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Status of the Restructuring Initiatives

region VI and VII Report. Status of the Restructuring Initiatives. 22 February 2010. Discussion Points:. Objectives of Restructuring the Regions Changes in the Organizational Structure: “New Face” Mandated organizational structure vs. Current structures in the Regions (for pilot)

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Status of the Restructuring Initiatives

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  1. region VI and VII Report Status of the Restructuring Initiatives 22 February 2010

  2. Discussion Points: • Objectives of Restructuring the Regions • Changes in the Organizational Structure: “New Face” • Mandated organizational structure vs. Current structures in the Regions (for pilot) • Changes in the Organizational Processes • Restructuring Activities Initiated to date • Challenges Encountered • Strategies undertaken to Manage the Organizational Changes and address the challenges • Future Plans of the Regions to continue managing the change .

  3. 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.

  4. 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.

  5. 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.

  6. Changes: Organizational Structure Divisions that were re-organized, merged / combined and dissolved 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) • Planning Unit • Elementary Education Division • Secondary Education Division • Alternative Learning System Division • Physical Facilities Unit • Special Events Unit /PESS • Region VII • Resource, Mobilization and Special Projects Division (RMSPD) • Field Technical Assistance Division (FTAD) . • Region VI • Resource, Mobilization and Special Programs/Projects Division (RMPPD) • Technical Assistance Division (TAD)

  7. “the New face” Conversion & expansion into a division with broadened functions Elementary Education Division Secondary Education Division Planning, Policy and Research Division (PPRD) Planning Unit Field Technical Assistance Division. Alternative Learning System Division R6: Resource, Mobilization and Special Programs/Projects Division (RMPPD) R7: Resource, Mobilization and Special Projects Division (RMSPD) Training and Development Division Quality Assurance and Accountability Division Merged to form Curriculum & Instruction Division (CID) PE and School Sports (PESS) Physical Facilities Merging of : Special Events Medical Unit Health & Nutrition Unit

  8. Region VI: Old and New Structure (for Pilot Test SY: 2008-09)

  9. Region VII: Old and New Structure (for Pilot Test SY: 2008-09)

  10. 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 • 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 • Policy Development Making • Highly centralized approach to policy and planning • 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. • Instructional Support/ Technical Assistance • Instructional support was through each division/unit, where each would employ their own way

  11. Changes: Organizational Processes • Resource Mobilization • Access 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 • 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. • Management Support to School Management & Leadership • “Reactive” response • Assistance was through all units/divisions, with no clear and definite accountability over the functions

  12. 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 • 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 • 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 • 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 • 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.

  13. Restructuring Activities Initiated to date: Following the framework for Restructuring the Regions, the following activities had been accomplished: Submission of their Letter of 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 Design Elements Develop Job Descriptions per Unit Determine Manning Levels per Unit Identify competencies required per Unit Match Individual Competencies vs. Job Requirements Determine Initial Assignments Orient all RO Personnel on New Jobs and new Work Units Training of all RO Personnel Affected by the New Structure.

  14. 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 Involved • Preparation 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 Structure • Presentation of the Final Proposal for the Regional Organizational Re-structuring.

  15. 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.

  16. 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 divisions Alongside 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 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.

  17. 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.

  18. Strategies taken to Manage the Organizational Changes and challenges :

  19. Strategies taken to Manage the Organizational Changes and challenges :

  20. 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)…

  21. Thank You!

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