Organizational Structure Of Deped 1a5x5z

I.

BACKGROUND To carry out its mandates and objectives, the Department is organized into two

major structural components. The Central Office maintains the overall istration of basic education at the national level. The Field Offices are responsible for the regional and local coordination and istration of the Department’s mandate. RA 9155 provides that the Department should have no more than four (4) Undersecretaries and four (4) Assistant Secretaries with at least one Undersecretary and one Assistant Secretary who are career service officers chosen among the staff of the Department. The creation of CHED was part of a broad agenda for reforms in the country's education system, outlined by the Congressional Commission on Education (EDCOM) in 1992. Part of the reforms is the trifocalization of the education sector. The three governing bodies in the education sector are the Commission on Higher Education (CHED) for tertiary and graduate education, the Department of Education (DepEd) for basic education, and the Technical Education and Skills Development Authority (TESDA) for technical-vocational and middle level education. In October 2004, Executive Order 366 (EO) Directing A Strategic Review of the Operations and Organizations of the Executive Branch and Providing Options and Incentives for Government Employees Who May Be Affected by the Rationalization of the Functions and Agencies of the Executive Branch directed a strategic review of the operations and organizations of the Executive Branch.

In December 2011, the Department of Education (DepEd) embarked on the review and revision of its Rationalization Plan (RP) in light of long-term reforms needed in the education sector notwithstanding fast-changing demands of the local and global environment. This Department opted to submit the Rationalization Plan in two phases: a. Phase I includes the mandate, functions and proposed organizational structure for the agency. It also shows the indicative staffing and costing for the proposed structure vis-à-vis the 2005 level. b. Phase II includes the placement of employees into the new staffing pattern and the names and positions of employees which will affected by the rationalization effort of the organization. The scope of the DepEd Rationalization efforts covers the following: a. All Central Office Units; b. Sixteen (16) Regional Offices excluding DepEd –ARMM; c. Schools Division Offices – Proper (206 as of 30 June 2013); and d. Personnel whose services On November 15, 2013, the DepEd Rationalization Plan (RP) was approved by the Department of Budget and Management (DBM). The approval included the rationalized structure and staffing pattern of offices at the central, regional, and schools division

levels. Below is the new organizational structures, as indicated in Enclosure No. 2, shall

take effect no later than January 01, 2016.

Figure 1. The Department of Education Organizational Structure (Oct. 2015)

II.

RATIONALE The rationalized organizational structures and staffing patterns were a result of the thorough study of the DepEd Change Management Team (CMT) on the current structures, functions and staffing complement of the DepEd offices vis-à-vis the long-term education reforms, requirements of the learners and the changing environment, and national government policies. The approved organizational structures are consistent with the provisions of RA 9155 in applying the principles of decentralization and shared governance to ensure ability and relevance to the context, and development needs of the learners and stakeholders of the various organizational levels. In developing the organizational structures, the DepEd CMT also identified the themes or organizational strands common to all levels of the Department. These organizational strands reflect the similarity of functions and objectives of offices and units. The organizational strands are as follows: Office of the Secretary; The Office of the Secretary (OSec) provides overall leadership and direction at the national level. Attached and agencies to DepEd are included under the OSec. b. Curriculum and Instruction; This strand ensures that the organization focuses on the delivery of a relevant, responsive, and effective basic education curriculum around which all other strands and offices provide . c. Strategic Management; This strand enables the organization to focus on long-term directions and interface with the internal and external environment and stakeholders. d. Governance and Operations; This strand ensures the capacity of the organization to continuously improve and be strategic in managing the environment for which “teaching and learning” takes place. In accordance with RA 9155, the Secretary of Education delegates the supervision of field

offices (regional and schools division offices) to the Undersecretary for Governance and Operations. 1. The Office of the Regional Director provides leadership and management of the Department’s mandate at the regional level; and 2. The Office of the Schools Division Superintendent provides local management and istration of the Department’s mandate at the schools division level. e. Legal and Legislative Affairs; This strand enhances capacity of the organization to deal with legal matters and to be proactive in moving forward its legislative agenda. f.

Finance and istration:

This strand ensures the efficiency to the organization as a whole to focus on its core business and thus attain its targets through the provision of finance and istrative services. The following organizational actions were taken on the existing offices: a.

Offices to be retained or renamed in the new structure;

b.

Offices to be transferred to other bureaus/services or organizational strands;

c.

Offices to be merged or consolidated due to similarity in objectives or functions;

d.

Offices to be upgraded or elevated to address critical functions or adhere to existing government issuances;

e.

Offices to be abolished but whose functions will be absorbed by other offices in the rationalized structure; and

f.

Offices to be created to address critical functions performed by ad hoc committees or prescribed by government issuances. Based on these actions, the following information are included in this Order:

a.

Enclosure No. 1 presents the actions taken on the existing offices at the central, regional and schools division levels;

b.

Enclosure No. 2 presents the official organizational structures for the DepEd central, regional, and schools division offices;

c.

Enclosure No. 3 presents the counterpart offices of each organizational level according to the organizational strands; and

d.

Enclosure No. 4 presents the general functions of each office in the each organizational level. The regional and schools division offices are categorized based on size

classification. The size classification will also determine the minimum staffing complement allocated to the following offices; a.

Regional offices (ROs) shall be classified as small, medium or large; and

b.

Schools division offices (SDOs) shall be classified as small, medium, large, or very large. New offices to be established shall follow the approved organizational and

staffing standards agreed upon by the DepEd and DBM. Transitory Provisions Given the changes in the organizational structures and functions of DepEd offices, the offices are given until the end of December 2015 to complete their transition and be operational in the rationalized structures. The completion of the transition may be in different paces for offices due to their nature and scope and their respective transition processes. The new Bureau of Human Resource and Organization Development (BHROD), under the Office of the Undersecretary for Governance and Operations, shall take the lead in managing the transition of offices and personnel to the rationalized structures. This shall be done in collaboration with the heads of offices for each strand/bureau/ service/division/unit. The BHROD shall identify appropriate strategies and mechanisms in the following areas: a.

Personnel actions e.g. placement, transfers, etc.;

b.

Human resource development programs e.g. recruitment and selection, onboarding and capacity building;

c.

Physical infrastructure and locations of offices;

d.

Identification, revision and mapping of core work processes and systems;

e.

Role clarification of personnel and offices based on the new functions;

f.

Policy review and adjustments; and

g.

Communications and management of change.

The new organizational structures, as indicated in Enclosure No. 2, shall take effect no later than January 01, 2016. a.

b.

The following indicators shall signify that an office has transitioned to the new organizational structure: 1.

The office is using the retained or new office title indicated in the approved organizational structure;

2.

Personnel have been notified of their placement to the retained or new offices in the approved organizational structure;

3.

The office is utilizing the approved staffing pattern in the recruitment and selection process;

In of the offices and personnel in this period of change, capacity development activities shall continue as necessary after the said date.

As there will be vacancies due to the retirement, resignation or promotion of incumbents, the filling up of vacant positions shall continue to proceed through the regular recruitment and selection process. For the DepEd Central Office, the following guidelines shall be followed: a.

Communications will be addressed to the heads of offices;

b.

For new offices and those with no authorized head of office, the Secretary shall designate an officer-in-charge to lead the bureau/service and manage the transition activities;

c.

Personnel transferring to other offices may already do so provided the following conditions are present:

1.

Agreements have been made with the current office on the completion of deliverables and proper turn over of responsibilities to ensure smooth transition and continuity of program operations; and

2.

Availability of physical space in the recipient office to accommodate the transferring of employee/s.

d.

Movements of offices to new locations shall be on a staggered basis depending on the schedule of physical renovations and repairs. The new organizational structures, as indicated in Enclosure No. 2, at the central,

regional and schools division levels shall supercede previous issuances and policies pertaining to the old titles and functions of the offices. All existing DepEd Memoranda, Orders and other istrative issuances of similar nature, which are inconsistent with this Order, are hereby deemed repealed and superceded accordingly.

III.

ANALYSIS Over the years, government had the tendency to over-expand and self-perpetuate in almost every area of need of society. These areas have become regular government priorities and responsibilities. Through the Rationalization Program, government will be able to eliminate redundancies in its operations and focus its resources on its vital functions. The bureaucracy can concentrate on work that must be done by government. The rationalization program in the Department of Education could minimize, if not eliminate, overlaps and duplications, and improve on its systems and procedures. In the Rationalization Program, the following are expected to be achieved: Strengthened vital government functions , more resources to fund priority programs

and projects of the government, improved and faster service delivery, more satisfied clients of government services, increased morale among government employees. The negative thing it would bring is it may result in the redeployment of government personnel from redundant to vital functions. The new organizational structure of DepEd shows that each department were aligned according to functions and role being perform with sub-units that are arranged and inter-related. It was characterized with complexity. But Rationalization at school level, poses a problem especially to non-teaching position, clerical position specifically that has been rationalized since the program was implemented. Lack of school personnel that perform clerical functions in school gave additional work load to teachers instead of focusing their work in teaching-learning process. Preparation of student records, attending to other request of students that pertains to their access to school records, updating of teachers records and the likes, acting as liason officer of the school were additional task performed by teachers due to DepEd Rationalization Program. Vacant clerical items were rationalized and were not given replacement. Each organization has the task of balancing the need for order against the need for flexibility and individual scope, processes that contribute to the end objectives of the organization – good governance.

IV.

CONCLUSION The reorganization is being implemented to improve the delivery of services because the department's current structure – from the central office down to the schools

should be effectively delivered. Thus it aims to improve the quality and efficiency of agency, ultimately, to serve our learners better. To lead and manage a complex system at the department is difficult to maintain but not impossible. It needs a clear and define roles which are essential to define responsibilities and abilities within the organization. Governance of all organizations and are the measures by which we determine if organizations can deliver or will fail.

REFERENCES: DO 52, s. 2015 - New Organizational Structures of the Central, Regional, and Schools Division Offices of the Department of Education.

Retreived

12

December

2015

http://www.deped.gov.ph/orders/do-52-s-2015 Arica, A. (3 March 2014). DepEd Organizational Structure. Retrieve 10 December 2015 https://prezi.com/kmu9frpxb6_j/copy-of-depedorganizational-structure/ Ruiz, G. (10 October 2011). The Organizational Structure of the Philippine Educational System Retrieved 8 December 2015 http://www.slideshare.net/nars_glance/the-organizationalstructure-of-the-philippine-educational-system-9637415

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES GRADUATE SCHOOL Manila

An analysis Paper on

Organizational Structure of Department of Education

In partial fulfillment of the Requirements in

Seminar in Contemporary Issues and Trends in Education DEM 743

Presented to: DR. CATHERINE Q. CASTAÑEDA Professor

by: LORENA S. CLUB February 2016