
  • Technologies (ICT-based and non-ICT-based to support systems and work processes)
  • Policies (e.g. transfer of accountabilities previously given to defunct offices, adjust office mandates such as NEAP)
proposed sub committees for transition based on areas
Proposed Sub-committees for Transition (based on areas):

Leadership of Change (DepED-wide)

Ensure smooth and seamless transition by providing directions, enabling issuances and resources, and inspiring presence


Facilitate smooth and seamless transition by managing expectations of internal and external stakeholders


Ensures appropriate accountabilities are aligned to the new structure by issuing adjusted or enabling policies for effective and efficient delivery of services

Physical Structure and Resources;

Ensures smooth transfer of offices from the current physical lay-out to new locations



Ensures the support to work processes and systems through provision of

appropriate ICT-based and non-ICT –based technologies

Systems and Work Processes

Facilitate synergy amongst offices and delivery of services through adjustment/development of systems and work processes

Human Resource and Change Management

Ensures effective delivery of services by facilitating the smooth adjustment of personnel to new functions and offices ; and acquisition of committed and competent personnel