# DepEd Central Office Functions: Bureaus and Services What each DepEd Central Office bureau and service does in the 2023 Office Functions sheets, which office is behind what reaches schools, and what has changed. This is the Markdown copy of [DepEd Central Office Functions: Bureaus and Services](https://nash.com.ph/blog/deped-central-office-functions), an article on the NASH Reviewer Blog by Mark Anthony Llego, published Nov 13, 2026. Topics: School leadership, Aspiring school heads. NASH Reviewer is an independent practice platform not affiliated with DepEd, BHROD, or NEAP. The Central Office of the Department of Education (DepEd) is the national level of basic education governance. Under [Republic Act No. 9155](https://www.officialgazette.gov.ph/2001/08/11/republic-act-no-9155/), Sec. 7(A), the Secretary of Education formulates national educational policies and the national basic education plan, promulgates national standards, monitors and assesses national learning outcomes, undertakes national research, and looks after the welfare of personnel and the total development of learners. The bureaus and services of the Central Office do that work for the Secretary. They set the policy, standard or program that reaches a school. They do not decide the school's own matters, which the same Act gives to the school head, the Schools Division Superintendent and the Regional Director. What each office produces is written in DepEd's Office Functions, Version 3: 59 sheets, most of them dated January 26, 2023, for 19 bureaus, services and other offices. Four are later: the Project Management Service's three, submitted in revised form in May 2024, and the Disaster Risk Reduction and Management Service's, dated June 11, 2024. Each sheet gives an office's statement of purpose, its outcomes, and its key result areas with their objectives, outputs and indicators. The sheets belong to DepEd's Quality Management System ([DepEd Order No. 009, s. 2021](https://www.deped.gov.ph/2021/02/24/february-24-2021-do-009-s-2021-institutionalization-of-a-quality-management-system-in-the-department-of-education/)). They are not a DepEd Order. The offices themselves come from [DepEd Order No. 52, s. 2015](https://www.deped.gov.ph/2015/10/30/do-52-s-2015-new-organizational-structures-of-the-central-regional-and-schools-division-offices-of-the-department-of-education/), and the powers from RA 9155 and its implementing rules, [DepEd Order No. 1, s. 2003](https://www.deped.gov.ph/2003/01/06/do-1-s-2003-promulgating-the-implementing-rules-and-regulations-irr-of-republic-act-no-9155-otherwise-known-as-the-governance-of-basic-education-act-of-2001/). The Central Office is also the level that has been regrouped most often. The sheets print the eight strands of January 2023. [DepEd Order No. 015, s. 2024](https://www.deped.gov.ph/2024/10/18/october-18-2024-do-015-s-2024-revised-designation-of-undersecretaries-and-assistant-secretaries-to-the-strands-and-functional-areas-of-responsibilities-and-revised-signing-authorities-on/) moved several bureaus and services to other strands in October 2024, Office Orders moved two more in July 2025, and DepEd Orders issued since September 2025 speak of a Learning Systems strand. These issuances say which undersecretary an office answers to. None of them reissued the offices' functions. ## Key findings - **The Central Office works at the national level only.** RA 9155 gives the Secretary seven national functions, from "Formulating national educational policies" to "Enhancing the total development of learners through local and national programs and/or projects" (Sec. 7(A)). The implementing rules add disciplinary authority (DO 1, s. 2003, Sec. 2.1(8)). - **The sheets describe 59 offices in 19 bureaus, services and other offices, under eight strands.** Together they state 240 key result areas and 651 objectives (Office Functions, Version 3). - **The sheets are a management document, not a source of authority.** They describe each office for the Quality Management System and for performance planning (DO 009, s. 2021, Sec. IX). Which offices exist is fixed by DO 52, s. 2015 and the laws and orders that came after it. - **The set is not the whole Central Office.** It has no sheet for the Legal Service, the Bureau of Alternative Education created by [Republic Act No. 11510](https://www.officialgazette.gov.ph/2020/12/23/republic-act-no-11510/), Sec. 6, the two divisions of the Bureau of Learning Resources, the Personnel Division, or the Private Education Office, among others. - **Central Office offices serve schools mostly through the regions and divisions.** The Bureau of Curriculum Development's two divisions "orient and guide the Regional Offices and Schools Division Offices who supervise schools" (director's office sheet, statement of purpose). - **Many units no longer sit in the strand their sheets print.** DO 015, s. 2024 (October 18, 2024) moved the Bureau of Education Assessment, the Project Management Service and the Planning Service to Strategic Management, placed the Education Facilities Division under the undersecretary for Human Resource and Organizational Development, and put four services under the Office of the Secretary. Office Orders of July 16 and 17, 2025 then moved the Bureau of Education Assessment to the Office of the Secretary and the National Educators Academy of the Philippines to the "Learning System Strand". - **The Project Management Service submitted revised sheets in May 2024,** asking to drop "coordination and linkages" as a declared process and add "project evaluation" (Memorandum PMS-PMD-2024-0050, May 17, 2024). The set carries the revised sheets. **Explorer. What each bureau and service of the Central Office does.** On the page, an explorer sets the offices of the Central Office on a board, opens each office’s sheet, and searches every sheet at once. The sheets are DepEd Office Functions, Version 3 (2023; the Project Management Service’s three sheets as revised in May 2024, and the Disaster Risk Reduction and Management Service’s sheet, dated June 11, 2024). 59 offices in 19 bureaus, services and other offices. The sheets follow, word for word. #### Curriculum and Teaching ##### Bureau of Curriculum Development ###### Office of the Director *Bureau of Curriculum Development; Central Office - Curriculum and Instruction. 4 key result areas, 8 objectives, 18 outputs.* **Statement of purpose.** The Bureau of Curriculum Development – Office of the Director engages the Curriculum Standards Development Division (CSDD) and the Special Curricular Programs Division (SCPD) in performing their mandates as they effectively orient and guide the Regional Offices and Schools Division Offices who supervise schools in the implementation of the national curriculum standards and special curricular programs based on the national education policy framework on curriculum development and management. **Outcomes** - Regional and Schools Division Offices can effectively supervise schools and learning centers in the implementation of the national curriculum standards and special curricular programs through contextualization and localization Measured by: 100% Monitoring and Evaluation Reports on the supervision of Regional and Schools Division Offices relevant to the implementation of the national curriculum standards that include the special curricular programs. **Key result area: National Curriculum Framework and Standards Development** (3 objectives) - To develop, enrich, and manage the national education policy framework on curriculum development and management for the Department - Outputs: National Education policy framework on curriculum development and management; M&E Reports - Output indicators: Enhanced and updated National Education policy framework on curriculum development and management; Number of M&E Reports submitted - To develop, enrich, and manage the national curriculum standards for basic education - Outputs: National curriculum standards for basic education; M&E Reports - Output indicators: Enhanced and updated National curriculum standards for basic education; Number of M&E Reports submitted - To design, develop, and enrich special curriculum programs appropriate for all types of learners - Outputs: Special curriculum programs appropriate for all types of learners; M&E Reports - Output indicators: Number of Special curriculum programs appropriate for all types of learners designed, developed, enhanced; Number of M&E Reports submitted **Key result area: Curriculum Policy Formulation** (1 objective) - To formulate and review policies and guidelines relevant to the management, contextualization, and localization of the curriculum. - Outputs: Policies and guidelines relevant to the management, contextualization, and localization of the curriculum - Output indicators: Number of issued policies and guidelines relevant to the management, contextualization and localization of the curriculum released/enhanced; Number of policies and guidelines reviewed relevant to the management, contextualization and localization of the curriculum released/enhanced **Key result area: Technical Assistance on Curriculum Development and Implementation** (1 objective) - To orient the Regional/Division supervisors, teachers, and bureaus of the Department to effectively implement and contextualize the national curriculum, and policy standards - Outputs: Orientation/Activity Reports - Output indicators: Number of orientation reports prepared and submitted; Number of orientations conducted **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Curriculum Standards Development Division *Bureau of Curriculum Development; Central Office - Curriculum and Teaching. 4 key result areas, 9 objectives, 16 outputs.* **Statement of purpose.** The Curriculum Standards Development Division (CSDD) leads the development of the national curriculum standards and guides relevant offices and field implementers in ensuring that the teachers articulate the curriculum standards. **Outcomes** - Regional offices articulate the national curriculum and policies that will help achieve holistic learning Measured by: 100% of the regional offices articulated the national curriculum and policies. - Regional offices contextualize the curriculum standards to address the needs and context of all types of learners. Measured by: 100% of the regional offices contextualized the curriculum standards - Relevant offices translate the national curriculum in their programs to ensure congruence and fidelity to the standards Measured by: 100% of the relevant offices are capacitated in translating the national curriculum in their programs **Key result area: Curriculum Standards Development and Policy Formulation** (2 objectives) - To develop / enrich research-based national curriculum standards - Outputs: National curriculum standards - Output indicators: Approved and updated National Curriculum standards - To formulate research-based national curriculum policies - Outputs: Curriculum Policies - Output indicators: Number of submitted National Curriculum Policies **Key result area: Technical Assistance on Curriculum Development and Implementation** (2 objectives) - To orient the Regional/Division supervisors, teachers, and bureaus of the Department to effectively articulate and contextualize the national curriculum, and policy standards - Outputs: Training Reports - Output indicators: Number of training reports prepared and submitted - To assist internal and external partners and other offices on the national curriculum framework, standards, and policies - Outputs: Correspondences (department memoranda, orders, advisories, emails, etc.) and reports - Output indicators: Number of correspondence and reports issued to relevant offices; Number of documents reviewed **Key result area: Program Management** (2 objectives) - To develop / sustain curricular and co-curricular programs - Outputs: Program/Activity Reports and other pertinent documents - Output indicators: Number of Program/activity reports and other pertinent documents prepared and submitted - To monitor and evaluate curricular and co-curricular programs implemented - Outputs: M&E reports - Output indicators: Number of programs monitored and evaluated **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Special Curricular Programs Division *Bureau of Curriculum Development; Central Office - Curriculum and Teaching. 4 key result areas, 11 objectives, 21 outputs.* **Statement of purpose.** The Special Curricular Programs Division (SCPD) spearheads the design and development of evidence and research-based special curriculum framework and standards, formulation of policies, and management of curriculum programs for Regional and Schools Division Offices in the implementation of formal basic education. **Outcomes** - Regional and Schools Division Offices can implement the special curriculum framework, standards, policies, and programs effectively. Measured by: 80-100% of Regional and Schools Division Offices adhered to the Special curriculum framework, standards, policies, and programs for implementation. - Regional and Schools Division implementers are provided with curriculum standards and policies for effective program implementation. Measured by: 80-100% of Regional and Schools Division implementers were provided with curriculum standards and policies. - Regional and Schools Division personnel are highly capacitated with technical competence to implement the special curriculum framework, standards, policies, and programs. Measured by: 80-100% of Regional and Schools Division personnel were capacitated and aided with technical competence in the implementation of the special curriculum framework, standards, policies, and programs. - Stakeholders are collaborating for the development of a comprehensive and sustainable implementation of the special curricular programs. Measured by: 80-100% of stakeholders collaborated for the development of a comprehensive and sustainable implementation of the special curricular programs. **Key result area: Special Curriculum Framework, Standards Development, and Policy Formulation** (2 objectives) - To develop / enrich research-based special curriculum framework and standards - Outputs: Special curriculum framework and standards - Output indicators: Approved and updated special curriculum framework and standards - To formulate evidence-based special curriculum policies - Outputs: Special curriculum policies; Research materials on special curriculum - Output indicators: Number of special curriculum policies formulated; Number of research initiatives conducted **Key result area: Technical Assistance on Special Curriculum Development and Implementation** (3 objectives) - To capacitate the Regional and Schools Division implementers to effectively implement the special curriculum, framework, and policy standards - Outputs: Capacity Building workshops; Activity Report - Output indicators: Number of capacity building workshops conducted; Number of capacitated Regional and Schools Division implementers; Number of activity reports submitted - To orient the internal and external partners and other offices on the special curriculum framework, standards, and policies - Outputs: Orientation/Meeting; List of Internal and external partners oriented - Output indicators: Number of orientations/meetings conducted; Number of internal and external partners oriented - To evaluate the alignment of the learning materials, delivery and assessment based on the special curriculum standards - Outputs: Evaluated LMs, TGs and assessment tools - Output indicators: Number of evaluated LMs, TGs and assessment tools **Key result area: Special Curricular Program Management** (3 objectives) - To develop and manage the special curricular programs based on the set standards and systematic processes - Outputs: Project Profile, Activity Request (AR)/ Authority to Conduct (ATC), Work and Financial Plan (WFP), and MOU/MOA/MOC.; M&E Reports - Output indicators: Number of projects activities implemented; Number of program standards developed; Number of M&E reports submitted - To monitor and evaluate the implementation of the special curricular programs - Outputs: none printed - Output indicators: Number of special curricular programs monitored and evaluated - To strengthen collaboration with stakeholders to implement quality special curricular programs - Outputs: MOA/MOU/MOC/Contracts - Output indicators: Number of forged agreements with partners/ stakeholders **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ##### Bureau of Learning Delivery ###### Office of the Director *Bureau of Learning Delivery; Central Office - Curriculum and Teaching. 7 key result areas, 9 objectives, 15 outputs.* **Statement of purpose.** The Bureau of Learning Delivery (BLD) supports DepEd field offices to ensure quality teaching and learning by leading in the development and management of national education policy framework/standards on learning management and delivery for all types of learners. **Outcomes** - DepEd field offices effectively and efficiently implement policies, standards, and guidelines on learning delivery. Measured by: 100% of the target field offices implemented learning and delivery guidelines effectively and efficiently - DepEd field offices are provided with appropriate technical assistance in the implementation of the learning delivery models and systems for effective teaching and learning and student inclusion for all types of learners. Measured by: 100% of the target field offices are provided with appropriate technical assistance in the implementation of the learning delivery models and systems for effective teaching and learning for all types learners - BLD and DepEd field offices personnel are equipped with the competencies and capabilities necessary on the implementation of learning delivery models and systems Measured by: 100% of the target BLD personnel and DepEd field offices personnel are equipped with the competencies and capabilities necessary on the implementation of learning delivery models and systems - DepEd field offices are equitably allocated with funds and resources for the effective implementation of identified PAPs Measured by: 100% of the target DepEd field offices are equitably allocated with funds and resources for the effective implementation of identified PAPs - Strengthened partnership and collaboration with field offices and other stakeholders for sustainability of program implementation Measured by: Percentage of programs implemented in collaboration with field offices and other stakeholders **Key result area: Policy Formulation on Learning Delivery** (1 objective) - To lead in the formulation and/or review and/or revision of policies/standards on learning delivery - Outputs: Formulated and/or reviewed and/or revised policies - Output indicators: Number of final draft of policies submitted to OUCI **Key result area: Monitoring and Evaluation of learning delivery** (1 objective) - To provide guidance in the monitoring and evaluation of policies on learning delivery - Outputs: Formulated/issued guidelines/standards on Monitoring and Evaluation - Output indicators: Monitoring and Evaluation mechanism embedded in the policy. **Key result area: Technical Assistance on: A. People and Performance Management** (1 objective) - To provide necessary technical assistance and support for BLD personnel in the implementation of programs, projects, and activities - Outputs: Approved learning design and resource package - Output indicators: Approved and implemented Learning Design and Resource Package **Key result area: Technical Assistance on: B. Capability Building** (1 objective) - To provide guidance in the provisions of technical assistance to the field offices in the implementation of different programs/projects and learning delivery models - Outputs: none printed - Output indicators: none printed **Key result area: Program Management: A. Financial Management** (1 objective) - To provide guidance in the planning and managing programs/projects with appropriate fund allocation that will operationalize the thrusts and goals of the bureau and the Department - Outputs: Submitted Work and Financial Plan (WFP) - Output indicators: Number of Work and Financial Plan (WFP) submitted **Key result area: Program Management: B. Partnership and Linkages** (1 objective) - To provide guidance in the establishment and/or strengthening partnership and linkages that will support the operationalization of the bureau’s thrusts and goals - Outputs: List of partners - Output indicators: Number of partners **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Teaching and Learning Division *Bureau of Learning Delivery; Central Office - Curriculum and Teaching. 5 key result areas, 15 objectives, 27 outputs.* **Statement of purpose.** The Teaching and Learning Division (TLD) supports DepEd field offices and schools in the delivery of quality basic education services across different learning modality systems by designing innovative teaching and learning models, formulating responsive policies and standards on learning delivery and management, and enhancing capacity of teacher-trainers for relevant pedagogical skills resulting in improved teaching-learning processes and practices and learning outcomes. **Outcomes** - DepEd field offices and schools implement effectively leaning delivery and management policies and guidelines across learning modality systems to improve the teaching -learning processes and practices. Measured by: 100% of target field offices and schools implement effectively leaning delivery and management policies and guidelines across learning modality systems - DepEd field offices and schools implement and sustain teaching and learning programs, projects, and activities across learning modality systems to improve the teaching-learning processes and practices. Measured by: 100% of target field offices and schools implement and sustain teaching and learning programs, projects, and activities across learning modality systems - DepEd field offices and schools are provided with support and technical assistance in utilizing innovative teaching and learning delivery models across learning modality systems to improve the teaching-learning processes and practices. Measured by: 100% of target field offices and schools are provided with support and technical assistance in utilizing innovative teaching and learning delivery models across learning modality systems - TLD personnel are equipped with competencies and capabilities necessary in implementing and supporting the field offices on leaning delivery and management policies and standards, and teaching-learning delivery models and programs across learning modality systems Measured by: 100% of target TLD personnel are equipped with essential competencies in providing technical assistance **Key result area: Policy Formulation/Review on Teaching - Learning Delivery Models** (2 objectives) - To formulate/review existing policies on teaching and learning delivery models - Outputs: Formulated/Reviewed/Revised policies on teaching and learning delivery models - Output indicators: Number of drafted/ reviewed/ revised policies on teaching and learning delivery models submitted to OUCI - To ensure that policies formulated, and standards developed/reviewed are data driven, relevant, and responsive to the needs of the learners in the new normal - Outputs: Developed tools and conducted mechanisms for regular policy review and improvement - Output indicators: Number of developed tools and conducted mechanisms for regular policy review and improvement **Key result area: Program Management for Teaching-Learning Delivery Models** (3 objectives) - To plan relevant programs, projects, and activities with appropriate fund and resources allocation for the implementation of the various teaching-learning models and TLD PPAs - Outputs: Prepared CSW, Project Brief, AR/ATC, Budget Estimates, and other pertinent documents for TLD PPAs; Prepared and submitted WFP - Output indicators: Number of approved CSW, Project Brief, AR/ATC, Budget Estimates, and other pertinent documents for TLD PPAs; Submitted and approved WFP - To ensure adequate resources for the implementation of the various teaching and learning models and management of PPAs - Outputs: Prepared Training Design (i.e. budget, project description, requirements, and resources); Developed program materials (session guides, videos, TL resources, etc.) - Output indicators: Number of prepared and approved Training Design; Number of developed program materials (session guides, videos, TL resources, etc.) - To lead the establishment and/or strengthen partnership and linkages that will support PPAs - Outputs: List of forged partnerships - Output indicators: Number of partners/partnerships established **Key result area: Technical Assistance on Teaching: Learning Delivery Models for Professional Development** (3 objectives) - To provide/conduct technical assistance to the field offices on the implementation of and learning delivery models and programs/projects (including M&E system and tools), in collaboration with NEAP - Outputs: Conducted technical assistance to the field offices/personnel; Developed and approved learning design and resource packages; Orientation/Capacity Building for field offices on the utilization of the developed TL models and on the implementation of PPAs - Output indicators: Number of conducted technical assistance to the field offices/personnel; Percentage of developed and approved learning design and resource packages; Number of capacitated filed offices on the utilization of the developed TL models - To develop relevant resource packages on teaching-learning models for LAC utilization - Outputs: Approved learning design and resource package; Capacity Building for teacher trainers - Output indicators: Percentage of Learning Design and Resource Package approved; Number of capacitated teacher trainers - To strengthen technical skills of TLD personnel through scholarship, and local and international trainings and conferences for continuous professional development - Outputs: Capacity Building for TLD personnel through participation in capacity building/ professional development programs - Output indicators: Percentage of TLD personnel participated in capacity building/professional development programs **Key result area: Monitoring and Evaluation on Teaching: Learning Delivery Models** (4 objectives) - To ensure compliance to standard implementation of different learning delivery models - Outputs: Submitted Work and Financial Plan (WFP); Developed monitoring and evaluation tools - Output indicators: Number of Work and Financial Plan (WFP) submitted; Number of monitoring and evaluation tools developed; Number of M&E tools utilized/adopted/ adapted by the field offices - To review existing M&E system, mechanisms, and tools to identify gaps - Outputs: Formulated/reviewed standard monitoring process and standard monitoring tool - Output indicators: Percentage of reviewed M&E mechanisms/ process and tools - To conduct monitoring and evaluation of the implementation of learning delivery models and TLD programs and projects - Outputs: M&E Reports - Output indicators: Number of conducted monitoring and evaluation to field offices and schools - To conduct evaluation research on selected programs/projects for policy review and program improvement - Outputs: none printed - Output indicators: Number of conducted evaluation research on selected programs/projects **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Student Inclusion Division *Bureau of Learning Delivery; Central Office - Curriculum and Teaching. 4 key result areas, 9 objectives, 26 outputs.* **Statement of purpose.** The Student Inclusion Division (SID) enables DepEd field offices and implementing partners become effective and efficient in the delivery of educational programs and services by providing them policy directions and technical support in view of ensuring that learners in unique or different circumstances become productive and responsible members of society. **Outcomes** - DepEd field offices adhered to the policies and standards for effective and efficient implementation of PAPs for learners with unique or different circumstances Measured by: 100% of the target field offices adhered to the policies and standards for effective and efficient implementation of PAPs for learners with unique or different circumstances - Stakeholders are guided with the policies and standards of DepEd for effective and efficient implementation of their related PAPs for learners with unique or different circumstances Measured by: 100% of the target partners are guided with the policies and standards of DepEd for effective and efficient implementation of their related PAPs for learners with unique or different circumstances - DepEd field offices implement and/or adapt learning delivery models responsive to the uniqueness/context of the learners for effective teaching and learning. Measured by: 100% of the target field offices implemented and/or adapted learning delivery models responsive to the uniqueness/context of the learners for effective teaching and learning. - DepEd field offices/implementers are capacitated on the delivery and management of PAPs for learners with unique or different circumstances Measured by: 100% of the targeted field offices/implementers are capacitated on the delivery and management of PAPs for learners with unique or different circumstances - The BLD-SID and field offices utilize the results of M & E/research results for planning and decision making of PAPs implementation for learners with unique or different circumstances Measured by: 100% of the M & E/research results were utilized by the BLD-SID and Field offices for planning and decision making of PAPs implementation for learners with unique or different circumstances - Foster and sustain partnerships and collaborations with internal and external stakeholders for the effective and efficient implementation of PAPs for learners with unique or different circumstances Measured by: 100% of the targeted internal and external stakeholders were assisted and engaged with for effective and efficient implementation of PAPs for learners with unique or different circumstances **Key result area: Policy Formulation and Review** (1 objective) - To formulate policies and standards for field offices on the implementation and management of PAPs for learners with unique or different circumstances such as but not limited to learners with disabilities, Muslim learners, IP learners, out-of-school youth, gifted and talented learners, and others - Outputs: Drafted policies and standards on the of PAPs for inclusion and special curricular programs and other programs for learners in difficult circumstances - Output indicators: Number of policies and standards drafted **Key result area: Technical Assistance** (2 objectives) - To provide TA to the field offices on the implementations of policies, standards, and PAPs for learners with disabilities, Muslim learners, IP learners, out of school-youth, gifted and talented learners, and other learners with difficult circumstances. - Outputs: Accomplishment Reports; Minutes of the Meeting; List of Agreements between the coach and the mentee; Issuances/Memoranda - Output indicators: Number of Accomplishment Reports; Number of Field Implementers oriented; Number of Agreements; Number of Issuances/Memoranda released - To manage the conduct of in-service training/upskilling and reskilling programs for field implementers in coordination with NEAP on effective and efficient implementations of PAPs for learners with disabilities, Muslim learners, IP learners, out of school-youth, gifted and talented learners, and other learners with difficult circumstances - Outputs: Training Design; Accomplishment Report; Issuances/Memoranda - Output indicators: Number of Training Design; Number of Teacher’s Trained; Number of Accomplishment Reports submitted; Number of Issuances/Memoranda released **Key result area: Program Management** (2 objectives) - To intensify awareness on programs and projects for learners with unique or different circumstances through advocacy campaigns - Outputs: Information Educational Materials e.g Brochures, flyers, info graphics, tarpaulin, and posters; Social media platforms - Output indicators: Number of IEM developed and disseminated/distributed; Number of social media platforms utilized for Advocacy programs - To increase the number of linkages and partnerships for support on the implementation of PAPs for learners with unique or different circumstances - Outputs: Letter of Support/Engagement to PAPs; Minutes of the meetings - Output indicators: Number of letters/engagements of supports to PAPs; Number of minutes of the meeting prepared **Key result area: Office Administration and Performance Management** (4 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted - To provide opportunity for SID staff to enhance their technical skills through attendance in local and international trainings, immersion programs, coaching and mentoring, scholarships, and others - Outputs: Training Needs Assessment results; Travel/Country Report; Accomplishment Reports; Contract/Re-Entry Action Plan - Output indicators: Number of TNA conducted/undertaken; Number of targeted SID staff with enhanced technical skills; Number of Travel/Country Report prepared and submitted; No. of Accomplishments reports prepared and submitted; Number of Contracts approved; Number of REAP executed or implemented ###### Indigenous Peoples Education Office *Bureau of Learning Delivery; Central Office - Curriculum and Teaching. 4 key result areas, 9 objectives, 21 outputs.* **Statement of purpose.** The Indigenous Peoples Education Office (IPsEO) enables DepEd units to provide for the inclusion, participation, and empowerment of IP communities in the implementation of DepEd’s programs, projects, and management systems through the recognition, promotion, and protection of the rights of IP communities and IP learners. **Outcomes** - DepEd units operationalize inclusive policies and practices in relation to IP communities and learners that are culture responsive to the IP context Measured by: Percentage of DepEd units that have frameworks/guidelines to guide culture-responsive operations in the context of IP communities and learners; Percentage of DepEd units that operationalize culture-responsive policies and practices in the context of IP communities and learners **Key result area: Rights-based partnership with IP communities** (2 objectives) - To develop partnership and dialogue mechanisms with IP - Outputs: Policies and guidelines on Rights-based Partnership; IPEd frameworks - Output indicators: Number of policies and guidelines; Number of IPEd frameworks - To capacitate personnel in sustaining partnership and dialogue mechanisms with IP communities - Outputs: Accomplishment/Activity report/Minutes of the meeting - Output indicators: Number of accomplishment/activity report/minutes of the meeting **Key result area: Cultural Standards Institutionalization** (2 objectives) - To develop culturally responsive DepEd policies - Outputs: Policies, guidelines, and standards - Output indicators: Number of policies, guidelines, and standards - To establish culture responsive systems and processes - Outputs: Manual of operations/ guidelines; Monitoring tools; Monitoring and status reports - Output indicators: Number of manual of operations/guidelines drafted and submitted; Number of monitoring tools developed; Number of monitoring and status reports submitted **Key result area: IPEd Implementation Management** (2 objectives) - To establish and maintain systems and processes and ensure efficient and effective IPEd Implementation - Outputs: Policies on IPEd implementation management; Program Support Fund (PSF) Guidelines; Monitoring tools for IPEd Implementation Mgt; Progress Monitoring Reports for IPEd Implementation Mgt; Updated list of IPEd Focal Persons; Training Designs for the Orientation of DepEd personnel on IPEd - Output indicators: Number of drafted and approved policies on IPEd implementation mgt Number of approved WFPs; Approved and submitted PSF Guidelines; Number of monitoring tools developed; Number of progress monitoring reports prepared and submitted; Number of IPEd Focal Persons; Number of training designs for the orientation of DepEd personnel on IPEd - To establish and maintain IPEd advocacy platforms and materials - Outputs: IEC Materials; Advocacy activity reports - Output indicators: Number of IEC Materials; Number of advocacy activity reports **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ##### Office of the Director *Bureau of Learning Resources; Central Office - Curriculum and Teaching. 3 key result areas, 5 objectives, 12 outputs.* **Statement of purpose.** The Bureau of Learning Resources (BLR) shall develop and manage the national education policy framework on learning resources development and management for the Department, formulate policies, standards and guidelines for the design, development, quality assurance, production and utilization of learning resources as well as the acquisition, allocation, procurement and equitable distribution of learning resources to DepEd managed schools, DepEd community learning centers and learning hubs across all levels of the organization. It shall also conduct research for continuous improvement, establish and maintain systems that promote and support access to quality learning resources online and offline, monitor and provide technical assistance for the sustainable and efficient operation of the BLR counterparts in the regions and divisions. **Outcomes** - DepEd managed schools and DepEd community learning centers have quality-assured, and completely delivered LRs. Measured by: Percentage of quality assured LRs; Percentage of provided supplementary learning resources; Percentage of uploaded LRs in the LR Portal; Percentage of LR developed and approved for mass production and procurement; Percentage of delivered LRs - Learning Resource Hubs provided with various supplementary learning resources. Measured by: no indicator is printed **Key result area: Management of Learning Resources** (1 objective) - To lead/oversee the management and monitoring of the provision of LRs - Outputs: Monitoring reports on production and delivery of LRs - Output indicators: No. of submitted monitoring reports; No. of submitted Delivery Documents (Certificate of Final Inspection, MPL, QRTQ, IARs, DRs, and CAs) **Key result area: Policy Formulation** (1 objective) - To lead in the development and management of learning resource through policies, guidelines, standards, business process handbook/manual - Outputs: Policies, guidelines, standards, business process handbook/manual on LRs - Output indicators: Number of submitted policies, guidelines, standards, and business process handbook/ manual for approval **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ##### Bureau of Education Assessment ###### Office of the Director *Bureau of Education Assessment; Central Office - Curriculum and Teaching. 6 key result areas, 20 objectives, 34 outputs.* **Statement of purpose.** The Bureau of Education Assessment (BEA) develops and manages a harmonized and standardized assessment mechanism for student learning outcomes, teachers’ effectiveness, leadership and management competencies, education system efficiency and effectiveness; and provide policy recommendations based on assessment results and research to improve curriculum, learning delivery, teacher quality and education management thereby improving the quality of basic education. **Outcomes** - DepEd learners, teachers, and administrators are provided with relevant standardized key assessment programs focused on education quality based on continuously improving and updated National Assessment Framework Measured by: Percentage of implemented key assessment programs that measure student learning outcomes, teachers’ effectiveness, leadership management competencies, and education system efficiency and effectiveness - DepEd stakeholders can access reliable data and policy recommendations that are based on assessment results and sound research Measured by: Percentage of policy recommendations based on assessment results and sound research that are released to BEA stakeholders. **Key result area: Assessment Planning and Development** (4 objectives) - To lead in the development of a continuously improving National Assessment Framework (NAF) - Outputs: Updated National Assessment Framework; Assessment Program - Output indicators: Number of current trends and innovations in assessment benchmarked, tried-out and adopted.; Number of studies done on improving existing assessment; Number of assessment programs approved for implementation - To provide directions in the design of assessment programs anchored on the National Assessment Framework - Outputs: Assessment/Test Design - Output indicators: Number of assessment/test designs approved for use - To guide in the formulation of assessment tools, assessment procedures, and guidelines based on the approved assessment design - Outputs: Assessment tools in various modalities (Paper and pen, On-line, Computerized, or digitized, hybrid); Assessment Handbook (guidelines, standard procedures) - Output indicators: Number of assessment tools and handbook approved for use - To facilitate the development and implementation of mechanisms to accredit service providers for test development - Outputs: Partnership/ contract with service provider - Output indicators: Number of partnerships/contracts entered into with service providers for test development **Key result area: Assessment Operations** (3 objectives) - To review and approve orientation programs/projects for field offices - Outputs: Orientation programs/projects reviewed and approved - Output indicators: Number of orientation programs/ projects reviewed and approved - To review and sign test results of walk-in or on-site examinees - Outputs: Test Results reviewed and signed - Output indicators: Number of test results reviewed and signed - To initiate the development and implementation of mechanisms to accredit service providers for data analysis - Outputs: Partnership/contract with service providers for data analysis - Output indicators: Number of partnerships/contracts for data analysis entered into for data analysis **Key result area: System Assessment** (3 objectives) - To lead in the development and continuous improvement of the education research framework for the CI strand - Outputs: Updated education research framework for the CI strand - Output indicators: Number of International Large-Scale Assessment (ILSA) studies implemented; Number of local research on curriculum standards, learning management and learning resources and services conducted - To review and approve technical reports on research on curriculum standards, learning management and learning resources and services for policy recommendation and formulation - Outputs: Approved technical reports duly submitted to the OSEC for release to stakeholders - Output indicators: Number of policy recommendations submitted to OSEC; Number of Approved technical reports submitted to the OSEC for release to stakeholders - To initiate system assessment/evaluation that will provide insights on the effectiveness of curriculum and instruction program delivery - Outputs: Status Report on the K to 12 curriculum and instruction program delivery - Output indicators: Number of reforms adopted to improve curriculum and instruction program based on status report **Key result area: Monitoring and Evaluation of Operationalization of Education Assessment** (3 objectives) - To lead in the crafting of an M & E framework on the operationalization of the NAF and Research Framework for the CI Strand - Outputs: M&E report on the operationalization of the NAF and Research Framework for the CI Strand - Output indicators: Number of M&E report reviewed and signed - To facilitate the development of M&E tools for the operationalization of the NAF and the Research Framework for the CI Strand - Outputs: M&E tools - Output indicators: Number of M&E tools developed and utilized - To address issues and concerns raised by stakeholders encountered during the operationalization of the NAF and the Research Framework - Outputs: List of issues and concerns addressed - Output indicators: Number of issues and concerns addressed **Key result area: Program Management** (4 objectives) - To manage and guide the operations of the Bureau and its Divisions - Outputs: Work and Financial Plan; Calendar of Activities; Programs, Projects, and Activities (PPAs); Technical/Accomplishment Reports - Output indicators: No of Assessment Programs Implemented; Number of technical/ accomplishment reports submitted - To ensure targets set in the Work and Financial Plan of the Bureau are met - Outputs: PIR Report; PPMP/ APP; Financial Documents (Vouchers, Reports, Requests, etc) - Output indicators: Percentage of unspent budget allotment/ programmed fund; Number of implemented targeted PPAs - To manage internal and external communication - Outputs: Issuances, inter office memoranda, letters, emails, phone calls from stakeholders - Output indicators: No of issuances, inter-office memoranda disseminated; Number of Letters, emails, phone calls from stakeholders acted on and/or responded to - To link with international and local agencies, institutions, and organizations for potential partnerships and benchmarking - Outputs: List of partnerships and linkages established - Output indicators: Number of partnerships and linkages established **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Education Assessment Division *Bureau of Education Assessment; Central Office - Curriculum and Instruction. 4 key result areas, 13 objectives, 25 outputs.* **Statement of purpose.** The Education Assessment Division (EAD) designs and implements assessment programs for learners, teaching, and non-teaching personnel to generate valid and reliable data that will be used as bases for action and policy recommendation. **Outcomes** - Test-takers, DepEd offices, and other stakeholders can make informed decisions and/or actions based on validated and confirmed assessment results on standards, aptitudes, proficiency, and achievement Measured by: Percentage of the test-takers, DepEd offices, and other stakeholders provided with assessment results - Central Office (CO), Regional Offices (ROs), and Schools Division Offices (SDOs) fully implement the assessment programs in strict compliance to the standardized assessment guidelines and procedures Measured by: Percentage of CO, ROs, and SDOs that have fully implemented the national assessment programs in strict compliance to the standardized assessment guidelines and procedures **Key result area: Assessment Design and Development** (5 objectives) - To develop a national assessment framework to serve as basis in the development and implementation of assessment program - Outputs: National Assessment Framework (AF); Assessment Programs - Output indicators: Approved and updated National Assessment Framework; Number of assessment programs formulated based on the AF; Number of assessment programs implemented - To design assessment programs anchored on the Nationwide Assessment Framework - Outputs: Technical reports - Output indicators: Number of technical reports prepared and submitted - To formulate assessment tools on various modalities based on the approved assessment design - Outputs: Paper-based assessment tools; Computer-based assessment tools; Hybrid assessment tools; Online assessment tools (remote/live proctoring) - Output indicators: Number of assessment tools formulated; Number of assessment tools migrated to online/digitized platform - To create assessment procedures and guidelines and item bank database - Outputs: Handbook (guidelines, standard procedures) - Output indicators: Number of assessment handbooks created/updated - To establish linkages and partnerships on test/assessment development - Outputs: Testing/Assessment programs; MOA/MOU/Contract - Output indicators: No of testing/assessment programs developed and implemented; Number of MOAs/MOUs/ Contracts forged **Key result area: Assessment Operations** (3 objectives) - To orient ROs and DOs with standardized assessment procedures and guidelines - Outputs: List of oriented RO and DO testing personnel - Output indicators: Number of ROs and SDOs testing personnel oriented with procedures and guidelines - To administer appropriate assessment programs to walk-in/on-site examinees - Outputs: Administered assessment tools of walk-in/on-site examinees - Output indicators: Number of assessment tools administered; Number of walk-in/on-site examinees - To issue test results to test takers and data end-users - Outputs: Issued test results - Output indicators: Number of test results released **Key result area: Assessment Research and Development** (2 objectives) - To conduct studies on innovative and cutting-edge assessment systems, standards, methodologies, and instruments - Outputs: Research materials on assessment systems, standards, methodologies, and instruments - Output indicators: Number of studies conducted - To benchmark current trends in assessment - Outputs: Assessment Programs - Output indicators: Number of assessment programs adapted because of benchmarking **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Education Research Division *Bureau of Education Assessment; Central Office - Curriculum and Instruction. 3 key result areas, 10 objectives, 19 outputs.* **Statement of purpose.** The Education Research Division (ERD) provides policy makers and curriculum framers/crafters with evidence-based information and quality, relevant and credible research outputs for the continuous improvement of education policies and practices on curriculum standards, learning management, and learning resources and services. **Outcomes** - DepEd CO EXECOM and Curriculum & Instruction Strand Bureaus are provided with research-based or evidence-based information in crafting education policies and practices on curriculum standards, learning management, and learning resources and services. Measured by: Percentage of research/evidence-based information adapted by DepEd CO EXECOM and CI Strand Bureaus in crafting education policies and practices on curriculum standards, learning management and learning resources and services **Key result area: Education Research and Development** (3 objectives) - To develop and continuously improve the education research agenda/framework for the CI strand - Outputs: Basic education issues and policy gaps addressed; Updated Education Research Agenda/ Framework - Output indicators: Number of identified education issues or policy gaps addressed through a research agenda; Number of drafted/published DepEd issuances - To benchmark innovations and new trends in research - Outputs: Innovations and new trends adopted - Output indicators: Number of innovations and new trends adopted - To periodically collaborate with the Bureaus of the CI Strand to update research agenda - Outputs: Updated research agenda - Output indicators: Number of updates in the research agenda submitted **Key result area: Conduct of International Large-Scale Assessment (ILSA) Studies and Local Research** (4 objectives) - To develop research design, procedures, and instruments - Outputs: Developed research designs, procedures, and instruments - Output indicators: Number of developed research tools/instruments - To conduct research on curriculum standards, learning management and learning resources and services for policy recommendation and formulation - Outputs: Conceptualized research proposals on curriculum standards, learning management, and learning resources; Technical Reports - Output indicators: Number of conceptualized research proposals submitted; Number of submitted technical reports - To collaborate with international providers in the conduct of national research/studies on K to 12 Implementation based on international standards - Outputs: Technical reports on evidence-based data and information based ILSA findings - Output indicators: No. of submitted technical reports - To generate advocacy for ILSA studies as measures of education system performance review using international standards - Outputs: ILSA advocacy activities - Output indicators: Number of ILSA advocacy activities implemented **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ##### Literacy Coordinating Council Secretariat *Curriculum and Teaching - Central Office. 3 key result areas, 10 objectives, 21 outputs.* **Statement of purpose.** The Literacy Coordinating Council (LCC) Secretariat provides the LCC and its education stakeholders with technical and administrative support in policy formulation and coordination of initiatives towards universalization of literacy in the Philippines. **Outcomes** - The Literacy Coordinating Council is able to utilize the technical and administrative support of LCC Secretariat in becoming an efficient policy making, coordinating, and advisory body. Measured by: Percentage of policies issued (e.g., DepEd Order, DepEd Memorandum, Council Resolution, guidelines, manuals, etc.) - Education stakeholders are able to adopt coordinated literacy policies and initiatives to promote and sustain the literacy gains of the target constituents. Measured by: Percentage of education stakeholders that adopt LCC policies and implement community-based literacy programs **Key result area: Policy Research and Development on Literacy** (2 objectives) - To facilitate the development of national policies, guidelines, and standards on the universalization of literacy, as directed by the Council - Outputs: Policy recommendations; Policies, guidelines, and standards - Output indicators: Number of policy recommendations prepared and submitted; Number of policy recommendations prepared and submitted - To facilitate conduct of research and research-related activities on pertinent literacy subjects for policy formulation - Outputs: Research studies; Policy recommendations - Output indicators: Number of research studies conducted; Number of technical reports submitted; Number of research-related policy recommendations prepared and submitted **Key result area: LCC Program Management** (5 objectives) - To conduct advocacy, localization, and networking initiatives on literacy - Outputs: LCC Website; IEC Materials - Output indicators: LCC website accessible and updated; Number of IEC materials developed - To facilitate the establishment of local LCCs - Outputs: Manual on LCC Localization; Local LCCs established/ reconstituted - Output indicators: Manual on LCC Localization developed/ updated; Number of Local LCCs established/reconstituted - To recognize outstanding literacy programs/projects and implementers - Outputs: National Literacy Awards (NLA) Activity Report - Output indicators: National literacy awarding ceremonies conducted; Number of literacy champions recognized - To lead the development and maintenance of the database on literacy - Outputs: National Literacy Information System (NLIS) - Output indicators: NLIS developed and maintained - To conduct learning and organizational development activities for LCC - Outputs: LCC Roadmap; LCC Strategic Plan; Annual report; Activity Report; Learning and Development (L&D) programs - Output indicators: LCC Roadmap developed/updated; Number of strategic planning conducted; Annual report submitted; Number of activity reports submitted; Number of L&D programs conducted **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/ OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percent achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Customer Satisfaction Survey Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received #### Operations ##### Bureau of Learner Support Services ###### Office of the Director *Bureau of Learner Support Services; Central Office - Operations. 4 key result areas, 6 objectives, 17 outputs.* **Statement of purpose.** The BLSS takes the lead in the policy formulation and standard setting and provides direction, guidance, assistance and support to the field offices in the implementation of learner support services such as but not limited to, school health, youth formation, after school sports development programs and other complementary programs. **Outcomes** - Policies formulated and standard set for learner support programs and services Measured by: Percentage of policies and standards formulated - Learner support programs and services are effectively and efficiently implemented Measured by: Percentage of programs and services effectively and efficiently implemented - Collaborative inter-office knowledge management, resource sharing, and teamwork for greater efficiency established and facilitated. Measured by: Percentage utilization of management system Percentage increase in knowledge resources shared - Resources for learner support services established and mobilized Measured by: Percentage increase in partnership established with various partners **Key result area: LSS Policies, and Standards Formulation** (1 objective) - To facilitate the development and harmonization of Policies and Standards on the implementation of Learner support services Programs and Projects - Outputs: Policies and Standards - Output indicators: No. of policies / standards developed **Key result area: Quality Assurance and M&E of Programs and Projects** (1 objective) - To provide guidance, direction and management in the planning, implementation, monitoring and evaluation of programs and projects - Outputs: Effective BLSS Programs and Projects; M&E Reports - Output indicators: Number of planning conferences supported; Implementation Reviews attended; Number of actual Program Policy Guidelines Developed/ Updated **Key result area: Coordination and Partnership** (1 objective) - To support the development of partnerships and collaboration with stakeholders on learner support to mobilize resources and optimize implementation of Programs, projects and activities - Outputs: Partnership forged/established with other (external) stakeholders; Strengthened coordination with other DepEd units; Resources mobilized for BLSS’ PAPs; Resource Mobilization Reports - Output indicators: Number of actual meetings conducted for stakeholders; Number of coordination meetings/workshops conducted; Percentage increase in resource mobilization; Increase in number of partnerships forged for BLSS’ PAPs **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### School Health Division *Bureau of Learner Support Services; Central Office – Operations. 5 key result areas, 15 objectives, 25 outputs.* **Statement of purpose.** The School Health Division (SHD) develops and recommends health policies and standards, guides and capacitates relevant DepEd personnel of related offices to effectively implement school health programs and to ensure learners’ readiness to maximize their full educational potential in a healthy school environment. **Outcomes** - Regional/Division health personnel and program focal persons operationalized health policy standards for more effective and efficient implementation of school health programs. Measured by: Percentage of targeted DepEd health personnel and program coordinators utilize/implement health policy standards. - Regional/Division health personnel and program focal persons manage and implement health and nutrition policies, standards, programs, and projects. Measured by: Percentage of field office health personnel and program focal persons with improved capacity on managing health and nutrition programs and projects. - Schools complied with and implemented health policies and standards Measured by: Percentage of targeted of schools complied with and implemented health school policies and standards. - Well-nourished learners Measured by: Percentage of targeted learners provided with basic health services. **Key result area: Formulation of Policies, and Standards** (2 objectives) - To formulate and develop standards and policies for school health and nutrition programs/projects to guide schools and program coordinators - Outputs: Program policies and standards formulated, developed, and issued - Output indicators: No. of policies/standards formulated, developed, and issued - To review formulated programs standards and policies - Outputs: Formulated program policies and standards reviewed - Output indicators: No. of formulated policies and programs reviewed **Key result area: Health and nutrition service delivery management** (6 objectives) - To design and manage school health and nutrition programs and services - Outputs: School Health and nutrition programs and services designed; Report on the delivery of SHN services - Output indicators: No. of SHN programs and services designed; Number of SHN services managed - To develop health and nutrition education and promotion materials - Outputs: School Health and Nutrition Education and Promotion materials developed - Output indicators: Number of School Health and Nutrition Education and Promotion materials developed - To design training programs on health and nutrition - Outputs: Training programs on health and nutrition designed - Output indicators: Number of school health and nutrition training programs designed - To conduct trainings/workshops on health and nutrition programs, standards, and policies - Outputs: Trainings/workshops on health and nutrition programs, standards, and policies conducted; Training/Workshop Accomplishment Reports - Output indicators: Number of trainings/workshops on health and nutrition programs, standards, and policies conducted - To provide financial assistance for the procurement of health and nutrition materials and supplies - Outputs: Report on the funds downloaded to the field offices - Output indicators: Number of ROs/SDOs provided with financial assistance - To coordinate with concerned office the construction and/or refurbishment of health-related facilities - Outputs: Report on Health-related facilities constructed and/or refurbished - Output indicators: Number of health-related facilities developed and/or refurbished **Key result area: Monitoring, Research and Evaluation for school health and nutrition** (3 objectives) - To develop monitoring and evaluation framework and tool for health and nutrition standards and programs - Outputs: Health and Nutrition monitoring tools; Health and Nutrition M&E Framework - Output indicators: Number of monitoring tools developed; Approved Health and Nutrition M&E Framework - To monitor and evaluate the implementation of health and nutrition standards and programs - Outputs: M&E Reports - Output indicators: Number of M&E reports submitted - To create standards indicators to evaluate health and nutrition standards and programs in schools - Outputs: Indicators for Health and Nutrition programs - Output indicators: Number of indicators developed **Key result area: Partnership and Linkages for School Health and Nutrition** (1 objective) - To collaborate with partners on the implementation of health and nutrition standards and programs - Outputs: Health and nutrition programs/services established in partnership with stakeholders - Output indicators: Number of MOA/MOU signed **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Learner Formation Division *Bureau of Learner Support Services; Central Office –Operations. 6 key result areas, 14 objectives, 23 outputs.* **Statement of purpose.** The Learner Formation Division (LFD) develops and recommends policies, standards, and guidelines to enable DepEd Units in the efficient implementation of learner-formation programs, projects, and activities. **Outcomes** - Standardized implementation of learner-formation programs and services Measured by: Policies, standards, and guidelines formulated; Percentage of operating units and organizations implementing learner-formation programs and services compliant to standards; Percentage of operating units and organizations with sustained programs projects and activities/initiatives - Collaborative learner-formation knowledge management, resource sharing, and teamwork for greater efficiency Measured by: Percentage of regions, divisions and schools utilize the knowledge management established and facilitated.; Percentage of increase resource mobilization for learner-formation program and services. **Key result area: Policies, Standards and Guidelines** (2 objectives) - To develop learner-responsive policies, standards, guidelines for learner-formation programs, projects, and activities (PPAs) - Outputs: Policies, standards, guidelines for learner-formation programs, projects, and activities formulated - Output indicators: Number of policies issued - To provide inputs/position paper to inter-office and inter-agency policies, standards, guidelines for learner-formation programs, projects, and activities - Outputs: Inputs/ position paper to inter-office and inter-agency policies, standards, guidelines for learner-formation programs, projects, and activities provided - Output indicators: Number of inputs/position paper provided to inter-office and inter-agency policies, standards, and guidelines **Key result area: Knowledge Management** (2 objectives) - To develop and disseminate learner-responsive information, communication, and education (IEC), and advocacy materials through offline and online platform - Outputs: Learner-responsive IEC and advocacy materials - Output indicators: Number of leaner-responsive IEC and advocacy materials developed and disseminated - To establish accessible data base on learner-formation PPAs for all governance level - Outputs: Accessible data base for all governance level established - Output indicators: Number of accessible data based established **Key result area: Project Management and Capacity Building** (2 objectives) - To develop and implement capacity building plan for the learner-formation initiatives - Outputs: Capacity building plan developed and implemented - Output indicators: Number of capacity building plan developed and implemented - To conduct special events workshops, seminars, and trainings across all governance levels - Outputs: Special events workshops, seminars and trainings conducted; Capacitated youth formation coordinators/ student leader/ teachers/ advisers/ peer facilitators/ school heads on learner-formation programs - Output indicators: Number of special events workshops, seminars and trainings conducted; Number of youth formation coordinators/ student leader/ teachers/ advisers/ peer facilitators/ school heads are capacitated on learner-formation programs **Key result area: Research, Monitoring and Evaluation** (4 objectives) - Conduct evidence-based research relative to learner-formation as basis for policy and standard development and program implementation - Outputs: Evidence-based research conducted relative to learner-formation - Output indicators: Number of evidence-based research undertaken - To develop monitoring and evaluation tools for learner-formation programs and projects - Outputs: Monitoring and evaluation tools for leaner-formation programs and projects developed - Output indicators: Number of monitoring and evaluation tools developed - To monitor and consolidate program reports for learner-formation programs - Outputs: Consolidated Report on Learner-formation programs - Output indicators: Number of learner-formation programs monitored and consolidated - To provide learner-formation related technical assistance to the field offices - Outputs: Technical Assistance (TA) Plan; TA Reports - Output indicators: Number of field offices provided with technical assistance; Number of submitted TA reports **Key result area: Partnerships and Linkages** (1 objective) - To establish/strengthen partnership with stakeholders to support learner-formation initiatives - Outputs: MOU/MOA - Output indicators: Number of partnerships established and sustained; Number of MOA/ MOU with partners and linkages forged **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### School Sports Division *Bureau of Learner Support Services; Central Office – Operations. 6 key result areas, 22 objectives, 32 outputs.* **Statement of purpose.** The School Sports Division (SSD) provides policy direction, guidance, assistance, and support to the field offices in the implementation of quality after-school sports programs for the holistic development of learners. **Outcomes** - Policies formulated and standard set for school sports programs and services Measured by: Percentage of policies and standards formulated - School sports programs and services are effectively and efficiently implemented Measured by: Percentage of programs and services effectively and efficiently implemented - Resources for school sports programs and services established and mobilized Measured by: Percentage increase in partnership established with various partners **Key result area: Policy and Standards Formulation** (4 objectives) - Formulate policies and guidelines on the implementation of school sports programs - Outputs: Policies, guidelines, and issuances on school sports - Output indicators: Number of policies, guidelines, and issuances formulated and/or approved - Enhance existing programs and projects on school sports programs - Outputs: Reviewed school sports programs and projects - Output indicators: Consolidated results, findings feedbacks and recommendations on school sports programs and projects - Review/Enhance set policies, guidelines, and standards on school sports programs - Outputs: Policy recommendations; Reviewed policies, guidelines, and standards - Output indicators: Number of reviewed/enhanced policies, guidelines, and standards - Recommend policies in aid of legislation - Outputs: Policy recommendations - Output indicators: Number of recommended school sports policies in aid of legislation **Key result area: Program Development and Management** (5 objectives) - Develop and enhance plans, programs, and projects on school sports - Outputs: Project proposals and Plans - Output indicators: 100 percent of the target number of plans, programs and projects on school sports developed and enhanced - Develop standardized instructional and learning materials for the comprehensive school sports program - Outputs: Training modules and learning materials - Output indicators: 100 percent of target number of standardized instructional and learning materials for the comprehensive school sports program developed - Implement comprehensive school sports program - Outputs: Comprehensive Schools Sports Program/Plan - Output indicators: Number of comprehensive school sports program implemented; Implementation of Sports Club - Design capacity building programs for sports officers and sports club coordinators and facilitators - Outputs: Capacity Building Programs; Trainings Design conducted - Output indicators: Number of capacity building programs for sports officers and sports club coordinators and facilitators conducted; Number of Sports Officers, Sports Club Coordinators and Facilitators trained - Conduct monitoring and evaluation of school sports programs - Outputs: Monitoring reports and recommendations - Output indicators: Number of school sports programs monitored and evaluated **Key result area: Technical Resource and Support** (4 objectives) - Provide technical support and assistance to field offices and school sports program implementers - Outputs: Financial assistance provided.; List of Sports supplies and equipment distributed - Output indicators: Percentage of technical support and assistance extended to field offices and school sports program implementers - Organize and facilitate the conduct of Palarong Pambansa Board meetings and other Palaro related activities - Outputs: Minutes of the meetings - Output indicators: Number of Palaro board meetings and other Palaro related activities organized and facilitated - Utilize available technological resources for sharing of best practices, ideas, and communication - Outputs: List/Compendium of best practices in school sports - Output indicators: Number of activities conducted to gather/ for sharing of best practices, ideas, and communication - Develop systems and mechanisms for the delivery of school sports programs and projects - Outputs: Systems and mechanisms developed - Output indicators: Number of systems and mechanisms developed for the delivery of school sports programs and projects **Key result area: Stakeholders’ engagement** (3 objectives) - Identify areas for partnership and cooperation with internal/external stakeholders in school sports - Outputs: List of/Report on areas for partnerships and cooperation - Output indicators: Number of identified areas for partnerships and cooperation - Gather and conduct regular consultative conference, meetings and partnership activities on school sports in coordination with concerned offices - Outputs: Minutes of the Meetings, Recommendations and Agreements - Output indicators: Number of consultative conferences, meetings, and partnership activities on school sports conducted - Develop packages on engagement of stakeholders / partnerships in coordination with concerned offices - Outputs: Sponsorship/ Partnership package - Output indicators: Number of linkages, agreements and partnerships forged **Key result area: Quality Assurance** (3 objectives) - Develop Quality Assurance framework for school sports program - Outputs: Quality Assurance Framework for School Sports Program - Output indicators: Approved Quality Assurance Framework for School Sports Program - Develop tools for M & E - Outputs: M & E tools - Output indicators: Number of M&E tools developed - Conduct monitoring and evaluation of school sports programs in coordination with concerned office/s - Outputs: Reports, Findings, Recommendations - Output indicators: Number of school sports program monitored and evaluated **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ##### Risk-Informed Policy and Planning Division *Disaster Risk Reduction and Management Service; Central Office – Operations. 4 key result areas, 12 objectives, 13 outputs.* **Statement of purpose.** The Disaster Risk Reduction and Management Service (DRRMS) empowers the Department of Education (DepEd) offices, schools, personnel, and learners, in ensuring safety and learning continuity, institutionalizes Disaster Risk Reduction and Management (DRRM) and Climate Change Adaptation and Mitigation (CCAM), Education in Emergencies (EiE) and strengthens the resilience of basic education in the context of natural and human-induced hazards. **Outcomes** - Developed or enhanced risk-informed plans, policies and standards Measured by: Percentage of targeted developed or enhanced risk-informed plans, policies and standards - Institutionalized DRRM, CCAM, and Education in Emergencies (EiE) programs, projects, and activities Measured by: Percentage of targeted institutionalized DRRM, CCAM and education in emergencies (EiE) programs, projects and activities - Protect education investments from the impacts of natural and human-induced hazards Measured by: Percentage of targeted protected education investments - Reduced risks and impacts of natural and human-induced hazards to offices, schools, learners, and personnel Measured by: Percentage of targeted reduced risks and impacts of natural and human-induced hazards - Ensured learning continuity in the aftermath of a disaster and/or emergency Measured by: Percentage of targeted rehabilitation and recovery interventions for all schools - Utilized disaster preparedness and response program funds to ensure quality, accessibility, equity and resilient education Measured by: Percentage of targeted DPRP utilization rate - Improved schools, personnel, and learners with efficient, timely, and reliable interventions and support based on established IMS. Measured by: Percentage of targeted interventions and support that are timely, efficient and reliable based on established IMS - Strengthened resilience of basic education systems through peacebuilding initiatives fostering a culture of peace and safety. Measured by: Percentage of schools participating in peacebuilding and conflict resolution programs.; Percentage of targeted improvement in learners’ and personnel’s knowledge, skills, attitudes, and values (KSAV) towards peace and safety - Increased climate change literacy among learners and personnel leading to the development of resilient and sustainable cities Measured by: Percentage of schools implementing climate-resilient infrastructure and practices.; Percentage of improvement in climate change literacy among learners and personnel - Assessed field offices implementation of DRRM, CCAM and EiE to evaluate the over-all reduction of risks Measured by: Percentage of assessed field offices implementation **Key result area: 1. Risk-informed plans, policies, and standards development/ enhancement** (3 objectives) - 1. Lead in the development/ enhancement of the risk-informed office plans and policies towards the realization of becoming all Filipinos life-long learners and contribute meaningfully to the development of a cohesive nation. - Outputs: Developed/ enhanced risk-informed office plans and policies - Output indicators: Number of developed/ enhanced risk-informed office plans and policies - 2. Provide necessary technical support on the development/ enhancement and review of the risk-informed policies, plans and standards of the Risk-Informed Policy and Planning Division of DRRMS - Outputs: Technical support provided - Output indicators: Number of technical support provided; Weekly consultation; Quarterly planning; Mid-year Review; Performance Implementation Review - 3. Monitor the review and approval of the developed risk-informed plans, policies and standards - Outputs: Approved/ aligned program-level policies, plans, and standards - Output indicators: Number of approved aligned program-level policies, plans, and standards to the institutional direction **Key result area: 2. DRRMS Office Administration and Program Management** (3 objectives) - 1. Lead the continuous improvement of office administration and development through the conduct of monitoring and evaluation of the different PPAs - Outputs: Monitoring and evaluation of the different PPAs conducted - Output indicators: Number of monitoring and evaluation of the different PPAs conducted - 2. Establish, maintain and enhance systems and processes geared towards administrative effectiveness and efficiency through DRRMIS - Outputs: Systems and processes toward administrative effectiveness and efficiency enhanced and maintained - Output indicators: Number of systems and processes toward administrative effectiveness and efficiency enhanced and maintained - 3. Lead in the conduct of research (action and basic research) and assessment to evaluate the overall reduction in disaster risk within the targeted field offices - Outputs: Research agenda prepared/ developed - Output indicators: Number of research agenda prepared/ developed **Key result area: Resilience Education** (3 objectives) - 1. Lead in the strengthening of the resilience of DRRMS systems to enable the Department of Education to respond to the immediate challenges of a safer learning environment to better cope with future crises. - Outputs: Enhanced infrastructure resilience; Updated DRRMS guidelines and standards - Output indicators: Number of vulnerability assessment for educational facilities and reconstruction projects completed - 2. Equip DepEd offices and personnel with the necessary knowledge and skills on DRRM, CCAM and EiE through information campaigns and capacity-building. - Outputs: Capacity-building/training provided - Output indicators: Number of capacity-building/trainings provided - 3. Mobilize partners on DRRM, CCAM, and EiE programs for strengthening resilience - Outputs: Partners on DRRM, CCAM and EiE programs mobilized - Output indicators: Number of partners mobilized **Key result area: Response Operation and Rehab and Recovery for Education Continuity** (3 objectives) - Provide response interventions to affected schools during disasters and emergencies - Outputs: Response interventions provided - Output indicators: Number of response interventions provided - Facilitate the provisions of immediate rehabilitation and recovery interventions - Outputs: Immediate Rehabilitation and Recovery interventions provided - Output indicators: Number of immediate rehabilitation and recovery interventions facilitated - Devise financial strategies that allocate resources with efficiency, ensuring ample funds are accessible for addressing crises, investing in technology, and implementing crucial measures to maintain the continuity of quality basic education - Outputs: Financial strategies devised - Output indicators: Number of financial strategies devised #### Human Resource and Organizational Development ##### Bureau of Human Resource and Organizational Development ###### Office of the Director *Bureau of Human Resource and Organizational Development; Central Office - Human Resource and Organizational Development. 4 key result areas, 9 objectives, 21 outputs.* **Statement of purpose.** The Bureau of Human Resource and Organizational Development – Office of the Director (BHROD-ODir) provides over-all leadership on the development, management, and implementation of strategic and effective Human Resources and Organizational Development systems, processes and programs that are responsive to the aspirations and needs of the Department to deliver quality, accessible, and complete basic education. **Outcomes** - Strengthened and effective performance of the employees and the Department’s organizational units. Measured by: Percentage of DepEd units continue to deliver necessary and relevant programs and services based on their mandates and functions - DepEd employees are equipped with tools and competencies that are necessary to meet the current and future demands of the office Measured by: Percentage of DepEd employees are provided with the necessary tools and technologies, as well as learning and development opportunities, to ensure long-term organizational success. - Top Management and DepEd units can make informed decisions in achieving their mandates, priorities, and agenda. Measured by: Percentage of the initiatives in partnership with BHROD were conceived or undertaken with the administrative or technical assistance of the bureau - DepEd HROD units are able to expand and strengthen collaboration and partnerships with stakeholders on Human Resources and Organizational Development systems, processes and programs Measured by: Percentage of the approved proposals for collaborations and partnerships, which are relevant and necessary in the implementation of HR and OD systems, processes and programs are carried out with BHROD. **Key result area: Oversight Function** (3 objectives) - To lead in the development, implementation, and continuous improvement of the BHROD Framework and Strategic Priorities that will guide the operations of the bureau and its divisions - Outputs: Updated BHROD Framework; Aligned the Planning Cycles and other relevant systems with the HR-OD cycles (i.e., Planning with RPMS) mechanisms/ processes to ensure alignment and promote collaboration; Accomplishment Report; Minutes of the Meeting - Output indicators: Number of HR and OD programs/policies aligned to the BHROD framework; No. of harmonized document on planning, budget, and HR-OD cycles.; Number of preliminary workshops and discussion meeting conducted - To supervise and provide recommendations on the development and implementation of the proposed and/or existing standards and policies relevant to HR and OD that are evidence-based and process-oriented - Outputs: Approved policies and program recommendations based on validated data and conducted research studies. - Output indicators: Number of approved policies and program recommendations - To supervise the division and staff accomplishments through review/approval of submitted accomplishment reports - Outputs: Monitoring system of division and staff accomplishments - Output indicators: Approved and submitted workweek Plans; Approved and submitted IDLAR **Key result area: Support Mechanisms** (2 objectives) - To spearhead learning interventions with BHROD units and its employees and ensure that personnel competencies meet the current and future demands of the Bureau - Outputs: Utilization of 70-20-10 learning approach for the learning and development of personnel. - Output indicators: Number of learning and development interventions for BHROD personnel - To establish and sustain a coaching and mentoring relationship between the Directors, Chiefs and Asst. Chiefs for effective office performance and professional growth - Outputs: Coaching and mentoring system through conduct of ManCom meeting - Output indicators: Number of monthly ManCom meetings conducted **Key result area: Partnerships and Linkages** (1 objective) - To identify, map out and maintain close collaboration with DepEd Stakeholders and oversight agencies to strengthen/improve the conceptualization and formulation of policies and programs relevant to HR and OD - Outputs: Database of partners and stakeholders; Implemented joint partnerships/activities - Output indicators: Number of partnerships developed or contracted; Level of Improvement in systems, processes, competencies, or programs addressed by the partnerships; Number of joint partnerships/activities/ interventions implemented **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizen Charter; Document Tracking System; M&E Tools; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activities conducted; Number of Performance reviews conducted ###### Human Resource Development Division *Bureau of Human Resource and Organizational Development; Central Office - Human Resource and Organizational Development. 3 key result areas, 8 objectives, 30 outputs.* **Statement of purpose.** The Human Resource Development Division (BHROD-HRDD) supports and enables HR units and line managers to become effective and efficient in addressing the needs of the DepEd workforce through the development and installation of strategic HR policies and systems. **Outcomes** - HR units and Line Managers adopt and implement strategic HR policies and systems in order to address the needs of DepEd workforce Measured by: 100% of HR units in DepEd are effective and efficient in delivering HR services to DepEd workforce; 100% of Line Managers applies HR concepts, techniques and interventions in leading and managing people development and driving performance. **Key result area: Human Resource Development** (3 objectives) - To review and formulate effective and efficient strategic HR Systems with the corresponding policies, standards, and processes: HR Planning; Performance Management; Recruitment, Selection, Placement, and Induction; Learning and Development; Talent Management/ Succession Planning - Outputs: HR Frameworks; HR Policies and Guidelines; HR Plan; HR Systems; HR Reports on Policies - Output indicators: HR Framework, policies, standards, systems developed and adopted; 100% of HR systems are installed - To manage and implement the L&D system for Non-teaching Personnel - Outputs: Policy; Implementation Guidelines; Capacity building plan, designs & interventions - Output indicators: Number of policies and implementing guidelines developed; Number of capacity building plans, designs, and interventions developed - To provide technical assistance to HR Units and Line Managers on how to effectively and efficiently implement all HR Systems (RSP, L&D & RPMS) - Outputs: Capacity building plan; Capacity building designs; Capacity building Interventions - Output indicators: Number of capacity building plans and designs developed; Number of capacity building interventions implemented **Key result area: Human Resource Management** (2 objectives) - To manage the Organizational & Professional Development for Non-Teaching Personnel Fund - Outputs: Fund Allocation & Parameters; Fund Utilization Report; Budget Proposal - Output indicators: Approved Fund Allocation & Parameters; Approved and submitted Fund Utilization Report; Approved and submitted Budget Proposal - To implement priority L&D development interventions for Central Office Personnel - Outputs: L&D interventions/PPAs; L&D needs assessment report; M&E Tools; M&E Reports; List of identified feedback and areas for improvement - Output indicators: Number of L&D interventions/PPAs implemented; Number of capacitated CO personnel; Number of submitted L&D needs assessment report; Number of M&E tools developed; Number of M&E reports submitted and presented; Number of feedback and areas for improvement identified and addressed **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizen Charter; Document Tracking System; M&E Tools; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted ###### Employee Welfare Division *Bureau of Human Resource and Organizational Development; Central Office - Human Resource and Organizational Development. 3 key result areas, 9 objectives, 27 outputs.* **Statement of purpose.** The EWD supports and enables DepEd offices through development, monitoring, enhancement and institutionalization of inclusive policies, standards, processes, and systems towards becoming responsive in addressing the welfare and wellness needs of all DepEd employees. **Outcomes** - DepEd offices are able to develop and implement inclusive programs and interventions to support the welfare and wellness needs of employees. Measured by: 100% of DepEd offices continuously develops and implement inclusive welfare and wellness programs, activities and interventions for employees based on their need - Employees are provided with inclusive welfare and wellness programs for their overall well-being. Measured by: Percentage of DepEd offices implementing the inclusive welfare and wellness programs **Key result area: Employee Welfare and Wellness** (3 objectives) - To develop/enhance, implement, institutionalize inclusive welfare and wellness policies, standards, processes and systems - Outputs: Inclusive welfare and wellness policies, standards, processes, and systems developed and/or enhance; Manuals/Handbooks - Output indicators: Number of inclusive policies developed/enhanced; Number of inclusive welfare and wellness policies, standards, processes, and systems institutionalized Manuals/Handbooks produced - To ensure the implementation of inclusive welfare and wellness programs and projects through coordination, collaboration and partnership with the concerned offices and other internal and external partners - Outputs: Capacity building; Technical Assistance; Established partnerships; Welfare Program design - Output indicators: Number of Capacity building conducted; Number of Technical Assistance provided; Number of Implemented welfare and wellness programs, projects through the support of partners in terms of fiscal and technical resources; Number of Program design developed and implemented - To monitor and evaluate implemented inclusive welfare and wellness programs and projects - Outputs: M&E Report; Enhanced Policies and Standards - Output indicators: Percentage of employee welfare and wellness programs and projects monitored and evaluated; List of recommendations for enhancement **Key result area: Rewards and Recognition** (3 objectives) - To develop/enhance and/or institutionalize inclusive R&R policies, standards, processes and systems - Outputs: R&R policies, standards, processes, and systems developed/enhanced; R&R policies, standards, processes, and systems institutionalized - Output indicators: Number of policies developed/enhanced; Number of R&R policies, standards, processes, and systems institutionalized - To ensure the implementation of inclusive R&R programs and projects through coordination, collaboration, and partnership with the concerned offices and other internal and external partners - Outputs: Capacity building; Technical Assistance; Established partnerships; R&R Program design - Output indicators: Number of Capacity building conducted; Number of Technical assistances provided; Number of implemented R&R programs; Number of R&R Program design developed and implemented - To monitor and evaluate implemented inclusive R&R programs and projects - Outputs: M&E Report; Enhanced policies and standards - Output indicators: Percentage of R&R programs and projects monitored and evaluated; List of recommendations for enhancement **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizen Charter; Document Tracking System; M&E Tools; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted ###### Organization Effectiveness Division *Bureau of Human Resources and Organizational Development; Central Office - Human Resource and Organizational Development. 3 key result areas, 10 objectives, 23 outputs.* **Statement of purpose.** The Organization Effectiveness Division (OED) enables and provides support for the overall development and implementation of OD systems, processes and programs to CO, RO, & SDO towards the attainment of organizational goals and adapt to the changing environment. **Outcomes** - DepEd units achieve their organizational goals in the delivery of basic education services Measured by: Percentage of offices that achieved their targets and deliverable - DepEd units attain horizontal and vertical alignment of office functions with appropriate manpower requirements. Measured by: Percentage of DepEd units performing in accordance with their office functions; Percentage of offices with updated office functions, processes, and services - DepEd units continuously improve its systems and processes to contribute to the delivery of quality basic education services Measured by: Percentage of DepEd units aligned to quality management standards; Percentage of DepEd units receiving/attaining satisfactory feedback/evaluation from its stakeholders **Key result area: Organization Development** (2 objectives) - To develop organization effectiveness framework - Outputs: Organization Effectiveness Framework - Output indicators: Issued Organization Effectiveness Framework - To develop and improve standards on organizational structure and staffing pattern - Outputs: Updated Compendium of Office Functions and Job Descriptions and Declared Processes; Recommendation on: Organizational Structure and Staffing Standards; Issuance on creation of new offices or positions; COS manpower requirement of requesting offices - Output indicators: Number of offices with updated office functions and declared processes; Number of updated job descriptions; Number of new office structure recommended for creation/establishment; Number of office/job functions and staffing requirements reviewed; Number of proposals for creation submitted to DBM; Number of recommended COS staff per office **Key result area: Organization Management** (5 objectives) - To assess the effectiveness of the organization using appropriate mechanism - Outputs: Assessment reports - Output indicators: Number of assessment reports submitted to concerned offices - To consolidate and share best practices of DepEd offices - Outputs: List/inventory of DepEd best practices - Output indicators: Number of best practices identified/gathered; Number of best practices posted in the DepEd media platforms - To facilitate alignment and improvement of work processes and services - Outputs: Updated Operations Manual; Updated Citizen’s Charter - Output indicators: Number of offices with updated operations manual; Number of offices with updated Citizen’s Charter - To provide technical assistance on organization development or intervention - Outputs: Program design; TA Accomplishment Report; Menu of TA interventions - Output indicators: Number of technical assistances provided to offices - To assist in communicating the change management initiatives - Outputs: General Assemblies; Fora and conferences participations - Output indicators: Number of General Assemblies coordinated/assisted/conducted; Number of fora and conferences attended/conducted **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizen Charter; Document Tracking System; M&E Tools; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### School Effectiveness Division *Bureau of Human Resource and Organizational Development; Central Office - Human Resource and Organizational Development. 3 key result areas, 14 objectives, 27 outputs.* **Statement of purpose.** The School Effectiveness Division supports and enables schools to continuously improve through the development of policies and standards that support school effectiveness, school-based governance and management systems and processes to deliver quality basic education services that are responsive to diverse needs of its learners. **Outcomes** - Schools transform into effective organizations by practicing/demonstrating self-motivation to continuously improve and by nurturing a culture of excellence Measured by: 100% of schools continuously improving ed and/or sustaining ed performance on school-based governance and management of systems and processes - Schools implement school-based governance and management policies, systems, and processes to create an environment conducive for learning Measured by: 100% of schools fully implemented school-based governance and management systems and processes **Key result area: Organization Development** (4 objectives) - To develop School Effectiveness Framework - Outputs: School Effectiveness Framework - Output indicators: Issued School Effectiveness Framework - To develop standards on school effectiveness, school governance, and school management - Outputs: Policy proposals on school governance and school management standards - Output indicators: Number of school effectiveness, school governance and school management standards developed - To ensure the formulation of OD policies, standards, and implementing guidelines that are Bureau-initiated, or as may be assigned by the BHROD Supervising ExeCom for issuance; compliant with the guidelines and standards on policy development process and consistent with agency strategic directions and existing rules and regulations as may be provided for by law, oversight agencies, and/or DepEd; within the set timeline. - Outputs: OD policies, standards, and implementing guidelines - Output indicators: No. of OD policies, standards, and implementing guidelines developed - To ensure provision of quality assurance of SED-led policies to field implementers and partners compliant with established standards and consistent with agency strategic directions and existing rules and regulations as may be provided for by law, oversight agencies, and/or DepEd; within the set timeline. - Outputs: M&E Process and Tools; M&E Reports - Output indicators: No. of M&E Process and Tools developed; No. of M&E Reports prepared **Key result area: Organization Management** (7 objectives) - To strengthen the operational capacity of schools to continuously improve their performance - Outputs: Policy proposal on Work Process Improvement at the school level - Output indicators: Number of schools that progress at least 1 SBM level; Number of policies on work process improvement developed - To ensure the effective and efficient program management and provision of Technical Assistance of SED led policies within the set timeline - Outputs: Budget Proposals; Advocacy Materials; Technical Assistance (SED-led policies) - Output indicators: No. of budget proposals prepared; No. of advocacy materials developed; No. of technical assistance provided - To ensure effective implementation of policies on workforce management for schools - Outputs: Workforce Management System (Coordination, programming, creation, deployment, reporting, technical assistance) - Output indicators: Workforce Management System developed - To provide and conduct school-related support/TA activities in response to the needs of DepEd Central Offices and consistent with existing guidelines, policies, and standards; within the set timeline - Outputs: Technical Assistance (non-SED-led policies) - Output indicators: No. of technical assistance provided - To develop and strengthen the schools’ stakeholder management - Outputs: Policy proposal on Stakeholder Engagement and Management School system for stakeholder engagement and management developed - Output indicators: Number of schools with functional SGCs; Number of policies on stakeholder engagement and management developed - To strengthen Knowledge Management systems of school policies and operations in SE - Outputs: Proposed knowledge management products that integrate different School Policies - Output indicators: Number of knowledge management products developed - To undertake school organization research and assessment - Outputs: Research report; M&E tools; School M&E report - Output indicators: Number of school organization research conducted; Number of M&E tools developed; School M&E report submitted; Number of School organization assessment conducted **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizen Charter; Document Tracking System; M&E Tools; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activities conducted; Number of Performance reviews conducted ##### National Educators’ Academy of the Philippines ###### Office of the Director *National Educators’ Academy of the Philippines; Human Resource and Organizational Development - Central Office. 5 key result areas, 10 objectives, 22 outputs.* **Statement of purpose.** National Educators’ Academy of the Philippines-Office of the Director (OD) provides overall strategic leadership and direction in ensuring that teachers and school leaders are able to access and participate in quality, relevant, integrated, programmatic Professional Development (PD) aligned to their professional standards and career goals. This is carried out in coordination and close partnership with the NEAP in the Regions. NEAP-OD also ensures that all NEAP Offices function effectively as a unit and collectively, as an organization. This includes the effective and efficient management of the processes, and the financial, human, and physical resources of NEAP by providing timely and appropriate guidance in the performance of the functions of each office and teams towards achievement of NEAP's vision and mission. **Outcomes** - Increased teacher competencies to effectively improve teaching-learning practices Measured by: Percentage of teachers who improved in their proficiency level in the professional standards set by DepEd - Improved both instructional and school leadership competencies of school leaders and supervisors to positively influence practices of school leaders Measured by: Percentage of school leaders who improved in their proficiency level in the professional standards set by DepEd; Percentage increase in OPCR and IPCR ratings **Key result area: PD Research, Planning, Policy and Financial Management (including the PD PSF)** (3 objectives) - To lead, coordinate, and oversee the development, implementation, and monitoring of evidence-based PD policies, plans to ensure that teachers and school leaders have access to relevant, responsive, integrated, programmatic PD aligned to their professional standards and career progression - Outputs: Strategic Framework and Plans; Research/Evidence-based PD standards and systems; Work and Financial Plans; DepEd units provided with Fund support for Professional Development - Output indicators: Number of Strategic Framework and Plans; Number of Research/Evidence-based standards and systems; Adopted and approved WFP; No. of offices provided with fund support for Professional Development - To coordinate the benchmarking on effective and evidence-based international practice in providing professional development to teachers to improve, its programs, practices, processes, and systems - Outputs: none printed - Output indicators: none printed - To facilitate timely provision and reporting of funding support for PD programs for teachers and school leaders of various DepEd offices - Outputs: none printed - Output indicators: none printed **Key result area: PD Records Management** (1 objective) - To maintain integrity of PD Records - Outputs: PD Records of Teachers and School Leaders; Inventory of certification of credit issued; Certificate of earned Credit units - Output indicators: Number of Teachers and School Leaders who participated and completed the NEAP Recognized Programs; Number of certifications of credit issued **Key result area: Professional Development Information System (PDIS) Development and Management** (2 objectives) - To lead and coordinate the development and management of PDIS in systematizing data capture of PD of teachers and school leaders - Outputs: Established PDIS; PDIS Manual of Operations - Output indicators: Number of systems design and programs (PDIS modules); Adopted PDIS Manual of Operations - To deliver quality ICT-related solutions and technical support to offices and personnel in relation to programs and operational efficiency - Outputs: none printed - Output indicators: none printed **Key result area: Facility Development, Management, and Improvement (Baguio)** (1 objective) - To effectively manage the Baguio facility and its improvements to improve its services and financial viability and maximize its use to support the professional development of teachers and school leaders - Outputs: Plans for facility development, operations, and improvement, including resources - Output indicators: Number of developed and improved facilities; Number of rentals **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; M&E tools; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Professional Development Division *National Educators’ Academy of the Philippines; Human Resource and Organizational Development - Central Office. 4 key result areas, 11 objectives, 18 outputs.* **Statement of purpose.** The National Educators’ Academy of the Philippines-Professional Development Division (NEAP-PDD) provides needs-and standard-based PD interventions and programs for teachers and school leaders that are timely, relevant, and supportive of career progression, in terms of: - Ensuring the design, development and management of PD interventions that responds to identified PD priorities of the Department, as well as the use of various delivery modalities and platforms that meets the varying context of teachers and school leaders - Establishing and/or sustaining collaboration with other DepEd offices, NEAP in the Regions and other external partners, and - Providing technical assistance to the NEAP in the Regions in the implementation of the Learning and Development (L&D) System **Outcomes** - Improved access and participation of teachers and school leaders in NEAP relevant PD interventions Measured by: Percentage of target teachers and school leaders who enroll and complete NEAP relevant PD programs - Enhanced capacity of the NEAP in the Regions to design, develop and manage PD interventions through a functional L&D System Measured by: Percentage of PD interventions developed and managed; Percentage of Regions with Functional L&D subsystems related to planning, development, and delivery of PD in the Regions **Key result area: Design and Development of PD Programs/Courses** (4 objectives) - To develop PD interventions based on Strategic L&D plan/s (e.g., Strategic Professional Development plan) that are founded on assessed priority needs and capacities, and designed in consideration with the appropriate modalities to meet specific contexts of the target participants - Outputs: Analysis of needs and its translation to strategic L&D plans (e.g., Learning Maps and/or Master Plan for Professional Development); Strategic L&D Plans (e.g., Learning Maps and/or Master Plan for Professional Development) based on PD priorities, needs and current demands for learning; L&D Programs that is aligned with Strategic L&D Plans - Output indicators: Number of developed L&D Programs that is aligned with Strategic L&D Plans - To ensure the needed L&D resource packages for the designed PD interventions are available, appropriate for both target audience and the learning modalities and platforms in compliance with standards - Outputs: none printed - Output indicators: none printed - To ensure appropriate response and collaboration with endorsed DepEd and Non-DepEd LSPs regarding the development of their respective programs and courses will need to be stated clearly (from the time the Partnership Team has endorsed the DSP and LSP to this team - Outputs: none printed - Output indicators: none printed - To process submission of recognition documents to QAD and accreditation documents to the Philippine Regulatory Commission (PRC) - Outputs: none printed - Output indicators: none printed **Key result area: PD Delivery and Management of Implementation** (3 objectives) - To design and establish various delivery modalities to suit the varying contexts of teachers and school's leaders that lead to increased access to PDs - Outputs: PD Programs that are CO-led or implemented in collaboration with the NEAP in the regions, development partners and learning service providers (LSPs) - Output indicators: Number of modalities and platforms utilized; Number of teachers and school leaders who enrolled and completed the NEAP-recognized programs - To determine the implementation strategy for the delivery of L&D programs in various modalities and manage and oversee their implementation in coordination with field implementers through the regional implementation team and ensure that target participants enroll and complete the programs - Outputs: none printed - Output indicators: none printed - To manage participation of teachers and school leaders when engaged in learning interventions - Outputs: none printed - Output indicators: none printed **Key result area: External Scholarship Management** (1 objective) - To facilitate the enrolment and participation of teachers and school leaders in long-term and short-term programs under DepEd funded scholarship and authorized DepEd partners - Outputs: Updated menu of available, accessible, and appropriate scholarship programs for teachers and school leaders; Matching of scholarships to teachers and school leaders - Output indicators: Number of DepEd teachers and school leaders completing their scholarship programs **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; M&E tools; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Quality Assurance Division *National Educators’ Academy of the Philippines; Human Resource and Organizational Development - Central Office. 4 key result areas, 6 objectives, 17 outputs.* **Statement of purpose.** The National Educators’ Academy of the Philippines-Quality Assurance Division (NEAP-QAD) ensures the quality of PD programs and courses provided to teachers and school leaders, in terms of the: - Setting professional development standards and quality assurance (QA) processes for PD initiatives - Enforcing quality standards which includes authorizing Learning Service Providers (LSP), recognizing program offerings and auditing compliance/compliance monitoring - Facilitating administratively the accreditation of PD initiatives to PRC-CPD NEAP-QAD provides management and teams with timely information and reports for decision making, policy development and developmental purposes, by way of: - Monitoring and tracking progress towards competency development - Monitoring and evaluating PD programs in terms of effectiveness, relevance, and ROI NEAP-QAD provide technical assistance to the NEAP in the Regions in terms of implementing QA and M&E processes for L&D **Outcomes** - School leaders and teachers are able to perform based on the PD implementation standards Measured by: Standards for systems and processes for PD implementation are in place and practiced - Programs and courses as well LSPs comply with standards for recognition and authorization respectively. Measured by: Percentage of programs/courses endorsed for recognition; Percentage of LSPs endorsed for authorization - M&E: Information and Learning from M&E are reported to Management for strategic thinking and decision making, and disseminated of relevant reports to appropriate offices and partners for developmental purposes (e.g., resource allocation, budget preparation, design of development projects) Measured by: Evaluation Reports are submitted on time - TA to NEAP-Region: Enhanced capacity of the NEAP in the Regions to Quality assure, monitor and evaluate PD interventions Measured by: Percentage of Regions with Functional L&D subsystems related to QA and M&E of PD in the Regions **Key result area: Standards Development and Management** (1 objective) - To develop, maintain, validate, and update standards for programs and courses including their design, delivery learning resource packages, learning service providers and learning facilitators - Outputs: Professional development standards, systems, and processes - Output indicators: Number of standards, tools, and procedure developed; Number of quality benchmark results/ findings that are relevant to PD **Key result area: Quality Assurance** (1 objective) - To lead and coordinate the evaluation of program and course proposals for recognition, the evaluation of LSPs for authorization and LFs for certification applying the relevant, standards, tools, and procedure - Outputs: Quality Assurance Framework; Operational System for the QA of the L&D; Manual of Operations for the DepEd Order No. 1, s. 2020: Guidelines for NEAP Recognition of Professional Development Programs and Courses for Teachers and School Leaders (periodically reviewed and enhanced) - Output indicators: Number of evaluated programs **Key result area: Monitoring and Evaluation** (1 objective) - To lead and coordinate the monitoring and evaluation of program implementation as well as the compliance audit of LSPs for program and systems adjustments - Outputs: M&E Framework; Operational System for the M&E of the L&D - Output indicators: Number of M&E reports **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted #### Strategic Management ##### External Partnerships Service ###### External Partnerships Service *Central Office - Strategic Management. 4 key result areas, 12 objectives, 23 outputs.* **Statement of purpose.** The External Partnerships Service supports and responds to the needs of DepEd units and learners by developing and managing strategic and sustainable partnerships with stakeholders and establishing policies and standards in achieving common goals for basic education. **Outcomes** - DepEd and External partners have established shared standards and a mutually beneficial relationship where the needs of learners, schools, and school personnel are effectively and efficiently addressed Measured by: 100% of the target established standards on partnership engagement are implemented.; 100% of targeted partnerships programs are beneficial to DepEd and partners - DepEd units and partnership focal persons across all governance levels are knowledgeable in establishing and managing partnerships with external stakeholders to address the needs of schools, teaching, non-teaching, and learners. Measured by: 100% of the target DepEd Units and partnership focal persons across all governance levels are capacitated on partnership standards and protocols in order to manage partnerships programs. **Key result area: Partnerships Development And Management** (5 objectives) - To develop the national education framework on establishing partnership - Outputs: National Education Framework on Partnership - Output indicators: Approved National Education Framework on Partnership - To engage potential external partners from among stakeholders and formalize partnerships - Outputs: MOUs; MOAs; Other Forms of Agreement signed; Deed of Donations - Output indicators: Number of MOUs/MOAs/Other forms of agreement/Deeds of Donations signed - To serve as clearing house for all partnerships within the Department - Outputs: DepEd Partnership Manual on Policies, Standards, and Protocols; List of External Partners - Output indicators: Approved DepEd Partnership Manual on Policies, Standards, and Protocols; Updated list of external partners - To develop a knowledge management system for local partnerships in coordination with concerned/relevant offices. - Outputs: Database on Partnership Engagement; Report on Partnership Project Implementation Review (PIR) - Output indicators: Updated database on Partnership Engagement; Approved and submitted report on Partnership PIR - To strengthen the implementation of PPAs through the development of M&E tools - Outputs: Standardized Local Stakeholders Convergence (LSC) Activity Report; External Partnership M&E tool - Output indicators: Number of submitted LSC activity report based on standards; Number of External Partnership M&E tool developed **Key result area: Commemorative and Other Related Events Management** (2 objectives) - To provide technical, management and administrative support to special events organized and co-organized by DepEd - Outputs: Participation/Attendance of students and teachers; Special Events Organized and Co-organized (e.g., World Teacher's Day, Project WATCH, NAMCYA, Adoption Consciousness, and Maging Magiting Campaign) - Output indicators: Number of DepEd personnel and learners participated in the commemorative event-related activities; Number of Special Events Organized and Co-organized - To ensure compliance and commitments of DepEd on national and local observances of historic events and commemoration - Outputs: Special Events and Commemorations - Output indicators: Number of targeted commemorative and other related events conducted and/or attended **Key result area: Technical Assistance on External Partnerships** (2 objectives) - To identify partnership-related learning and development needs of DepEd partnership focal persons across all governance levels - Outputs: Partnership Needs Analysis - Output indicators: Number of Partnership Needs Analysis conducted - To capacitate DepEd units in the process of establishing partnership and linkages in coordination with concerned offices. - Outputs: Capacity Development Program Conducted; Activity Reports - Output indicators: Number of partnership focal persons capacitated; Number of Capacity Development Program conducted **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ###### International Cooperation Office *External Partnership Service; Central Office – Strategic Management. 4 key result areas, 13 objectives, 38 outputs.* **Statement of purpose.** The International Cooperation Office (ICO) serves as the clearing house for all international transactions within the Department including bilateral and multilateral cooperation through the development, management, strengthening, and sustainability of ties with international partners towards quality, accessible and liberating basic education. **Outcomes** - Basic education needs of learners and stakeholders are addressed with international ties and cooperation. Measured by: Percentage of formalized engagements with international partners - International partners and DepEd units sustain mutually beneficial relationship through commitments and agreements on education initiatives. Measured by: Percentage of agreements drafted with international groups; Percentage of DepEd commitments and participation in international activities on basic education - DepEd Units are supported in the implementation of policies concerning international commitments i.e. SDG implementation, ASEAN/SEAMEO Commitments Measured by: Percentage of DepEd units assisted concerning international commitments **Key result area: International Partnerships Development and Management** (8 objectives) - To develop, establish, and enhance partnership and linkages in education through bilateral and multilateral cooperation - Outputs: Database of international partners; Guidelines/manual/reports in entering partnerships; Minutes of the meetings; Accomplishment Reports; MOUs/ MOA/MOC/TOR - Output indicators: Updated database of international partners; Number of guidelines/manual reports approved and released; Number of planning/ debriefing sessions conducted; Number of minutes of the meeting and accomplishment reports submitted; Number of formalized MOU/ MOA/MOC/TORs - To provide capacity building for DepEd personnel on Protocol and Social Graces and effective negotiation, proposal making for funding agencies annually - Outputs: Activity Reports; Capacitated DepEd Personnel - Output indicators: Number of capacity building programs accomplished; Number of Project Proposal for Funding (ASEAN/APEC/ SEA MEO); Number of personnel capacitated - To provide technical assistance to DepEd units in engaging and maintaining partnership with international stakeholders - Outputs: Highlights or minutes of the meeting (Report) on issues/concerns resolved or topics discussed; Issuance of communications requesting for comments and inputs of the concerned DepEd units; List of international teacher/ student awardees - Output indicators: Number of issues/ concerns resolved on engaging and sustaining international partnerships; Number of DepEd units aided - To promote international commitments to the grassroots level - Outputs: Activity completion reports; IEC materials and activities - Output indicators: Number of international commitment and partnerships promoted; Number of field offices covered; Number of awardees; Number of presenters; Number of information dissemination activities conducted - To provide an avenue for dialogue between stakeholders and DepEd offices and establish strong networks among international partners - Outputs: Activity report; Minutes/Highlights of the meeting; List of international partners; MOU/MOA/MOC/TOR; International partners appreciation day - Output indicators: Number of meetings conducted; Number of stakeholders accommodated - To ensure transparency and relevance of DepEd participation to all international activities. - Outputs: Database for travels of DepEd personnel and officials (quarterly); Database for pending and established agreements of different DepEd units with international partners - Output indicators: Number of travels recorded; Number of quarterly reports on foreign travel submitted to the Office of the Secretary; Number of DepEd personnel and officials’ participation to International Activities; Number of pending agreements; Number of agreements (i.e. TOR, MOA, MOU, etc.) (recorded) documented - To monitor the implementation of work plans of IO and MOUs on basic education - Outputs: Official communications/Complete Staff Work; Database of work plans and MOUs and the implementing/focal offices - Output indicators: Number of official communications/complete staff work prepared and approved; Number of activities conducted in support to the work plan/MOU; Number of offices consulted for inputs and recommendations; Number of inter-agency meetings attended and conducted - To monitor the portfolio of DepEd officials to the different IOs - Outputs: Database of portfolio of EXECOM and MANCOM - Output indicators: Number of engagements of DepEd Officials to the IOs **Key result area: Policy Development** (1 objective) - To provide clear policies and guidelines to all levels of governance on international cooperation such as but not limited to international cooperation agenda of DepEd, involvement and participation of DepEd and its personnel to programs, projects and activities abroad (ASEAN, SEAMEO, UNESCO etc.), foreign travels, etc. - Outputs: DepEd’s International Agenda; DO/DM on international cooperation agenda of the department/ Travel Guidelines; Proposed online Travel Authority application system - Output indicators: Number of proposed DepEd’s International Agenda/DO/DM submitted **Key result area: Program Management** (1 objective) - To provide professional development for ICO staff through trainings consultations and meetings on international relations and diplomacy - Outputs: Activity/Training Report; Certificates of Completion; Database of trainings - Output indicators: Number of professional trainings conducted; Number of ICO personnel capacitated through professional development trainings relevant to the office mandate **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ##### Public Affairs Service ###### Office of the Director *Public Affairs Service; Central Office - Strategic Management. 5 key result areas, 12 objectives, 23 outputs.* **Statement of purpose.** The PAS provides DepEd units with policy standards on quality-assured communication guidelines and protocols. It serves as a clearing house of all prints and multimedia (non-print) materials before public release. To project a positive image of the Department, PAS also provides frontline public assistance to internal and external stakeholders. **Outcomes** - DepEd units are guided with policy standards of all print and non-print communication and information materials. Measured by: Percentage of DepEd units are guided with policy standards of all print and non-print communication and information materials. - Stakeholders can access quality, relevant and timely communication and information materials through the DepEd website and official social media platforms. Measured by: Percentage of communication and information materials that can be accessed through the DepEd website and other social media platforms. - Stakeholders are provided with frontline public assistance on DepEd issues and concerns. Measured by: Percentage of DepEd issues and concerns responded to and addressed **Key result area: Strategic Direction of PAS** (1 objective) - To lead in the formulation of PAS policy direction and strategies - Outputs: PAS National Communications Framework - Output indicators: Approved National Communications Framework; No. of policies formulated **Key result area: Information Management and Dissemination** (4 objectives) - To develop advocacy and public affairs strategies for the Department - Outputs: PAS Strategic Plan; Communication Plan - Output indicators: Submitted PAS Strategic Plan; Submitted Communication Plan - To ensure the effective and timely production of press releases, stories, and other communication materials on DepEd programs, activities, and projects through interviews, research, and writing - Outputs: Information materials i.e., press releases and other communication materials - Output indicators: Number of press releases, stories, or communication materials per month written - To ensure active promotion and wide dissemination of the DepEd programs, activities, and projects to the general public through press conferences, briefings, newsletter, announcements, social media, etc. - Outputs: Communication activities conducted; information promoted and disseminated.; Information materials i.e. press releases, newsletters, etc - Output indicators: Number of activities conducted on information dissemination per month; Number of released press releases, newsletter and other information dissemination per month - To monitor public engagement generated by communication strategies and efforts - Outputs: Daily report on issues mapping - Output indicators: Number of communication strategies produced are implemented **Key result area: Public Assistance** (1 objective) - To monitor public assistance rendered through different platforms of communication - Outputs: Monthly report on stakeholders’ engagement and plan of action; Citizen/Client Satisfaction Survey (CCSS) Results; Effective and satisfactory delivery of public assistance for the positive image of DepEd - Output indicators: Number of public assistance rendered; CCSS rating received; Number of concerns addressed through different platforms **Key result area: Publications Management** (3 objectives) - To evaluate and approve edited DIs, Advisories, based on the Department of Education Manual of Style (DMOS) and DSMVIM - Outputs: Published DIs and Advisories - Output indicators: Number of edited of DIs and Advisories approved based on DMOS and DSMVIM rules - To evaluate and approve creative media solutions based on internal quality standards set by CMU and PAS - Outputs: Creative media solutions for DepEd programs, projects, and activities - Output indicators: Number of approved creative media solutions developed for DepEd programs, projects, and activities - To ensure that reproduction, cutting, and binding of materials and other documents are cleared beforehand - Outputs: Reproduced, cut, and bound materials and other documents - Output indicators: Number of reproduced, cut, and bound materials and other documents **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted ###### Communications Division *Public Affairs Service; Central Office – Strategic Management. 4 key result areas, 16 objectives, 37 outputs.* **Statement of purpose.** The Public Affairs Service–Communications Division (PAS–CD) provides timely, relevant, and accurate information, pro-active messages, and satisfactory public assistance to DepEd units and general public towards awareness and engagement on DepEd’s programs, activities and projects. **Outcomes** - The DepEd units are engaged and disseminating information. Measured by: Percentage of DepEd units are engaged and disseminating information. - The DepEd units and the general public are aware of the Department's advocacies and campaigns Measured by: Percentage of DepEd units and general public are receiving adequate and relevant information on DepEd’s PAPs - The DepEd public assistance services contribute to the positive image of the Department. Measured by: Satisfactory score in client satisfaction rating. - The DepEd units are aware of the policies, standards, guidelines, and protocols for communications Measured by: Percentage of DepEd units and PAS personnel are aware of the policies, standards, guidelines, and protocols for communications **Key result area: Information Management and Dissemination** (10 objectives) - To formulate policies, standards, guidelines, and protocols in DepEd’s communication materials, public assistance, and other related activities - Outputs: DepEd’s communications standards, guidelines, policies, and protocols - Output indicators: Number of policies drafted or updated - To identify and implement mechanism and strategies to effectively communicate the DepEd’s programs, activities, and projects and satisfactorily assist the general public - Outputs: Communications plan or strategies; Monitoring reports - Output indicators: Number of communications plans prepared, implemented, and information materials disseminated per year; Number of monitoring reports gathered from the field offices and other communication platforms - To assess the media mileage of the Department’s communication efforts by collecting, monitoring, and reporting media data - Outputs: Media monitoring reports:; newspaper articles; TV and radio clips; social media posts; strategy and recommendations; Daily issues report - Output indicators: Number of media monitoring reports per month; Number of daily issues report collated - To ensure the effective and timely production of press releases, stories, and other communication materials on DepEd’s programs, activities, and projects through interviews, research, and writing. - Outputs: Information materials i.e., press releases and other communication materials - Output indicators: Number of press releases, stories, or communication materials per month written - To actively promote and widely disseminate the DepEd’s programs, activities, and projects to the general public through press conferences, briefings, newsletter, announcements, social media, etc. - Outputs: Communication activities conducted; information promoted and disseminated.; Media assistance and media relations report; Press conferences; Broadcast news and episodes; Feature stories - Output indicators: Number of activities conducted on information dissemination per month; Number of media assistance or media relations activities per month; Number of conferences conducted; Number of broadcast news and episodes produced; Number of news stories published - To conduct social advocacy, coverage, and documentation of DepEd’s programs and activities for the information of the general public - Outputs: DepEd’s programs and activities covered, published, and posted - Output indicators: Number of coverages and documentations on DepEd PAPs per month - To develop assessment tools to determine the level of awareness, appreciation, and engagement of the general public on DepEd’s programs, activities, and projects - Outputs: Assessment tools - Output indicators: Number of assessment tools produced per communication campaign advocacy - To serve as clearing house for public release of official communications - Outputs: Reviewed and/or edited materials such as Press Releases, Official Statement, Stories, Reports - Output indicators: Number of materials reviewed and/or edited - To establish and nurture linkages with various media organizations - Outputs: Cross posting partnership; Broadcasting partnership - Output indicators: Number cross posting/broadcasting partnership - To manage media and public relations events of the Central Office and provide guidance to regional and division Communications teams - Outputs: Accomplishment Report on Strategies recommended - Output indicators: Number of strategies recommended **Key result area: Public Relations and Assistance** (2 objectives) - To render quality public assistance to the general public by providing accurate and adequate information - Outputs: Report on public assistance rendered/provided; Client satisfaction report result - Output indicators: Number of issues and concerns responded to and/or addressed; CCSS Rating; Percentage of client satisfaction results collected - To monitor and evaluate the level of satisfaction of stakeholders on service rendered - Outputs: Result of monitoring and evaluation report; Feedback report received; Client satisfaction metrics result - Output indicators: Percentage of monitoring and evaluation report collected; Percentage of feedback received **Key result area: Technical Assistance on Information Advocacy** (1 objective) - To render technical assistance on the conduct of information advocacy activities in CO and field offices - Outputs: Technical Assistance on writing press releases, stories, and developing communications plan - Output indicators: Number of technical assistances rendered **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted ###### Publications Division *Public Affairs Service; Central Office - Strategic Management. 4 key result areas, 20 objectives, 30 outputs.* **Statement of purpose.** The Publications Division develops and provides the Department with standards and templates in style and format of official issuances, documentation, and other branding concerns. This includes the development and management of a tracking system for official issuances including sequential numbering, digitization, and indexing. The Publications Division also provides printing and reproduction of documents and education materials, and technical and multimedia support to other Central Office units in the areas of social media, coverage, documentation, design, and recording. **Outcomes** - DepEd units utilize quality assured and timely released DepEd issuances (DIs) and Advisories, print materials/documents, and non-print creative solutions and multimedia productions in support of the implementing programs, projects and activities (PPAs). Measured by: Percentage of DepEd units provided with quality assured and timely released DIs and Advisories, and print materials/documents.; Percentage of DepEd units consistently availing and utilizing quality assured, relevant, and timely released non-print creative solutions and multimedia productions. - DepEd Units utilize quality assured and timely released DIs and Advisories, and information, education, and communication (IEC) materials. Measured by: Percentage of DepEd units utilizing quality assured and timely released DIs and Advisories, and IEC materials. - DepEd stakeholders can access quality, relevant, and timely released DIs and Advisories to make informed decisions and take appropriate actions. Measured by: Percentage of DIs and Advisories updated, uploaded and accessible on DepEd website for DepEd stakeholders. **Key result area: Styling, Formatting, and Branding Standards** (9 objectives) - To review and update existing issuances on the: a. preparation of DIs b. regulation on the issuance of Advisories c. dissemination of DIs - Outputs: Updated issuances on the a. preparation of DIs b. regulation on the issuance of Advisories c. dissemination of DIs - Output indicators: Number of updated issuances on: a. preparation of DIs b. regulation on the issuance of Advisories c. dissemination of DIs - To edit/prepare timely DIs and Advisories based on the Department of Education Manual of Style (DMOS) - Outputs: Quality assured DIs a. DepEd Order (DO) b. DepEd Memorandum (DM) c. Office Order (OO) d. Office Memorandum (OM) e. Memorandum with limited application, (MLA) f. Advisories (A) - Output indicators: Number of DIs and Advisories edited/drafted based on DMOS rules - To ensure the quality of DOs, DMs, and Advisories uploaded on the DepEd website and posted on social media - Outputs: Compendium of DOs, DMs, and Advisories uploaded to and downloaded from the DepEd website - Output indicators: Number of DOs, DMs, and Advisories uploaded to and downloaded from DepEd website, and posted on social media - To orient personnel from the central, regional, and school's division offices on the use of the DMOS and DepEd Service Marks and Visual Identity Manual (DSMVIM) - Outputs: Capacitated CO, RO and SDO personnel - Output indicators: Number of personnel capacitated - To monitor the implementation of the use of the DMOS and DSMVIM - Outputs: Implementation Report per Manual - Output indicators: Annual Implementation Report submitted per Manual - To review and update the DMOS and DSMVIM and existing DOs and related issuances - Outputs: Updated DMOS; Updated DSMVIM - Output indicators: Updated DMOS and release of new DIs; Updated DSMVIM and release of new Dis - To facilitate the formulation and continuous updating of the Social Media Management Policy - Outputs: Social Media Management Policy - Output indicators: Percentage of content of Social Media Management Policy developed and reviewed; Submitted draft Social Media Management Policy - To formulate policy on processing creative media requests - Outputs: DI on the processing of creative media requests - Output indicators: At least one DI on processing of creative media requests; Submitted draft policy on processing creative media requests - To review and update existing policies on the utilization of printing services - Outputs: policy on utilization of printing services - Output indicators: updated policies on the utilization of printing services **Key result area: Technical Assistance/ Support on Materials Production and Creative Media Solutions** (5 objectives) - To provide materials production services to requesting units - Outputs: Requested materials provided; Requests on materials production services - Output indicators: Number of requested materials provided; Number of requests on materials production services provided - To provide timely response to queries on styling, branding, and other PAS-PD concerns. - Outputs: Queries/concerns responded to within the processing time - Output indicators: Number of queries/concerns responded to within the processing time - To provide technical assistance on multimedia creative solutions for the Department’s programs, projects, and activities - Outputs: Technical assistance provided with multimedia collaterals - Output indicators: Number of technical assistances provided with multimedia collaterals - To provide photo and video documentation of events in and outside the central office for public information - Outputs: Photos, videos, and audio files documented - Output indicators: Number of photos, videos, and audio files captured and filed - To establish and maintain partnership with DepEd units and stakeholders for communications support - Outputs: MOA; Accomplishment Report on collaborations, projects, and initiatives - Output indicators: Number of MOA signed for partnership; Number of Accomplishment Report collaborations, projects, and initiatives established **Key result area: Social Media and Information Management** (3 objectives) - To manage timely, accurate, and relevant information through social media releases - Outputs: Social media post (PRs, official statements, issuances, infographics) - Output indicators: Number of social media posts - To proactively promote the Department's programs, projects, and activities through social media releases - Outputs: Social media post (posters, photos, advocacy videos, infographics) - Output indicators: Number of social media posts; Ratio between post engagement and post reach - To boost the Department's image by providing accurate and timely information - Outputs: Social media content calendar, social media posts - Output indicators: One social media content calendar per quarter; Percentage of social media posts without errors; Number of engagements from followers **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted ##### Internal Audit Service ###### Office of the Director *Internal Audit Service; Strategic Management - Central Office. 3 key result areas, 5 objectives, 9 outputs.* **Statement of purpose.** The Office of the Director, Internal Audit Service (OD-IAS) ensures the effective and efficient conduct of all internal audit activities to provide advice to the Secretary on the adequacy and effectiveness of internal controls, 4Es (Economy, Effectiveness, Efficiency and Ethicality) of operations, and degree of compliance with laws, rules, and regulations. It presents the result of assessment to the auditees as a basis for addressing the audit findings. **Outcomes** - The Secretary can make informed decision/s based on submitted internal audit reports. Measured by: Percentage of internal audit activities completed - The auditees/stakeholders can make the necessary improvements/adjustments on their internal control systems based on the audit reports. Measured by: Number of audit reports provided to auditees **Key result area: Internal Audits** (1 objective) - To provide direction and overall supervision the effective and efficient conduct of internal audits - Outputs: Internal Audit Plan; Internal Audit Report - Output indicators: Number of internal audit plans; Number of internal audit reports submitted to the Secretary **Key result area: Support to Management Priorities** (1 objective) - To provide comments and/or inputs as possible courses of action in support of management initiatives as directed by the Secretary - Outputs: Special Studies/Policy Evaluations/ Comments and/or inputs to various Management initiatives - Output indicators: Number of Special Studies/Policy Evaluations/ comments and/or or inputs submitted to the Secretary and/or authorized representative **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ###### Management Audit Division *Internal Audit Service; Central Office - Strategic Management. 4 key result areas, 6 objectives, 8 outputs.* **Statement of purpose.** The Management Audit Division provides advice to the Secretary on matters relating to internal controls and the degree of compliance to accountability measures, ethical standards, and contractual obligations through the results of evaluation of systems and processes operating in the DepEd. The Division also provides results of audits to the auditees as a basis for addressing the audit findings. **Outcomes** - The Secretary can make informed decision/s based on the result of assessment of internal control systems. Measured by: Percentage of internal audit activities completed - The auditees can make the necessary improvements/adjustments on their internal control systems based on the audit reports. Measured by: Percentage of audit reports for auditees’ management comments/action plan **Key result area: Management Audit** (1 objective) - To evaluate the adequacy and effectiveness of internal controls; and - Outputs: Internal Audit Report - Output indicators: Number of internal audit reports submitted to the IAS Director **Key result area: Compliance Audit** (1 objective) - To evaluate the degree of compliance to accountability measures, ethical standards, and contractual obligations - Outputs: none printed - Output indicators: none printed **Key result area: Assistance in Support to Management Priorities** (1 objective) - To assist the Office of the Director in providing support to Management Initiatives - Outputs: Special Studies, Policy Evaluations/ Comments and/or inputs to various Management initiatives - Output indicators: Number of Special Studies, Policy Evaluations/ comments and/or or inputs submitted to the Office of the Director **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ###### Operations Audit Division *Internal Audit Service; Central Office - Strategic Management. 4 key result areas, 6 objectives, 8 outputs.* **Statement of purpose.** The Operations Audit Division provides advice to the Secretary on the 4Es - Economy, Effectiveness, Efficiency, and Ethicality of operations and the degree of compliance to accountability measures, ethical standards, and contractual obligations through the results of the evaluation of Programs /Activities/Projects (PAPs) implementation in the DepEd. The Division also provides results of audits to the auditees as a basis for addressing the audit findings. **Outcomes** - The Secretary can make informed decision/s based on the evaluation of PAPs operations whether they are effective, efficient, ethical, and economical. Measured by: Percentage of internal audit activities completed - The auditees can make the necessary adjustments/improvements on the implementation of PAPs based on the evaluation of operations whether they are effective, efficient, ethical, and economical. Measured by: Number of audit reports for auditees’ management comments/action plan **Key result area: Operations Audit** (1 objective) - To evaluate the 4Es (Economy, Effectiveness, Efficiency, and Ethicality) of operations - Outputs: Internal Audit Report - Output indicators: Number of internal audit reports submitted to IAS Director **Key result area: Compliance Audit** (1 objective) - To evaluate the degree of compliance to accountability measures, ethical standards, and contractual obligations - Outputs: none printed - Output indicators: none printed **Key result area: Assistance in Support to Management Priorities** (1 objective) - To assist the Office of the Director in providing support to Management Initiatives - Outputs: Special Studies, Policy Evaluations/Comments and/or inputs to various Management initiatives - Output indicators: Number of Special Studies, Policy Evaluations/comments and/or or inputs submitted to the Office of the Director **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received #### Administration ##### Administrative Service ###### Office of the Director *Administrative Service; Central Office - Administration. 3 key result areas, 6 objectives, 14 outputs.* **Statement of purpose.** The Administrative Service enables offices and personnel in the Central Office and Field Units to perform their mandate through the development of policies and procedures in the provision of accurate, responsive, and timely administrative services. **Outcomes** - DepEd internal and external stakeholders can perform their functions effectively and efficiently through the provision of accurate, responsive and timely administrative services. Measured by: Percentage of client satisfied in the timely and efficient delivery of services; Percentage of management and operations reports provided to ExeCom; Percentage of audit observations (COA, Internal Audit) **Key result area: Operations Management** (2 objectives) - To provide effective and efficient leadership and guidance on asset management, cash management, records management, and provision of general services - Outputs: Management and Operations Reports - Output indicators: Number of management and operations report submitted - To coordinate with internal and external stakeholders to in strengthening and improving the provision of administrative services - Outputs: Contracts and/or Agreements; Minutes of the Meetings - Output indicators: Number of contracts and agreements signed; Number of coordination meetings conducted **Key result area: Administrative Policy and Standards Development** (1 objective) - To lead in the development and implementation of policies and standards on administrative services. - Outputs: Policies and standards on administrative services - Output indicators: Number of policies and standards developed **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Asset Management Division *Administrative Service; Central Office - Administration. 6 key result areas, 18 objectives, 28 outputs.* **Statement of purpose.** Asset Management Division supports DepEd Offices through management and monitoring of assets (tangible and intangible) guided by policy issuances towards effective implementation of internal control resulting to efficient performance of various DepEd offices’ mandates and functions. **Outcomes** - DepEd acquires assets in support to DepEd offices in the performance of their functions. Measured by: 100% of acquired assets provided to DepEd units and schools - DepEd implements an effective internal control for the inventory and disposition of assets. Measured by: 100% of inventory reports compliant to existing rules and regulations - DepEd units and schools are guided on the policies and issuances on asset management Measured by: 100% of the policy issuances disseminated and provided guidance to DepEd units and schools **Key result area: Policies and Guidelines on Asset Management** (1 objective) - To develop, implement, and monitor compliance with existing policies on asset management. - Outputs: Policies/guidelines on Asset Management Monitoring Report - Output indicators: Number of policies/guidelines issued; Number of DepEd units and schools monitored for compliance **Key result area: Acquisition of tangible and intangible assets** (4 objectives) - To consolidate Annual Procurement Plan of Common-Use Supplies and Equipment (APP-CSE) of all offices - Outputs: Consolidated and approved APP-CSE submitted to DBM - Output indicators: Number of APP- CSE consolidated - To prepare related documents for procurement of supplies and equipment through the Procurement Service of DepEd and DBM - Outputs: Procurement documents for submission to DepEd and DBM- PS - Output indicators: Number of procurement documents prepared - To conduct ocular visits, market surveys, demo sessions, benchmarking, and the like to ensure realistic technical specifications of items to be procured. - Outputs: Realistic technical specifications of items/TOR of services to be procured - Output indicators: Number of Technical Specifications prepared - To accept donation/transfer of CSE-PPE and other assets from different donors, stakeholders, and offices - Outputs: Acceptance Report on donated/transferred assets; Deed of donations/property transfer report - Output indicators: Number of donated/transferred assets received; Number of Deed of donations/property transfer report **Key result area: Receipt, Inspection, and Acceptance of Deliveries** (3 objectives) - To receive deliveries and facilitate request for inspection and acceptance of procured items - Outputs: Delivery receipts; Request for Inspection with assigned Inspector - Output indicators: Number of delivery receipts; Number of facilitated requests for inspection - To conduct inspection of various deliveries within and outside DepEd CO - Outputs: Signed inspection report - Output indicators: Number of inspections conducted - To accept deliveries of items from suppliers and DBM-PS. - Outputs: Signed Inspection and Acceptance Report (IAR) - Output indicators: Number of deliveries accepted **Key result area: Utilization and Disposal of Assets** (5 objectives) - To prepare and issue accountability forms (PAR, PTR, ICS) for supplies/ equipment issued to employees and field offices - Outputs: Approved asset management accountability forms - Output indicators: Number of accountability forms prepared and issued - To record deliveries, donations, transfers, and issuances in the Stock Cards and Property Cards - Outputs: Updated stock card and property cards - Output indicators: Number of stock card and property cards prepared and updated - To conduct regular physical inventory of all DepEd assets. - Outputs: Inventory Reports (RPCI, RPCPPE) - Output indicators: Number of physical inventories conducted - To issue Certification of Non-availability of Supplies requested by various offices - Outputs: Issued Certification of Non-Availability of supplies - Output indicators: Number of Certifications issued for the conduct of programs/projects of requesting offices - To facilitate transfer/ disposal of DepEd assets - Outputs: Property Transfer Receipt (PTR); Inventory and Inspection Report of Unserviceable Properties (IIRUP) & Waste Material Report (WMR) - Output indicators: Number of transfer documents (PTR) prepared; Number of disposal reports prepared (IIRUP & WMR) **Key result area: Technical Assistance on Asset Management** (2 objectives) - To conduct L&D activities on Asset Management - Outputs: Accomplishment Reports - Output indicators: Number of learning and development activities conducted - To conduct technical assistance to Supply Officers, Property Custodians, and field offices in the implementation of policies on asset management - Outputs: Summary Report - Output indicators: Number of assistances extended thru various means of communications and as Resource Persons **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Cash Division *Administrative Service; Central Office - Administration. 3 key result areas, 6 objectives, 19 outputs.* **Statement of purpose.** The Cash Division ensures and sustains the sound financial standing of DepEd by providing its officials and other stakeholders with an efficient, effective, and judicious delivery of cash management services. **Outcomes** - DepEd employees, partners, and stakeholders are provided with prompt and proper delivery of cash management services Measured by: 100% of the DepEd employees, partners, and stakeholders are provided with financial services through the timely and prompt payment of their claims and other receivables.; 100% of the claims and other receivables due to DepEd employees, partners and stakeholders are properly documented and released on time.; 100% of accounts receivables due to DepEd are properly documented and promptly deposited. - DepEd officials and regulatory offices are apprised of the financial position of DepEd for informed decision making. Measured by: 100% of the DepEd officials and regulatory offices are informed of the financial position of DepEd; 100% of the cash management reports are submitted to DepEd officials, CO units and regulatory offices to enable them to make informed decisions **Key result area: Cash Management** (2 objectives) - To ensure that disbursements are properly authorized, promptly issued, completely and accurately recorded, and disclosed in the financial records of DepEd. - Outputs: Report on disbursement and liquidation; Daily balance of Notice of Cash Allocations (NCA); Report of Checks Issued (RCI) and Report of Advice to Debit Accounts Issued (RADAI); Report of Accountability for Accountable Forms (RAAF) - Checks; Fidelity bond - Output indicators: Number of disbursements and liquidation reports of cash advances submitted on time; Monthly NCAs monitored for daily processing and issuance of checks and LDDAP; Monthly RCI and RADAI submitted on time; Number of blank checks properly safe kept and controlled; Monthly RAAF-Checks submitted on time; Number of RDOs, collecting officers and signing officials bonded - To ensure that all cash income is collected, secured, recorded and promptly deposited; and that suitable banking services are obtained - Outputs: Report on Collections and Deposit (RCD); Report of Accountability for Accountable Forms (RAAF) - Official Receipts - Output indicators: Monthly RCD submitted on time; Percentage of blank official receipts properly safe kept and controlled; Monthly RAAF-Official Receipts submitted on time **Key result area: Technical Assistance on Cash Management** (1 objective) - To strengthen awareness and capacitate Disbursing Officers and Focal Persons on rules and regulations on Cash Management - Outputs: Orientation/Seminar on Cash Management; Capacitated Regular Disbursing Officers (RDOs), Special Disbursing Officers (SDOs) and Cashiers in the field offices and Implementing Units - Output indicators: Number of disbursing officers updated on the latest rules Number of Orientation/Seminar conducted; Number of RDOs, SDOs, and Cashiers in the field offices and Implementing Units oriented and capacitated **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### General Services Division *Administrative Service; Central Office - Administration. 6 key result areas, 13 objectives, 28 outputs.* **Statement of purpose.** The General Services Division (GSD) provides DepEd Central office employees and stakeholders with a safe and environment-friendly workplace by providing professional, timely, and effective delivery of general and technical support services. **Outcomes** - DepEd CO is a safe and environment friendly workplace for its employees and stakeholders Measured by: Percentage of offices, facilities, and other equipment are safe and well maintained **Key result area: Transportation Service and Vehicle Maintenance** (2 objectives) - To ensure all requests, activities, and tasks related to drivers and vehicles are implemented and performed - Outputs: Validated Incident Reports; Accomplished Trip Tickets - Output indicators: 0-50% of total validated incident reports; Number of requests received for the Services of Driver; Number of Issued Trip Tickets - To administer and undertake monitoring of various repairs and maintenance activities to all DepEd service vehicles - Outputs: Updated vehicle service card; Service Vehicle Accident Report - Output indicators: Number of Service Vehicles in good running condition.; Number of Service Vehicle Maintenance Cards checked.; Number of accidents reported **Key result area: Engineering and Building Maintenance** (2 objectives) - To provide preventive and corrective repair and maintenance of offices, facilities, devices, and equipment - Outputs: Monitoring Report on preventive and corrective maintenance - Output indicators: Number of service request completed - To ensure all requests, activities, and tasks related to maintenance are implemented and performed - Outputs: Approved Service and Job Requests; Approved plans and estimates - Output indicators: Number of Job Requests accomplished **Key result area: Housekeeping (Janitorial and Ground Maintenance services)** (2 objectives) - To administer various cleaning and sanitation activities all throughout the DepEd premises - Outputs: Cleaned, sanitized, and maintained facilities - Output indicators: Number. of facilities daily maintained - To ensure all offices, comfort rooms, hallways, facilities, grounds, and other common areas are monitored and inspected according to standards - Outputs: Daily Inspection and Monitoring Checklists - Output indicators: Number. of facilities daily maintained **Key result area: Library Services** (3 objectives) - To index legal issuances for ready reference. - Outputs: Legal Index Card - Output indicators: Number of legal issuances classified and indexed - To update card catalogues, and maintain books and other reference materials for easy use - Outputs: Updated card catalogue; Inventory of books and other reading materials - Output indicators: Number of updated card catalogues; Number of card catalogue, books, and other reference materials provided for researchers - To provide assistance to users in selecting and locating reading and reference materials - Outputs: Inventory of card catalogue, books, and other reading materials; Logbook of researchers - Output indicators: Number of card catalogue, books, and other reference materials provided for researchers; Number of researchers signed in the logbook; Number of researchers/borrowers assisted **Key result area: Clinical Services** (1 objective) - To provide health care assistance for employees and officials - Outputs: Medical Record, Logbook, and prescription; Referral Forms; Medical and Laboratory Result; Medical Certificates - Output indicators: Number Medical Record updated, and prescription issued; Number of employees referred to hospital/ doctors/physicians; Number of employees availed Annual Medical and Physical Examination (AMPE); Number of medical certificates issued **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Records Division *Administrative Service; Central Office - Administration. 3 key result areas, 14 objectives, 32 outputs.* **Statement of purpose.** The Records Division establishes, implements, and maintains an efficient and effective Records Management System (RMS) and Records Management Programs (RMP) to provide a timely, satisfactory delivery of records and information services to all DepEd units and stakeholders. **Outcomes** - All DepEd units and stakeholders can facilitate implementation of PAPs thru the receipt, handling, and delivery of official communication/records Measured by: Percentage of received, handled, and delivered communications to DepEd units and stakeholders within the prescribed timeframe - All DepEd units and stakeholders can access/receive requested documents thru the provision of readily available records on file, in accordance with regulations on the access and disclosure of documents Measured by: Percentage of records provided in accordance with regulations on the access and disclosure of documents **Key result area: Records Management** (7 objectives) - To develop policies and standards on DepEd Records Management - Outputs: Policies and standards developed - Output indicators: Number of policies and standards issued - To ensure the smooth flow and proper documentation/ processing of all incoming documents (received, checked, sorted, categorized, recorded/encoded/ coded/scanned/photocopied, delivered/routed) - Outputs: Incoming documents properly documented/ processed; Incoming documents delivered/routed - Output indicators: Number of incoming documents properly documented/ processed; Number of incoming documents delivered/routed - To ensure the smooth flow and proper documentation of all outgoing documents (received, checked, sorted, categorized, recorded/encoded/ coded/ scanned/photocopied, classified, released, mailed, delivered, and systematized filing) - Outputs: Outgoing documents properly documented/ processed; Documents classified based on Functional Subject Alphabetic Classification System (FSACS); Outgoing documents released /mailed/delivered; Outgoing documents systematically filed - Output indicators: Number of outgoing documents properly documented/ processed; Number of documents classified; Number of documents released /mailed/deliver; Number of outgoing documents filed - To facilitate the enhancement of the Document Management System (DMS) - Outputs: Updated DMS - Output indicators: Updated DMS based on needs/requirements - To conduct the assessment, evaluation, segregation, and inventory of Records for Disposal thru sale and/or Transfer to the National Archives of the Philippines (NAP) Records Center in accordance with guidelines - Outputs: Inventory Reports for Archiving; Request letter; Letter of approval from NAP - Output indicators: Number of Inventory Reports; Updated Inventory Reports; Number of requests letters submitted; Number of letters of approval received - To sustain/establish partnerships and linkages on Records Management - Outputs: Contracts, MOU/MOA drafted; Guidelines on Records Management in coordination with partner agencies and private entities - Output indicators: Number of contracts, MOU/MOA signed; Updated and issued guidelines on records management; Number of issued guidelines - To provide technical assistance on Records Management to records personnel in all records units - Outputs: Capacity building seminars conducted; Clients assisted on policies and procedures; Offices within the Central Office (CO) assisted in the Disposal of Records - Output indicators: Number of seminars conducted; Number of personnel capacitated; Number of clients assisted; Number of offices within the CO assisted in the disposal of records **Key result area: Records Integrity and Compliance Management** (4 objectives) - To provide timely and efficient service delivery of documents and other related queries/ requests to external and internal clients - Outputs: Original documents, photocopied documents, certified documents, authenticated documents; Result of client satisfaction - Output indicators: Number of documents provided/released; Number of clients assisted - To comply with directives on subpoena duces tecum, testificandum, and court orders - Outputs: Compliance letters; Certificate of appearance - Output indicators: Number of compliance letters; Number of certificates of appearance - To ensure security and protection of official documents of the Department - Outputs: Records Manual - Output indicators: Updated and issued Records Manual - To ensure preparedness and continuous operations in cases of pandemic, natural disaster, and other calamities - Outputs: Business Continuity Plan (BCP) for Records Management developed/updated - Output indicators: Number of BCPs implemented **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ###### Security Services *Administrative Service; Central Office - Administration. 2 key result areas, 9 objectives, 16 outputs.* **Statement of purpose.** The Security Service is responsible for the overall safety and physical security of DepEd personnel, properties, facilities, and guests/visitors within its premises. It is the focal point in managing, implementing, and monitoring activities to ensure continuity of agency operations through the existing safety and security protocols. **Outcomes** - DepEd employees feel safe and secure with the administration and implementation of the safety and physical security protocols Measured by: Percentage of security monitoring reports recorded and addressed per strategic posting - DepEd guests and visitors feel safe and secure while transacting business in the Offices given the implementation of safety and physical security protocols Measured by: Percentage of satisfied client relative to the safety and security measures implemented - DepEd properties, premises, and facilities are monitored, inspected, and protected against cases of theft, robbery, fire damage, risks, and other vulnerabilities Measured by: Percentage of monitoring and inspections reports submitted **Key result area: Security and Safety** (6 objectives) - To enforce and enhance safety and security policies, standards, measures, regulations, and protocols - Outputs: Updated Omnibus Rules on Security and Safety Measures; Safety and Security Plan - Output indicators: Updated Omnibus Rules on Security and Safety Measures issued; Number of Safety and Security Plan/s issued - To ensure the overall safety and security of DepEd personnel, visitors, and offices - Outputs: Risk Management Plan and Countermeasures in maintaining peace and order - Output indicators: Approved Risk Management Plan and Countermeasures - To ensure that the DepEd premises are free from harm, threats, and physical hazard through the strong implementation of security controls, monitoring, and protocols. - Outputs: Daily security operation reports; Incident reports - Output indicators: Number of daily security operation reports submitted; Number of incident reports submitted - To ensure safe and secured parking areas within the DepEd Central Office premises. - Outputs: Reports on parking assignments of DepEd official vehicles, private cars of employees, and visitor cars (outsiders); Parking incident reports - Output indicators: Number of reports submitted and addressed - To implement security measures in times of public/civil disturbances within the perimeter of DepEd - Outputs: First Responder Team/s; Public/civil disturbances reports - Output indicators: List of members of First Responder Team/s; Number of public/civil disturbances reports submitted - To coordinate with law enforcement agencies and their instrumentalities on the safety and security of the DepEd officials, employees, and properties. - Outputs: Enhanced DepEd safety and security policies based on the coordination meetings conducted - Output indicators: Number of coordination meetings conducted; Number of enhanced policies issued **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ###### Baguio Teachers’ Camp *Administrative Service; Central Office - Administration. 4 key result areas, 17 objectives, 50 outputs.* **Statement of purpose.** The Baguio Teachers’ Camp (BTC) provides conducive, comfortable, and affordable board, lodging and training facilities through maximum utilization of facilities and resources for continuous development of all DepEd employees and learners, and clients from other government agencies and private institutions. **Outcomes** - DepEd employees, learners, and guests can maximize BTC facilities and services for their programs and activities Measured by: Percentage of accommodated guests and other outdoor events/activities provided - DepEd employees, learners, and other clients are satisfied with comfortable, conducive, and affordable board and lodging and training facilities. Measured by: Percentage of clients satisfied with the services - BTC management, DepEd Central office, and other oversight agencies are able to make timely and informed decision Measured by: Percentage of operational and administrative reports provided to BTC management, DepEd Central office, and other oversight agencies **Key result area: Client Relations and Services Management** (7 objectives) - To develop and implement marketing and promotional strategies, programs, and peripherals to attract and retain clients - Outputs: Marketing and Promotional Strategic Plan; Promotional tools (Brochures and Leaflets); BTC website/social media page; Letters/Invitations - Output indicators: Approved Marketing and Promotional Strategic Plan; Number of Promotional tools developed; Updated BTC website/social media page; Number of positive responses received - To establish linkages and continuous coordination with appropriate Government Offices, stakeholders and/or other institutions - Outputs: DOT Guest Occupancy Report; Signed Contracts MOA/MOU - Output indicators: Number of reports submitted to DOT; Number of Contracts MOA/MOU signed and approved - To ensure operations through reservations, confirmations, accommodation, and prompt response to queries - Outputs: Reservation Masterlist; List of confirmed reservations; Registration Forms (RF); Guest Monthly Occupancy Report; Summary of Accommodation Report - Output indicators: Number of queries as per logbook/query slips; Number of cancelled bookings; Updated database of guest; Number of groups booking contracts signed and approved; Number of confirmed individuals or groups reservation; Number of accomplished RF; Number of occupancy report submitted; Number of Summary Accommodation Reports endorsed - To act on complaints and suggestions of guests regarding accommodation and housekeeping - Outputs: Feedback Form; Consolidated Feedback/Suggestion Report - Output indicators: Number of Complaints/ Suggestions received; Approved and submitted feedback report - To conduct client services management activities at various facilities and implement house rules and policies - Outputs: Client Services Accomplishment Report; Job Orders/Requests for Repairs; Updated/revised house rules and policies - Output indicators: Number of client services Accomplishment Reports; Number of client services Accomplishment Reports; Updated house rules and policies posted - To provide first aid service to the clients/guests and make recommendations for further consultations and medications - Outputs: Record Book/Log book; Clients provided with medications - Output indicators: Number of referrals made; Number of clients attended and recorded for medication - To provide catering services to appropriate numbers of guests/ clients - Outputs: Summary Report of Catered Guests; Call off Order; Food Selection/ Preference Form - Output indicators: Number of Catered Guests; Number of delivered Call offs **Key result area: BTC Financial Management** (3 objectives) - To ensure proper allocation, utilization, and disbursement of funds - Outputs: Work and Financial Plan; Budget Execution Documents (BEDs) - Output indicators: Percentage of utilization; Number of financial reports submitted - To monitor and evaluate financial status and viability - Outputs: Financial Reports; Financial Statements and Notes - Output indicators: Actual net income vs. target - To implement sound internal control - Outputs: Memo/letter response to COA and AOM compliance; Agency Action Plan and Status of Implementation (AAPSI); Office Memorandum issued - Output indicators: Number of AOMs answered; Number of internal control policies issued and implemented **Key result area: BTC Administrative Service Management** (4 objectives) - To ensure proper and efficient cash management - Outputs: Report on collections and deposits; Report on accountability; Report on disbursement; Report on checks issued and LDDAP issued - Output indicators: Number of monthly reports submitted - To ensure the administration of personnel actions and personnel welfare and benefits - Outputs: Personnel action documents; Compensation and benefits prepared - Output indicators: Number of action documents approved; Number of disbursement vouchers/ payroll prepared and signed - To ensure that all procurement must abide with Procurement Laws (RA 9184) - Outputs: BAC resolutions; Project accomplishment reports; Annual Procurement Plan (APP) - Output indicators: Number of BAC Resolutions; Number of procurement projects implemented - To ensure that camp facilities, grounds, and equipment are well maintained and functional - Outputs: Report on facilities for repair and maintenance; Campgrounds are well maintained; Reports on functional equipment - Output indicators: Number of job request completed; List of functional equipment **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted ##### Information and Communications Technology Service ###### Office of the Director *Information and Communications Technology Service; Central Office - Administration. 6 key result areas, 10 objectives, 17 outputs.* **Statement of purpose.** Information and Communication Technology Service (ICTS) provides the Department of Education (DepEd) offices with strategic Information and Communication Technology (ICT) solutions and services towards good governance and the provision of quality basic education. **Outcomes** - DepEd offices sustained the use of systems and technologies that are responsive to evolving requirements Measured by: Percentage of availability of infrastructure (network, internet, computers); Percentage of adoption of systems in the various DepEd office; Percentage of adoption of education technology in schools **Key result area: Standards and Policy Development and Implementation** (1 objective) - To develop and implement standards and policies on ICT - Outputs: ICT Standards and Policies - Output indicators: Number of ICT policies developed and implemented **Key result area: Technology Infrastructure Development and Management** (2 objectives) - To increase access to information for enhanced decision-making - Outputs: Developed Information system/solutions - Output indicators: Percentage increase in operational efficiency - To increase schools’ access to technologies for enhanced teaching and learning - Outputs: Trained teachers on ICT tools; Deployed computers with learning resources in schools - Output indicators: Percentage of teachers capacitated on ICT tools; Number of computers deployed with the learning resources **Key result area: ICT Solutions Development and Management** (2 objectives) - To improve decision-making processes through improved access to relevant and correct information - Outputs: Deployed information systems and ICT solutions - Output indicators: Turnaround time in generating required information for decision-making - To integrate ICT solutions in the day-to-day activities of the system users - Outputs: none printed - Output indicators: Extent of integration in the day-to-day activities **Key result area: ICT User Support Management** (1 objective) - To increase usage of ICT solutions through capability building and technical support - Outputs: none printed - Output indicators: Percentage of Information System being used; Percentage of users using the system **Key result area: Continuous Improvement on ICT** (1 objective) - To develop ICT solutions that are responsive to evolving user requirements - Outputs: none printed - Output indicators: Percentage of Information System being used **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; M&E tools; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Solutions Development Division *Information and Communications Technology Service; Central Office - Administration. 4 key result areas, 6 objectives, 16 outputs.* **Statement of purpose.** SDD delivers responsive and sustainable ICT-based solutions to DepEd offices in support of evidence-based decision-making, and efficient and effective operations and governance. **Outcomes** - Process owners use the provided ICT solutions to increase operational efficiency and effectiveness. Measured by: Percentage of provided ICT solutions utilized by process owners - Decision makers have faster access to data and information for evidence-based decision making. Measured by: Percentage of reports and dashboards utilized by decision makers **Key result area: ICT solutions development** (1 objective) - To design, develop, quality assure and deploy ICT-enabled solutions in support of governance functions - Outputs: System adjustments designed, developed, and deployed - Output indicators: Number of ICT solutions deployed **Key result area: ICT solutions operations and maintenance** (1 objective) - To ensure operations and maintenance of live ICT solutions - Outputs: Operational ICT solutions; Updated ICT solutions - Output indicators: Number of operational ICT solutions; Number of updated ICT solutions **Key result area: ICT project management** (1 objective) - To manage ICT projects implemented in partnership with other government agencies, NGOs, and private companies - Outputs: ICT projects implemented in partnership with stakeholders - Output indicators: Number of ICT projects implemented in partnership with stakeholders **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; M&E tools; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Technology Infrastructure Division *Information and Communications Technology Service; Central Office - Administration. 5 key result areas, 8 objectives, 20 outputs.* **Statement of purpose.** The Technology Infrastructure Division (TID) provides DepEd offices and users with quality and secured network infrastructure as well as provision of appropriate-well maintained ICT equipment / devices and technical support towards the delivery of effective service thus improving governance, operations, and learning delivery. **Outcomes** - DepEd end users are provided with secured network infrastructure to ensure data confidentiality, integrity, and availability. Measured by: Percentage of secured virtual infrastructure; Percentage of secured physical infrastructure - DepEd end users have increased level of trust and confidence through fast and secured network infrastructure Measured by: Percentage of secured and protected infrastructure; Percentage of satisfied clients based on provided infra-related service - Increased productivity of DepEd end-users through the use of machines and devices in good running condition Measured by: 100% of target machines and devices are properly/well-maintained - Regional, Division Offices, and schools are provided with ICT equipment / packages to improve governance, operations, and learning delivery Measured by: Percentage of ICT equipment / packages delivered **Key result area: Network Infrastructure Management** (1 objective) - To provide appropriate, responsive, reliable, and secure network infrastructure - Outputs: Network Infrastructure created; Network infrastructure managed and maintained; Technical assistance to end users - Output indicators: Number of virtual infrastructures created; Number of Physical infrastructures created; Number of virtual infrastructures managed and maintained; Number of physical infrastructures managed and maintained; Number of technical assistances provided **Key result area: ICT Security Incident Management** (1 objective) - To establish ICT security policies that are aligned with the needs of the organization and compliant with industry standards. - Outputs: Access control policies; Security incident management plan - Output indicators: Number of access control policies approved and implemented; Number of plans developed and implemented **Key result area: ICT Repair and Maintenance** (1 objective) - To ensure ICT equipment / devices are in good running condition - Outputs: Report on preventive/corrective maintenance - Output indicators: Number of maintained equipment and devices **Key result area: Provision of ICT equipment and Packages** (2 objectives) - To ensure all teaching and non-teaching employees as well as learners are provided with appropriate ICT equipment and packages - Outputs: Delivered ICT equipment and packages - Output indicators: Number of delivered ICT equipment and packages - To provide recommendations on appropriate ICT equipment to procure - Outputs: Terms of Reference (TOR) - Output indicators: Number of TOR provided **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; M&E tools; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### User Support Division *Information and Communications Technology Service; Central Office - Administration. 2 key result areas, 4 objectives, 17 outputs.* **Statement of purpose.** The User Support Division (USD) continuously supports users in all DepEd governance levels and stakeholders through capability building and frontline support services towards effective use and implementation of ICT solutions. **Outcomes** - DepEd users and stakeholders are confidently ready to use ICT solutions and give recommendations for its improvement. Measured by: Percentage of ICT solutions usage; Percentage of users capacitated; Percentage of feedback generated from users and stakeholders **Key result area: Helpdesk/ Frontline Services** (1 objective) - To provide timely and appropriate technical assistance to users - Outputs: ICT solutions supported; Service Delivery standards; List of FAQs; User's Manual; Capacity Building/ Technical Assistance - Output indicators: Number of ICT solutions supported; Number of service delivery standards established and implemented; Number of FAQs developed/updated; Number of User’s Manuals developed/ updated; Number of users capacitated **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; M&E tools; Administrative and Financial Reports; Budget Utilization Report (BUR) - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of M&E tools developed; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP); Timely submission of Budget Utilization Report - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ##### Planning Service ###### Office of the Director *Planning Service; Central Office – Administration. 6 key result areas, 8 objectives, 26 outputs.* **Statement of purpose.** Planning Service (PS) provides DepEd with guidance towards sectoral planning and development through the formulation and execution of: a. Short, medium, and long-term planning standards b. Policy and program development standards c. Research management system d. Monitoring and evaluation system e. Data management and information systems standards **Outcomes** - DepEd offices have improved its governance strategies through evidence-based decision making Measured by: Percentage of Plans and Policies that are evidence-based - Planning Service have established and operationalized strategically linked Key Result Areas in support of the priorities of the Department Measured by: All operating units are practicing evidence – based planning and policy development **Key result area: Planning standards (Short, medium, and long-term)** (1 objective) - To provide guidance in education plan preparation through establishing planning standards - Outputs: DepEd Order on Planning Standards - Output indicators: Planning Standards issued and implemented **Key result area: Policy and Program Development Standards** (1 objective) - To ensure the development of evidence-informed policies and programs through establishing policy and program development standards - Outputs: Issuance on Policy Standards; Issuance of Policy on Program Development Standards; Policy agenda developed - Output indicators: Policy Standards issued and implemented; Program Development Standards issued and implemented; Approved Policy Agenda **Key result area: Research Management System** (1 objective) - To facilitate the building of evidence for policy and program development through strengthening research management systems - Outputs: Database of Education Research; Issuance of Policy on Research Management; Research Agenda developed; Research Standards developed - Output indicators: Number of Research Studies utilized; Research Management system issued and implemented; Approved research agenda; Approved research standards **Key result area: Monitoring and Evaluation System** (1 objective) - To ensure that M&E results are utilized for the development, implementation, and adjustment of policies, projects, and programs - Outputs: Issuance of policy and implementation of M&E system; Evaluation Agenda developed; Program evaluation standards developed; Monitoring and Evaluation Tools developed; Sector Performance Report prepared; Program evaluation technical reports prepared; Customized M&E reports - Output indicators: Harmonized M&E established and implemented; Approved and implemented evaluation agenda; Approved program evaluation standards; Number of monitoring and evaluation tools developed; Approved and submitted sector performance report; Number of Program evaluation technical reports submitted; Number of customized M&E reports **Key result area: Data Management and Information Systems Standards** (1 objective) - To support evidence-based decision making by providing accurate, relevant, and timely data requirements - Outputs: Education Data - Output indicators: Number of offices provided with data requirements **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Planning and Programming Division *Planning Service; Central Office – Administration. 4 key result areas, 12 objectives, 19 outputs.* **Statement of purpose.** Planning and Programming Division (PPD) supports and enables the Department of Education management to formulate high impact basic education plans by spearheading the formulation of strategic and harmonized plans, distributing equitably the basic education resources across schools in all regions, and leading the progress monitoring of programs/projects towards sound and evidence-based decision making. **Outcomes** - DepEd units are able to develop and implement evidence-based long-term, mid-term, and annual plans. Measured by: All units in CO, ROs, and SDOs developing and implementing evidence-based long-term, mid-term, and annual plans - DepEd units equitably distribute the basic education resources using the norms and standards on resource programming. Measured by: All units in COs, ROs, and SDOs equitably distribute the basic education resources using the norms and standards on resource programming - DepEd units accurately evaluate its service delivery and address identified issues and bottlenecks of implementation through the Program Implementation Review Measured by: All units in CO, ROs, and SDOs accurately evaluate its service delivery and address identified issues and bottlenecks of implementation through the Program Implementation Review. **Key result area: Plan Formulation** (3 objectives) - To develop planning standards as basis for preparation of BE plans - Outputs: Policy/Guidelines on Basic Education Planning System (BEPS) - Output indicators: Policy/Guidelines on Basic Education Planning System (BEPS) issued - To develop an/a integrate/harmonize plan of the Department - Outputs: Integrated/harmonized Department’s plan produced (Long-term Plans, Medium-Term Plans, Annual plans, Catch-up/Adjusted Plan) - Output indicators: Number of integrated/harmonized Department’s plan produced (Long-term Plans, Medium-Term Plans, Annual plans, Catch-up/Adjusted Plan) - To ensure that the contextualized education plans are aligned with the planning standards - Outputs: Quality assured education plans with the planning standards - Output indicators: Number of quality assured education plans **Key result area: Resource Programming** (3 objectives) - To formulate relevant service standards as basis for allocation and prioritization - Outputs: Planning parameters and standards - Output indicators: Policy/Guidelines on parameters and standards - To prepare options on the allocation of DepEd’s resources - Outputs: Options on flexible allocation of DepEd resources - Output indicators: Number of flexible options on the allocation of DepEd’s resources prepared - To quality assure target vis-a-vis actual allocation - Outputs: Status reports of actual implementation - Output indicators: Number of status reports prepared **Key result area: Progress Monitoring** (3 objectives) - To institutionalize standards for progress monitoring of programs & projects across all levels of governance - Outputs: Policy on Progress Monitoring - Output indicators: Policy on progress monitoring issued - To provide accurate status of programs/projects - Outputs: Progress report prepared - Output indicators: Progress reports submitted - To influence the plan of the program implementation with the results of progress monitoring - Outputs: Plan that are influenced by the progress monitoring - Output indicators: Number of plans that are influenced by the progress monitoring reports. **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Policy Research and Development Division *Planning Service; Central Office – Administration. 4 key result areas, 16 objectives, 26 outputs.* **Statement of purpose.** Policy Research and Development Division aids DepEd towards evidence-based decision-making through the oversight, promotion, and conduct of policy development, research management, and sector Monitoring and Evaluation. **Outcomes** - DepEd bureaus and services and RO use policy standards and agenda to develop and improve relevant and responsive education policies Measured by: Percentage of DepEd offices employ the policy development process and incorporate evidence from research and M&E reports; Percentage of DepEd issued policies are fully compliant with policy development standards **Key result area: Policy Development** (4 objectives) - To formulate and continuously improve policy agenda and standards - Outputs: Policy agenda and standards - Output indicators: Policy agenda and standards released and implemented - To identify policy gaps and provide relevant and appropriate policy recommendations - Outputs: Issued Policy memoranda - Output indicators: Number of policy memoranda issued - To review proposed and existing policies - Outputs: Reviewed education policies - Output indicators: Number of proposed policies reviewed; Number of existing policies reviewed - To establish and continuously improve platforms to discuss the issues and challenges in policy development and implementation - Outputs: Conducted Policy dialogues and forums - Output indicators: Number of conducted policy dialogues and forums **Key result area: Research Management** (4 objectives) - To formulate and continuously improve research agenda and standards - Outputs: Research agenda and standards - Output indicators: Research agenda and standard released and implemented - To manage and oversee education research initiatives - Outputs: Call for proposals; Evaluated research proposals - Output indicators: Number of calls for proposals organized; Number of research proposals (1) reviewed, and (2) endorsed to the NRC - To analyze research findings to come up with relevant, appropriate, and timely policy recommendations - Outputs: Policy memoranda - Output indicators: Number of policy memoranda issued - To collect research findings and establish platforms for discussion with and utilization of DepEd and its stakeholders - Outputs: Completed education research by DepEd; Education research abstracts; Conferences, fora, research bulletins - Output indicators: Percentage of research studies communicated to concerned DepEd offices over research collected; Number of research bulletins released; Number of research fora and conferences organized **Key result area: Sector Monitoring & Evaluation** (5 objectives) - To formulate and continuously improve evaluation agenda and standards - Outputs: Evaluation agenda and standards - Output indicators: Evaluation agenda and standards adopted and implemented - To determine the overall contribution of policies and programs in achieving the organizational outcomes - Outputs: Monitoring and Evaluation Tools - Output indicators: Number of monitoring and evaluation tools developed and used - To conduct sector performance monitoring and evaluation - Outputs: Sector Performance Reports - Output indicators: Number of sector performance monitoring and evaluation report prepared - To conduct regular evaluation of education programs - Outputs: Program evaluation technical reports - Output indicators: Number of program evaluation reports prepared - To establish and continuously improve platforms for discussion and utilization of monitoring and evaluation results - Outputs: Customized sector M&E reports - Output indicators: Percentage of customized sector M&E reports communicated to concerned DepEd offices **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Education Management Information System Division *Planning Service; Central Office - Administration. 4 key result areas, 17 objectives, 24 outputs.* **Statement of purpose.** The EMISD-PS ensures the efficient management of information systems through standard data collection, validation, storage, and processes resulting to accurate, relevant, timely, and accessible basic education statistics supporting policy formulation and informed decisions. **Outcomes** - DepEd managed and secured education data for policy formulation and informed decision-making through functional and user-friendly information systems. Measured by: DepEd Offices in CO, ROs, SDOs and Schools utilized a functional and user-friendly LIS and EBEIS in reporting accurate statistics for data-driven policy formulation and informed decision-making. - DepEd Personnel and stakeholders have access to relevant, accurate and timely basic education statistics. Measured by: All DepEd Offices across all governance levels and stakeholders have accessed and utilized relevant, accurate and timely basic education statistics. **Key result area: Data Management** (6 objectives) - To establish and implement guidelines and standards to the management of the basic education statistics - Outputs: Guidelines and standards regarding data management in DepEd - Output indicators: Data management guidelines and standards issued and implemented - To strengthen the capability of managing, planning, and controlling the flow of information. - Outputs: Published and disseminated reports/materials - Output indicators: Basic Education Statistics published and disseminated - To define the information requirements for collection, processing, reporting, and packaging of education data - Outputs: Regional and division personnel capacitated on the data collection framework - Output indicators: Number of regional and division personnel capacitated on the data collection framework - To provide accurate data definition and formula for common understanding among the internal & external stakeholders - Outputs: List of all datasets (Data dictionary/ Glossary of terms) - Output indicators: Data dictionary updated and issued - To assess and analyze the performance of the education system at different levels (e.g. National, Regional, Division, and Schools) - Outputs: DepEd Statistical Bulletin, Q&A, and Key Education Statistics - Output indicators: DepEd Statistical Bulletin, Q&A, and Key Education Statistics published and disseminated - To analyze various statistical data (eg. socio-economic data, population, etc.) for the purpose of planning, resource allocation and policy formulation - Outputs: DepEd Statistical Bulletin, Q&A, and Key Education Statistics - Output indicators: Number of reports and analysis disseminated to DepEd Offices **Key result area: Management of Information System** (5 objectives) - To establish and implement guidelines and standards to the management of the basic education information systems and its access with other MIS - Outputs: Guidelines and standards regarding the data collection process - Output indicators: Data collection process’ guidelines and standards issued and implemented - To sustain functional MIS that are accessible and user-friendly to all DepEd personnel - Outputs: BEIS and LIS - Output indicators: Functional and user-friendly facilities and information systems enhanced - To ensure that the information systems capture the requirements that are defined in the data gathering forms - Outputs: Data elements are integrated in the Information Systems - Output indicators: Percentage of data elements in the data gathering forms translated in the information systems - To continuously improve the collection, storage, validation, processing, and presentation of basic education data - Outputs: Validated datasets - Output indicators: Percentage of validated datasets - To provide technical assistance to the field offices in terms of data accuracy, understanding, management, and maintenance - Outputs: Capacitated DepEd Personnel - Output indicators: Number of capacitated DepEd Personnel **Key result area: Data Dissemination** (3 objectives) - To provide timely, accurate, and relevant basic education statistics - Outputs: DepEd Statistical Bulletin, Q&A, and Key Education Statistics - Output indicators: Number of disseminated Basic Education Statistics - To establish standardized process for data request and dissemination - Outputs: Data dissemination process flow chart/matrix - Output indicators: Standardized process on the dissemination of data established - To maintain linkages between government agencies, private organizations, international organizations, and NGOs - Outputs: Memorandum of Agreement, Memorandum of Understanding, and membership in inter-agency committees - Output indicators: Number of partnerships established and sustained **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizen Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted #### Finance ##### Finance Service ###### Accounting Division *Finance Service; Central Office - Finance. 5 key result areas, 19 objectives, 27 outputs.* **Statement of purpose.** The Accounting Division provides accurate and reliable financial statements, reports and information that ensures DepEd Management and employees, external clients, foreign financial institutions, and oversight agencies on the efficient, effective, and transparent disbursements of the agency funds and resources and in compliance to existing government laws, rules and regulations. **Outcomes** - Top Management are able to come up with workable and relevant planning related to fund management and utilization. Measured by: 100% of periodic financial information were provided to the management which enable them to analyze and track the agency performance at a given date and developed short term & long-term strategies to effectively use its funds or resources - Oversight agencies (COA, DBM, Ombudsman, OP, Congress, Senate) and other government agencies/offices are provided with required financial statements and other accountability reports for tracking of compliance to existing rules and regulations. Measured by: 100% of the standard and required reports are submitted on time to COA, DBM and other Oversight Agencies - Both internal and external clients are provided excellent financial services (i.e., financial advice, prompt payments of their claims, timely remittances, certifications of deductions etc.) Measured by: 80% of targeted internal & external clients are well-informed on the government laws, rules & regulations specific to their transactions, hence resulting to better understanding of the timelines of accounting actions to various transactions - Foreign and local partner institutions are provided with the required/needed financial, and accountability reports. Measured by: 100% of Foreign and local partner institutions were able to make relevant decisions that resulted to the released of financial loan or grants to the Government of the Philippines **Key result area: Pre-audit and Disbursements** (6 objectives) - To check, review and ensure that all disbursement and liquidation transactions are supported with the required documentary requirements based on existing government rules and regulations. - Outputs: Pre-audited and reviewed disbursement vouchers and liquidation reports - Output indicators: 100% of DVs submitted to AD are acted upon- either released or returned to proponents for compliance of lacking requirements; 100% of liquidation reports submitted to AD were pre-audited or given appropriated action & approved by the head of office - To check, review and ensure that all contracts, memorandum of agreements and purchase orders are in order prior to signing of funds availability. - Outputs: Pre-audited and reviewed contracts, memorandum of agreements, purchase orders etc. - Output indicators: 100% of contracts, of agreements, purchase orders, etc. pre-audited and given appropriate action and signed by the head of office - To ensure that the activity requests for approval are included in the Approved WFPs and allotments/ funds (trust) are available prior to the review of the detailed budget estimates. - Outputs: Pre-audited and reviewed authorities (activities, hiring, payment etc) - Output indicators: 100% of activity request for approval that pertains to activities, hiring, payment, etc. are all reflected in the approved WFP, pre-audited, given appropriate action & signed by the head of office - To ensure prompt preparation of LDDAP-ADA and related reports in settlement of obligations in accordance with the Expanded Modified Disbursement Payment Scheme (ExMDPS) - Outputs: LDDAP-ADA and related reports prepared/ issued; Remittance/s of mandatory deductions - Output indicators: 100% of LDDAP-ADA for all processed DVs (including monthly remittance of mandatory and other deductions) were prepared, reviewed & signed by the Head of Office - To ensure that audit rulings and recommendations as contained in COA issuances, circulars and memorandums are followed - Outputs: Responses to COA audit memorandums, suspensions, disallowances - Output indicators: 100% of accounting related COA audit memoranda, suspensions, disallowances are being acted accordingly, and submitted the status of compliance to COA - To ensure that audit rulings and recommendations as contained in COA issuances, circulars and memorandums are followed - Outputs: Internal control measures / policies implemented - Output indicators: 100% of COA recommendations were observed/ applied in the pre-audit of various claims for payment **Key result area: Monitoring and Recording of financial transactions** (2 objectives) - To ensure that all financial transactions are recorded, classified, summarized and reviewed in the electronic accounting system. - Outputs: Journal Entry Vouchers (JEVs) prepared.; Financial documents numbered/controlled prior to submission to COA - Output indicators: 100% of all financial transactions are recorded, reviewed, and reconciled on a daily and monthly basis that resulted to various accounting journals.; Transmittal letter on monthly reports submitted to and acknowledged by COA - To ensure that financial transactions such as disbursements and liquidation of cash advances are duly controlled and monitored in the respective tracking system and subsidiary ledgers (SLs) of the responsible functional units - Outputs: Subsidiary Ledgers updated and reconciled; Status Reports - Output indicators: 100% of individual SL of accountable officer are updated every month with 80% are reconciled with the General Ledger (GL) balances; 63% of the agency’s cash advance as of given date are liquidated/ settled based on the latest report submitted to COA **Key result area: Financial Accountability and Reporting** (3 objectives) - To ensure that transactions are reviewed/ analyzed and submitted on monthly, quarterly, semi-annual and annual financial statements and accountability reports to the Commission on Audit (COA), Department of Budget and Management (DBM), Bureau of Internal Revenue (BIR), Government Service Insurance System (GSIS), Philippine Health Insurance Commission (PHIC), etc - Outputs: Financial statements and accountability reports submitted; Remittance Lists prepared/ encoded in the respective online facilities of the GOCCs to ensure the timely recording of the remittances - Output indicators: 100% of Financial Statements and accountability reports submitted to and acknowledge by oversight agencies & other NGAs periodically.; BIR Remittance: Monthly Alpha list of Payees are prepared/ encoded in the BIR Electronic Payment System (EPS) and remitted via Tax Remittance Advice (Regular Account) and LBP Over the Counter Payment ( Trust Account) on or before every 10th of the following month - To conduct mid-year and year-end workshops to facilitate on-time preparation of the consolidated financial reports. - Outputs: Consolidated financial and accountability reports - Output indicators: Two National Seminar/ Workshops conducted during the year; One ALL FUNDS Consolidated Financial reports consisting of: (i)16 Regional Offices (ROs) & 1 Central Office (CO); (ii) 220 Division Offices (DOs); (iii) 2,989 Implementing Units (IUs) - submitted semiannual & annual to the Management, COA & other oversight agencies. - Continuous data cleansing of asset and liability accounts - Outputs: Accurate balance/s of the asset and liability accounts - Output indicators: 65% of assets and liability accounts are reconciled/adjusted as to general ledger account balance as of given date **Key result area: Systems Improvement and Miscellaneous Administrative Services** (5 objectives) - Accountants and bookkeepers to strictly use the electronic accounting system (eFRS) to facilitate the preparation of financial statement & related reports - Outputs: Financial Statements and other related reports - Output indicators: 84% of Finance units of DepED: (i) 1 5 ROs) + CO; (ii) 203 DOs; (iii) 2,493 (IUs) -using the electronic Accounting System (e-FRS) - To provide data inputs to assist in policy review/ crafting of issuances related to Financial Management and other crucial reports required by the Management. - Outputs: Consolidated data inputs necessary for policy review/ Department issuances related to Financial Management and crucial management reports. - Output indicators: Minimum of one Consolidated data input for policy review/ Department issuances related to Financial Management and crucial management reports. - To collaborate with a programmer on the enhancement/ continuous improvement of the following: Cash Disbursement System (CDS) – to meet the reports required in the preparation of LDDAP-ADA packages; and Transaction Monitoring Systems to track the status of the document - Outputs: LDDAP-ADA packages and related reports; System Design Improvements for the tracking of documents - Output indicators: Six users of CDS and two monthly reports: (i) Report of Check Issued (RCI) (ii) Report of Authority to Debit Account Issued (RADAI); Ability of the Tracking System to provide real time information on the status of such claim - To maintain and update borrowers’ subsidiary ledger for Provident Fund for tracking and monitoring purposes. - Outputs: Updated Individual borrower’s ledger cards - Output indicators: Individual ledger card of 479 & 40 active borrowers from the Central Office and BTC respectively are readily available for verification of outstanding loans - To review and evaluate Letter Requests from the field offices on the activation of Organization (UACS) Code of various Secondary Schools for endorsement to DBM for approval. - Outputs: Evaluated letters/ Request for Activation of Organization (UACS) Code - Output indicators: 100% approval of the DBM to the Request favorably endorsed by the Department **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ###### Budget Division *Finance Service; Central Office - Finance. 4 key result areas, 16 objectives, 23 outputs.* **Statement of purpose.** The Budget Division ensures prudent, transparent, equitable and timely allocation of resources to the various DepEd Spending Units and its Program/Activities/Projects (PAPs) in the attainment of DepEd vision, mission, and mandate by applying fiscal discipline, allocative and operational efficiency through monitoring and proper accountability of fund utilization. **Outcomes** - DepEd decision makers and officials make sound management decisions on budgetary matters, and compliance to policies, rules, and regulations. Measured by: Timely, accurate, and complete submission of budget documents, forms, and reports in compliance with policies, rules, and regulations of DepEd Management and other oversight agencies - DepEd Units timely implement their Programs, Activities, and Projects. Measured by: 100 % of the target requests for obligation and downloading of allotments **Key result area: Budget Preparation and Approval Process** (4 objectives) - To orient clients on budget proposal preparation in collaboration with the Planning Service on policies, methods, and procedures. - Outputs: Attendance sheet; Orientation/Meeting - Output indicators: Number of clients oriented on budget proposal preparation; Number of orientations/meetings conducted on budget proposal preparation - To evaluate budget proposals submitted to conform with required forms and substance and to consolidate all budget proposals into one document for presentation during budget hearings. - Outputs: Finalized Technical Budget Hearing (TBH) presentation modules.; Consolidated Budgetary Forms - Output indicators: Approved and submitted presentation module to DBM; Number of consolidated Budget and complete Proposals (Hard and Soft copies) - To integrate adjustments in the budget proposal based on the agreements with DBM to ensure that the final output of the consolidated budget proposal complies with their policies. - Outputs: Finalize consolidated DepEd Budget Proposal - Output indicators: Timely and complete submission of final Budget Proposal Documents in correct format and other requirements with notes and justifications to DBM (Hard and soft copies) - To provide technical assistance and to monitor that all IUs have been encoded in the On-Line Submission of Budget Proposal System (OSBP). - Outputs: OSBP Users capacitated; On-Line Report on Budget Proposal System (OSBP) - Output indicators: Number of OSBP Users capacitated; Number of IUs that have encoded in the OSBP; Number of IUs monitored **Key result area: Budget Processing and Execution** (6 objectives) - To review and consolidate BEDS 1 and 3; encode the consolidated data through Unified Reporting System (URS) and submit the URS generated report to DBM. - Outputs: Final consolidated BEDs (i.e. MDP (Monthly Disbursement Program and Financial Plan) - Output indicators: Complete submission of consolidated BEDs (Hard Copy and URS submission) within the prescribed timeline based on DBM issuance - To ensure all obligation requests are covered by appropriation/allotment/s and duly certified by the Budget Division - Outputs: Obligation Request and Status (ORS) and certified documents, as to availability of Funds - Output indicators: Number of processed and released ORS and Certified Documents as to availability of funds - To ensure prompt and accurate issuance and dissemination of Sub-ARO to concerned IUs/operating units/recipients based on approved Authority to Download. - Outputs: Sub-Allotment Release Orders (AROs) - Output indicators: Number of Sub-AROs processed and released on time - To evaluate all submitted Project Procurement Management Plan and revisions if any, in accordance with approved WFP of Responsibility Centers (RCs) - Outputs: Evaluated PPMP and transmitted to Procurement Service - Output indicators: Number of PPMPs evaluated and transmitted - To evaluate, review and analyze submitted WFP by all RCs of DepEd CO - Outputs: Evaluated and signed WFP of RCs - Output indicators: Number of evaluated and signed WFP of RCs - To provide technical assistance and feedback to all operating units on budget utilization matters (i.e. e-Budget Monitoring System and BTMS). - Outputs: Capacitated e-BMS and BTMS Users; Technical support provided - Output indicators: Number of operating units provided with technical assistance; Number of technical supports provided **Key result area: Budget Accountability Reporting** (3 objectives) - To prepare, analyze, and consolidate CO/RO Financial Accountability Reports - Outputs: FAR 1, FAR 1A & 1B - Output indicators: Complete and accurate submission of FARs - To monitor and maintain records of receipt and utilization of Appropriations and Allotments, and off-budget on all DepEd Offices and attached Agencies. - Outputs: Historical data of FAR No. 1, 1A & 1B. (SAAODB, SAAODBOE & LASA) - Output indicators: Number of periodical Accountability Reports submitted to Oversight Agencies; Maintained and kept at least a 5-year periodical/historical data - To update and reprogram, if needed the Budget Monitoring System (e-BMS) - Outputs: Updated BMS - Output indicators: Number of operating units utilizing the BMS **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ###### Employee Account Management Division *Finance Service; Central Office - Finance. 4 key result areas, 16 objectives, 47 outputs.* **Statement of purpose.** The Employee Account Management Division (EAMD) enables and provides support on the overall development and implementation of DepEd Automatic Payroll Deduction System (APDS) and Provident Fund (PF) Programs as well as other finance-related systems and processes to Central, Regional and Schools Division Offices including schools towards the attainment of the Department’s objectives in promoting and protecting the financial welfare of all its stakeholders. **Outcomes** - DepEd implementing units (IUs) effectively and efficiently implement policies and standards regarding financial matters through the provision of clear and comprehensive policy issuances and implementing guidelines Measured by: Percentage of DepEd IUs effectively and efficiently implementing the DepEd policies/guidelines on APDS and PF Programs as well as finance-related developed programs - DepEd employees (both teaching and non-teaching) obtain access to financial assistance and benefits that uphold their financial well-being through the PF and APDS Programs Measured by: Percentage of DepEd employees that were catered/provided with financial products and services - Private entities offering loans, insurance premia and mutual aid systems membership to DepEd employees are accredited under the APDS Program and abide with the APDS policies for the financial welfare of DepEd employees. Measured by: Percentage of private entities accredited under the APDS Program; Percentage of APDS accredited entities performing in accordance with the APDS policy - DepEd employees are provided with lower or reasonable interest rates and other charges on loans as regulated by DepEd Measured by: Percentage of DepEd employees who were granted of loans through the APDS and PF Programs - DepEd management, including the Board of Trustees, are provided with complete, accurate, and timely reports and recommendations on PF and APDS Programs, as well as other finance-related matters, to ensure data-based decision-making on policy formulation and implementation Measured by: Percentage of effective and responsive policies formulated/enhanced and issued for proper implementation **Key result area: DepEd Automatic Payroll Deduction System (APDS) Administration** (6 objectives) - To develop, formulate and enhance guidelines and criteria on accreditation and re-accreditation of private lending institutions (PLIs), insurance companies and mutual aid system organizations under the APDS. - Outputs: Advisories, DepEd Orders/ Memoranda issued - Output indicators: Number of issued DepEd Order/Advisories/memoranda on accreditation/re-accreditation guidelines; Number of studies, surveys, and management system reviews conducted; Number of action documents prepared (e.g. letters, indorsements, memo, etc.) - To monitor and conduct periodic review on the implementation of the APDS policy/guidelines - Outputs: Consolidated Monitoring Reports of Regional APDS Task Forces - Output indicators: Number of accredited entities monitored on the compliance with the APDS policy/guideline; Number of reports reviewed; Number of consolidated reports prepared - To conduct research/studies in the regulation of interest rates and other charges on loans to be offered by accredited PLIs - Outputs: Proposal on regulation of interest rates and other charges - Output indicators: Number of regulations on interest rates and other charges proposed - To monitor the submission of reportorial documents of PLIs and maintain the database of APDS - Outputs: Action documents for consideration of top management; Updated APDS database:; Inventory on APDS accredited entities (submission of annual documents, coverage of accredited entities, etc.); Report on Deducted and Undeducted Obligations; Report on Outstanding Loans Receivables; Verifiers issued with official email addresses - Output indicators: Number of action documents prepared (e.g. letters, memos, etc.); Number of APDS accredited entities monitored (with submission of annual documents, update on coverage of accredited entities, etc.); Number of Reports on Deducted and Undeducted Obligations consolidated/updated; Number of Reports on Outstanding Loans Receivables consolidated; Number of verifiers issued with official email addresses - To address issues, requests, and inquiries of DepEd internal and external stakeholders on matters related to the APDS Program - Outputs: Letters, indorsements, memos prepared and released - Output indicators: Number of letters, indorsements, memos prepared and released - To provide secretariat services to CO APDS Task Force - Outputs: Studies, surveys, and management system reviews; Action documents on requests/queries from internal and external stakeholders; Minutes/highlights of meetings; Notice of meeting; Slide presentations, compilation of reference materials - Output indicators: Number of studies, surveys and management system reviews conducted; Number of action documents prepared (e.g. letters, indorsements, memo, etc.); Number of Minutes/highlights of meeting prepared for APDS-related meetings facilitated/coordinated; Number of Notice of meeting prepared; Number of materials prepared for every meeting **Key result area: Provident Fund Program Administration** (5 objectives) - To manage and oversee the effective implementation of procedures and protocols on loan operations of the DepEd Provident Fund to DepEd Central Office (CO) personnel - Outputs: Accomplishment/ monitoring reports; Statement of Accounts (SOAs); Processed Loan Applications; DVs Prepared on PF; Monthly Billing Statement; Subsidiary Ledgers; Demand Letters; Status Report of PF CO Cash Balances; PF Clearance; Promissory Note (PN); Order of Payment - Output indicators: Number of accomplishments and monitoring reports prepared and submitted to the PF NBT; Number of SOAs issued as requested by DepEd PF CO borrowers; Number of PF loan applications processed; Number of Disbursement Vouchers (DVs) and Amortization Schedules prepared; Number of SOAs issued; Number of DVs on PFs prepared (e.g. monthly remittances, refund and PF allocations to PF -Regional Chapters); Number of billed DepEd borrowers monthly through payroll deduction as scheduled; Number of Subsidiary Ledgers prepared; Number of Subsidiary Ledgers updated; Number of DepEd borrowers with past due loans issued with Demand Letters; Number of the PF CO Cash balances monitored; Number of DepEd officials and employees processed and signed clearance on PF; Number of PNs monitored; Number of Order of Payment issued - To monitor and conduct periodic review on the loaning operations of the DepEd Provident Fund in coordination with the Regional Finance Divisions and Payroll Services Units - Outputs: Monitoring Reports of PF Chapters - Output indicators: Number of reports reviewed; Number of consolidated reports prepared; Number of offices monitored - To develop/enhance policies and guidelines on Provident Fund Program Administration - Outputs: Advisories, DepEd Orders/ Memoranda - Output indicators: Number of issued advisories, DepEd Orders/Memoranda - To address issues, requests, and inquiries of DepEd internal and external stakeholders on matters related to Provident Fund - Outputs: Letters, indorsements, memoranda - Output indicators: Number of letters, indorsements, memoranda prepared and released - To provide secretariat services to the National Board of Trustees (NBT) - Outputs: Studies, surveys, and management system reviews; Action documents on requests/queries from internal and external stakeholders; Minutes/highlights of meetings; Notice of meeting; Slide presentations, compilation of reference materials - Output indicators: Number of studies, surveys, and management system reviews conducted; Number of action documents prepared (e.g. letters, indorsements, memo, etc.); Number of Minutes/highlights of meeting prepared for PF-related meetings facilitated/coordinated; Number of Notice of meeting prepared; Number of materials prepared for every meeting **Key result area: Provision for Technical/ Support Services on Finance-related matters** (2 objectives) - To provide technical/ support services in policy formulation of internal control systems and processes that cut across the units under the Finance Service - Outputs: Studies, surveys, and management system reviews; Action documents on requests/queries from internal and external stakeholders; Minutes of meetings; Notice of meeting; Slide presentations, compilation of reference materials - Output indicators: Number of studies, surveys and management system reviews conducted; Number of action documents/ recommendations on systems improvement prepared; Number of Minutes of meeting prepared; Number of Notice of meeting prepared; Number of materials prepared for every meeting - To provide technical assistance to internal and external stakeholders on DepEd APDS Administration, Provident Fund Program Management Administration, and other Finance-related matters - Outputs: TA Accomplishment Report; Program Design - Output indicators: Number of TA accomplishment reports **Key result area: Office Administration and Performance Management** (3 objectives) - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion Reports - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual - Output indicators: Updated Operations Manual - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given recognition; Citizen/Client Satisfaction Survey (CCSS) Results - Output indicators: Number of recognition initiatives conducted; CCSS rating received ##### Project Management Service ###### Office of the Director *Project Management Service; Central Office – Finance Strand. 5 key result areas, 10 objectives, 18 outputs.* **Statement of purpose.** The Office of the Director provides direction, guidance, and support to concerned DepEd offices/units in promoting quality basic education, through the development, implementation management and review/evaluation of capital-intensive Official Development Assistance (ODA) and priority locally-funded programs and projects for basic education. **Outcomes** - Programs and projects developed and implemented are fully aligned with the basic education development plan/priorities. Measured by: Percentage of programs and projects developed and implemented that are aligned with the organization's basic education development plan/priorities. - DepEd offices/units actively participated and contributed to the development, implementation management and review/evaluation of capital intensive and large-scale programs and projects (PAPs). Measured by: Percentage of DepEd offices/units that actively participated and contributed to development, implementation management and review/evaluation of capital intensive and large-scale programs and projects (PAPs). **Key result area: Strategic planning and priority setting** (2 objectives) - To lead in the development of the strategic framework, guidelines and standards on program and project development, management and monitoring and evaluation P - Outputs: Strategic development plan - Output indicators: Three-year strategic development plan prepared - To attend and / or facilitate the process of consultation and development needed for program and project review among stakeholders - Outputs: Activity Report on Stakeholder Consultation - Output indicators: Number of activity reports prepared **Key result area: Program and Project Development** (1 objective) - To develop and package Program and project concept notes and proposals based on DepEd priorities/agenda. - Outputs: Program and Project Concept Note; Program and Project Proposal - Output indicators: Number of concept notes reviewed and endorsed; Number of program and project proposal reviewed and endorsed **Key result area: Project Implementation Management** (2 objectives) - To manage programs and projects and develop project completion report - Outputs: Project Completion Report, if applicable - Output indicators: Number of Reports reviewed and endorsed - To provide technical assistance to concerned DepEd offices/units on project implementation management - Outputs: TA provided to concerned offices - Output indicators: Number of concerned offices provided TA **Key result area: Evaluation of Completed and/or Priority Programs and Projects in Basic Education** (2 objectives) - To evaluate completed and/or programs and projects in basic education - Outputs: Evaluation report for completed and/or priority programs and projects - Output indicators: Number of evaluation reports for completed and/ or priority programs and projects reviewed and endorsed - To provide technical assistance to concerned offices in DepEd in program and project evaluation - Outputs: TA provided to concerned offices - Output indicators: Number of concerned offices provided TA **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Work and Financial Plan; Operations Manual; Document Management System; Administrative and Financial Reports - Output indicators: WFP submitted within deadline; Streamlined Processes/Services and Procedures as declared in the Operations Manual; Operational document management system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; Number of CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Training Completion/Terminal Reports; Minutes of the meeting of the staff meeting - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of submitted reports on training attended; Number of staff meetings conducted ###### Project Development Division *Project Management Service; Central Office – Finance Strand. 3 key result areas, 7 objectives, 16 outputs.* **Statement of purpose.** The Project Development Division (PDD) undertakes the review, development and/or packaging of program and project concepts/proposals, conducts program and project evaluation, and provides technical assistance to concerned offices in DepEd. It also maintains linkages with oversight and other agencies and development partners to ensure alignment of programs and projects with DepEd development plan/priorities/agenda. **Outcomes** - Programs and projects developed are fully aligned with the basic education development plan/priorities/agenda. Measured by: Percentage of programs and projects developed - Technical assistance provided to concerned offices to develop programs and projects that will improve the quality of basic education, with support from development partners. Measured by: Percentage of technical assistance provided in DepEd to effectively and efficiently develop programs and projects - Concerned offices in DepEd actively participate in the development and/or evaluation of completed program and projects. Measured by: Percentage of offices that actively participate in the development and/or evaluation of completed programs and project of DepEd. **Key result area: Development and packaging of new program and project proposals in basic education** (2 objectives) - To develop and package program and project concept notes/proposals based on DepEd priorities/agenda. - Outputs: Program and project concept note developed; Program and project proposal developed; Program and project turned over for implementation - Output indicators: Number of concept notes developed and submitted; Number of project proposals developed and submitted; Number of programs and projects turned over for implementation - To provide technical assistance to concerned offices in DepEd in program and project development and packaging of project proposals. - Outputs: TA provided to concerned offices - Output indicators: Number of concerned offices provided TA **Key result area: Evaluation of completed programs and projects in basic education** (2 objectives) - To evaluate completed programs and projects in basic education - Outputs: Evaluation report for completed programs and projects - Output indicators: Number of evaluation reports for completed programs and projects - To provide technical assistance to concerned offices in DepEd in program and project evaluation. - Outputs: TA provided to concerned offices - Output indicators: Number of concerned offices provided TA **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Management System; Administrative and Financial Reports - Output indicators: Streamlined processes/services and procedures as declared in the Operations Manual and/or Citizens Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on actions taken relative to the CCSS results (if any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activities conducted ###### Project Management Division *Project Management Service; Central Office – Finance Strand. 2 key result areas, 10 objectives, 21 outputs.* **Statement of purpose.** The Project Management Division coordinates and collaborates with concerned DepEd offices/units, oversight and other concerned agencies, and development partners in the implementation management of programs and projects. It also provides technical assistance and logistical support to programs and project stakeholders, to enhance efficiency and effectiveness throughout the implementation process. **Outcomes** - Program and project interventions are utilized and/or sustained/ institutionalized. Measured by: Percentage of programs and projects with successful completion (i.e. Program and project interventions are utilized and/or sustained/institutionalized); Percentage of programs and projects that are completely turned over to the target recipients - Technical assistance (TA) provided to concerned offices to implement programs and projects improved the delivery of quality basic education, with support from development partners. Measured by: Percentage of technical assistance provided by PMS to Project Implementing Units in the achievement of project deliverables or activities; Percentage of project technical assistance provided successfully vis-à-vis requested project technical assistance from PIUs **Key result area: Project Implementation Management** (7 objectives) - To spearhead the development of project inception report and project implementation plan - Outputs: DepEd memoranda on the new project issued; Project Inception Report; Project Implementation Plan - Output indicators: Number of memoranda issued; Number of Project Inception Report prepared and submitted; Number of Project Implementation Plan prepared and submitted - To monitor risk management compliance of projects - Outputs: Project Monitoring Reports on issues/concerns and action/recommendation - Output indicators: Number of Project Monitoring Reports prepared and submitted - To facilitate coordination between and among program and project stakeholders to maximize benefits from the programs/projects - Outputs: Minutes of the Meeting - Output indicators: Number of coordination meetings conducted - To monitor and evaluate progress of programs and projects under implementation - Outputs: Monitoring and Evaluation (M&E) reports (e.g. field visit reports) - Output indicators: Number of M & E reports prepared and submitted - To develop project completion reports - Outputs: Project Completion Reports - Output indicators: Number of Project Completion Reports prepared and submitted - To facilitate handover of project outputs and project assets - Outputs: Handover reports; Project assets registry report; Deed of donation report (if necessary) - Output indicators: Number of handover reports prepared; Number of assets registry reports prepared; Number of deeds of donations prepared - To provide technical assistance to concerned DepEd offices/units on project implementation management - Outputs: TA Reports or Activity Completion Report - Output indicators: Number of TAs provided.; Number of TAs/Activity Completion Report prepared and submitted **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on actions taken relative to the CCSS results (if any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activities conducted #### Procurement ##### Procurement Management Service ###### Office of the Director *Procurement Management Service; Central Office – Procurement. 2 key result areas, 7 objectives, 15 outputs.* **Statement of purpose.** The Procurement Management Service, Office of the Director provides guidance and direction to DepEd units to efficiently undertake activities and perform functions pertaining to procurement planning, purchasing, contract management, and monitoring. **Outcomes** - DepEd units are able to comply with complete procurement requirements within the prescribed period Measured by: Percentage of DepEd units that complied on time - DepEd units are able to obtain the best value for their money through an effective and efficient procurement system Measured by: Percentage of DepEd units with completed/awarded procurement activities **Key result area: Procurement Management** (4 objectives) - To lead in the establishment of mechanisms, contract protocols and assessment on procurement - Outputs: Policy on mechanisms, contract protocols, and assessment - Output indicators: Number of policies issued on mechanisms, contract protocols, and assessment - To oversee the consolidation of the PPMPs into an Agency Procurement Plan (APP) - Outputs: APP - Output indicators: Number of Approved APP - To consolidate procurement-related reports and requirements from DepEd units relative to the performance-based initiatives - Outputs: Consolidated Reports - Output indicators: Number of procurement-related reports and requirements validated and consolidated - To efficiently coordinate with and monitor DepEd projects to be procured in the DBM PS - Outputs: List of DepEd projects transferred/procured in DBM PS; Status report on ongoing projects with DBM PS - Output indicators: Number of DepEd projects transferred/ procured in DBM PS; Number of status reports submitted **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Procurement Planning and Management Division *Procurement Management Service; Central Office - Procurement. 3 key result areas, 10 objectives, 21 outputs.* **Statement of purpose.** Procurement Planning and Management Division (PPMD) provides efficient and effective procurement-related administrative and technical support to Bids and Awards Committees (BACs) and the End-user units (DepEd Central offices) in planning and preparing for procurement to achieve the best value for government funds. **Outcomes** - End- user units with planned procurement prepared and submitted PPMPs on time for inclusion in the APP Measured by: Percentage of PPMPs prepared and submitted for inclusion in the APP - End-user units can complete the procurement requirements efficiently and effectively Measured by: Percentage of procurement requirements completed and submitted for validation by the BAC prior to pre-procurement - BAC can validate the procurement requirements efficiently and effectively for the immediate commencement of actual procurement process Measured by: Percentage of the procurement requirements validated for actual procurement on time **Key result area: Procurement Planning and Management** (3 objectives) - To assist the end-user units in the preparation of each office’s PPMP and collaborate with BAC Secretariat, Planning and Budget Offices in the review of PPMPs - Outputs: Draft PPMPs reflecting all projects for procurement for the whole year - Output indicators: Number of PPMPs drafted - To review PPMPs of the End-user units, for consolidation to an Annual Procurement Plan - Outputs: Validated PPMPs with the End-user units; Approved APP - Output indicators: Number of approved PPMPs - To plan, prioritize and coordinate tasks with Office of the Director/OASPA upon receipt of approved procurement request from the end-user units - Outputs: Procurement requests reviewed; Memoranda of Procurement request issued to Office of the Director/OASPA - Output indicators: Number of Procurement Request Action Slips (PRASs) and Procurement Request Reply Documents (PRRDs) issued; Number of Memoranda issued **Key result area: Procurement Management and Monitoring** (4 objectives) - To recommend action plans and/or interventions to improve and/or maintain competent quality execution of procurement strategies or policies by end-users - Outputs: Recommended Action Plans - Output indicators: Annex D (Procurement Capacity Development Action Plan) of Agency Procurement Compliance and Performance Indicators (APCPI) developed - To ensure recording system of procurement are managed and maintained using appropriate information technology - Outputs: Procurement Tracking System (PIS); Database of Price Monitoring List; Registry of Suppliers, Contractors and Consultants - Output indicators: PIS, Database of Price Monitoring List, and Registry of Bidders maintained - To monitor and evaluate actual conduct of all procurement activities against required timelines - Outputs: Procurement Request Inventory Monitoring System (PRIMS) - Output indicators: Updated PRIMS - To monitor timely submission of monthly, quarterly, annual accomplishments and other reports of the BAC, and ensure effective & efficient data gathering for APCPI self-assessment - Outputs: APCPI - Output indicators: APCPI report submitted **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### BAC Secretariat Division *Procurement Management Service; Central Office - Procurement. 3 key result areas, 9 objectives, 16 outputs.* **Statement of purpose.** BAC Secretariat Division supports the DepEd Central Office BAC by providing procurement-related administrative, technical, and secretariat support towards ensuring efficient and effective procurement processes compliant with Republic Act 9184. **Outcomes** - DepEd CO Offices can procure the necessary good and services on time complaint with RA 9184 Measured by: Percentage of procurement requests procured as scheduled - DepEd CO offices are ensured with fair, open, and transparent procurement proceedings to achieve more competitive procurement Measured by: Percentage of procurement requests successfully bid out **Key result area: Procurement Management, Monitoring and Processing** (5 objectives) - To organize necessary arrangements for BAC meetings and conferences and ensures that all procurements are in accordance with the approved Annual Procurement Plan (APP) - Outputs: Reviewed and organized procurement requests - Output indicators: Number of procurement requests reviewed and organized - To provide administrative support to the BAC in the conduct of the procurement processes, such as, but not limited to the management and sale of bidding documents, organization of necessary arrangements for BAC meetings and conferences, preparation of minutes of meetings and resolutions of the BAC - Outputs: Prepared and Approved Resolutions to Award - Output indicators: Number of Resolutions to Award prepared and approved - To manage postings and/or advertisements of Requests for Quotations (RFQs), Invitations to Bid (IBs), Requests for Expression of Interest (REIs), Notices of Award (NOAs), Contracts, and Notices to Proceed (NTPs) - Outputs: Posted PhilGEPS Award Notice Abstracts - Output indicators: Number of PhilGEPS Award Notice Abstracts posted - To post minutes of pre-bid conferences - Outputs: Approved and posted minutes of Pre-Bid Conference - Output indicators: Number of approved minutes posted - To submit Procurement Monitoring Report (PMR) semestral to GPPB - Outputs: Prepared PMR - Output indicators: Number of PMRs prepared and submitted to GPPB **Key result area: Procurement Records Management** (1 objective) - To maintain recording and filing systems of procurement documents per project using appropriate information technology regularly - Outputs: Turned-over completed projects - Output indicators: Number of completed projects turned over to Records Custodian **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance review conducted ###### Contract Management Division *Procurement Management Service; Central Office - Procurement. 5 key result areas, 10 objectives, 22 outputs.* **Statement of purpose.** Contract Management Division supports DepEd Central Office units by monitoring and coordinating timely delivery of procured goods and services to end-users, and assists (as needed) field offices in contract management, resulting in availability of vital resources and services necessary in the implementation of DepEd programs, projects, and activities. **Outcomes** - DepEd Central Office units are able to provide goods and services to end-users, which support successful performance of the formers’ implementation of programs, activities, and projects Measured by: Percentage of DepEd Central Office units that have successfully procured their procurement requirements providing procured goods and services. **Key result area: Contract Processing and Compliance Monitoring** (4 objectives) - To promptly and timely issue Notice to Award (NOA), Contracts/ Memorandum of Agreements/Understanding (MOAs/MOUs))/ Purchase Orders (Pos) and Notice to Proceed (NTPs) - Outputs: NOAs; Contracts/MOAs/MOUs; POs; NTPs - Output indicators: Number of NOAs, contracts/ MOAs/ MOUs/ POs, and NTPs processes on time - To effectively and organize record contracts, and contract implementation details. - Outputs: Contract Register - Output indicators: Number of contracts maintained updated in the Contract Register - To effectively monitor suppliers' compliance to the terms and conditions of the contracts including delivery terms on procurement projects. - Outputs: Report on monitored contracts - Output indicators: Number of contracts monitored. - To provide technical assistance and/or recommendations/ proposals to implementing units on contracts, and contract implementation concerns. - Outputs: Report on technical assistance conducted/provided - Output indicators: Number of capacitated implementing units **Key result area: Pre-delivery Inspection Processing** (1 objective) - To process, schedule, and monitor requested pre-delivery inspections in coordination with the end-user and Inspectorate Team - Outputs: List of Pre-delivery schedule; Inspection Order issued to members of the Inspectorate Team, and Notice of Pre-delivery Inspection to supplier - Output indicators: Number of processed requests for Pre-delivery Inspections **Key result area: Supplier’s Requests for Billings and Payment of Procurement Contracts Processing** (1 objective) - To facilitate the timely payment of billed procurement contracts in close coordination with the implementing unit concerned, and the Accounting Division. - Outputs: Record of request for billings processed - Output indicators: Percentage of request for billings processed; Percentage of updated billing status recorded in the contract register. **Key result area: Supplier’s Performance Assessment** (1 objective) - To assess Supplier's compliance to the terms and conditions of the procurement contract - Outputs: Report on Supplier’s assessed performance per contract; Database of Supplier’s contractual performance - Output indicators: Percentage of Supplier’s performance assessed; Percentage of Supplier’s performance assessment recorded in the database **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual and/or Citizens Charter; Document Tracking System; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Operational document tracking system; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration within the division/unit - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/ Terminal Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted #### School Infrastructure and Facilities ##### Education Facilities Division *Central Office - School Infrastructure and Facilities. 5 key result areas, 9 objectives, 22 outputs.* **Statement of purpose.** EFD develops policies on education facilities standards to ensure that DepEd offices, school buildings, and learning centers are safe, secure, and child-friendly based on local and international standards. **Outcomes** - Schools and learning centers are safe, secured and child friendly Measured by: 95% of DepEd school buildings and learning centers are compliant to safety and child-friendly standards; 100% compliance and implementation of Joint Memorandum Circular between DepEd and DPWH in the implementation of the Basic Education Facilities Fund (BEFF) as appropriated in the General Appropriations Act annually **Key result area: Establishment of Policy Framework for the construction implementation of education facilities** (2 objectives) - To review and adapt design specification standards of education facilities based on the current needs - Outputs: Education Facilities Standards and Specifications - Output indicators: 100% of school buildings are established in accordance with the approved design specifications; 95% updated Education Facilities Standards and Specifications based on the current needs - To ensure implementation of operations protocol for the construction of school facilities - Outputs: Guidelines on the Construction of School Facilities; Reports on compliance to construction operations protocol; Joint Memorandum Circular (JMC) between DepEd (owner) and DPWH (implementer) on the construction of education facilities - Output indicators: 100% updated Guidelines on the Construction of School Facilities; 95% in accuracy and timeliness of submitted Accomplishment Reports from the Field Engineers.; 100% compliance of the implementing units/offices to the Joint Memorandum Circular **Key result area: Design Specifications of Education Facilities** (1 objective) - To prepare designs, plans, and cost estimates for all education facilities - Outputs: Construction Drawings; Program of Works; Site Appraisal Reports - Output indicators: 100% increase in the number of approved constructions drawings.; 15% decrease in variation orders/modifications caused by poor planning during the implementation of the projects.; 85%-90% increase in the number of project sites appraised, acquisition of school sites, and preparation of school site development plans; 15% decrease in site issues such as ownership, sites titling, etc. **Key result area: Effective Management in the maintenance and proper utilization of education facilities** (1 objective) - To review guidelines on the maintenance/proper utilization of school facilities - Outputs: School Facilities Maintenance and Proper Utilization Handbook/Manual; DepEd Issuances on the Maintenance and Proper Utilization of School Facilities - Output indicators: 100% of schools adopted the guidelines/memorandum on the Maintenance and Proper Utilization of School Facilities **Key result area: Monitoring and Evaluation in the construction and repair/rehabilitation of education facilities and the continuing assessment on their proper utilization** (2 objectives) - To undertake continuing assessment/evaluation on the proper utilization of school facilities - Outputs: Assessment Reports - Output indicators: 95% of correctness/accuracy of Assessment Reports; 100% number of school facilities evaluated/assessed - To monitor and evaluate the implementation of school building construction and repair/ rehabilitation projects of DepEd - Outputs: Status Reports on the implementation of School Building Projects under construction; Status Reports on the implementation of School Building Projects under repair/rehabilitation of classrooms - Output indicators: 100% accomplishment in the submission of report per project; 85%-95% of correctness of the Program of Work/s; 85%-95% of correctness of the Program of Work/s; 100% accomplishment in the submission of report per project **Key result area: Office Administration and Performance Management** (3 objectives) - To establish and maintain systems and processes geared towards administrative effectiveness and efficiency - Outputs: Operations Manual; Citizen Charter; Administrative and Financial Reports - Output indicators: Streamlined Processes/Services and Procedures as declared in the Operations Manual and Citizen Charter; Number of pertinent forms and documents accomplished and submitted on time (e.g., WFP, PPMP, APP) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given rewards and recognition; Citizen/Client Satisfaction Survey (CCSS) Results and Analysis; Report on Actions taken relative to the CCSS results (if there’s any) - Output indicators: Number of recognition initiatives conducted; CCSS rating received; Number of satisfied clients/ customers based on feedback received - To conduct periodic monitoring and evaluation of office/staff performance for the provision of relevant learning and development programs - Outputs: IPCRF/OPCRF Accomplishments; Capacitated staff; Training Completion/Terminal Reports; Reports on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of personnel who attended learning and development programs (at least 1 L&D program in a year per personnel); Number of performance coaching activity conducted; Number of Performance review conducted *Every purpose, outcome, key result area, objective, output and indicator is in the words of DepEd’s Office Functions, Version 3, spelling and abbreviations included. How the offices are arranged on the board, the short names on its cells, and the counts are the explorer’s own. The sheets describe what each office is for and what it produces; they do not create positions or change who decides what under Republic Act No. 9155.* ## What the Central Office is for RA 9155 starts governance "at the national level" and leaves it to "the regions, divisions, schools and learning centers herein referred to as the field offices" to turn policy into "programs, projects and services developed, adapted and offered to fit local needs" (Sec. 2). Section 7(A) then lists what the national level does. The Secretary "shall have authority, accountability and responsibility for" seven things. The Act does not assign them to offices, and no sheet cites them. Read by their key result areas, the offices fall under the seven functions this way: | National function (RA 9155, Sec. 7(A)) | Offices in the 2023 sheets whose key result areas carry it | |---|---| | "(1) Formulating national educational policies" | Every bureau and service has a policy area of its own. The Planning Service's Policy Research and Development Division keeps the Department's policy agenda and standards | | "(2) Formulating a national basic education plan" | Planning Service, Planning and Programming Division | | "(3) Promulgating national educational Standards" | Bureau of Curriculum Development (curriculum standards), Bureau of Learning Delivery, Bureau of Learning Resources, Education Facilities Division, NEAP's Quality Assurance Division (professional development standards) | | "(4) Monitoring and assessing national learning outcomes" | Bureau of Education Assessment; the Planning Service's sector monitoring and evaluation and its Education Management Information System Division | | "(5) Undertaking national educational research and studies" | Bureau of Education Assessment, Education Research Division; Planning Service, Policy Research and Development Division | | "(6) Enhancing the employment status, professional competence, welfare and working conditions of all personnel of the Department" | Bureau of Human Resource and Organizational Development; National Educators Academy of the Philippines; Finance Service, Employee Account Management Division | | "(7) Enhancing the total development of learners through local and national programs and/or projects" | Bureau of Learner Support Services; Disaster Risk Reduction and Management Service | The implementing rules repeat the seven and add an eighth, "Exercising disciplinary authority subject to civil service laws, rules and regulations and procedure" (DO 1, s. 2003, Sec. 2.1(8)). The Administrative Code of 1987 gives every Secretary "supervision and control of the Department" and the power to "Delegate authority to officers and employees under the Secretary's direction" ([Executive Order No. 292](https://lawphil.net/executive/execord/eo1987/eo_292_1987.html), Book IV, Chapter 2, Secs. 6 and 7(8)). That power to delegate is the basis of every order that assigns bureaus and services to undersecretaries. What the Central Office does not do is as important. Hiring teachers and school heads belongs to the Schools Division Superintendent (RA 9155, Sec. 7(C)(3)), approving the establishment of schools to the Regional Director (Sec. 7(B)(13)), and the School Improvement Plan to the school head (Sec. 7(E)(4)). [Who Decides What in DepEd?](https://nash.com.ph/blog/deped-governance-levels-who-decides) sets out the five levels, [How Philippine Education Became Centralized, 1901-2001](https://nash.com.ph/blog/how-philippine-education-became-centralized) traces how the national office came to hold so much, and [RA 9155 at 25](https://nash.com.ph/blog/ra-9155-shared-governance-decentralization) asks how far decision-making has moved to the field since. ## Where the bureaus and services come from The present offices date from DepEd's Rationalization Plan, which the Department of Budget and Management approved on November 15, 2013 (DO 52, s. 2015, par. 4). DO 52, s. 2015, dated October 30, 2015, published the new structures, which were to "take effect no later than January 01, 2016" (par. 15). It grouped the offices into "organizational strands common to all levels of the Department" (par. 7): the Office of the Secretary and five others. | Strand in DO 52, s. 2015 (Enclosure No. 4) | Bureaus and services | |---|---| | Office of the Secretary | Legislative Liaison Office, Sites Titling Office, Internal Audit Service, Teacher Education Council Secretariat | | Strategic Management | Planning Service, Public Affairs Service, Information and Communications Technology Service, External Partnerships Service, Disaster Risk Reduction and Management Service | | Curriculum and Instruction | Bureau of Curriculum Development, Bureau of Learning Delivery, Bureau of Education Assessment, Bureau of Learning Resources | | Governance and Operations | Bureau of Learner Support Services, Bureau of Human Resource and Organizational Development, National Educators Academy of the Philippines, Project Management Service | | Legal and Legislative Affairs | Legal Service | | Finance and Administration | Finance Service, Administrative Service, Procurement Management Service | Readers who entered the service before 2016 will know the offices these replaced. The Bureaus of Elementary Education, Secondary Education and Alternative Learning Systems were consolidated into the Bureau of Curriculum Development and the Bureau of Learning Delivery. The National Education Testing and Research Center became the Bureau of Education Assessment, the Health and Nutrition Center the Bureau of Learner Support Services, and the Education Development Projects Implementing Task Force the Project Management Service. The External Partnerships Service was created from the Adopt-a-School Program Secretariat, the International Cooperation Office and the Special Events Unit, and the Legal Division was elevated to a Legal Service (DO 52, s. 2015, Enclosure No. 1). A bureau and a service are different things in law. A bureau is "any principal subdivision of the department performing a single major function or closely related functions", and a staff bureau "shall primarily perform policy, program development and advisory functions" (EO 292, Book IV, Chapter 4, Secs. 18(1) and 19(1)). The services are the department's staff units for planning, finance, administration and, where needed, technical and legal work (Chapter 3, Sec. 12). DepEd's bureaus are staff bureaus: DO 52, s. 2015 calls them that in the Procurement Management Service's functions. They write policy and standards for the field. They do not run schools. ## What Office Functions, Version 3 is Each sheet is marked as Version 3 of the Office Functions and has the same parts: a statement of purpose, outcomes with their indicators, and key result areas, each with objectives, outputs and output indicators. The explorer above shows every sheet in full. The 59 sheets hold 155 outcomes, 240 key result areas, 651 objectives and 1,326 outputs. A sheet has between two and six key result areas; one sheet prints two of its areas in two lettered parts each, which the count takes separately. Of the 59 sheets, 58 end with the same area, "Office Administration and Performance Management". The regional and division sheets of the same set were released by Memorandum [DM-HROD-2023-0617](https://region8.deped.gov.ph/wp-content/uploads/2023/05/Memorandum-DM-HROD-2023-0617.pdf) of May 5, 2023, from the Undersecretary for Human Resource and Organizational Development. That memorandum is addressed to Regional Directors and Schools Division Superintendents and names the "DepEd Regional Office and Schools Division Offices' Office Functions – Version 3" only. It does not name the Central Office sheets, which share its format and version. Three things follow from what the sheets are: - **They create no office and no position.** An office exists because DO 52, s. 2015, a later order or a law says so. - **They move no power.** A sheet may say an office "leads" or "ensures" something. Who approves, appoints or disciplines is still read from RA 9155, DO 1, s. 2003 and the order on the subject. - **They state what an office is expected to produce.** For a school head, that is their use: they tell you which national office writes a policy, keeps a system or runs a program. The regional and division sheets are read in [DepEd Regional Office Functions: What Each Division Does](https://nash.com.ph/blog/deped-regional-office-functions) and [Schools Division Office Functions: OSDS, CID and SGOD](https://nash.com.ph/blog/deped-schools-division-office-functions). ## How the Central Office is organized The Central Office has four layers: 1. **The Executive Committee.** The Secretary, the undersecretaries and the assistant secretaries are the Central Office's top management (DO 009, s. 2021, Sec. VIII.A). 2. **Strands.** A strand is a group of bureaus and services under an undersecretary, placed together "based on the similarity of functions and objectives of the offices and units" ([DepEd Order No. 001, s. 2023](https://www.deped.gov.ph/2023/01/10/january-9-2023-do-001-s-2023-revised-designation-of-undersecretaries-and-assistant-secretaries-to-their-strands-and-functional-areas-of-responsibilities-and-revised-signing-authorities/), par. 4). 3. **Bureaus and services,** each headed by a director. 4. **Divisions,** each headed by a chief, and a few offices inside a bureau or service that are not divisions, such as the Indigenous Peoples Education Office and the International Cooperation Office. The sheets print each office's strand on the line "Governance Level/Strand". The eight strands they print come from DO 001, s. 2023, issued January 9, 2023: | Strand printed on the 2023 sheets | Bureaus, services and offices with sheets | Sheets | |---|---|---| | Curriculum and Teaching | Bureau of Curriculum Development (3), Bureau of Learning Delivery (4), Bureau of Learning Resources (1), Bureau of Education Assessment (3), Literacy Coordinating Council Secretariat (1) | 12 | | Operations | Bureau of Learner Support Services (4), Disaster Risk Reduction and Management Service (1) | 5 | | Human Resource and Organizational Development | Bureau of Human Resource and Organizational Development (5), National Educators Academy of the Philippines (3) | 8 | | Strategic Management | External Partnerships Service (2), Public Affairs Service (3), Internal Audit Service (3) | 8 | | Administration | Administrative Service (7), Information and Communications Technology Service (4), Planning Service (4) | 15 | | Finance | Finance Service (3), Project Management Service (3) | 6 | | Procurement | Procurement Management Service (4) | 4 | | School Infrastructure and Facilities | Education Facilities Division (1) | 1 | DO 001, s. 2023 renamed two strands. Curriculum and Teaching was "Formerly Curriculum and Instruction" and Operations was "Formerly Governance and Field Operations" (footnotes 9 and 10). Three sheets still print the older name: the Bureau of Curriculum Development's director's office and the two divisions of the Bureau of Education Assessment give "Curriculum and Instruction" as their strand. The order names eight organizational strands (par. 4) and puts a ninth group, Strategic Management, "under the direct supervision and control of the OSEC" (par. 6.2(a)). Seven of the eight appear on the sheets, with Strategic Management. The eighth, Legal and Legislative Affairs, has no sheet in the set. By November 2026 this map has changed: DepEd writes of the Learning Systems and the Governance and Operations strands, and School Infrastructure and Facilities is no longer a strand. ## What each bureau and service does Every objective, output and indicator is in the explorer. ### Curriculum and Teaching **Bureau of Curriculum Development (BCD).** The bureau's director's office "engages" its two divisions "as they effectively orient and guide the Regional Offices and Schools Division Offices who supervise schools in the implementation of the national curriculum standards and special curricular programs". The Curriculum Standards Development Division "leads the development of the national curriculum standards"; its outputs are "National curriculum standards" and "Curriculum Policies". The Special Curricular Programs Division writes the "special curriculum framework and standards" and manages the special curricular programs. Both have a key result area for technical assistance to regions and divisions on the curriculum. [Open the BCD sheets](#sheet-bcd-odir). **Bureau of Learning Delivery (BLD).** The bureau "supports DepEd field offices to ensure quality teaching and learning by leading in the development and management of national education policy framework/standards on learning management and delivery for all types of learners". The Teaching and Learning Division designs teaching and learning delivery models and has an objective "To develop relevant resource packages on teaching-learning models for LAC utilization", that is, for schools' [Learning Action Cell](https://nash.com.ph/blog/deped-learning-action-cell) sessions. The Student Inclusion Division writes policies and standards for programs for "learners with disabilities, Muslim learners, IP learners, out-of-school youth, gifted and talented learners, and others". The Indigenous Peoples Education Office (IPsEO) has its own sheet, with key result areas on rights-based partnership with Indigenous Peoples communities, cultural standards, and "IPEd Implementation Management". [Open the BLD sheets](#sheet-bld-odir). **Bureau of Learning Resources (BLR).** The bureau's one sheet covers "the design, development, quality assurance, production and utilization of learning resources as well as the acquisition, allocation, procurement and equitable distribution of learning resources to DepEd managed schools, DepEd community learning centers and learning hubs". Its first outcome is that these schools and centers "have quality-assured, and completely delivered LRs", and its two working key result areas are "Management of Learning Resources" and "Policy Formulation". Textbooks and teacher's manuals are selected under [DepEd Order No. 008, s. 2025](https://www.deped.gov.ph/2025/03/28/march-28-2025-do-008-s-2025-guidelines-in-the-selection-of-textbooks-and-teachers-manuals/), which names the bureau's Quality Assurance Division as its contact (par. 6). [Open the BLR sheet](#sheet-blr-odir). **Bureau of Education Assessment (BEA).** The bureau "develops and manages a harmonized and standardized assessment mechanism" and gives "policy recommendations based on assessment results and research". The Education Assessment Division "designs and implements assessment programs for learners, teaching, and non-teaching personnel": it writes the assessment framework and the tools, orients regional and division testing personnel "with standardized assessment procedures and guidelines", and issues test results. The Education Research Division keeps the strand's research agenda and has a key result area named "Conduct of International Large-Scale Assessment (ILSA) Studies and Local Research". The sheets name no test. The national assessment policy does: the Early Language, Literacy, and Numeracy Assessment, the exit assessments of Grades 6, 10 and 12 and the other national tests are conducted "through the Bureau of Education Assessment" ([DepEd Order No. 55, s. 2016](https://www.deped.gov.ph/2016/06/30/do-55-s-2016-policy-guidelines-on-the-national-assessment-of-student-learning-for-the-k-to-12-basic-education-program/), par. 4), and the bureau schedules them within the school year ([DepEd Order No. 009, s. 2026](https://www.deped.gov.ph/2026/04/16/april-16-2026-do-009-s-2026-guidelines-on-the-implementation-of-the-three-term-school-calendar-in-basic-education/), par. 29). [Open the BEA sheets](#sheet-bea-odir). **Literacy Coordinating Council (LCC) Secretariat.** The Secretariat gives the Council "technical and administrative support in policy formulation and coordination of initiatives towards universalization of literacy in the Philippines". Its program area includes setting up local literacy councils, the National Literacy Awards and a national literacy information system. [Open the LCC Secretariat sheet](#sheet-lcc). ### Operations **Bureau of Learner Support Services (BLSS).** The bureau "takes the lead in the policy formulation and standard setting" for "learner support services such as but not limited to, school health, youth formation, after school sports development programs and other complementary programs". It has three divisions: - The School Health Division writes health and nutrition policies and standards and manages "school health and nutrition programs and services"; one of its outcomes is "Well-nourished learners". It is the Central Office unit behind the [School-Based Feeding Program](https://nash.com.ph/blog/deped-school-based-feeding-program) ([DepEd Order No. 013, s. 2026](https://www.deped.gov.ph/2026/06/04/june-4-2026-do-013-s-2026-institutional-guidelines-on-the-implementation-of-the-school-based-feeding-program/), par. 7). - The sheet headed "Learner Formation Division" covers policies, capacity building and research for "learner-formation programs, projects, and activities". DO 52, s. 2015 and every designation order since call this office the Youth Formation Division. - The School Sports Division sets policy for school sports programs and has an objective to "Organize and facilitate the conduct of Palarong Pambansa Board meetings and other Palaro related activities". [Open the BLSS sheets](#sheet-blss-odir). **Disaster Risk Reduction and Management Service (DRRMS).** The service "empowers the Department of Education (DepEd) offices, schools, personnel, and learners, in ensuring safety and learning continuity" and institutionalizes disaster risk reduction and management, climate change adaptation and mitigation, and education in emergencies. Its one sheet, headed "Risk-Informed Policy and Planning Division", has key result areas on risk-informed policies and plans, "Resilience Education", and "Response Operation and Rehab and Recovery for Education Continuity", under which it is to "Provide response interventions to affected schools during disasters and emergencies". [School DRRM and Class Suspensions](https://nash.com.ph/blog/school-drrm-class-suspensions) covers the rules a school applies. [Open the DRRMS sheet](#sheet-drrms). ### Human Resource and Organizational Development **Bureau of Human Resource and Organizational Development (BHROD).** The director's office "provides over-all leadership on the development, management, and implementation of strategic and effective Human Resources and Organizational Development systems, processes and programs". Four divisions have sheets: - The Human Resource Development Division reviews and writes the HR systems, which its sheet lists as "HR Planning", "Performance Management", "Recruitment, Selection, Placement, and Induction", "Learning and Development" and "Talent Management/ Succession Planning". It also manages "the L&D system for Non-teaching Personnel". For what a school head does under those systems, see [Human Resource Management for DepEd School Heads](https://nash.com.ph/blog/school-head-human-resource-management). - The Employee Welfare Division has two working areas, "Employee Welfare and Wellness" and "Rewards and Recognition". - The Organization Effectiveness Division is to "develop and improve standards on organizational structure and staffing pattern". One of its outputs is the "Updated Compendium of Office Functions and Job Descriptions and Declared Processes": this division keeps the Office Functions sheets. - The School Effectiveness Division "supports and enables schools to continuously improve through the development of policies and standards that support school effectiveness, school-based governance and management systems and processes". One of its indicators is the "Number of schools that progress at least 1 SBM level". See [School-Based Management](https://nash.com.ph/blog/deped-school-based-management). [Open the BHROD sheets](#sheet-bhrod-odir). **National Educators Academy of the Philippines (NEAP).** The director's office gives "overall strategic leadership and direction in ensuring that teachers and school leaders are able to access and participate in quality, relevant, integrated, programmatic Professional Development (PD) aligned to their professional standards and career goals". The Professional Development Division designs and delivers the programs and manages external scholarships. The Quality Assurance Division sets professional development standards and enforces them, "which includes authorizing Learning Service Providers (LSP), recognizing program offerings and auditing compliance/compliance monitoring". [Republic Act No. 11713](https://lawphil.net/statutes/repacts/ra2022/ra_11713_2022.html) made NEAP "a component unit of the DepEd" by law in 2022. [Open the NEAP sheets](#sheet-neap-odir). ### Strategic Management **External Partnerships Service (EPS).** The service "supports and responds to the needs of DepEd units and learners by developing and managing strategic and sustainable partnerships with stakeholders" and is to "serve as clearing house for all partnerships within the Department". Its International Cooperation Office is "the clearing house for all international transactions within the Department". The service was formed from the Adopt-a-School Program Secretariat (DO 52, s. 2015, Enclosure No. 1), and it is the Central Office contact for [Brigada Eskwela](https://nash.com.ph/blog/brigada-eskwela-school-heads-guide) ([DepEd Memorandum No. 027, s. 2026](https://www.deped.gov.ph/2026/05/05/may-5-2026-dm-027-s-2026-2026-brigada-eskwela-implementing-guidelines/), par. 9). [Open the EPS sheets](#sheet-eps-eps). **Public Affairs Service (PAS).** The service gives DepEd units "policy standards on quality-assured communication guidelines and protocols", is "a clearing house of all prints and multimedia (non-print) materials before public release", and "provides frontline public assistance to internal and external stakeholders". The Communications Division handles press, public information and public assistance. The Publications Division sets "standards and templates in style and format of official issuances", keeps "a tracking system for official issuances including sequential numbering, digitization, and indexing", and is to "ensure the quality of DOs, DMs, and Advisories uploaded on the DepEd website and posted on social media". [Open the PAS sheets](#sheet-pas-odir). **Internal Audit Service (IAS).** The service conducts internal audits "to provide advice to the Secretary on the adequacy and effectiveness of internal controls", on the economy, effectiveness, efficiency and ethicality of operations, and on compliance with laws and rules. It has a Management Audit Division and an Operations Audit Division. DO 52, s. 2015 gives it "no direct counterpart in the field offices" (Enclosure No. 3). [Open the IAS sheets](#sheet-ias-odir). ### Administration **Administrative Service (AS).** The service "enables offices and personnel in the Central Office and Field Units to perform their mandate through the development of policies and procedures in the provision of accurate, responsive, and timely administrative services". Seven sheets cover its director's office, the Asset Management, Cash, General Services and Records Divisions, Security Services and the Baguio Teachers' Camp. Most of this work serves the Central Office itself. The parts that reach the field are policy and technical assistance on asset management, cash management and records. [Open the AS sheets](#sheet-as-odir). **Information and Communications Technology Service (ICTS).** The service "provides the Department of Education (DepEd) offices with strategic Information and Communication Technology (ICT) solutions and services towards good governance and the provision of quality basic education". The Solutions Development Division builds and maintains DepEd's systems. The Technology Infrastructure Division manages the network and ICT security and has an objective "To ensure all teaching and non-teaching employees as well as learners are provided with appropriate ICT equipment and packages". The User Support Division is the help desk: it "continuously supports users in all DepEd governance levels and stakeholders through capability building and frontline support services". The service is the implementing unit of the DepEd Computerization Program ([DepEd Order No. 016, s. 2023](https://www.deped.gov.ph/2023/07/19/july-18-2023-do-016-s-2023-revised-guidelines-on-the-implementation-of-the-department-of-education-computerization-program/), Sec. V). [Open the ICTS sheets](#sheet-icts-odir). **Planning Service (PS).** The service guides "sectoral planning and development" through planning standards, policy and program development standards, a research management system, a monitoring and evaluation system, and data and information systems standards. It has three divisions: - The Planning and Programming Division leads the Department's plans and is charged with "distributing equitably the basic education resources across schools in all regions"; its key result areas are "Plan Formulation", "Resource Programming" and "Progress Monitoring". - The Policy Research and Development Division keeps the policy, research and evaluation agendas. Under "Research Management" its outputs include a "Call for proposals" and "Evaluated research proposals". See the [Research Management Guidelines](https://nash.com.ph/blog/deped-research-management-guidelines) and the [Basic Education Research Fund](https://nash.com.ph/blog/basic-education-research-fund-berf). - The Education Management Information System Division manages basic education statistics and the systems that collect them. Its sheet names the "LIS and EBEIS", the Learner Information System and the Enhanced Basic Education Information System, and lists the "DepEd Statistical Bulletin, Q&A, and Key Education Statistics" among its outputs. [Open the PS sheets](#sheet-ps-odir). ### Finance **Finance Service (FS).** Three divisions have sheets. The Budget Division "ensures prudent, transparent, equitable and timely allocation of resources to the various DepEd Spending Units", prepares the Department's budget proposal and issues the sub-allotment release orders that carry funds to implementing units. The Accounting Division pre-audits disbursements and prepares the financial statements; one of its objectives is to review field offices' requests "on the activation of Organization (UACS) Code of various Secondary Schools for endorsement to DBM for approval". The Employee Account Management Division administers the Automatic Payroll Deduction System and the Provident Fund. For school funds, the Finance Service gives regions and divisions the allocation of each school without financial staff and posts every school's allocation on the DepEd website ([DepEd Order No. 008, s. 2019](https://www.deped.gov.ph/2019/05/02/may-2-2019-do-008-s-2019-revised-implementing-guidelines-on-the-direct-release-use-monitoring-and-reporting-of-maintenance-and-other-operating-expenses-allocation-of-schools-including-other-fu/)); see [School MOOE](https://nash.com.ph/blog/deped-school-mooe). [Open the Finance Service sheets](#sheet-fs-budget). **Project Management Service (PMS).** The service handles "the development, implementation management and review/evaluation of capital-intensive Official Development Assistance (ODA) and priority locally-funded programs and projects for basic education". Its Project Development Division packages proposals and evaluates completed projects, and its Project Management Division manages projects under implementation. It has "no direct counterpart in the field offices" (DO 52, s. 2015, Enclosure No. 3). [Open the PMS sheets](#sheet-pms-odir). ### Procurement **Procurement Management Service (ProcMS).** The director's office "provides guidance and direction to DepEd units to efficiently undertake activities and perform functions pertaining to procurement planning, purchasing, contract management, and monitoring". Its three divisions serve Central Office procurement: the Procurement Planning and Management Division supports the Bids and Awards Committees and end-user units "(DepEd Central offices)", the BAC Secretariat Division supports the Central Office committee, and the Contract Management Division monitors deliveries and "assists (as needed) field offices in contract management". A school's own purchases follow the procurement law and its rules, explained in [School Procurement under RA 12009](https://nash.com.ph/blog/deped-school-procurement-ra-12009). [Open the ProcMS sheets](#sheet-procms-odir). ### School Infrastructure and Facilities **Education Facilities Division (EFD).** The division "develops policies on education facilities standards to ensure that DepEd offices, school buildings, and learning centers are safe, secure, and child-friendly based on local and international standards". Its outputs include "Education Facilities Standards and Specifications", construction drawings and programs of works, a handbook on maintenance, and status reports on school building projects. The current standards are in [DepEd Order No. 022, s. 2026](https://www.deped.gov.ph/2026/09/24/september-24-2026-do-022-s-2026-enhanced-minimum-performance-standards-and-specifications-for-deped-school-infrastructure-and-school-furniture/), explained in [School Building and Furniture Standards](https://nash.com.ph/blog/deped-school-building-furniture-standards). [Open the EFD sheet](#sheet-sif-efd). ## Which national office is behind what a school meets Where a row names a program that the sheets do not, the paragraph on that unit above gives the order that ties the program to the office. | What a school meets | Bureau or service, and division | Key result area in its sheet | |---|---|---| | Curriculum standards and curriculum policies | BCD, [Curriculum Standards Development Division](#sheet-bcd-csdd) | "Curriculum Standards Development and Policy Formulation" | | Special curricular programs | BCD, [Special Curricular Programs Division](#sheet-bcd-scpd) | "Special Curricular Program Management" | | Teaching and learning delivery models; LAC resource packages | BLD, [Teaching and Learning Division](#sheet-bld-tld) | "Technical Assistance on Teaching: Learning Delivery Models for Professional Development" | | Programs for learners with disabilities, Muslim learners, and gifted and talented learners | BLD, [Student Inclusion Division](#sheet-bld-sid) | "Policy Formulation and Review"; "Program Management" | | Indigenous Peoples education | BLD, [Indigenous Peoples Education Office](#sheet-bld-ipseo) | "IPEd Implementation Management" | | Alternative Learning System | Bureau of Alternative Education | No sheet in the set (RA 11510, Sec. 6) | | Textbooks and other learning resources | [BLR](#sheet-blr-odir) | "Management of Learning Resources" | | National assessments and their results | BEA, [Education Assessment Division](#sheet-bea-ead) | "Assessment Design and Development"; "Assessment Operations" | | International large-scale assessments; research on curriculum and learning | BEA, [Education Research Division](#sheet-bea-erd) | "Conduct of International Large-Scale Assessment (ILSA) Studies and Local Research" | | Research agenda and calls for research proposals | Planning Service, [Policy Research and Development Division](#sheet-ps-prd) | "Research Management" | | Local literacy councils; National Literacy Awards | [LCC Secretariat](#sheet-lcc) | "LCC Program Management" | | School health and nutrition, including school feeding | BLSS, [School Health Division](#sheet-blss-shd) | "Health and nutrition service delivery management" | | Youth formation programs | BLSS, Youth Formation Division ([the "Learner Formation Division" sheet](#sheet-blss-lfd)) | "Policies, Standards and Guidelines"; "Project Management and Capacity Building" | | School sports; Palarong Pambansa | BLSS, [School Sports Division](#sheet-blss-ssd) | "Program Development and Management"; "Technical Resource and Support" | | Disaster preparedness, response and recovery | [DRRMS](#sheet-drrms) | "Resilience Education"; "Response Operation and Rehab and Recovery for Education Continuity" | | Professional development programs for teachers and school leaders; scholarships | NEAP, [Professional Development Division](#sheet-neap-pdd) | "Design and Development of PD Programs/Courses"; "External Scholarship Management" | | Recognition of professional development programs; authorization of learning service providers | NEAP, [Quality Assurance Division](#sheet-neap-qad) | "Quality Assurance" | | HR policy: recruitment, performance management, learning and development | BHROD, [Human Resource Development Division](#sheet-bhrod-hrdd) | "Human Resource Development" | | Employee welfare; rewards and recognition | BHROD, [Employee Welfare Division](#sheet-bhrod-ewd) | "Employee Welfare and Wellness"; "Rewards and Recognition" | | Staffing standards and office structures | BHROD, [Organization Effectiveness Division](#sheet-bhrod-oed) | "Organization Development" | | School-based management; school governance standards | BHROD, [School Effectiveness Division](#sheet-bhrod-sed) | "Organization Development"; "Organization Management" | | LIS, EBEIS and basic education statistics | Planning Service, [Education Management Information System Division](#sheet-ps-emisd) | "Management of Information System"; "Data Dissemination" | | Education plans; how resources are programmed across schools | Planning Service, [Planning and Programming Division](#sheet-ps-ppd) | "Plan Formulation"; "Resource Programming" | | The budget; release of funds to implementing units; school MOOE allocations | Finance Service, [Budget Division](#sheet-fs-budget) | "Budget Preparation and Approval Process"; "Budget Processing and Execution" | | Salary-deduction loans and the Provident Fund | Finance Service, [Employee Account Management Division](#sheet-fs-eamd) | "DepEd Automatic Payroll Deduction System (APDS) Administration"; "Provident Fund Program Administration" | | Procurement policy and Central Office procurement | [Procurement Management Service](#sheet-procms-odir) | "Procurement Management" | | School building standards, designs and construction monitoring | [Education Facilities Division](#sheet-sif-efd) | "Establishment of Policy Framework for the construction implementation of education facilities"; "Design Specifications of Education Facilities"; "Monitoring and Evaluation in the construction and repair/rehabilitation of education facilities and the continuing assessment on their proper utilization" | | ICT equipment for schools | ICTS, [Technology Infrastructure Division](#sheet-icts-tid) | "Provision of ICT equipment and Packages" | | Help with DepEd's ICT systems | ICTS, [User Support Division](#sheet-icts-usd) | "Helpdesk/ Frontline Services" | | DepEd Orders, Memoranda and Advisories; the DepEd website | PAS, [Publications Division](#sheet-pas-pd) | "Styling, Formatting, and Branding Standards" | | Public information and public assistance | PAS, [Communications Division](#sheet-pas-cd) | "Information Management and Dissemination"; "Public Relations and Assistance" | | Partnerships, Adopt-a-School and Brigada Eskwela | [External Partnerships Service](#sheet-eps-eps) | "Partnerships Development And Management" | DO 008, s. 2019 names the Finance Service as a whole, not a division, for school MOOE allocations. To find an office the table does not list, search every sheet in the explorer above for a word such as "scholarship", "records" or "audit". ## Central Office units with no sheet in the 2023 set The 59 sheets are not a full list of the Central Office. Set beside DO 52, s. 2015 and the orders in force when the sheets were written, these units have none: | Unit | Where the structure names it | |---|---| | Legal Service, with its Investigation Division and Legal Division | DO 52, s. 2015, Enclosure No. 4; DO 001, s. 2023 (Legal and Legislative Affairs) | | Legislative Liaison Office; Sites Titling Office; Alternative Dispute Resolution Office | DO 52, s. 2015, Enclosure No. 4 (the first two); DO 001, s. 2023 (Legal and Legislative Affairs) | | Bureau of Alternative Education, with its Policy and Quality Assurance Division and its Program Management and System Development Division | RA 11510, Sec. 6; [DepEd Order No. 047, s. 2021](https://www.deped.gov.ph/2021/11/11/november-11-2021-do-047-s-2021-creation-of-the-bureau-of-alternative-education-in-the-department-of-education/) | | Learning Resources Production Division and Learning Resources Quality Assurance Division of the Bureau of Learning Resources | DO 52, s. 2015; DO 001, s. 2023 | | Personnel Division | DO 52, s. 2015 (Administrative Service); DO 001, s. 2023 (BHROD) | | Office of the Director of the Finance Service | DO 52, s. 2015, Enclosure No. 4 | | Private Education Office | [DepEd Order No. 009, s. 2022](https://www.deped.gov.ph/2022/03/08/march-8-2022-do-009-s-2022-creation-of-the-private-education-office-in-the-department-of-education-central-office/); DO 001, s. 2023 (Operations) | | Learner Rights and Protection Office | DO 001, s. 2023 (Operations). The Child Protection Unit of [DepEd Order No. 003, s. 2021](https://www.deped.gov.ph/2021/01/15/january-15-2021-do-003-s-2021-creation-of-the-child-protection-unit-and-the-child-rights-in-education-desk-in-the-department-of-education/) had been renamed the Learner Safeguarding Office by [DepEd Order No. 045, s. 2022](https://www.deped.gov.ph/2022/10/17/october-17-2022-do-045-s-2022-designating-the-undersecretaries-and-assistant-secretaries-to-their-strands-and-functional-areas-of-responsibility/) | | Palarong Pambansa Secretariat | DO 001, s. 2023 (Operations) | | School Infrastructure Program Management Office | DO 001, s. 2023 (School Infrastructure and Facilities) | | Education Programs Management Office; Voucher Program Management Office | DO 001, s. 2023 (Finance) | | Public Assistance Action Center | DO 001, s. 2023 (Public Affairs Service) | | Teacher Education Council Secretariat | DO 52, s. 2015, Enclosure No. 4; DO 001, s. 2023 (Human Resource and Organizational Development) | | Madrasah Education Office | DO 52, s. 2015, Enclosure No. 4 (Bureau of Learning Delivery) | | Education for Learners with Special Needs Office | DO 52, s. 2015, Enclosure No. 4 (Bureau of Learning Delivery) | | Teachers' Camp in Bagabag, Nueva Vizcaya | DO 001, s. 2023 (Administration) | Three notes on this list: - **ALS has its own bureau.** The Bureau of Alternative Education "shall be created to serve as the focal office for the implementation of the ALS programs of the DepEd" (RA 11510, Sec. 6). The Student Inclusion Division's sheet still lists out-of-school youth among its learners, and the law governs: questions on ALS go to the Bureau of Alternative Education. [Enhanced ALS, Inclusive Education and Special Programs](https://nash.com.ph/blog/deped-als-inclusive-education-programs) covers the program. - **The Teacher Education Council and its Secretariat are no longer a DepEd office in the ordinary sense.** Since 2022 they are "attached to the DepEd solely for budgetary coordination and related purposes" (Republic Act No. 7784, Sec. 7, as amended by RA 11713). - **Two units have one sheet each.** The Disaster Risk Reduction and Management Service has a single sheet for the whole service, and the Bureau of Learning Resources has only its director's office sheet. Private school matters, child protection cases and legal questions therefore have a Central Office unit, but not one the explorer can show. ## How Central Office units line up with regional and division offices DO 52, s. 2015 gave each Central Office unit its "counterpart offices" at the two field levels (Enclosure No. 3). The pairing tells a school head which division or regional unit carries a national office's policy to the school. | Central Office | Regional Office | Schools Division Office | |---|---|---| | Bureaus of Curriculum Development, Learning Delivery, Education Assessment and Learning Resources | Curriculum and Learning Management Division, with its Learning Resource Management and Development Section | Curriculum Implementation Division, with its Learning Resources Management, Instructional Management and District Instructional Supervision Sections | | Bureau of Learner Support Services | Education Support Services Division (Special Programs and Services; School Health) | School Governance and Operations Division, where "all units under SGOD may be mobilized for learner support programs and activities"; School Health Section | | Disaster Risk Reduction and Management Service; External Partnerships Service | Education Support Services Division | Social Mobilization and Networking Section of the School Governance and Operations Division | | National Educators Academy of the Philippines | "NEAP in the regions (part of the Human Resource Development Division)" | Human Resource Development Section of the School Governance and Operations Division | | Bureau of Human Resource and Organizational Development | Human Resource Development Division, Field Technical Assistance Division, Quality Assurance Division | School Governance and Operations Division: Human Resource Development Section; School Management Monitoring and Evaluation Section | | Planning Service | Policy, Planning, and Research Division; Quality Assurance Division | Planning and Research Section of the School Governance and Operations Division | | Public Affairs Service | Public Affairs Unit, under the Office of the Regional Director | Social Mobilization and Networking Section of the School Governance and Operations Division | | Information and Communications Technology Service | ICT Unit, under the Office of the Regional Director | ICT Unit, under the Office of the Schools Division Superintendent | | Finance Service | Finance Division (Accounting; Budget) | Administrative and Finance Services Section, under the Office of the Schools Division Superintendent (Accounting; Budget) | | Administrative Service | Administrative Division (Property and Supply; Cash; General Services; Records; Personnel) | Administrative and Finance Services Section (Property and Supply; Cash; General Services; Records; Personnel) | | Education Facilities Division | Education Facilities Section of the Education Support Services Division | Education Facilities Section of the School Governance and Operations Division | | Procurement Management Service | Finance Division | Administrative and Finance Services Section | | Legal Service; Legislative Liaison Office; Sites Titling Office | Legal Unit, under the Office of the Regional Director | Legal Unit, under the Office of the Schools Division Superintendent | | Internal Audit Service; Project Management Service | "no direct counterpart in the field offices" | "no direct counterpart in the field offices" | Two later issuances touch this table. The Bureau of Alternative Education has no field office of its own: under [DepEd Order No. 001, s. 2026](https://www.deped.gov.ph/2026/01/19/january-19-2026-do-001-s-2026-implementing-guidelines-of-the-enhanced-alternative-learning-system/), the regional offices act "through the Curriculum and Learning Management Division (CLMD)" and the division offices "through the Curriculum Implementation Division (CID)" (pars. 71, 72, 76 and 77). [DepEd Order No. 021, s. 2025](https://www.deped.gov.ph/2025/07/03/july-3-2025-do-021-s-2025-functional-supervision-of-the-office-of-the-undersecretary-of-legal-and-legislative-affairs-oulla-over-lawyers-of-the-department-of-education-stationed-at-regi/) made DepEd lawyers in regional and division offices "functionally report to the Undersecretary for Legal and Legislative Affairs", without diminishing "the authority of Regional Directors or Schools Division Superintendents over administrative matters" (par. 5). ## How the 2023 sheets differ from the 2015 general functions DO 52, s. 2015 gave each bureau and service a short list of "general functions" (Enclosure No. 4). It named the divisions but gave them no functions of their own. The 2023 sheets go one level down, to each division, and add outcomes, outputs and indicators. Where the two differ in substance: | Office | General functions in DO 52, s. 2015 | The 2023 sheets | |---|---|---| | Bureau of Learning Delivery | Includes "In coordination with NEAP, develop and manage the training and development program for the teaching personnel"; lists the Madrasah Education Office, the Indigenous Peoples Education Office and the Education for Learners with Special Needs Office with the Student Inclusion Division | Training is technical assistance on delivery models "in collaboration with NEAP"; the Indigenous Peoples Education Office has a sheet of its own; the other two offices have none | | Bureau of Education Assessment | "educational assessment and quality assurance (QA)", with standards for "assessment and quality assurance of curriculum and learning delivery processes" | Assessment of learning outcomes, of teachers and of the education system; no key result area is named for quality assurance | | Bureau of Human Resource and Organizational Development | Seven functions on an "Organization Development (OD) Framework" and on Education Development Programs and Projects; none mentions recruitment, performance management or welfare | "Human Resources and Organizational Development systems, processes and programs", with HR systems in the Human Resource Development Division's sheet | | National Educators Academy of the Philippines | "professional development of all DepEd personnel, including all education managers and educators" | "teachers and school leaders"; learning and development for non-teaching personnel is in the Human Resource Development Division's sheet | | Project Management Service | "capital intensive and large scale projects that involve two or more units or agencies" | "capital-intensive Official Development Assistance (ODA) and priority locally-funded programs and projects" | | Internal Audit Service | "Serve as watchdog of the Department" by appraising procedures and "detecting and preventing frauds or dishonesty" | Advice to the Secretary on internal controls, on the "4Es (Economy, Effectiveness, Efficiency and Ethicality) of operations" and on compliance | | Disaster Risk Reduction and Management Service | "Climate Change Adaptation (CCA)" | June 2024 sheet: "Climate Change Adaptation and Mitigation (CCAM)" | | Procurement Management Service | "Direct all activities of the Department, whether in the central (including those of its staff bureaus) or regional level, pertaining to procurement planning, purchasing, contract management, and monitoring" | "provides guidance and direction to DepEd units"; the divisions' sheets serve Central Office procurement | | Administrative Service | Six divisions and the Baguio Teachers Camp, among them the Education Facilities Division and the Personnel Division | Sheets for four of the divisions, the Camp, the director's office and Security Services; none for the Personnel Division, and the Education Facilities Division's sheet names no service | | Planning Service | Strategic Management strand | Administration strand | NEAP's narrower scope has a law behind it. RA 11713 institutionalized NEAP "to provide quality professional development programs on teacher education to in-service teachers, school leaders, and other teaching-related personnel in all public and private basic education institutions" (RA 7784, Sec. 17, as amended). **The Project Management Service's sheets and the Disaster Risk Reduction and Management Service's sheet are newer than the rest.** The DRRMS sheet is dated June 11, 2024; the division in its heading first appears in a designation order in DO 015, s. 2024. In Memorandum PMS-PMD-2024-0050 of May 17, 2024, the service's director wrote to the director of the Bureau of Human Resource and Organizational Development, through the National Quality Management System Secretariat, to submit revised office functions and key result areas. The service's Quality Management System manual had declared three processes: "(1) coordination and linkages; (2) project development; and (3) project implementation management". After a review that followed a 2022 internal quality audit, the first "was determined to be part of" the other two, and the service asked the Secretariat "to exclude 'coordination and linkages' and add 'project evaluation' as a declared process". The explorer shows the revised sheets: the director's office has a key result area on "Evaluation of Completed and/or Priority Programs and Projects in Basic Education", and the Project Development Division one on "Evaluation of completed programs and projects in basic education". ## How the sheets are used: QMS, office plans, OPCR and IPCR **In the Quality Management System.** DO 009, s. 2021 (February 24, 2021) set up a National Quality Management System "certifiable to ISO 9001 standards" at every governance level, under Executive Order No. 605, s. 2007. One of its four required documents is the Operations Manual, whose outline includes "Organizational Structure, Office Functions, and Job Summary", and the Central Office has "one (1) Integrated Operations Manual per Bureau/Service and one (1) Operations Manual for the entire ExeCom" (Sec. IX.A). The office functions are also the base for process documentation: "Each governance level shall document all office processes in accordance with their office functions" (Sec. IX.B.2). The Department-wide manuals were issued by [DepEd Memorandum No. 014, s. 2022](https://www.deped.gov.ph/2022/03/15/march-15-2022-dm-014-s-2022-the-deped-quality-management-system-manual-and-procedures-and-work-instructions-manual/) and added to by [DepEd Memorandum No. 068, s. 2025](https://www.deped.gov.ph/2025/08/11/august-11-2025-dm-068-s-2025-addendum-to-the-deped-memorandum-no-014-s-2022-the-deped-quality-management-system-manual-and-procedures-and-work-instructions-manual/). The system's secretariat at the Central Office is in the Bureau of Human Resource and Organizational Development (DO 009, s. 2021, Sec. VIII; DM 068, s. 2025, par. 7). **In the office's plan and its performance forms.** The 2023 memorandum says the regional and division sheets "will form part of the QMS Operations Manual and shall also serve as a guide in the preparation of the Office Operational Plan, wherein the priorities of the office for the current year will be translated into their Organization Performance and Commitment Review (OPCR) and in accomplishing the Individual Performance and Commitment Review (IPCR)". The Central Office sheets are built for the same use. Under [DepEd Order No. 2, s. 2015](https://www.deped.gov.ph/2015/02/06/do-2-s-2015-guidelines-on-the-establishment-and-implementation-of-the-results-based-performance-management-system-rpms-in-the-department-of-education/), the head of office accomplishes the Office Performance Commitment and Review Form "to reflect the Office KRAs, Objectives and Performance Indicators", and each employee an individual form with the same three parts (pars. 18 and 19). A sheet supplies all three for its office. The key result area that 58 sheets share lists an "Operations Manual" and "IPCRF/OPCRF Accomplishments" among its outputs. **In keeping the sheets up to date.** The 2023 memorandum sends "any future revisions on the RO & SDO functions" through the Bureau of Human Resource and Organizational Development's Organization Effectiveness Division. The Project Management Service's 2024 revision took the same route. The school's own form is explained in [OPCRF for DepEd School Heads in 2026](https://nash.com.ph/blog/opcrf-school-heads-deped). ## Are the 2023 sheets still current? As of November 13, 2026, no DepEd Order or DepEd Memorandum has issued a later version of the Office Functions, and no order has replaced DO 52, s. 2015 with a new structure. What the sheets say each office produces remains the latest statement of it. What has changed is where offices sit, what some are called, and some of the rules the sheets cite. ### Where each unit sits now Three sources show where Central Office units went after the sheets were written: 1. **DO 015, s. 2024** (October 18, 2024) partially amended DO 001, s. 2023. It lists nine strands: Strategic Management, Administration, Operations, Human Resource and Organizational Development, Curriculum and Teaching, Finance, Legal and Legislative Affairs, Procurement, and the Office of the Secretary. School Infrastructure and Facilities is not among them. [DepEd Order No. 019, s. 2024](https://www.deped.gov.ph/2024/12/21/december-19-2024-do-019-s-2024-amendment-to-deped-order-no-15-s-2024-revised-designation-of-undersecretaries-and-assistant-secretaries-to-the-strands-and-functional-areas-of-responsib/) (December 19, 2024) revised only the assignments inside the Office of the Secretary. 2. **Office Orders of July 16 and 17, 2025,** signed by authority of the Secretary, transferred single offices. [OO-OSEC-2025-172](https://www.deped.gov.ph/2025/07/17/july-16-2025-oo-osec-2025-172-transfer-of-bureau-of-education-assessment-bea-from-the-strategic-management-stratma-to-the-office-of-the-secretary-osec/) moved the Bureau of Education Assessment "from the Strategic Management Strand to the Office of the Secretary". [OO-OSEC-2025-186](https://www.deped.gov.ph/2025/07/17/july-17-2025-oo-osec-2025-186-transfer-of-the-national-educators-academy-of-the-philippines-neap-from-the-human-resource-and-organizational-development-hrod-to-the-learning-system-strand/) moved the National Educators Academy of the Philippines from Human Resource and Organizational Development to the "Learning System Strand". [OO-OSEC-2025-174](https://www.deped.gov.ph/2025/07/17/july-16-2025-oo-osec-2025-174-transfer-of-internal-audit-service-ias-from-the-office-of-the-undersecretary-for-senior-personnel-oversight-and-hope-to-the-office-of-the-undersecretary-for-procure/) moved the Internal Audit Service from one undersecretary in the Office of the Secretary to another. DepEd's directory of October 26, 2026 lists the service again under the undersecretary for Senior Personnel Oversight. 3. **DepEd's Central Office Directory,** dated October 26, 2026, is the latest official list of offices by strand. | Unit | Strand on the 2023 sheets | DO 015, s. 2024 | DepEd's directory, October 26, 2026 | |---|---|---|---| | Bureaus of Curriculum Development, Learning Delivery and Learning Resources; LCC Secretariat | Curriculum and Teaching | Curriculum and Teaching | Learning Systems | | Bureau of Education Assessment | Curriculum and Teaching | Strategic Management | Learning Systems | | National Educators Academy of the Philippines | Human Resource and Organizational Development | Human Resource and Organizational Development | Learning Systems in the list of offices; the page's Executive Committee table still lists it under the undersecretary for Human Resource and Organizational Development | | Bureau of Human Resource and Organizational Development | Human Resource and Organizational Development | Human Resource and Organizational Development | Human Resource and Organizational Development | | Education Facilities Division | School Infrastructure and Facilities | Under the undersecretary for Human Resource and Organizational Development | Human Resource and Organizational Development | | Bureau of Learner Support Services; Disaster Risk Reduction and Management Service | Operations | Operations | Governance and Operations | | Planning Service | Administration | Strategic Management, as the "Policy and Planning Service" | Office of the Secretary, as the Planning Service | | Project Management Service | Finance | Strategic Management | Finance | | Finance Service | Finance | Finance | Finance | | Information and Communications Technology Service | Administration | Office of the Secretary | Office of the Secretary | | Administrative Service | Administration | Administration | Administration | | External Partnerships Service; Public Affairs Service; Internal Audit Service | Strategic Management | Office of the Secretary | Office of the Secretary | | Procurement Management Service | Procurement | Procurement | Procurement | The issuance on record for the Academy is OO-OSEC-2025-186, which placed it in the "Learning System Strand". ### What the strands are called on November 13, 2026 The last DepEd Order to list the strands is DO 015, s. 2024, which still says Curriculum and Teaching and Operations. Later issuances use other names without a DepEd Order that renames the strands: - **Learning Systems.** The July 2025 Office Orders write "Learning System Strand". [DepEd Order No. 025, s. 2025](https://www.deped.gov.ph/2025/09/02/september-2-2025-do-025-s-2025-policy-on-the-implementation-of-reproductive-health-education-for-adolescent-learners-in-basic-education/) (September 2, 2025) writes "The Learning Systems (LS) Strand", and [DepEd Order No. 027, s. 2025](https://www.deped.gov.ph/2025/09/18/september-18-2025-do-027-s-2025-guidelines-on-the-use-of-balances-from-fiscal-year-2025-republic-act-no-12116-funds-under-the-learning-systems-strand/) (September 18, 2025) names the Office of the Undersecretary for Learning Systems. - **Governance and Operations.** [OO-OSEC-2025-177](https://www.deped.gov.ph/2025/07/17/july-16-2025-oo-osec-2025-177-reassignment-of-assistant-secretary-roger-b-masapol-from-the-strategic-management-stratma-to-the-governance-and-operations-strand/) (July 16, 2025) refers to "the Governance and Operations Strand", the strand's 2015 name. DO 025, s. 2025 still wrote "The Operations Strand" in September 2025; DO 013, s. 2026 (June 4, 2026) names the Office of the Undersecretary for Governance and Operations. - **Human Resource and Organizational Development and Infrastructure.** [DepEd Order No. 021, s. 2026](https://www.deped.gov.ph/2026/09/04/august-25-2026-do-021-s-2026-designation-of-undersecretary-wilfredo-e-cabral-as-the-final-approving-authority-for-all-project-modifications-under-the-fiscal-year-2026-basic-education-facilities/) (August 25, 2026) designates "the Undersecretary for Human Resource and Organizational Development and Infrastructure" as final approving authority for project modifications under the 2026 Basic Education Facilities Fund, and names the Education Facilities Division as its contact. The directory's headings on October 26, 2026 are the Office of the Secretary, Administration, Learning Systems, Finance, Governance and Operations, Legal and Legislative Affairs, Human Resource and Organizational Development, Procurement, and Strategic Management. ### Offices renamed or created since the sheets - **Youth Formation Division.** The directory lists it under that name. The 2023 sheet's heading, "Learner Formation Division", appears in no designation order. - **Policy and Planning Service.** DO 015, s. 2024 uses this name for the Planning Service, and DepEd issuances of 2025 and 2026 use it too. The October 2026 directory lists the "Planning Service (PS)". - **Education Futures Office and Monitoring and Evaluation Office.** Among the designation orders, both first appear in DO 015, s. 2024, under Strategic Management. - **Government Assistance and Subsidies Service.** DO 015, s. 2024 lists it under Finance, where DO 001, s. 2023 had the Voucher Program Management Office. - **Education Center for AI Research (ECAIR).** [DepEd Order No. 013, s. 2025](https://www.deped.gov.ph/2025/04/29/april-29-2025-do-013-s-2025-establishment-of-the-center-for-artificial-intelligence-research-for-the-department-of-education/) set out its relationship with DepEd and says the order "does not make ECAIR a governmental office" (par. 8). See [DepEd's ECAIR](https://nash.com.ph/blog/deped-ecair-ai-research-center). - **Offices in the October 2026 directory that DO 015, s. 2024 does not list** include a Security, Safety and Disaster Management Office under Administration, a Learner Wellness Office under the Bureau of Learner Support Services, a Public-Private Partnership Office under Strategic Management, and the Secretariat of the Education and Workforce Development Group and the Philippine Qualifications Framework office under the Office of the Secretary. The directory also lists a Learner Rights and Protection Division under the Bureau of Learner Support Services, where DO 015, s. 2024 has a Learner Rights and Protection Office under Operations. ### Rules the sheets cite that have changed - **Procurement law.** The BAC Secretariat Division's sheet aims at procurement "compliant with Republic Act 9184". [Republic Act No. 12009](https://www.officialgazette.gov.ph/2024/07/20/republic-act-no-12009/), the New Government Procurement Act approved on July 20, 2024, repealed that law (Sec. 115). Read the sheet's reference as one to RA 12009 and its rules. - **NEAP recognition.** The Quality Assurance Division's sheet lists a "Manual of Operations for the DepEd Order No. 1, s. 2020: Guidelines for NEAP Recognition of Professional Development Programs and Courses for Teachers and School Leaders". [DepEd Memorandum No. 012, s. 2023](https://www.deped.gov.ph/2023/03/02/march-2-2023-dm-012-s-2023-moratorium-on-the-implementation-of-deped-order-no-001-s-2020-guidelines-for-neap-recognition-of-professional-development-programs-and-courses-for-teachers/) (March 2, 2023) held the implementation of [that order](https://www.deped.gov.ph/2020/01/23/january-23-2020-do-001-s-2020-guidelines-for-neap-recognition-of-professional-development-programs-and-courses-for-teachers-and-school-leaders/) "in abeyance" until lifted "by any appropriate issuances", and [NEAP's interim guidelines](https://www.deped.gov.ph/2023/11/20/august-04-2023-neap-dm-044-s-2023-interim-guidelines-for-the-quality-assurance-and-monitoring-and-evaluation-of-the-national-educators-academy-of-the-philippines-core-programs/) followed in August 2023. As of November 13, 2026, no DepEd Order has replaced DO 001, s. 2020. The law itself speaks of "NEAP-recognized courses" and of "programs recognized by the NEAP" (RA 7784, Sec. 18(c) and (g), as amended by RA 11713). - **The strand's name in the assessment sheets.** The Bureau of Education Assessment's sheets speak of "the CI strand". Read it as the strand the bureau belongs to at the time. ## What this means for school heads **Read a national policy with its office in mind.** The Philippine Professional Standards for School Heads ask a Career Stage 1 school head to "Demonstrate knowledge and understanding of policy implementation and review to ensure that school operations are consistent with national and local laws, regulations and issuances" (indicator 1.3.1; see [Leading Strategically](https://nash.com.ph/blog/ppssh-domain-1-leading-strategically)). Knowing which bureau or service wrote an issuance tells you who can clarify it, which regional and division unit carries it to you, and which later issuance from the same office may have changed it. **Take a school's concern to the division first.** No provision of RA 9155 ranks the channels a school may use, and the Act itself calls for "open communication of the central office with the regional, division and school levels" (Sec. 5(b)). The order of travel follows from who holds the authority: 1. **School.** The school head decides what Sec. 7(E) gives the school: its plan, its program, and the management of its personnel and resources. 2. **Schools Division Office.** The superintendent supervises "the operations of all public and private elementary, secondary and integrated schools, and learning centers" (Sec. 7(C)(7)) and hires and places the school's personnel (Sec. 7(C)(3)). Requests for teachers, funds, classrooms, technical assistance and decisions on personnel start here, with the counterpart unit in the table above. 3. **Regional Office.** The region acts on what the law gives the Regional Director, such as the establishment of schools (Sec. 7(B)(13)), and on what the division elevates. 4. **Central Office.** The national office receives what the region elevates, and answers on what only it can answer: the meaning of a national policy, a national system, a national program. **Know when writing to a bureau or service directly is proper.** It is proper when the office serves you directly or asks you to respond. The sheets show several such services: - the Education Assessment Division is to "issue test results to test takers and data end-users"; - the Employee Account Management Division is to "address issues, requests, and inquiries of DepEd internal and external stakeholders" on the Automatic Payroll Deduction System and the Provident Fund; - the User Support Division supports "users in all DepEd governance levels"; - the Communications Division is to "render quality public assistance to the general public"; - an issuance names a Central Office unit as the contact for questions, as DepEd Orders and Memoranda usually do in a closing paragraph; - a bureau calls for comments, data or participants, usually through the region and division. It is not proper to ask a bureau to decide what the law gives a field official, such as a teacher's appointment or a school's establishment. A bureau's answer on those matters cannot replace the superintendent's or the Regional Director's action. No order says this in these words; it follows from Sec. 7. When you do write to the Central Office, address the head of the office and give the division a copy, so that the office that supervises the school knows what was asked and what was answered. **Weigh a Central Office communication by what it is.** A DepEd Order or DepEd Memorandum carries the Secretary's authority. Since 2024, issuances addressed to Regional Directors, Schools Division Superintendents or school heads that concern budget or procurement, that "amend or repeal existing DepEd orders or memoranda", or that announce new policy guidelines "must be cleared with the Office of the Secretary (OSEC) prior to dissemination" (DepEd Memorandum No. 058, s. 2024, par. 1, Enclosure No. 3 to DO 015, s. 2024). When a memorandum from a bureau or an undersecretary's office appears to change what a DepEd Order requires, raise it with the division before acting on it. **Recommend upward.** A Career Stage 4 school head is expected to "Recommend to higher authorities the enhancement of policies relevant to school operations based on implementation and review" (indicator 1.3.4). The sheets tell you where such a recommendation lands. The bureau that wrote a policy reviews it: the Student Inclusion Division's sheet, for one, has a key result area named "Policy Formulation and Review". For the Department as a whole, the Policy Research and Development Division is to "review proposed and existing policies". Send the recommendation through the division, with the school's data. **Keep these on file:** - the DepEd Orders and Memoranda that govern each school program, with the Central Office unit each names as contact; - the division's own list of unit heads and focal persons, matched to the counterpart table above; - for each concern elevated, the date, the office and the reply. Working with offices above the school is part of indicator 5.1.1, "Demonstrate skills in dealing with authorities, colleagues, parents and other stakeholders to encourage an enabling and supportive environment for learners"; see [Building Connections](https://nash.com.ph/blog/ppssh-domain-5-building-connections) and, for the management of people and resources under national rules, [Managing School Operations and Resources](https://nash.com.ph/blog/ppssh-domain-2-managing-school-operations). ## Frequently asked questions ### How many bureaus and services does the DepEd Central Office have? DO 52, s. 2015 set up six bureaus (Curriculum Development, Learning Delivery, Education Assessment, Learning Resources, Learner Support Services, and Human Resource and Organizational Development), the National Educators Academy of the Philippines, and eleven services. RA 11510 added a seventh bureau, the Bureau of Alternative Education, in 2020, and DO 015, s. 2024 lists a Government Assistance and Subsidies Service. The 2023 Office Functions sheets cover 19 units: the six bureaus of 2015, the Academy, ten services, the Literacy Coordinating Council Secretariat and the Education Facilities Division. ### Is the Office Functions document a DepEd Order? No. The regional and division sheets were released by a memorandum of the Undersecretary for Human Resource and Organizational Development (DM-HROD-2023-0617, May 5, 2023), and the Central Office sheets are the same kind of document. They describe each office for the Quality Management System under DO 009, s. 2021. Authority comes from RA 9155, DO 1, s. 2003, and the order on each subject. ### Which DepEd office handles the Alternative Learning System? The Bureau of Alternative Education, which RA 11510, Sec. 6 created "to serve as the focal office for the implementation of the ALS programs of the DepEd". DO 047, s. 2021 organized it with two divisions. It has no sheet in the 2023 set. ### Which strand is the Bureau of Education Assessment under? Its 2023 sheets print Curriculum and Teaching. DO 015, s. 2024 placed it under Strategic Management, and Office Order OO-OSEC-2025-172 of July 16, 2025 transferred it to the Office of the Secretary. DepEd's Central Office Directory of October 26, 2026 lists it under Learning Systems. ### Can a teacher or school head write directly to the DepEd Central Office? Yes, for services the Central Office gives directly, such as test results, the Provident Fund, ICT user support and public assistance, and when an issuance names a Central Office contact. Matters the law gives to the school head, the Schools Division Superintendent or the Regional Director are decided at those levels (RA 9155, Sec. 7), so a request on them goes to the division first. ## Sources **Laws** - [Republic Act No. 9155](https://www.officialgazette.gov.ph/2001/08/11/republic-act-no-9155/), Governance of Basic Education Act of 2001 (August 11, 2001), Secs. 2, 5 and 7. - [Executive Order No. 292](https://lawphil.net/executive/execord/eo1987/eo_292_1987.html), Administrative Code of 1987, Book IV, Chapter 2, Secs. 6 and 7; Chapter 3, Sec. 12; Chapter 4, Secs. 18 and 19. - [Republic Act No. 11510](https://www.officialgazette.gov.ph/2020/12/23/republic-act-no-11510/), Alternative Learning System Act (December 23, 2020), Sec. 6. - [Republic Act No. 11713](https://lawphil.net/statutes/repacts/ra2022/ra_11713_2022.html), Excellence in Teacher Education Act (April 27, 2022), amending Republic Act No. 7784, Secs. 7, 17 and 18. - [Republic Act No. 12009](https://www.officialgazette.gov.ph/2024/07/20/republic-act-no-12009/), New Government Procurement Act (July 20, 2024), Sec. 115. **DepEd issuances on structure and strands** - [DepEd Order No. 1, s. 2003](https://www.deped.gov.ph/2003/01/06/do-1-s-2003-promulgating-the-implementing-rules-and-regulations-irr-of-republic-act-no-9155-otherwise-known-as-the-governance-of-basic-education-act-of-2001/), Promulgating the Implementing Rules and Regulations of Republic Act No. 9155 (January 6, 2003), Rule II. - [DepEd Order No. 52, s. 2015](https://www.deped.gov.ph/2015/10/30/do-52-s-2015-new-organizational-structures-of-the-central-regional-and-schools-division-offices-of-the-department-of-education/), New Organizational Structures of the Central, Regional, and Schools Division Offices of the Department of Education (October 30, 2015), pars. 4, 7 and 15 and Enclosures No. 1, 3 and 4. - [DepEd Order No. 045, s. 2022](https://www.deped.gov.ph/2022/10/17/october-17-2022-do-045-s-2022-designating-the-undersecretaries-and-assistant-secretaries-to-their-strands-and-functional-areas-of-responsibility/), Designating the Undersecretaries and Assistant Secretaries to their Strands and Functional Areas of Responsibility (October 17, 2022). - [DepEd Order No. 001, s. 2023](https://www.deped.gov.ph/2023/01/10/january-9-2023-do-001-s-2023-revised-designation-of-undersecretaries-and-assistant-secretaries-to-their-strands-and-functional-areas-of-responsibilities-and-revised-signing-authorities/), Revised Designation of Undersecretaries and Assistant Secretaries to their Strands and Functional Areas of Responsibilities and Revised Signing Authorities (January 9, 2023), pars. 4 and 6. - [DepEd Order No. 015, s. 2024](https://www.deped.gov.ph/2024/10/18/october-18-2024-do-015-s-2024-revised-designation-of-undersecretaries-and-assistant-secretaries-to-the-strands-and-functional-areas-of-responsibilities-and-revised-signing-authorities-on/), Revised Designation of Undersecretaries and Assistant Secretaries to the Strands and Functional Areas of Responsibilities and Revised Signing Authorities on Human Resource Actions (October 18, 2024), pars. 4 and 5, with DepEd Memorandum No. 058, s. 2024, Clearance of Issuances with the Office of the Secretary (Enclosure No. 3). - [DepEd Order No. 019, s. 2024](https://www.deped.gov.ph/2024/12/21/december-19-2024-do-019-s-2024-amendment-to-deped-order-no-15-s-2024-revised-designation-of-undersecretaries-and-assistant-secretaries-to-the-strands-and-functional-areas-of-responsib/), Amendment to DepEd Order No. 15, s. 2024 (December 19, 2024). - Office Orders [OO-OSEC-2025-172](https://www.deped.gov.ph/2025/07/17/july-16-2025-oo-osec-2025-172-transfer-of-bureau-of-education-assessment-bea-from-the-strategic-management-stratma-to-the-office-of-the-secretary-osec/), [OO-OSEC-2025-174](https://www.deped.gov.ph/2025/07/17/july-16-2025-oo-osec-2025-174-transfer-of-internal-audit-service-ias-from-the-office-of-the-undersecretary-for-senior-personnel-oversight-and-hope-to-the-office-of-the-undersecretary-for-procure/) and [OO-OSEC-2025-177](https://www.deped.gov.ph/2025/07/17/july-16-2025-oo-osec-2025-177-reassignment-of-assistant-secretary-roger-b-masapol-from-the-strategic-management-stratma-to-the-governance-and-operations-strand/) (July 16, 2025) and [OO-OSEC-2025-186](https://www.deped.gov.ph/2025/07/17/july-17-2025-oo-osec-2025-186-transfer-of-the-national-educators-academy-of-the-philippines-neap-from-the-human-resource-and-organizational-development-hrod-to-the-learning-system-strand/) (July 17, 2025). - [DepEd Order No. 047, s. 2021](https://www.deped.gov.ph/2021/11/11/november-11-2021-do-047-s-2021-creation-of-the-bureau-of-alternative-education-in-the-department-of-education/), Creation of the Bureau of Alternative Education in the Department of Education (November 11, 2021), par. 4 of the enclosure. - [DepEd Order No. 003, s. 2021](https://www.deped.gov.ph/2021/01/15/january-15-2021-do-003-s-2021-creation-of-the-child-protection-unit-and-the-child-rights-in-education-desk-in-the-department-of-education/), Creation of the Child Protection Unit and the Child Rights in Education Desk in the Department of Education (January 15, 2021). - [DepEd Order No. 009, s. 2022](https://www.deped.gov.ph/2022/03/08/march-8-2022-do-009-s-2022-creation-of-the-private-education-office-in-the-department-of-education-central-office/), Creation of the Private Education Office in the Department of Education Central Office (March 8, 2022). - [DepEd Order No. 013, s. 2025](https://www.deped.gov.ph/2025/04/29/april-29-2025-do-013-s-2025-establishment-of-the-center-for-artificial-intelligence-research-for-the-department-of-education/), Establishment of the Center for Artificial Intelligence Research for the Department of Education (April 29, 2025), par. 8. - [DepEd Order No. 021, s. 2025](https://www.deped.gov.ph/2025/07/03/july-3-2025-do-021-s-2025-functional-supervision-of-the-office-of-the-undersecretary-of-legal-and-legislative-affairs-oulla-over-lawyers-of-the-department-of-education-stationed-at-regi/), Functional Supervision of the Office of the Undersecretary of Legal and Legislative Affairs (OULLA) over Lawyers of the Department of Education Stationed at Regional and Division Offices (July 3, 2025), par. 5. - [DepEd Order No. 025, s. 2025](https://www.deped.gov.ph/2025/09/02/september-2-2025-do-025-s-2025-policy-on-the-implementation-of-reproductive-health-education-for-adolescent-learners-in-basic-education/), Policy on the Implementation of Reproductive Health Education for Adolescent Learners in Basic Education (September 2, 2025), and [DepEd Order No. 027, s. 2025](https://www.deped.gov.ph/2025/09/18/september-18-2025-do-027-s-2025-guidelines-on-the-use-of-balances-from-fiscal-year-2025-republic-act-no-12116-funds-under-the-learning-systems-strand/), Guidelines on the Use of Balances from Fiscal Year 2025 (Republic Act No. 12116) Funds under the Learning Systems Strand (September 18, 2025). - [DepEd Order No. 021, s. 2026](https://www.deped.gov.ph/2026/09/04/august-25-2026-do-021-s-2026-designation-of-undersecretary-wilfredo-e-cabral-as-the-final-approving-authority-for-all-project-modifications-under-the-fiscal-year-2026-basic-education-facilities/), designating the final approving authority for project modifications under the FY 2026 Basic Education Facilities Fund (August 25, 2026), pars. 1 and 6. - DepEd, [Central Office Directory](https://www.deped.gov.ph/contact-us/directory/), as of October 26, 2026. **DepEd issuances on the office functions, quality management and performance** - Office Functions, Version 3, Central Office: 59 sheets for 19 bureaus, services and other offices (2023; the Project Management Service's three sheets as revised in 2024 and the DRRMS sheet dated June 11, 2024). - Memorandum [DM-HROD-2023-0617](https://region8.deped.gov.ph/wp-content/uploads/2023/05/Memorandum-DM-HROD-2023-0617.pdf), DepEd RO & SDO Office Functions Version 3 (May 5, 2023). - Memorandum PMS-PMD-2024-0050, Revisions in the Quality Management System (QMS) Manual of the Project Management Service (May 17, 2024). - [DepEd Order No. 009, s. 2021](https://www.deped.gov.ph/2021/02/24/february-24-2021-do-009-s-2021-institutionalization-of-a-quality-management-system-in-the-department-of-education/), Institutionalization of a Quality Management System in the Department of Education (February 24, 2021), Secs. VIII and IX. - [DepEd Memorandum No. 014, s. 2022](https://www.deped.gov.ph/2022/03/15/march-15-2022-dm-014-s-2022-the-deped-quality-management-system-manual-and-procedures-and-work-instructions-manual/), The DepEd Quality Management System Manual and Procedures and Work Instructions Manual (March 15, 2022), and [DepEd Memorandum No. 068, s. 2025](https://www.deped.gov.ph/2025/08/11/august-11-2025-dm-068-s-2025-addendum-to-the-deped-memorandum-no-014-s-2022-the-deped-quality-management-system-manual-and-procedures-and-work-instructions-manual/), its addendum (August 11, 2025). - [DepEd Order No. 2, s. 2015](https://www.deped.gov.ph/2015/02/06/do-2-s-2015-guidelines-on-the-establishment-and-implementation-of-the-results-based-performance-management-system-rpms-in-the-department-of-education/), Guidelines on the Establishment and Implementation of the Results-based Performance Management System (RPMS) in the Department of Education (February 6, 2015), pars. 18 and 19. - [DepEd Order No. 024, s. 2020](https://www.deped.gov.ph/2020/09/07/september-7-2020-do-024-s-2020-national-adoption-and-implementation-of-the-philippine-professional-standards-for-school-heads/), National Adoption and Implementation of the Philippine Professional Standards for School Heads (September 7, 2020), indicators 1.3.1, 1.3.4 and 5.1.1. **DepEd issuances on programs** - [DepEd Order No. 55, s. 2016](https://www.deped.gov.ph/2016/06/30/do-55-s-2016-policy-guidelines-on-the-national-assessment-of-student-learning-for-the-k-to-12-basic-education-program/), Policy Guidelines on the National Assessment of Student Learning for the K to 12 Basic Education Program (June 30, 2016), par. 4. - [DepEd Order No. 008, s. 2019](https://www.deped.gov.ph/2019/05/02/may-2-2019-do-008-s-2019-revised-implementing-guidelines-on-the-direct-release-use-monitoring-and-reporting-of-maintenance-and-other-operating-expenses-allocation-of-schools-including-other-fu/), Revised Implementing Guidelines on the Direct Release, Use, Monitoring and Reporting of Maintenance and Other Operating Expenses Allocation of Schools, Including Other Funds Managed by Schools (May 2, 2019), responsibilities of the Finance Service. - [DepEd Order No. 001, s. 2020](https://www.deped.gov.ph/2020/01/23/january-23-2020-do-001-s-2020-guidelines-for-neap-recognition-of-professional-development-programs-and-courses-for-teachers-and-school-leaders/), Guidelines for NEAP Recognition of Professional Development Programs and Courses for Teachers and School Leaders (January 23, 2020); [DepEd Memorandum No. 012, s. 2023](https://www.deped.gov.ph/2023/03/02/march-2-2023-dm-012-s-2023-moratorium-on-the-implementation-of-deped-order-no-001-s-2020-guidelines-for-neap-recognition-of-professional-development-programs-and-courses-for-teachers/), its moratorium (March 2, 2023), pars. 1 and 6; and [DepEd Memorandum No. 044, s. 2023](https://www.deped.gov.ph/2023/11/20/august-04-2023-neap-dm-044-s-2023-interim-guidelines-for-the-quality-assurance-and-monitoring-and-evaluation-of-the-national-educators-academy-of-the-philippines-core-programs/), the interim guidelines (August 4, 2023). - [DepEd Order No. 016, s. 2023](https://www.deped.gov.ph/2023/07/19/july-18-2023-do-016-s-2023-revised-guidelines-on-the-implementation-of-the-department-of-education-computerization-program/), Revised Guidelines on the Implementation of the Department of Education Computerization Program (July 18, 2023). - [DepEd Order No. 008, s. 2025](https://www.deped.gov.ph/2025/03/28/march-28-2025-do-008-s-2025-guidelines-in-the-selection-of-textbooks-and-teachers-manuals/), Guidelines in the Selection of Textbooks and Teacher's Manuals (March 28, 2025), par. 6. - [DepEd Order No. 001, s. 2026](https://www.deped.gov.ph/2026/01/19/january-19-2026-do-001-s-2026-implementing-guidelines-of-the-enhanced-alternative-learning-system/), Implementing Guidelines of the Enhanced Alternative Learning System (January 19, 2026), pars. 71, 72, 76 and 77. - [DepEd Order No. 009, s. 2026](https://www.deped.gov.ph/2026/04/16/april-16-2026-do-009-s-2026-guidelines-on-the-implementation-of-the-three-term-school-calendar-in-basic-education/), Guidelines on the Implementation of the Three-Term School Calendar in Basic Education (April 16, 2026), par. 29. - [DepEd Order No. 013, s. 2026](https://www.deped.gov.ph/2026/06/04/june-4-2026-do-013-s-2026-institutional-guidelines-on-the-implementation-of-the-school-based-feeding-program/), Institutional Guidelines on the Implementation of the School-Based Feeding Program (June 4, 2026), par. 7. - [DepEd Order No. 022, s. 2026](https://www.deped.gov.ph/2026/09/24/september-24-2026-do-022-s-2026-enhanced-minimum-performance-standards-and-specifications-for-deped-school-infrastructure-and-school-furniture/), Enhanced Minimum Performance Standards and Specifications for DepEd School Infrastructure and School Furniture (September 24, 2026). - [DepEd Memorandum No. 027, s. 2026](https://www.deped.gov.ph/2026/05/05/may-5-2026-dm-027-s-2026-2026-brigada-eskwela-implementing-guidelines/), 2026 Brigada Eskwela Implementing Guidelines (May 5, 2026), par. 9. ## DepEd office functions series - DepEd Central Office Functions: Bureaus and Services (this post) - [DepEd Regional Office Functions: What Each Division Does](https://nash.com.ph/blog/deped-regional-office-functions) - [Schools Division Office Functions: OSDS, CID and SGOD](https://nash.com.ph/blog/deped-schools-division-office-functions) *Written by Mark Anthony Llego for NASH Reviewer. Sources: DepEd's Office Functions, Version 3 (2023); Republic Acts No. 9155, 11510, 11713 and 12009; Executive Order No. 292; DepEd Orders No. 1, s. 2003, No. 52, s. 2015, No. 2, s. 2015, No. 009, s. 2021, No. 001, s. 2023 and No. 015, s. 2024; Office Orders of July 2025; Memoranda DM-HROD-2023-0617 and PMS-PMD-2024-0050; DepEd's Central Office Directory of October 26, 2026.* --- © 2026 Mark Anthony Llego, NASH Reviewer. All rights reserved. You may quote up to 100 words from this article with the author's name, its title and a link. In research, cite it as: Llego, M. A. (2026, November 13). *DepEd Central Office Functions: Bureaus and Services*. NASH Reviewer. https://nash.com.ph/blog/deped-central-office-functions. Any other reuse of the article, its charts or its data needs written permission: email support@nash.com.ph. Terms of Service: https://nash.com.ph/terms#website-content-and-data