# DepEd Regional Office Functions: What Each Division Does A DepEd Regional Office has twelve offices: the Regional Director's office, three units and eight divisions. What each does, and what the region decides. This is the Markdown copy of [DepEd Regional Office Functions: What Each Division Does](https://nash.com.ph/blog/deped-regional-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. A DepEd Regional Office stands between the Central Office and the schools divisions. Its Regional Director adapts national policy to the region, sets the regional plan and standards, monitors and assists the divisions, and holds two decisions that reach every school: approving the establishment of public and private schools, and deciding administrative cases against teachers ([Republic Act No. 9155](https://www.officialgazette.gov.ph/2001/08/11/republic-act-no-9155/), Sec. 7(B); [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/), Secs. 3.2 and 4.3). The office has twelve parts under [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/): the Office of the Regional Director, three units attached to it (Legal, Information and Communication Technology, and Public Affairs), and eight divisions. What each of the twelve is for is set out in DepEd's Office Functions, Version 3: one sheet for each office, released to Regional Directors and Schools Division Superintendents on May 5, 2023 ([Memorandum DM-HROD-2023-0617](https://region8.deped.gov.ph/2023/05/05/may-05-2023-memorandum-dm-hrod-2023-0617-deped-ro-sdo-office-functions-version-3/)). A sheet gives the office's statement of purpose, its outcomes, and its key result areas, each with objectives, outputs and indicators. All twelve sheets are in the explorer below, word for word. The sheets describe work. They are not a DepEd Order, they create no positions, and they move no power that RA 9155 gives to the Secretary, a Regional Director, a Schools Division Superintendent or a school head. One line runs through them: a division of the region validates and recommends, and the Regional Director approves. As of November 13, 2026, no DepEd order has amended the regional structure of 2015, and no later version of the regional sheets has been issued by a public memorandum. Several rules around the sheets have changed since 2023. ## Key findings - **Twelve offices, on one chart for every region.** The Office of the Regional Director; the Legal, ICT and Public Affairs units; and eight divisions: Curriculum and Learning Management, Education Support Services, Field Technical Assistance, Quality Assurance, Policy, Planning and Research, Human Resource Development, Administrative, and Finance (DO 52, s. 2015, Enclosure No. 2). A region's size, small, medium or large, sets its staffing (par. 10). - **The sheets are a management document.** They "will form part of the QMS Operations Manual" and guide each office's operational plan and performance commitments (Memorandum DM-HROD-2023-0617, May 5, 2023). Authority comes from RA 9155, its implementing rules and DepEd Orders. - **Twelve sheets hold 60 key result areas, 198 objectives and 447 outputs.** One key result area, Office Administration and Performance Management, is on all twelve (Office Functions, Version 3, Regional Office sheets). - **A division validates; the Regional Director approves.** The Quality Assurance Division produces a "List of private schools validated and recommended for issuance of government permit to operate and government recognition". The permit and the recognition are the Regional Director's to grant ([DepEd Order No. 88, s. 2010](https://www.deped.gov.ph/2010/06/24/do-88-s-2010-2010-revised-manual-of-regulations-for-private-schools-in-basic-education-amended-by/), Secs. 28 and 32(e)). - **The Regional Director decides cases against teachers and school heads; the Legal Unit prepares them.** A decision that imposes removal needs the Secretary's confirmation ([DepEd Order No. 49, s. 2006](https://www.deped.gov.ph/2006/12/12/do-49-s-2006-revised-rules-of-procedure-of-the-department-of-education-in-administrative-cases-amended-by/), Secs. 1 and 45; DO 1, s. 2003, Sec. 4.3). - **The region's clients are the divisions.** The words "school head" appear in none of the twelve regional sheets; only the HRDD's purpose names "school leaders". The region's technical assistance goes to schools division offices, which assist schools ([DepEd Order No. 007, s. 2024](https://www.deped.gov.ph/2024/05/20/may-16-2024-do-007-s-2024-policy-guidelines-on-the-implementation-of-the-revised-school-based-management-sbm-system/), Sec. F), and the superintendent, not the region, appoints teachers and school heads (RA 9155, Sec. 7(C)(3)). - **Later rules have overtaken parts of the sheets.** DO 007, s. 2024 ended the school-based management levels that the Field Technical Assistance Division's sheet still names. [Republic Act No. 12000](https://lawphil.net/statutes/repacts/ra2024/ra_12000_2024.html) added a seventeenth region. Regional lawyers now report functionally to the Undersecretary for Legal and Legislative Affairs ([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/)). [Republic Act No. 12009](https://www.officialgazette.gov.ph/2024/07/20/republic-act-no-12009/) replaced the procurement law the Administrative Division's sheet cites. **Explorer. What each office of the Regional Office does.** On the page, an explorer sets the offices of the Regional Office on a board, opens each office’s sheet, and searches every sheet at once. The sheets are DepEd Office Functions, Version 3 (Memorandum DM-HROD-2023-0617, May 5, 2023). 12 offices. The sheets follow, word for word. #### Office of the Regional Director and its attached units ##### Office of the Regional Director *Regional Office. 6 key result areas, 22 objectives, 42 outputs.* **Statement of purpose.** The Office of the Regional Director (ORD) leads and engages Regional Office units, Schools Division Offices, partners, and other educational stakeholders in providing quality and accessible basic education through policy and direction setting, partnership building, enforcement of standards, and resource management. **Outcomes** - School Division Offices can manage curriculum implementation effectively Measured by: Percentage of SDOs that manage and effectively implement the curriculum. - Regional Office (RO) units and Schools Division Offices (SDOs) continuously improve their operations Measured by: Percentage of RO units and SDOs that have accomplished 100% of the targeted performance indicators in terms of access, quality, and governance compliant to standards and policies - Partners and other stakeholders continuously and actively support the regional offices’ programs, projects, and activities Measured by: Number of commitments/pledges and MOA/MOU signed with partners and stakeholders in support of the PPA implementation. **Key result area: Strategic Leadership and Management** (3 objectives) - To translate the National Education Development Plan (NEDP) and framework to Operational Plan that is suited to the context and situation of the region - Outputs: Regional Education Development Plan (REDP) - Output indicators: Approved Regional Strategic Directions and Policy Framework - To ensure RO and SDOs are managed and led effectively, efficiently, and collaboratively - Outputs: WFP, AIP, APP, PPMP; Budget Utilization Report; Budget and Financial Accountability Reports - Output indicators: Number of programs/ projects/ activities (PPAs) implemented by the RO per PMIS; Percentage of accomplishment based on the WFP - To establish a mechanism for effective implementation of P/P/As in the region - Outputs: Implementing Guidelines on the implementation of PPAs in the form of regional issuances (Orders, Memoranda, Advisories, etc) - Output indicators: RO units and SDOs adapting the mechanism, established guidelines on the implementation of PPAs **Key result area: Curriculum Management** (4 objectives) - To manage the development and implementation of contextualized curriculum - Outputs: Contextualized learning resources per grade level across all subject areas including ALS - Output indicators: Number of developed and contextualized learning resources across all subject areas including ALS - To review and recommend policies on curriculum implementation (CI), Learning Delivery (LD) and Learning Resource Management (LRM) - Outputs: Policy recommendation on CI, LD and LRM - Output indicators: Number of policies reviewed and recommended - To manage the development of contextualized learning outcomes assessments - Outputs: Contextualized Learning Outcomes Assessment; Learning Assessment Tools - Output indicators: Number of developed contextualized learning outcomes assessment; Number of Learning Assessment Tools/Tests Developed; Number of utilized Learning Assessment Tools; Number of SDOs that utilized the Learning Assessment Tools - To develop implementing guidelines on Curriculum Implementation, Innovation, Contextualization, Learning Resource Development and Management, and Learning Outcomes Assessment - Outputs: Regional Orders, Memoranda, Advisories - Output indicators: Number of Regional Orders, Memoranda, and Advisories issued **Key result area: Quality Assurance** (5 objectives) - To implement the institutionalized Regional Monitoring &, Evaluation Framework - Outputs: M&E Framework - Output indicators: Functional and Operational Regional M&E Framework; Number of RO units and SDOs implementing the Regional M&E Framework - To ensure effective utilization of the QAME result to improve functional divisions and SDOs performance - Outputs: Regional Policy on the utilization of QAME results - Output indicators: Number of RO units and SDOs which adopted the Regional Policy on the utilization of QAME results; Percentage of RO units and SDOs implementing Functional and Operational M&E Framework - To ensure the approval for the establishment, renewal, and recognition of private schools - Outputs: Government permit to operate; Recognition issued - Output indicators: Number of approved applications for the establishment of Private schools; Number of schools compliant to standards - To ensure the approval for the establishment, conversion, naming, and renaming of Public Schools - Outputs: Issuance of School ID and UACS - Output indicators: Number of newly established schools with School ID and UACS; Number of newly approved integrated school - To ensure the proper implementation of P/P/As for continuous improvement and sustainability - Outputs: Policy gap analysis and recommendations for improvement and sustainability - Output indicators: Number of P/P/As per PMIS and WFP monitored, evaluated, and results analyzed **Key result area: Partnership Building** (4 objectives) - To identify resource needs and potential local and international donors - Outputs: Signed MOA/MOU; List of resource needs with the profile of potential local and international donors - Output indicators: Number of identified local and international donors of education-related program/project - To craft localized policies and standards for partnership building - Outputs: Regional Memoranda; Localized policies and standards prescribed for partnership building such as Regional Orders, Memoranda, Advisories - Output indicators: Number of localized policies and standards prescribed and adapted; Number of signed MOAs/MOUs - To create opportunities for partnership in relevant areas - Outputs: Signed MOAs/MOUs; Support/Assistance received with applicable support documents (e.g. contracts, pledges, etc.) - Output indicators: Number of stakeholders’ convergence/partnership engagements conducted; Number of Local/International partnerships established - To establish effective M&E for partnership sustainability - Outputs: Progress report; M & E Tool for sustained partnership; Organized information system - Output indicators: Number of standard tools for effective M&E and sustained partnerships **Key result area: People Development** (3 objectives) - To ensure that the recruitment, selection, and placement system is implemented effectively and efficiently - Outputs: List of employees hired; Contextualized Policy on RSP - Output indicators: Number of employees promoted; Number of qualified and competent employees hired within the allowable turn-around time; Percentage of vacant items filled up without delay - To institutionalize a comprehensive employee welfare program on wellness, rewards and incentives, and gender and development, etc. - Outputs: Localized Policy on Employee Welfare with EOP; Contextualized Policy on GAD - Output indicators: Number of policies on comprehensive employees’ program formulated and implemented. - To provide continuous professional learning and development for RO and SDO personnel - Outputs: Localized Human Resource Development (HRD) System; Localized L&D Policy; List of employees capacitated - Output indicators: RO & SDOs L & D Plans implemented; Number of L & D activities for RO and SDO personnel; Number of localized L & D policies implemented; Percentage of employees 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; 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 - Outputs: List of employees given 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 Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews conducted ##### Legal Unit *Regional Office. 4 key result areas, 15 objectives, 36 outputs.* **Statement of purpose.** The Legal Unit provides prompt and responsive legal services to the stakeholders of the region to ensure integrity and accountability in public service and the efficient delivery of quality basic education. **Outcomes** - The stakeholders are assured of judicious decisions and actions adherent to DepEd policies, rules and regulations, and other relevant laws. Measured by: Case issuances and other official communications; Number of judicious decisions and actions adherent to DepEd policies, rules and regulations, and other relevant laws made or issued - The rights and welfare of learners and personnel are promoted and protected. Measured by: Number of policies implemented to promote and protect the rights and welfare of learners **Key result area: Investigation** (4 objectives) - To evaluate and facilitate appropriate handling of complaints. - Outputs: Orders, Notices, Resolutions, indorsements, letters, and other appropriate action documents - Output indicators: Number of complaints acted upon within the prescribed time; Percentage of cases appropriately handled. - To facilitate/assist/provide support in the conduct of a formal investigation of cases within the jurisdiction of the RD at the Regional Office – Proper (i.e., teaching personnel and non-teaching personnel within the Regional Office) - Outputs: Summons, Notices, Investigation reports, and other appropriate action documents; Formal Charges; Orders, notices, reports, and appropriate action documents - Output indicators: Number of complaints investigated and acted upon; Number of investigation reports made; Number of formal charges issued; Number of complaints investigated and/or complaints directed for investigation at the SDO level - To conduct investigations on complaints within the jurisdiction of the CO (i.e., those cases lodged before the CO, but RO representatives are tasked to investigate) - Outputs: Reports and other appropriate action documents - Output indicators: Number of investigations conducted - To facilitate the conduct of investigations unto complaints against private schools - Outputs: Show cause orders; Cease and desist orders - Output indicators: Number of complaints acted upon **Key result area: Resolution of cases** (2 objectives) - To ensure the proper and prompt disposition and resolution of cases within the disciplinary jurisdiction of the RD - Outputs: Resolutions, Orders, Decisions - Output indicators: Number of decisions or resolutions issued - To monitor the implementation of the decision or order - Outputs: Memorandum/Orders; Legal monitoring tool - Output indicators: Number of issuances such as memoranda, orders or indorsements made; Number of decisions referred for implementation **Key result area: Legal Services** (6 objectives) - To provide support services (i.e., issuance of legal clearances) within the region in relation to retirement, leave for travel abroad, and other personnel actions. - Outputs: Certification on pendency or non- pendency of administrative cases filed in DepEd; Legal Clearances (i.e., Certificates of No Pending Administrative Case) - Output indicators: Number of certifications issued; Number of Legal Clearances issued - To ensure legal representation in cases involving the DepEd region which are filed in judicial and quasi-judicial bodies, - Outputs: Pleadings, comments, briefs, etc.; Letters/indorsements, and other appropriate action documents; Indorsements to CO or OSG (i.e., request for legal assistance and representation),; Deputation Orders - Output indicators: Percentage of cases involving the DepEd region which are filed in judicial and quasi-judicial bodies are represented.; Legal representation/ appearance before appropriate tribunals; Number of pleadings, comments, briefs, etc., prepared; Number of indorsements to CO or OSG and Deputation Orders - To facilitate the involvement of OSG in the cases filed by and on behalf of DepEd - Outputs: Appearances of the OSG in hearings attended by DepEd - Output indicators: Number of appearances of the OSG in hearings attended by DepEd - To provide appropriate technical assistance to Divisions, Sections, and Units of the Regional Office and SDOs - Outputs: Technical Assistance Plans and Reports; Indorsements, Entries in Legal TA Logbook, other communications; Capacitated personnel on legal matters/services - Output indicators: Number of technical assistances on legal matters/services provided.; Number of Indorsements, Entries Legal TA Logbook, other communications; Number of capacitated personnel on legal matters/services - To provide legal support services on School Sites Titling - Outputs: Indorsements, Legal TA Logbook, other communications; Indorsements/Technical Assistance re School Site Issues - Output indicators: Number of Indorsements, Entries in Legal TA Logbook, other communications; Number of meetings/FGD/ convergence with stakeholders to address school sites concerns - To provide legal support services on private school matters and other legal concerns - Outputs: Membership/Representation in Special Committees; Legal Opinion; Correction of School Record Entries; Draft/Reviewed MOA/MOU/Contracts - Output indicators: Number of meetings participated; Number of Legal Opinion released; Number of Resolutions on the correction issued; Number of MOA/MOU/ Contracts drafted or reviewed; Percentage of general legal /technical services provided within the prescribed timeline **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 of activity conducted; Number of performance reviews conducted ##### Information and Communication Technology Unit *Regional Office. 4 key result areas, 12 objectives, 26 outputs.* **Statement of purpose.** The Information and Communication Technology Unit (ICTU) provides support to regional office personnel and Division Information Technology Officers (DITOs) to ensure quality services through delivery and deployment of ICT-enabled solutions and services **Outcomes** - Regional Office personnel and School Division Offices (SDOs) adhere to and implement issued localized ICT policies and standards, aligned with national directives. Measured by: Percentage of RO employees and SDOs that adhered to and implemented the issued and localized ICT policies and standards - ICT-enabled programs and Projects successfully implemented by SDOs Measured by: Percentage of ICT-enabled programs and projects implemented by SDOs **Key result area: National Policies on ICT Programs/Projects Implementation** (2 objectives) - To comprehensively monitor complete and timely compliance of the Regional Office units and SDOs to the national and regional-related policies, projects, and programs on ICT - Outputs: Policy Implementation Plan on national and regional ICT-related policies; M & E Plans and Reports - Output indicators: Approved policy implementation plan on national and regional ICT-related policies; Number of Regional Office units and SDOs monitored. - To provide appropriate technical assistance to Regional Office, and SDOs - Outputs: Technical Support Reports - Output indicators: Number of technical support provided in ensuring the implementation of ICT programs and projects **Key result area: ICT system and infrastructure design and management** (5 objectives) - Adopting an ICT strategy that is aligned with the DepEd information system - Outputs: Approved ICT Plan - Output indicators: Completed the creation and adoption of the ICT Plan - To adopt an ICT Plan aligned with DepEd Information Systems Strategic Plan (ISSP) responsive to regional needs - Outputs: Approved Regional ISSP plan aligned to the CO ISSP approved plan - Output indicators: Completed the creation and adoption of the ICT Plan; Percentage of implemented/ accomplished programs/projects/ activities in the approved ICT Plan - To design and develop ICT systems to automate/ enhance/ maintain regional business processes - Outputs: Functional ICT System; ICT Solutions - Output indicators: Number of developed /implemented/ enhanced/ maintained ICT Solutions; Number of ICT systems developed and implemented.; Percentage of automated business process - To oversee the maintenance of system and infrastructure - Outputs: M and E Reports; Approved Preventive Maintenance Report; Report on the status of preventive maintenance - Output indicators: Number of system functionalities and infrastructure performance deployment that are monitored and evaluated - To adopt, manage and enhance ICT systems from the Line Agency and/or stakeholders - Outputs: Signed MOU/MOA/Contract; M&E Report; Knowledge Transfer; User’s Manual - Output indicators: Number of systems adopted and implemented; Percentage of system improvement; Number of systems monitored and evaluated **Key result area: Management of ICT service provider** (2 objectives) - To review ICT-related MOA/MOU/Contracts/ Service Level Agreement (SLA) and recommend appropriate action (in coordination with Legal Unit) - Outputs: Action slip - Output indicators: Percentage of reviewed existing and incoming ICT-related MOA/MOU/Contracts/SLA and recommended appropriate action. - To monitor and evaluate the compliance of partners as to stipulated provision in ICT-related MOA/ MOU/ Contract/ SLA - Outputs: M & E Reports - Output indicators: Number of monitored and evaluated partners that complied with the provisions in ICT-related MOA/ MOU/ Contract/ SLA **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: Number of 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 - 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 ##### Public Affairs Unit *Regional Office. 4 key result areas, 15 objectives, 37 outputs.* **Statement of purpose.** The Public Affairs Unit (PAU) provides the stakeholders with accurate, adequate, and timely information and strengthens linkages with internal and external stakeholders towards enhanced awareness and perception of the Region and of the Department. **Outcomes** - All stakeholders are aware and support DepEd Programs/Projects/ Activities (P/P/As) and the Regional Strategic Direction. Measured by: Percentage of stakeholders’ awareness on DepEd’s PPAs; Percentage of stakeholder’s supporting DepEd’s PPAs - CO, RO & SDO officials are prepared for various successful regional public relations engagements Measured by: Percentage of communication materials/press releases prepared and approved ahead of public relations engagements **Key result area: Communication Systems and Processes** (6 objectives) - To implement the national communications framework developed at the national level - Outputs: Regional Communication Plans, programs, and strategies - Output indicators: Number of communication plans, programs, and strategies implemented; Number of orientations conducted for the National Communications Framework (when there are major revisions in the NCF) - To manage communication protocols at the RO and SDOs - Outputs: Crisis Management Plan; Communication Policy (Regional Orders, Memo etc.) - Output indicators: Number of issues or concerns managed based on the crisis management plan; Approved Crisis Management Plan; Communications Policy/ Protocol implemented; Number of released official communications (memoranda, advisories) for the implementation of the Policy - SDOs and Functional Divisions adopt the communication protocols set in the issuance released - Outputs: Complete and accurate needed data provided within timeframe - Output indicators: Number of concerns/requests addressed and prepared after receiving requests. - To implement standards on issuances of print and non-print materials - Outputs: Implementation Plan on the Guidelines/Standards, print and non-print materials (DepEd Service Marks and Visual Identity Manual and DepEd Manual of Style) - Output indicators: Number of issued print/non-print materials compliant to the set standards; Number of orientation(s) /training(s) conducted for DepEd SMVIM and Manual of Style; Number of official issuances/communications adhering to standards from the DepEd Manuals - To relay received information/ issues and concerns affecting the Region to proper office/s or authorities for information/action. - Outputs: Press Releases; News Articles; Advisories; Letters - Output indicators: Number of issued print/non-print materials compliant to the set standards; Number of official issuances/communications adhering to standards from the DepEd Manuals. - To provide appropriate technical assistance (e.g., communication plan development, development of print and non-print materials) - Outputs: Technical Assistance Report - Output indicators: Number of technical assistances provided **Key result area: Communication Linkages** (3 objectives) - To conduct media and public relations events involving communication technical work in the promotion of best practices of the Region - Outputs: Press Kit; Press briefer; News materials/items published by local/ national media - Output indicators: Number of press conferences/ public briefings conducted - To act as spokesperson /representative of the RD and ARD - Outputs: Report on media interviews, dialogues; List of representations made - Output indicators: Number of representations made - To strengthen partnership with various media and stakeholders - Outputs: Information & Education Campaign (IEC) and Advocacy Materials; Signed MOA/MOU; Infographics/Advocacy Videos, Audi-Visual Presentations - Output indicators: Number of published/broadcast stories that involved partners and stakeholders; Number of produced IEC Materials (print/digital) **Key result area: Communication Support** (3 objectives) - To prepare information materials (messages, speeches, talking points, consolidated data) needed for RD’s interview, press conferences/media briefings, and other Public Relations (PR) engagements - Outputs: Press Statements, Press Releases, Interviews, News materials/items published by local/national media; Infographics, advocacy videos; Copies of messages/speeches; Newsletters (e-copy and hard copy), broadcast, and social media platforms - Output indicators: Number of information materials released/ published in online and offline platforms; Number of issued/volumes of newsletters published; Number of episodes televised/ broadcasted/ streamed/ posted - To provide assistance on crisis management - Outputs: Official statement of the head of the office and/or resolution; Incident Reports; Communications Plan - Output indicators: Number of issues and concerns addressed; Crisis Communications Plan; Number of Incident Reports received and transmitted; Number of Official Statements Released - To monitor and evaluate level of satisfaction of stakeholders on service rendered - Outputs: Feedback report received; Analyzed client satisfaction result - Output indicators: Percentage of feedback received; Approved and submitted analyzed client satisfaction result **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 - 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 #### Divisions ##### Curriculum and Learning Management Division *Regional Office. 5 key result areas, 19 objectives, 40 outputs.* **Statement of purpose.** The Curriculum and Learning Management Division (CLMD) manages and collaborates with the Schools Division Offices in the provision and implementation of the Basic Education Curriculum towards the improvement of learning outcomes by contextualizing the curriculum, enforcing standards, and increasing access to quality and varied learning resources. **Outcomes** - Schools Division Offices can manage and supervise the effective and efficient implementation of the relevant curriculum in the schools and learning centers Measured by: Percentage of the SDOs managed and supervised the efficient and effective implementation of the curriculum - Schools Division Offices can access and fully utilize various quality assured learning resources Measured by: Percentage of the SDOs accessed and utilized the various quality assured learning resources - Schools Division Offices continuously improve the management of instruction for the attainment of desired learning outcomes Measured by: Percentage attained/achieved by the SDOs in terms of the desired outcomes **Key result area: Curriculum Management** (5 objectives) - To design, develop, and implement programs, projects, and activities (PPAs), on curriculum implementation, innovation, and contextualization - Outputs: Accomplishment Report; Contextualized Curriculum Framework/ Curriculum Learning Management System - Output indicators: Number of programs, activities, and projects approved and contextualized; Updated contextualized curriculum framework / CLM System - To design, develop, and implement a monitoring and evaluation system on the contextualized curriculum. - Outputs: Monitoring and Evaluation Tool; M&E reports and analysis - Output indicators: Number of M&E tools developed and utilized; Number of SDOs monitored and evaluated quarterly - To provide technical assistance on curriculum implementation, innovation, and contextualization - Outputs: Consolidated TA Needs Assessment Report; Approved TA Plan; TA contract/agreement; TA result and analysis; TA Accomplishment report - Output indicators: Number of SDOs provided with technical assistance on curriculum implementation innovation, and contextualization - To review and provide policy recommendations on curriculum implementation, special curricular/ interest programs, and support activities - Outputs: Policy reviews and recommendations - Output indicators: Number of reviewed/evaluated policy; Number of evaluation reports submitted - To design, develop, and implement programs, projects, and activities (PPAs), on curriculum implementation, innovation, and contextualization - Outputs: Approved PPA design; Consolidated Accomplishment Report of SDO that implemented the PPAs - Output indicators: Number of approved and implemented PPAs; Number of Schools Division Offices involved in the implementation of PPAs **Key result area: Learning Delivery** (3 objectives) - To manage contextualization of curriculum delivery with Schools Divisions - Outputs: Master list of Contextualized Curriculum Delivery or Instructional Innovations - Output indicators: Number of Contextualized Curriculum Delivery or Instructional Innovations - To review and provide policy recommendations on learning delivery arising from evaluation, studies & research for wider adoption - Outputs: Policy reviews and recommendations on learning delivery - Output indicators: Number of Policy reviewed/evaluated; Number of evaluation reports submitted; Number of policy recommendations submitted - To conduct regular monitoring of contextualized curriculum delivery for sustainability - Outputs: Quarterly Monitoring Report - Output indicators: Number of SDOs monitored **Key result area: Learning Resource Management** (5 objectives) - To assess learning resource needs per Learning Areas and Grade Levels - Outputs: Regional LR TA Plan - Output indicators: Updated Regional LR TA Plan - To ensure provision and equitable distribution of complete quality assured, accessible, and available LRs, responsive to the needs and context of the locality. - Outputs: Contextualized LRs per learning area and grade level including ALS, LWDs and MADRASAH, IPED LRs, Kinder - Output indicators: Number of contextualized LRs Developed per learning area and grade level including ALS, LWDs and MADRASAH, IPED LRs, Kinder - To manage and supervise the quality assurance of varied learning resources in different formats - Outputs: Quality Assured LRs - Output indicators: Number of quality assured LRs - To upload / catalogue contextualized LRs in ICT Application/shared google link. - Outputs: Uploaded contextualized LRs in ICT Application/shared google link. - Output indicators: Number of uploaded contextualized LRs ICT Application/shared google link. - To publish the quality assured LRs in the ICT Application/shared google link. - Outputs: Published LRs in the ICT Application/shared google link - Output indicators: No. of LRs published in the ICT Application/shared google link. **Key result area: Learning Outcomes Assessment** (3 objectives) - To manage the development of a contextualized assessment mechanism - Outputs: Contextualized Assessment Mechanism - Output indicators: Number of contextualized assessment mechanism - To provide relevant, timely and appropriate technical assistance on analysis, interpretation, and utilization of test/ assessment results (performance task assessment and summative assessment) to improve learning outcomes - Outputs: Consolidated TA Needs Assessment Report; Approved TA Plan; TA contract/agreement; TA result and analysis; TA Accomplishment report; Assessment results analysis; Report on the proficiency level per learning area across grade levels and exits - Output indicators: Number of approved TA plans implemented; Number of SDOs provided with technical assistance on learning outcomes assessment; Number of assessment result analyzed; Increase in the proficiency level per learning area across grade levels and exits.; Number of submitted reports on the proficiency level across grade levels and exits - To coordinate with, manage, and provide technical assistance to all testing coordinators across grade levels - Outputs: Test administration action/implementation plan; Technical Assistance Plan for Test Coordinators - Output indicators: Approved test administration action/implementation plan; Approved Technical Assistance Plan for Test Coordinators **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 - 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 recommended; 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 ##### Education Support Services Division *Regional Office. 5 key result areas, 18 objectives, 44 outputs.* **Statement of purpose.** The Education Support Services Division (ESSD) collaborates with the Regional Office units and Schools Division Offices, in the provision of services and facilities for learners’ readiness, wellness, and youth leadership formation towards a safe, child-friendly learning environment. **Outcomes** - RO and SDOs establish, sustain, strengthen, and increase partnerships and linkages to address the resource gaps. Measured by: Percentage of established, sustained, strengthened, and increased partnership and linkages with internal and external stakeholders; Percentage of schools and LCs established database of sustained partners and donors through DPDs - RO and SDOs ensure a conducive and safe learning environment for schools and LCs. Measured by: Percentage of schools and LCs with a conducive and safe learning environment - RO and SDOs provide quality services and equitable resources to schools and LCs for learner’s readiness, wellness, youth leadership formation, sports, and other child protection programs. Measured by: Percentage of schools and LCs provided quality services and equitable resources with learners’ readiness, wellness, and youth leadership formation services, sports, and other child protection programs. **Key result area: Partnership and Linkages** (5 objectives) - To establish, sustain, strengthen, and increase partnership and linkages among Private and Public stakeholders for the provision of additional education resources and services that shall support the Regional Basic Education Development Plan. - Outputs: DepEd Partnership Database System (DPDS) and/or Inventory and Directory of Internal and External Partners; MOA / MOU; Brigada Eskwela Implementation Report; Technical assistance Report - Output indicators: Updated DPDS and/ or inventory and directory of internal and external partners; No. of signed MOA/MOU; Approved and submitted consolidated Brigada Eskwela implementation report; Number of partnership engagements of functional divisions provided with technical assistance - To develop guidelines/standards based on needs and gaps for engaging Education Support Services (ESS) partners. - Outputs: Numbered Regional Memoranda - Output indicators: Number of issued numbered regional memoranda - To establish a coordination mechanism, database, and protocol for organizing, sharing, and tracking information, resources, expertise, and best practices among external and internal partners - Outputs: Minutes of the Meeting Agreement; MOU/MOA - Output indicators: Number of conducted coordination meetings; Number of partners established - To identify areas for internal and external partnership in connection with Disaster Risk Reduction and Management (DRRM), Climate Change Adaptation (CCA), and Education in Emergencies (EIE). - Outputs: DRRM/CCA/EIE Plans; Minutes of the Meeting Agreement; MOU/MOA; Accomplishment Report - Output indicators: Number of DRRM/CCAEIE plans submitted; Number of coordination meetings conducted; Number of agreements instituted; Number of partnerships established; Number of accomplishment reports submitted - To plan, implement, and monitor initiatives relating to child protection with regional line agencies of the government and international and local organizations - Outputs: PPAs relating to child protection - Output indicators: Number of PPAs planned, implemented, and monitored **Key result area: Educational Facilities Management** (3 objectives) - To facilitate the conduct of needs assessment of Schools Division Offices on basic education to include disaster-related needs assessment, facilities such as school buildings, furniture, and other facilities - Outputs: Consolidated accomplishment result of implemented projects; Needs Assessment Results - Output indicators: Number of RO units and SDOs involved in the needs assessment; Consolidated accomplishment report on implemented projects submitted to and approved by the RD; Number of Needs Assessments conducted; Percentage of accomplished and summarized online monitoring tool - To ensure equitable distribution of resources in the Schools Division Office and provide recommendations for the maximum utilization of the same - Outputs: List of resource allocation to Schools Division Offices - Output indicators: List/Report on SDOs with resource allocation - To ensure that education facilities constructed by other government agencies such as the local government units and the private sector comply with the minimum standards of DepEd and are well maintained. - Outputs: M & E Report; MOA for the construction and/or maintenance of education facilities - Output indicators: Number of school building projects monitored and compliant to DepEd Standards; Maintenance Report on education facilities/school buildings; Number of meetings conducted with partners; Number of signed and approved MOA with partners **Key result area: Health and Nutrition Services Management** (3 objectives) - To manage, supervise and monitor the delivery of Health and Nutrition services in accordance with policies, standards, and guidelines. - Outputs: Monitoring and Evaluation Plans, Reports; Accomplishment Reports - Output indicators: Number of RO units and SDOs monitored and compliant with standards and guidelines; Number of duly signed summary of health and nutrition services provided - To provide technical assistance for the effective provision of Health and Nutrition services. - Outputs: TA Plans, Reports; Agreement, Pledge of Commitment, and Compliance - Output indicators: Number of RO units and SDOs provided with TA on Health and Nutrition Services - To evaluate Schools Division Offices Health and Nutrition Services accomplishment through evidence-based data reporting. - Outputs: Monitoring and Evaluation Plans, Reports; Accomplishment Reports - Output indicators: Number of RO units and SDOs that participated in the capacity building (CBs), orientations, meetings, consultations activities; Number of capacity building (CBs), orientations, meetings, consultations conducted **Key result area: Program/Project Management** (4 objectives) - To assist the Schools Division Offices in the implementation of PPAs through capacity building (CBs), orientations, meetings, and consultations. - Outputs: WFP; Action Plans; Activity Completion Reports - Output indicators: Number of RO units and SDOs that participated in the capacity building (CBs), orientations, meetings, consultations activities; Number of capacity building (CBs), orientations, meetings, consultations conducted; Number of SDOs conducted division sports events and participated in the regional meet. - To implement progress and result monitoring system to Schools Division Offices - Outputs: Monitoring and Evaluation Plans, Reports and Accomplishment Reports - Output indicators: Number of RO units and SDOs monitored and evaluated - To undertake coordination on prepositioning of materials and interventions for preparedness, response, rehabilitation, and recovery - Outputs: DRRM Plans; Contingency Plans; List of prepositioned supplies and materials; Mobilized supplies and materials - Output indicators: Number of SDOs with active and functional DRRM Teams and Twinning Systems; Number of partners with prepositioned resources - To establish enabling mechanisms for SDOs and Schools to locally manage their response, rehabilitation, and recovery needs and interventions - Outputs: IEC and advocacy resource materials; Research/es on response, rehabilitation, and recovery needs and interventions; List of Mechanisms on response, rehabilitation, and recovery needs /Interventions - Output indicators: Number of contextualized IEC and advocacy resource materials developed and disseminated; Number of research/es conducted and utilized; Updated and implemented Mechanisms on response, rehabilitation, and recovery needs /Interventions **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) - 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 ##### Field Technical Assistance Division *Regional Office. 3 key result areas, 13 objectives, 33 outputs.* **Statement of purpose.** The Field Technical Assistance Division (FTAD) leads, coordinates, and integrates the provision of Technical Assistance in collaboration with the Regional Field Technical Assistance Teams, the Schools Division Offices covering all areas of management, and operations based on the needs to have a better and improved School-Based Management practice that leads to increased learning outcomes and turnaround schools. **Outcomes** - Schools Division Office provides appropriate, timely, relevant, data-driven, and contextualized technical assistance to schools and learning centers Measured by: Percentage of capacitated SDOs, schools, and learning centers - Enhanced competence of the RFTATs/DFTATs in the provision of timely, appropriate, and relevant technical assistance to the SDOs Measured by: Percentage of capacitated RFTAT/DFTAT members - SDOs sustain and improve School-Based Management (SBM) level of practice Measured by: Percentage of schools with improved SBM level of practice **Key result area: Technical Assistance** (4 objectives) - To manage and implement technical assistance (TA) mechanism, processes, and systems of the Regional Field Technical Assistance Teams (RFTATs) and Division Field Technical Assistance Teams (DFTATs) for improved governance, operations, and curriculum management - Outputs: TA Operations Manual; List of organized RFTATs/DFTATs; Terms of Reference of the RFTATs - Output indicators: Approved and implemented TA operations manual; Approved and updated list of organized RFTATs/DFTATs; Approved and updated Terms of Reference (TORs) - To systematize relevant needs-based and strategic TA provision to ensure effective implementation of PPAs in the SDOs - Outputs: Approved Technical Assistance Needs Assessment (TANA) Result; Approved Regional Technical Assistance Plan; Result of the TA provided; TA Reports - Output indicators: Consolidated and approved Technical Assistance Needs Assessment (TANA) Result; Implemented the approved Regional TA plan; Updated/adjusted TA plan; Number of TA reports submitted - To track and analyze the implementation of results of Technical Assistance interventions and utilization of research based on context and priority - Outputs: Inventory/records of implemented Technical Assistance interventions; Progress Monitoring Plan; Progress Report; Minutes of the Coordination Meeting - Output indicators: Number of implemented Technical Assistance intervention in each Schools Division Office; Updated progress monitoring plan; Number of submitted progress report on TA provisions.; Approved and submitted minutes of the coordination meetings - Ensure sustainability of community of practice in collaboration with the RFTATs for continuous improvement, School – Based Management and effective delivery of basic education services toward turnaround schools - Outputs: List of turnaround schools; TA plans and reports on turnaround schools; List of schools validated by the Regional Office for SBM level 3 - Output indicators: Number of schools with corresponding SBM Level of Practice; Approved TA Plan; Number of reports on SBM; Number of schools recognized as SBM Level 3; Approved and submitted list of validated schools for SBM Level 3 **Key result area: Knowledge Management** (6 objectives) - Establish library of knowledge of patented emerging practices of Schools Division Offices and Schools in resolving BLICs and closing the gaps - Outputs: Library of Knowledge - Output indicators: Number of patented emerging practices; Number of issues and gaps closed; Approved and submitted TA implementation report; Number of approved localized policies and standards were disseminated and adopted - Operationalize the patented emerging practices in collaboration with the RFTATs and DFTATs in addressing issues and concerns in the delivery of basic education services - Outputs: Organizational knowledge of emerging practices and interventions. - Output indicators: Number of organizational knowledge of emerging practices and interventions have been operationalized - To ensure that the requirements for updating, maintaining, and retaining documented information are established and implemented - Outputs: Operations Manual; Knowledge Management System - Output indicators: Updated Operations Manual; Approved and updated KMS - To categorize the Bottlenecks, Lags, Issues, and Concerns (BLICs) aligned on the principles of School-Based Management and provide appropriate research-based interventions - Outputs: List of categorized BLICs on Access, Quality and Governance; Research-based interventions in resolving BLICs - Output indicators: Number of BLICs resolved by the clients with the RFTATs; No. of research-based interventions implemented. - To oversee activities related to managing organizational knowledge and setting document management standards in the Regional Office (QMS) - Outputs: Standard operating procedures on Knowledge Management (QMS) - Output indicators: Approved SOP for Knowledge Management (QMS) - To benchmark SBM best practices of schools/SDOs/Region to continuously improved services and processes - Outputs: Compendium of SBM Best practices; List of Improved services and processes - Output indicators: Compendium of best practices adopted from benchmark areas; Number of services and processes improved **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 - 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 *Regional Office. 4 key result areas, 14 objectives, 25 outputs.* **Statement of purpose.** The Quality Assurance Division (QAD) monitors and evaluates the performance of RO units and SDOs on the compliance to statutory and regulatory policy standards and requirements for the continuous improvement of organizational performance and delivery of basic education services. **Outcomes** - ROs and SDOs adjust accordingly to the standards, guidelines, systems, and processes relevant to the context of the region Measured by: Percentage of RO functional divisions and SDOs compliant to established standards, policies, guidelines, systems, and processes - RO top management base decisions and actions on accurate, timely, validated, and relevant information Measured by: Number of M&E plans and reports submitted to management - All schools operate in compliance with the set policies, guidelines, and standards. Measured by: Percentage of newly established/converted/renamed public schools; Percentage of Private Schools with approved Government Permit/Recognition - RO and SDOs achieve targets and efficiently deliver quality services through effective implementation of M&E and organizational assessment Measured by: Percentage of accomplishments vis-à-vis targets set by the RO units and SDOs **Key result area: Quality Assurance** (3 objectives) - To institutionalize regional M&E Frameworks which are responsive to changes in policies, systems, and processes. - Outputs: M&E Framework and tools; Quality assurance and assessment report - Output indicators: Approved and updated:; M&E Framework and tools; RMEA System; Quality assurance and assessment report - To support SDOs’ implementation of M&E systems - Outputs: SDOs Functional M&E system - Output indicators: Number of SDOs with functional M&E System - To establish that quality management systems and processes are observed/adhered in the delivery of quality basic education services - Outputs: Declared/established QMS processes of RO units and SDOs - Output indicators: Number of RO units and SDOs with reviewed and updated process manual; Number of RO units and SDOs compliant with declared QMS processes **Key result area: Assessment, Monitoring and Evaluation** (4 objectives) - To implement quarterly/ midterm review on the performance of RO/SDO for policy actions, track the progress of PPAs, and plan adjustments - Outputs: RMEA/PIRPA Report; Consolidated DMEA Report; Midterm review report results; Budget Accountability Report (BAR) 1 - Output indicators: Number of RO functional divisions and SDOs assessed; Number of quarterly/ midterm reviews conducted; Approved and submitted BAR 1 - To support RO units and SDOs in understanding their situational analysis and craft adjustment plans as results of the quarterly/midterm reviews - Outputs: none printed - Output indicators: Approved and consolidated RMEA/DMEA/PIRPA Report - To monitor the effectiveness of conducted Learning and development activities - Outputs: Consolidated QAME results and analysis - Output indicators: Number of consolidated QAME results and analysis submitted and adopted - To ensure the proper implementation of initiatives and innovations (PPAs) for continuous improvement and sustainability - Outputs: RMEA/Consolidated DMEA Report - Output indicators: Approved and timely submission of RMEA/Consolidated DMEA Report **Key result area: Regulatory and Developmental Services to Schools** (4 objectives) - To validate private schools’ compliance to requirements and standards of quality basic education - Outputs: List of private schools validated and recommended for issuance of government permit to operate and government recognition - Output indicators: Number of approved applications; Number of private schools with permit to operate and government recognition; Number of private schools assessed, endorsed, and approved by RD - To issue special orders to private schools’ graduates - Outputs: List of learners issued special orders - Output indicators: Number of special orders issued - To recommend the establishment, separation, recognition, closure, and accreditation of the public schools based on the assessment of their compliance to requirements and standards of quality basic education - Outputs: List of public schools established, separated from mother schools, recognized, and closed; List of public schools with validated application to RO - Output indicators: Number of approved applications; Number of public schools assessed, endorsed, and approved by RD - To present to the regional management committee an annual report on the performance of private schools in the region in compliance with quality education standards to arrive at recommendations on further improving the quality of education in the region - Outputs: Annual Report - Output indicators: Approved and submitted annual report **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 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 - 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 ##### Policy, Planning and Research Division *Regional Office. 5 key result areas, 13 objectives, 37 outputs.* **Statement of purpose.** The Policy, Planning and Research Division (PPRD) provides the Regional Office, Schools Division Offices, and other stakeholders an accurate, updated, reliable and relevant data, information and analysis for policy review and recommendation, planning, research, and other data-driven decisions. **Outcomes** - RO, SDOs, and other stakeholders make informed data and research-driven decisions for policy review, recommendation, and strategic planning directions. Measured by: Plans, directions, and policy reviews are data and research-driven, and consistent with policy development process and planning standards **Key result area: Regional Education Planning** (2 objectives) - To lead in the development of the regional education long-term, medium-term, and operational plans. - Outputs: Regional Education Development Plan (REDP); Investment Plan; 3-year rolling plan; Work Financial Plan (WFP); Physical plans (i.e. Budget Execution Documents 2 (BED 2); Plan submitted to Regional Development Council (RDC) and/or Central Office (CO) - Output indicators: Number of plans developed compliant to policy and planning standards; Number of WFPs reviewed and adjusted; Approved WFPs and AIPs implemented; Number of developed physical plans compliant with planning standards; Plan submitted on time - To ensure alignment of DEDP to REDP and compliance to policy and planning standards - Outputs: Quality assured DEDP - Output indicators: Number of quality assured DEDPs compliant to policy and planning standards **Key result area: Policy Review and Monitoring** (2 objectives) - To lead in the review of existing policies and issued regional implementation guidelines - Outputs: Reviewed policies; Reviewed Regional issuances/guidelines - Output indicators: Number of policies reviewed; Number of regional issuances/guidelines reviewed - To lead in the gathering and analysis of feedback for policy recommendation - Outputs: Policy Implementation Feedback Analysis Report; Policy recommendations submitted to the Central Office - Output indicators: Number of policy implementation feedback analysis report; Number of policy recommendations submitted **Key result area: Research Management** (3 objectives) - To lead in the evaluation of research outputs for policy development and planning - Outputs: Research Dissemination Activities; Uploaded research outputs in the e-Saliksik; Evaluated Completed researches; BERF; Non-BERF; Compilation of Research Outputs - Output indicators: Number of research dissemination activities conducted; Number of uploaded research outputs in the e-Saliksik; Number of evaluated completed research; Number of disseminated researches; Number of research outputs archived - To provide TA in the conduct of research studies - Outputs: TA Plans on Research; TA Needs Assessment Results - Output indicators: Number of TA on research provided - To monitor and evaluate the RO & SDOs’ implementation of Research Management - Outputs: Monitoring and Evaluation Tool; M & E Reports and Findings on Research Management; RO initiated researches - Output indicators: Number of SDOs monitored and evaluated on the implementation of Research Management; Number of RO initiated researches monitored and evaluated **Key result area: Data Management** (3 objectives) - To provide complete, valid, timely, and accurate data and information for planning and strategic direction, budgeting, and policy review and recommendation - Outputs: Needs analysis on Basic Education Data; Analyzed data on basic education; Basic education data set inputs to Budget proposal - Output indicators: Percentage of data completed, analyzed, and validated; Number of inputs on Basic education data sets provided - To provide technical assistance on data management - Outputs: Technical Assistance Mechanism on Data Management - Output indicators: Number of RO Offices and SDOs provided with TA on Data Management; Number of technical assistances provided - To monitor the updating of regional data in the Management Information Systems of Central Office (LIS, EBEIS, NSBI) - Outputs: Updated regional Management Information System - Output indicators: Functional Regional Management Information System **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 - 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 ##### Human Resource Development Division *Regional Office. 8 key result areas, 18 objectives, 41 outputs.* **Statement of purpose.** The Human Resource Development Division (HRDD) supports Regional Office (RO) and Schools Division Office (SDO) teaching, teaching-related, non-teaching personnel, and school leaders to become effective and efficient in the delivery of Basic Education Services by addressing their needs through the development and implementation of strategic Human Resource (HR) systems towards improved personal and professional competencies. **Outcomes** - RO implements Localized HRD Plans and Policies for an effective and efficient strategic Human Resource Development System in the SDOs. Measured by: Percentage of the HRD Plan approved and implemented; Number of localized HRD Plans, and policies implemented - RO and SDOs implement induction programs for newly hired RO and SDO personnel and with provision of strategic technical assistance. Measured by: Percentage of Induction Programs implemented; Percentage of newly hired RO and SDO personnel benefited from the induction program - Regional, Schools Division Offices and School Personnel have improved competencies in the performance of their functions Measured by: Percentage of RO, SDO, and school personnel with improved competencies - RO and SDOs implement responsive employees’ welfare programs. Measured by: Percentage of employees benefitted from the employee’s welfare program - RO and SDOs implement a responsive Performance Management System (PMS) Measured by: Percentage of employees with improved performance - RO and SDOs establish and institutionalize systems and processes towards administrative effectiveness and efficiency. Measured by: Percentage of HRD systems and processes established and institutionalized **Key result area: HRD Policies/ Guidelines and Plans** (3 objectives) - To recommend policy through policy review for the improvement of the HR system - Outputs: Policy recommendations - Output indicators: Number of policy recommendations submitted to CO - To develop localized HRD plans - Outputs: HRD Plans; Localized HRD Plan - Output indicators: Updated and implemented HRD plans; Number of localized HRD plans approved; Developed an updated localized HRD Plan - To prepare an Implementation Plan of National Policies on HRD - Outputs: Policy Implementation Plan - Output indicators: Approved policy implementation plan **Key result area: Induction Program** (1 objective) - To design a program for the newly hired RO Personnel and provide technical assistance to the implemented programs to SDOs - Outputs: Consolidated Report on the Induction Program conducted; Designed Program; TA Report - Output indicators: Number of SDOs that conducted their Induction Program; Number of designed programs implemented; Number of SDOs provided with technical assistance on the implementation of Induction Program; Number of newly hired RO & SDO personnel benefitted from the induction program **Key result area: Professional Learning and Development** (4 objectives) - To establish an HRD profiling system of the Regional and Schools Division Offices’ personnel for upskilling and reskilling - Outputs: Profile of RO and SDOs personnel - Output indicators: Updated profile of RO and SDOs personnel - To design, develop and implement quality assured Competency-based Learning and Development Intervention Programs - Outputs: Competency-based Learning and Development Intervention Programs; Consolidated Learning and Development Plan (LDP) of RO and SDOs; Activity Completion Report on PDPs conducted; Reviewed QAME Reports on implemented LDPs - Output indicators: Number of recognized Competency-based Learning and Development Intervention Programs implemented; Number of RO and SDOs with updated and implemented LDP; Number of Activity Completion Reports; Number of QAME Reports reviewed and utilized for improving L & D delivery - To manage and implement scholarship programs compliant with the Equal Employment Opportunity Policy (EEOP) - Outputs: Database of Candidates/ Pool of Scholars; Localized / Adapted Guidelines for Scholarship Programs compliant with EEOP; Approved Re-Entry Projects - Output indicators: Updated database of scholars and scholarship providers; Approved Localized / Adapted Guidelines for Scholarship Programs compliant with EEOP; Number of Re-Entry/ Application Projects approved and implemented; Number of scholars recommended within the year - To establish and localize succession and exit plan - Outputs: Succession and Exit Plan; List of potential personnel/ successors; Pre-retirement Program - Output indicators: Approved Succession/Exit Plan; Number of Programs designed for personnel prior to their retirement; Number of programs approved **Key result area: Employee Welfare** (1 objective) - To develop and implement various Employee Welfare Program - Outputs: Employee Welfare Program, e.g.: Health & Wellness, Occupational Safety, Financial etc. - Output indicators: Number of Personnel benefitted from the Employee Welfare Program; Number of Employee Welfare activities/programs **Key result area: Rewards and Recognition** (3 objectives) - To design and localize a system for rewarding and recognizing deserving RO and SDO employees - Outputs: Established localize Rewards and Recognition System; Approved Rewards and Recognition Program - Output indicators: Number of approved/localized policies on rewarding and recognizing employees; Number of recognized/awarded employees; Number of SDOs with localized policy on rewarding and recognizing employees - To manage the implementation of the rewards and recognition programs - Outputs: CSC-evaluated Rewards and Recognition Manual or PRAISE Manual - Output indicators: none printed - To monitor and evaluate the implementation of the rewards and recognition programs - Outputs: M & E Report - Output indicators: Number of SDOs implementing localized policy on rewarding and recognizing employees **Key result area: Performance Management** (1 objective) - To manage the conduct of periodic monitoring and evaluation in four cycles for the provision of relevant & timely learning and development intervention programs - Outputs: Segmented data of the IPCRF rating of employees by functional division; Report on the Mid-Term and Year-End Review of IPCRF accomplishments; Consolidated Ratings of RO Personnel; Coaching and mentoring plan; Consolidated Professional Development Needs - Output indicators: Number of staff subjected to Mid-Term and Year-End Review of their IPCRF; Consolidated Mid-Term & Year-End Reports; Percentage of validated IPRF rating of the employees; Coaching and mentoring plan implemented; Number of personnel coached and mentored; Consolidated Professional Development Needs analyzed; Number of proposed Interventions identified **Key result area: Regional NEAP Management and Operation** (2 objectives) - To develop policies and procedures for the utilization and operations of the National Educators Academy of the Philippines in the Region. - Outputs: Regional NEAP (RNEAP) Operational guideline - Output indicators: Approved (and Updated) Regional NEAP (RNEAP) Operational guideline - To ensure quality service, financial viability, and sustainable operation of the Regional NEAP facilities. - Outputs: RNEAP Marketing Plan; RNEAP Quality Service Manual - Output indicators: Approved RNEAP Marketing Plan; Approved and updated RNEAP Quality Service Manual **Key result area: Office Administration and Performance Management** (3 objectives) - To establish/maintain systems and processes 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) - 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 ##### Administrative Division *Regional Office. 7 key result areas, 26 objectives, 54 outputs.* **Statement of purpose.** The Administrative Division (AD) provides the Regional Office (RO) and stakeholders with client-focused administrative support services. **Outcomes** - Personnel are properly compensated for work rendered, provided with mandated benefits, and properly managed through an efficient and effective employee database. Measured by: Personnel received proper compensation, and provided with benefits and services based on the timeline - Regional Office’s clients and claimants are ensured of accurate and timely release of payment, deposit of collections, and liquidation of cash advance of Disbursing Officers. Measured by: Percentage of RO clients received accurate and timely release of payment.; Percentage of collections deposited at servicing banks.; Percentage of liquidated cash advances. - Regional functional divisions and Schools Division Offices are equitably provided with quality supplies, materials, and equipment. Measured by: Percentage of RO functional divisions and SDOs equitably provided with quality supplies, materials, and equipment. - Clients are ensured of accurate and prompt access to records and documents. Measured by: Percentage of clients received accurate and prompt access to records and documents. - Regional Office personnel and clients are provided with a safe, clean, and healthy working environment, and eco-friendly means for mobility. Measured by: Percentage of offices’ safety, cleanliness and eco-friendliness sustained and maintained **Key result area: Human Resource Management** (5 objectives) - To regularly update and ensure accessibility of Service Records, leave cards, and 201 files of Regional Office personnel, and the Personal Services Itemization and Plantilla of Personnel (PSIPOP). - Outputs: Updated Service Records; Updated leave cards; Updated 201 Files; Updated PSIPOP - Output indicators: Number of updated Service Records; Number of updated leave cards; Number of updated 201Files; PSIPOP updated regularly - To facilitate recruitment and selection, and perform various personnel actions within the prescribed timeline - Outputs: Approved Appointment, Retirement, ERF, Reclassification of positions and Transfer of workstation; Assignment and Designation Order; Dismissal Order; Dropping from the roll resolutions - Output indicators: Percentage of approved appointment vis-à-vis number of vacant items; Number of processed retirement applications, ERF, reclassification of positions, and requests for transfer of workstation; Number of assignment and designation order, dismissal order, dropping from the roll resolution, acceptance of resignation prepared - To process promptly application for leaves, permission to travel and requests for certificate of last payment - Outputs: Approved/ Acted Application for Leave, and Permission to travel; Certificate of last payment - Output indicators: Number of approved requests for leave of absence, provident fund loan, and authority to travel; Number of issued certificate of last payment - To ensure that salaries, and benefits are paid timely and accurately - Outputs: Payroll - Output indicators: Number of vouchers prepared for payment of salaries and remittance of collections.; Number of payrolls finalized and printed for signature of officials concerned - To check and validate borrowers loan details in the submitted private lending institutions’ (PLI) billing documents are tally with the submitted text file format before uploading in the payroll system - Outputs: Validated PLI billing documents - Output indicators: Number of PLI billing documents validated **Key result area: Cash Management** (4 objectives) - To ensure efficient cash collection and receipt of funds are deposited intact within the time frame to authorized government servicing bank - Outputs: Official Receipts (ORs) Issued; List of Deposited Collections and validated Deposit Slips; LDDAP-ADA - Output indicators: Number of official receipts issued; Number of validated lists of deposited collection; Number of validated deposit slips; Number of LDDAPADAs Issued and Percentage of rejected LDDAP-ADAs - To ensure judicious utilization/ disbursement of funds - Outputs: Check Payment; ADA Payment - Output indicators: Number of checks and ADA issued; Percentage of checks with error free entries issued - To prepare and submit financial reports based on updated Government Forms - Outputs: Report of Checks Issued (RCI); Report of Advice to Debit Account Issued (RADAI); Report of Accountability on Accountable Forms (RAAF); Report of Collections and Deposits (RCD), Report of Cash Disbursement (RCD) - Output indicators: Number of financial reports submitted within the time frame - To timely liquidate Cash Advance (CA) - Outputs: Report of Disbursement (Liquidation Report) - Output indicators: Percentage of the required CA liquidation submitted on time; Number of disbursements reports of cash advances submitted on time; Number of COA findings (in terms of liquidation of CA) **Key result area: Asset Management** (4 objectives) - To conduct regular inventory of Property, Plant and Equipment (PPE) and other assets inventories annually and semi-annually respectively - Outputs: Approved and validated Report on the Physical Count of Property, Plant and Equipment (RPCPPE); Report on the Physical Count of Inventories (RPCI) - Output indicators: Number of approved and validated RPCPPE and RPI submitted - To prepare and issue accountable forms for supplies and equipment issued to personnel and field offices - Outputs: Approved Property Acknowledgement Receipt (PAR), Acknowledgement Receipt of Equipment (ARE), Inventory Custodian Slip (ICS), and RMSI; Inventory and Inspection Report - Output indicators: Number of required PAR, ARE, ICS and RMSI approved and validated; Approved and validated Inventory and Inspection Report - To facilitate transfer and disposal of Goods - Outputs: Report of Unserviceable Property (IIRUP); Approved Property Transfer Report (PTR); Waste Materials Report (WMR) and Sale of Waste Materials Documents) - Output indicators: Percentage of the required disposal report for Goods (IIRUP, PTR, WMR) and Sale of Waste Materials Documents facilitated; Percentage of post-Goods transferred with documents - To maintain custodianship of all records of property and assets of the regional office for operational and legal use - Outputs: Updated Property Card - Output indicators: Number of updated Property Card **Key result area: Records Management** (4 objectives) - To perform efficiently and effectively the records management cycles such as classification, filling, maintenance, and disposal of documents within the year - Outputs: Correspondence received, classified, filed, maintained, and properly released on time - Output indicators: Percentage of received, classified, filed, maintained, and released on time documents - To establish, implement and maintain a systematic and scientific records management (e-database) - Outputs: Accessible and Updated database; Document tracking system - Output indicators: Percentage of received and released correspondence encoded and updated; Functional document tracking system - To promptly process the certification, authentication, and verification of Schools records in accordance with DepEd and DFA guidelines - Outputs: Certification, Authentication and Verifications (CAVs) processed and released - Output indicators: Number of basic school records received, processed (evaluated /verified) and released on time for CAV (with specific requirements) within the timeline. - To maintain a records inventory of the Regional Office - Outputs: Consolidated Records Inventory - Output indicators: Updated Records Inventory **Key result area: Transportation, Security, and Facilities’ Utilization and Maintenance Management** (3 objectives) - To maintain safety and security of personnel and property. - Outputs: Security Reports; Security Plan - Output indicators: Number of security reports submitted; Approved security plan for the year - To ensure proper utilization and maintenance of Regional Office transport services - Outputs: Service vehicles maintenance report - Output indicators: Number of well-maintained service vehicles with updated registration and insurance certificates - To ensure proper maintenance of the Regional Office buildings and surroundings. - Outputs: Maintenance plan - Output indicators: Clean and well-maintained buildings, offices, and surroundings **Key result area: Procurement Management** (3 objectives) - To review the consolidated Annual Procurement Plan for the approval of HoPE - Outputs: Annual Procurement Plan (APP) - Output indicators: Based on 2016 RIRR of RA 9184 - Monitor compliance of the procurement process with R.A. 9184, its IRR, Government Procurement Policy Board issuances, DepED procurement issuances, and BAC Secretariat office procedures - Outputs: Monitoring Report - Output indicators: Based on 2016 RIRR of RA 9184 - To ensure accurate preparation and prompt submission of procurement documents and reports such as the Annual Procurement Plan (APP), Procurement Monitoring Report (PMR), and Agency Procurement Compliance and Performance Indicator Results (APCPIR) - Outputs: Annual Procurement Plan (APP); Procurement Monitoring Report (PMR); Agency Procurement Compliance and Performance Indicator Results (APCPIR) - Output indicators: Approved APP; PMR endorsed/submitted to the Office of the Regional Director; Number of APCPIR 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 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 ##### Finance Division *Regional Office. 5 key result areas, 13 objectives, 32 outputs.* **Statement of purpose.** The Finance Division provides the Regional Office units and Schools Division Offices (SDOs) accurate and timely financial advice, information, and services to ensure equitable allocation, judicious spending, and efficient utilization of fiscal resources. **Outcomes** - RO & SDOs can make informed decisions in planning for and implementing programs/projects/activities (PPAs) through viable, cost-effective, efficient, and economical management of finances Measured by: Percentage of RO units & SDOs implemented PPAs through viable, cost-effective, efficient, and economical management of finances; Percentage of Financial Statements and Reports prepared, updated, and submitted regularly to the Head of Agency and oversight agencies for economic decision-making **Key result area: Financial Management** (2 objectives) - To ensure RO Functional Divisions (FDs) and SDOs comply with financial management policies and procedures through regular M&E - Outputs: Memos; Guidelines; Operations/Process Manual - Output indicators: Number of policies/guidelines implemented; Updated Operations Manual; Number of RO FDs and SDOs compliant with financial management policies, guidelines, and procedures - To conduct financial management seminars and workshops to SDOs and Implementing Units (IUs) finance personnel - Outputs: Regional Memo; Activity Completion Reports - Output indicators: Number of seminars and workshop on financial management conducted; Number of Schools Division Offices and IUs finance personnel provided with seminars and workshops on financial management **Key result area: Budget Preparation** (2 objectives) - To co-lead with PPRD in budget preparation in terms of ensuring accurate, complete, and timely submission of finance-related Budget Preparation (BP) forms through policies orientation, technical assistance, review, and others - Outputs: Accomplished finance-related BP forms; Encoded Budget Proposal Data through the Online Submission of Budget Proposal (OSBP); RO FDs and SDOs oriented and assisted on finance-related forms - Output indicators: Consolidated RO and SDOs BPs are prepared in accordance with the Budget call and submitted to concerned agencies within the prescribed timelines; Percentage of SDOs and IUs that submitted Budget Proposal in accordance with the National Memorandum issued by the DBM or the budget call for the next fiscal year; Number of SDOs and RO FDs provided with technical assistance - To ensure the accuracy, completeness, and on-time submission of the budget proposal through Online Submission of Budget Proposal (OSBP). - Outputs: Encoded Budget Proposal Data through the OSBP - Output indicators: Number of encoded Budget Proposal Data through the OSBP **Key result area: Mobilization and Utilization of Financial Resources** (3 objectives) - To prepare Budget Execution Documents (BEDs) of Regional Office and to review and monitor BEDs submitted by Schools Division Offices - Outputs: Budget Execution Documents (BEDs) - Output indicators: Percentage of ROs and SDOs’ BEDs are submitted within the prescribed timelines - To ensure timely downloading of allotments from Regional Lump-sum funds to SDOs and Implementing Units - Outputs: Issued Sub-Allotment Release Order (Sub-ARO) - Output indicators: Percentage of regional lump sum funds are downloaded to SDOs and Implementing Units are released within the prescribed period - To facilitate claims, payments and reimbursement of expenditures and transfer of funds within the prescribed timelines - Outputs: Processed Obligation Request and Status (ORS) and Disbursement Vouchers (DVs); List of Due and Demandable Accounts Payable (LDDAP); Pre-audited Payroll - Output indicators: Percentage of the claims, payments and reimbursement of expenditures are processed within the prescribed timelines **Key result area: Financial Accountability and Reporting** (3 objectives) - To prepare, consolidate, and submit Budget and Financial Accountability Reports (BFARs) - Outputs: Financial Accountability Reports (FARs); Consolidated Financial Reports with schedules; Consolidated Budget and Financial Accountability Reports - Output indicators: Number of BFARs submitted accurately within prescribed timelines - To maintain books of accounts and Registries of Allotments, Obligations, and Disbursements (RAOD) - Outputs: Journals and Registries - Output indicators: Number of updated books of accounts and RAODs - To monitor and evaluate the financial performance of RO and SDOs - Outputs: Budget Utilization Rate (BUR); Disbursement Rate; Flash Report; M&E Reports - Output indicators: Number of SDOs with accurate and reliable financial reports submitted within the prescribed timeline; Percentage of Budget utilization rate and disbursement rate as at year-end **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) - To promote a culture of excellence, innovation, and collaboration - Outputs: List of employees given 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 Reports; Report on performance coaching - Output indicators: Percentage of achievement of IPCRF/OPCRF; Number of staff who attended learning and development programs; Number of performance coaching activity conducted; Number of Performance reviews 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 a DepEd Regional Office is RA 9155 gives each region an office and a director: "There shall be as many regional offices as may be provided by law. Each regional office shall have a director, an assistant director and an office staff for program promotion and support, planning, administrative and fiscal services" (Sec. 7(B)). The implementing rules add legal services to that staff (DO 1, s. 2003, Sec. 3.1). The Regional Director's authority opens with a limit. It is exercised "Consistent with the national educational policies, plans and standards". Section 7(B) then lists thirteen powers and a general clause. The Regional Director: - defines a regional educational policy framework, develops a regional basic education plan and regional educational standards, and monitors, evaluates and assesses regional learning outcomes; - undertakes research projects, manages regionwide projects, and manages the region's database and management information system; - ensures compliance with national criteria for recruiting, selecting and training staff, determines the organization of divisions and districts, and approves their staffing pattern; - hires, places and evaluates regional office employees, and evaluates all schools division superintendents and assistant superintendents; - formulates the budget in coordination with the regional development council, and manages the regional office's personnel, physical and fiscal resources; and - approves the establishment of public and private elementary and high schools and learning centers. The implementing rules add three points: 1. The approval of schools is "subject to the set of standards and guidelines formulated by the Secretary of Education for this purpose" (Sec. 3.2(13)). 2. The Regional Director performs "oversight functions in the implementation of laws, policies, programs, rules and regulations within the responsibility of the Department of Education in the region" (Sec. 3.2(14)). 3. The Regional Director appoints and disciplines regional office employees, except the assistant regional director (Sec. 3.3), and "shall continue exercising disciplinary authority over the teaching personnel insofar as the latter are covered by specific and exclusive disciplinary provisions under the Magna Carta for Public School Teachers (R.A. No. 4670)" (Sec. 4.3). A Regional Director and an Assistant Regional Director must be career executive service officers (RA 9155, Sec. 7). DepEd's rules of procedure count both among the Presidential appointees whose cases only the Secretary decides (DO 49, s. 2006, Sec. 1). The Secretary delegates the supervision of field offices to an undersecretary: the Undersecretary for Governance and Operations in the 2015 structure (DO 52, s. 2015, par. 7(d)), and Field Operations is now an area of the Operations strand ([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/)). DepEd counted "16 Regional Offices (excluding BARMM, which is an autonomous region)" in 2022 ([DepEd Order No. 024, s. 2022](https://www.deped.gov.ph/2022/05/30/may-30-2022-do-024-s-2022-adoption-of-the-basic-education-development-plan-2030/)). The Negros Island Region, created in 2024, is the seventeenth. [Who Decides What in DepEd?](https://nash.com.ph/blog/deped-governance-levels-who-decides) sets the Regional Director beside the four other levels of RA 9155. ## Where the twelve offices come from: DO 52, s. 2015 The Department of Budget and Management approved DepEd's Rationalization Plan on November 15, 2013. DO 52, s. 2015, issued on October 30, 2015, put the new structures into effect "no later than January 01, 2016" (pars. 4 and 15). In the regions it kept the director's office, renamed two divisions, merged three into one, abolished one, and created three units and five divisions (Enclosure No. 1). | Office | Sections on the 2015 chart | What happened in 2015 | |---|---|---| | Office of the Regional Director | Office of the Regional Director Proper; Office of the Assistant Regional Director | Retained | | Legal Unit, ICT Unit, Public Affairs Unit | Attached to the Office of the Regional Director | Created; the earlier structure had no such units | | Curriculum and Learning Management Division (CLMD) | Learning Resource Management Section | Consolidated from the Elementary Education, Secondary Education, and Non-Formal Education / Alternative Learning System divisions | | Education Support Services Division (ESSD) | School Health Section; Education Facilities Section; Program and Services Section | Created | | Field Technical Assistance Division (FTAD) | None | Created | | Quality Assurance Division (QAD) | None | Created | | Policy, Planning and Research Division (PPRD) | None | Created | | Human Resource Development Division (HRDD) | NEAP at the Region | Created | | Administrative Division | Cash; Payroll; Personnel; Records; Property and Supply; General Services | Administrative Services Division, retained and renamed | | Finance Division | Accounting; Budget | Budget and Finance Division, retained and renamed | The regional Physical Education and School Sports Division was abolished. RA 9155 had abolished the Bureau of Physical Education and School Sports and kept school sports and physical fitness in the curriculum (Sec. 9). **Region size.** "Regional offices (ROs) shall be classified as small, medium or large", and the size classification "will also determine the minimum staffing complement" (DO 52, s. 2015, par. 10). Enclosure No. 2 has one chart for all regional offices, and it marks no office as belonging only to larger regions. The division chart differs: it marks one section as only for medium to very large divisions, as [Schools Division Office Functions: OSDS, CID and SGOD](https://nash.com.ph/blog/deped-schools-division-office-functions) explains. ## What the Office Functions, Version 3 are On May 5, 2023, Undersecretary Gloria Jumamil-Mercado, for Human Resource and Organizational Development, sent Regional Directors and Schools Division Superintendents a one-page memorandum with the subject "DepEd RO & SDO Office Functions Version 3". It released the sheets for the regional and division offices and said what they are for: > "These documents 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)." Future revisions go through the Organization Effectiveness Division of the Bureau of Human Resource and Organizational Development (BHROD). Every sheet has the same parts: a statement of purpose, outcomes with outcome indicators, and key result areas. Each key result area has objectives, and each objective has outputs and output indicators. | Office | Key result areas | Objectives | Outputs | |---|---|---|---| | Office of the Regional Director | 6 | 22 | 42 | | Legal Unit | 4 | 15 | 36 | | ICT Unit | 4 | 12 | 26 | | Public Affairs Unit | 4 | 15 | 37 | | Curriculum and Learning Management Division | 5 | 19 | 40 | | Education Support Services Division | 5 | 18 | 44 | | Field Technical Assistance Division | 3 | 13 | 33 | | Quality Assurance Division | 4 | 14 | 25 | | Policy, Planning and Research Division | 5 | 13 | 37 | | Human Resource Development Division | 8 | 18 | 41 | | Administrative Division | 7 | 26 | 54 | | Finance Division | 5 | 13 | 32 | | All twelve | 60 | 198 | 447 | Each count includes one key result area that every sheet carries: Office Administration and Performance Management. It has three objectives on each sheet. The office keeps an "Operations Manual and/or Citizens Charter" and a document tracking system, recognizes its employees and acts on the Citizen/Client Satisfaction Survey, and reviews the performance of the office and its staff through "IPCRF/OPCRF Accomplishments" and performance coaching. > **Important** > > The sheets state each office's purpose, list what it produces, and say how each product is counted. They do not say who holds a power: that comes from a law or a DepEd Order. Where a sheet's wording and an order differ, the order governs. ## What each regional office does The link in each section opens the full sheet in the explorer above. ### Office of the Regional Director The Office of the Regional Director (ORD) "leads and engages Regional Office units, Schools Division Offices, partners, and other educational stakeholders in providing quality and accessible basic education through policy and direction setting, partnership building, enforcement of standards, and resource management." Its sheet gathers at the director's level what the divisions prepare. Under Strategic Leadership and Management it produces the Regional Education Development Plan and the region's issuances, "Implementing Guidelines on the implementation of PPAs in the form of regional issuances (Orders, Memoranda, Advisories, etc)". Under Curriculum Management it lists contextualized learning resources and assessments. Under Quality Assurance it lists the regional monitoring and evaluation framework and two outputs for private schools: "Government permit to operate" and "Recognition issued". Partnership Building and People Development cover agreements with donors and the hiring, welfare and training of regional and division personnel. One objective needs care. The sheet reads: "To ensure the approval for the establishment, conversion, naming, and renaming of Public Schools", with the output "Issuance of School ID and UACS". The Regional Director approves the establishment of a school. Naming and renaming belong elsewhere, and the School ID of a new public school follows the Secretary's confirmation; the section on [what goes to the region](#what-goes-to-the-region-and-who-decides) gives the rule for each. [Open the ORD's sheet](#sheet-ord). ### Legal Unit The Legal Unit "provides prompt and responsive legal services to the stakeholders of the region to ensure integrity and accountability in public service and the efficient delivery of quality basic education." Three key result areas carry its work: - **Investigation.** It evaluates complaints, supports formal investigations "within the jurisdiction of the RD", investigates cases lodged with the Central Office when regional staff are assigned to them, and handles complaints against private schools, for which its outputs are "Show cause orders" and "Cease and desist orders". - **Resolution of cases.** It prepares the "Resolutions, Orders, Decisions" of cases "within the disciplinary jurisdiction of the RD" and monitors whether a decision was carried out. - **Legal Services.** It issues "Legal Clearances (i.e., Certificates of No Pending Administrative Case)" for retirement, travel abroad and other personnel actions, represents the region before courts and quasi-judicial bodies with the Office of the Solicitor General, gives legal support on the titling of school sites, reviews contracts, and resolves requests for the correction of entries in school records. The unit prepares; the Regional Director signs. The disciplining authorities over teachers are "the Secretary and the Regional Directors in their respective regions" (DO 49, s. 2006, Sec. 1). Since July 3, 2025, DepEd lawyers in regional and division offices "shall functionally report to the Undersecretary for Legal and Legislative Affairs", and regional offices seek that office's clearance before releasing a legal opinion meant for outside the Department or with policy implications. The same order says this "does not diminish the authority of Regional Directors or Schools Division Superintendents over administrative matters" (DO 021, s. 2025, pars. 3 and 5). [Open the Legal Unit's sheet](#sheet-legal). ### Information and Communication Technology Unit The ICT Unit "provides support to regional office personnel and Division Information Technology Officers (DITOs) to ensure quality services through delivery and deployment of ICT-enabled solutions and services". It monitors how regional units and divisions comply with national and regional ICT policies, keeps a regional information systems plan "aligned to the CO ISSP approved plan", builds and maintains systems that automate the region's own processes, and reviews ICT contracts and service level agreements "in coordination with Legal Unit". [Open the ICT Unit's sheet](#sheet-ictu). ### Public Affairs Unit The Public Affairs Unit (PAU) "provides the stakeholders with accurate, adequate, and timely information and strengthens linkages with internal and external stakeholders towards enhanced awareness and perception of the Region and of the Department." Its three key result areas are Communication Systems and Processes, Communication Linkages, and Communication Support. The unit carries the national communications framework into the region, keeps a crisis management plan, applies the [DepEd Service Marks and Visual Identity Manual](https://nash.com.ph/blog/deped-service-marks-visual-identity-manual) and the [DepEd Manual of Style](https://nash.com.ph/blog/deped-manual-of-style) to regional issuances, writes the Regional Director's messages and press materials, and reports on client feedback. One of its objectives is "To act as spokesperson /representative of the RD and ARD". The rule on who speaks is in the Media Management Guidelines of March 25, 2026: "The RD shall serve as the official spokesperson for matters within the RO. The RD may designate an Information Officer (IO) or other qualified personnel through a written order" ([DepEd Order No. 007, s. 2026](https://www.deped.gov.ph/2026/03/25/march-25-2026-do-007-s-2026-media-management-guidelines/), Sec. V.A, item 1(b)). [Open the PAU's sheet](#sheet-pau). ### Curriculum and Learning Management Division The CLMD "manages and collaborates with the Schools Division Offices in the provision and implementation of the Basic Education Curriculum towards the improvement of learning outcomes by contextualizing the curriculum, enforcing standards, and increasing access to quality and varied learning resources." All three of its outcomes are stated for divisions, not schools. The first reads: "Schools Division Offices can manage and supervise the effective and efficient implementation of the relevant curriculum in the schools and learning centers". Its key result areas: - **Curriculum Management:** a contextualized curriculum framework for the region, and technical assistance to divisions on implementation and innovation. - **Learning Delivery:** a master list of contextualized delivery and instructional innovations, monitored each quarter. - **Learning Resource Management:** contextualized learning resources for each learning area and grade level, "including ALS, LWDs and MADRASAH, IPED LRs, Kinder", their quality assurance, and their publication for divisions to use. - **Learning Outcomes Assessment:** contextualized assessment, analysis of test results by learning area, and support to testing coordinators. A school meets the CLMD's work through its division's Curriculum Implementation Division. [DepEd Contextualization, Localization and Indigenization](https://nash.com.ph/blog/curriculum-contextualization-localization) covers what a school may adapt. [Open the CLMD's sheet](#sheet-clmd). ### Education Support Services Division The ESSD "collaborates with the Regional Office units and Schools Division Offices, in the provision of services and facilities for learners’ readiness, wellness, and youth leadership formation towards a safe, child-friendly learning environment." Its four program areas are wide: - **Partnership and Linkages:** the DepEd Partnership Database System, agreements with partners, the region's consolidated [Brigada Eskwela](https://nash.com.ph/blog/brigada-eskwela-school-heads-guide) report, partners for disaster risk reduction and education in emergencies, and child protection initiatives with regional line agencies. - **Educational Facilities Management:** needs assessments for school buildings and furniture, allocation of resources among divisions, and a check that "education facilities constructed by other government agencies such as the local government units and the private sector comply with the minimum standards of DepEd". - **Health and Nutrition Services Management:** supervision and monitoring of health and nutrition services in the divisions. - **Program/Project Management:** capacity building for divisions, including sports events and the regional meet, and the prepositioning of supplies for disaster response. [Open the ESSD's sheet](#sheet-essd). ### Field Technical Assistance Division The FTAD "leads, coordinates, and integrates the provision of Technical Assistance in collaboration with the Regional Field Technical Assistance Teams, the Schools Division Offices covering all areas of management, and operations based on the needs to have a better and improved School-Based Management practice that leads to increased learning outcomes and turnaround schools." Under Technical Assistance, it runs the region's technical assistance teams, assesses what each division needs, writes the regional technical assistance plan and tracks results. Under Knowledge Management, it keeps the region's record of practices that worked, sorts the "Bottlenecks, Lags, Issues, and Concerns (BLICs)" that divisions report, and sets document standards for the region's Quality Management System. DO 007, s. 2024 gives the division its place in school-based management: the regional team "is led by the Field Technical Assistance Division (FTAD)", and the region "is responsible for ensuring that its SDOs are capacitated in providing technical assistance to schools" (Sec. F, item 3). The sheet's outputs on school-based management levels are out of date; see [Is Version 3 still current?](#is-version-3-still-current). [Open the FTAD's sheet](#sheet-ftad). ### Quality Assurance Division The QAD "monitors and evaluates the performance of RO units and SDOs on the compliance to statutory and regulatory policy standards and requirements for the continuous improvement of organizational performance and delivery of basic education services." Three key result areas: - **Quality Assurance:** the regional monitoring and evaluation framework, functional monitoring and evaluation systems in the divisions, and the declared processes of the Quality Management System. - **Assessment, Monitoring and Evaluation:** quarterly and midterm reviews of the performance of regional units and divisions. - **Regulatory and Developmental Services to Schools:** validating private schools for permits and recognition, special orders for private school graduates, recommending the establishment, separation and closure of public schools, and an annual report on private schools. Orders confirm the first two roles. The Regional Director "shall be the overall lead of the regional M&E system", and the QAD is "the main process owner" ([DepEd Order No. 029, s. 2022](https://www.deped.gov.ph/2022/06/22/june-20-2022-do-029-s-2022-adoption-of-the-basic-education-monitoring-and-evaluation-framework/), Sec. VIII). The QAD is also the office recommended as the region's secretariat and internal quality audit team for the 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/), Sec. VIII). The third key result area is the one that receives requests about schools. [Open the QAD's sheet](#sheet-qad). ### Policy, Planning and Research Division The PPRD "provides the Regional Office, Schools Division Offices, and other stakeholders an accurate, updated, reliable and relevant data, information and analysis for policy review and recommendation, planning, research, and other data-driven decisions." Its key result areas are Regional Education Planning, Policy Review and Monitoring, Research Management, and Data Management. The division leads the writing of the Regional Education Development Plan, which the sheet lists with a "Plan submitted to Regional Development Council (RDC) and/or Central Office (CO)", and it checks that each division's plan aligns with the region's ("Quality assured DEDP"). It reviews regional issuances and sends policy recommendations to the Central Office. It manages research, including uploads to e-Saliksik and the Basic Education Research Fund. And it monitors the updating of regional data in the Central Office's systems, which the sheet names as "LIS, EBEIS, NSBI". The PPRD is the secretariat of the Regional Research Committee and manages the region's research fund ([DepEd Order No. 16, s. 2017](https://www.deped.gov.ph/wp-content/uploads/2017/03/DO_s2017_016.pdf), Secs. V.A and V.C). [DepEd Research Management Guidelines: DO 16, s. 2017](https://nash.com.ph/blog/deped-research-management-guidelines) and [BERF: How to Get DepEd Action Research Funded](https://nash.com.ph/blog/basic-education-research-fund-berf) follow a proposal from a school to the region. [Open the PPRD's sheet](#sheet-pprd). ### Human Resource Development Division The HRDD "supports Regional Office (RO) and Schools Division Office (SDO) teaching, teaching-related, non-teaching personnel, and school leaders to become effective and efficient in the delivery of Basic Education Services by addressing their needs through the development and implementation of strategic Human Resource (HR) systems towards improved personal and professional competencies." It has eight key result areas, the most of any regional office: policies and plans, induction, professional learning and development, employee welfare, rewards and recognition, performance management, the National Educators Academy of the Philippines (NEAP) in the region, and the shared one on office administration. The division develops people. It does not process appointments, which belong to the Administrative Division. The sheet keeps "Regional NEAP Management and Operation" inside the HRDD. [DepEd Order No. 011, s. 2019](https://www.deped.gov.ph/2019/05/30/may-30-2019-do-011-s-2019-implementation-of-the-neap-transformation/) adopted a design, "subject to refinements", that gives every region a NEAP Regional Office with two reporting lines, answerable "to the NEAP-CO on the technical matters of professional learning" and "to the Regional Directors on operational matters". [Republic Act No. 11713](https://lawphil.net/statutes/repacts/ra2022/ra_11713_2022.html) of April 27, 2022 made NEAP a component unit of DepEd and left its organizational structure to the Secretary (Republic Act No. 7784, Sec. 17, as amended). The [DepEd Citizen's Charter 2026 (2nd Edition)](https://www.deped.gov.ph/wp-content/uploads/DepEd-Citizens-Charter-2026-2nd-Edition.pdf) lists the regional service under "Human Resource Development Division – NEAP-R". [Open the HRDD's sheet](#sheet-hrdd). ### Administrative Division The Administrative Division "provides the Regional Office (RO) and stakeholders with client-focused administrative support services." Six program areas cover the region's own housekeeping and two services the public uses: - **Human Resource Management:** service records, leave cards and 201 files; payroll; and personnel actions, with outputs that include "Approved Appointment, Retirement, ERF, Reclassification of positions and Transfer of workstation". - **Cash Management** and **Asset Management:** collections, disbursements, liquidation of cash advances, and the inventory of property. - **Records Management:** correspondence, the document tracking system, and "the certification, authentication, and verification of Schools records in accordance with DepEd and DFA guidelines". - **Transportation, Security, and Facilities’ Utilization and Maintenance Management.** - **Procurement Management:** the regional procurement plan and monitoring reports. [Open the Administrative Division's sheet](#sheet-ad). ### Finance Division The Finance Division "provides the Regional Office units and Schools Division Offices (SDOs) accurate and timely financial advice, information, and services to ensure equitable allocation, judicious spending, and efficient utilization of fiscal resources." Its key result areas are Financial Management, Budget Preparation, Mobilization and Utilization of Financial Resources, and Financial Accountability and Reporting. It trains the finance staff of divisions and implementing units, co-leads budget preparation with the PPRD, releases regional lump-sum funds to divisions and implementing units through an "Issued Sub-Allotment Release Order (Sub-ARO)", and consolidates the financial reports of the region and its divisions. [Open the Finance Division's sheet](#sheet-fd). ## Validate and recommend, or approve For decisions about schools, the sheets use two sets of verbs. A division validates, assesses, endorses and recommends; approval is the Regional Director's. The QAD's sheet shows the pattern in one objective and its indicator: "To validate private schools’ compliance to requirements and standards of quality basic education", counted by the "Number of private schools assessed, endorsed, and approved by RD". For public schools, the QAD's objective begins "To recommend". The orders draw the same line, with a step before the region and often a step after it. | Step | A new public school | Recognition of a private senior high school | A complaint against a teacher | |---|---|---|---| | Governing order | [DepEd Order No. 40, s. 2014](https://www.deped.gov.ph/2014/08/26/do-40-s-2014-establishment-merging-conversion-and-naming-renaming-of-public-schools-and-separation-of-public-school-annexes-in-basic-education/), Part VI | [DepEd Order No. 012, s. 2026](https://www.deped.gov.ph/2026/05/06/may-6-2026-do-012-s-2026-government-recognition-of-private-basic-education-institutions-offering-the-senior-high-school-shs-program/), Part VII | DO 49, s. 2006 | | In the division | A Division Review and Evaluation Committee, organized by the superintendent, evaluates the request; the superintendent recommends by June 30 | The division's SGOD validates the documents. A Monitoring, Evaluation and Inspection Team that the Regional Director creates, with regional and division members, inspects the school; the superintendent endorses its report | Once the Regional Director has issued a formal charge, the superintendent, or a representative of at least division supervisor rank, chairs the committee that hears the case (Sec. 21(a)) | | In the region, before the Regional Director | A Regional Inspectorate Team, chaired by the Assistant Regional Director with the QAD chief as co-chair, reviews the documents and may inspect the site, from July to August 31 | The QAD validates and reviews within 10 working days, then recommends | The Legal Unit evaluates the complaint and prepares the formal charge, the orders and the resolutions | | Regional Director | Approves, then presents the budget needs to the national Management Committee in November | Decides within three working days by signing the approval or the denial | Decides within 30 days of receiving the investigation report (Sec. 42); the report serves "only as a guide" (Sec. 41) | | Above the region | The Secretary confirms the new schools, and the Planning Service issues each School ID | A denial upheld on reconsideration is "subject to confirmation by the Secretary of Education through the Private Education Office" | Removal needs the Secretary's confirmation (Sec. 45); heavier penalties may be appealed to the Secretary, then to the Civil Service Commission (Sec. 51) | Two points follow for anyone preparing papers for the region. The division of the region that receives the papers does not grant the request, so a favorable validation is not yet an approval. And the Regional Director is not always the last step: a new public school waits for the Secretary's confirmation and for funds in the next budget (DO 40, s. 2014, Part VI.A, items 3 and 4). ## What goes to the region, and who decides Schools, teachers and division staff bring these matters to a Regional Office most often. Each handling office's sheet can be opened in the explorer above. Search every sheet there for a word such as "permit" or "research" to see every office that touches it. | Matter | Regional office that handles it | Key result area in its sheet | Who decides, and the basis | |---|---|---|---| | Establishing a public school, separating an annex, merging schools, or integrating them | QAD, with the Regional Inspectorate Team | Regulatory and Developmental Services to Schools | The Regional Director approves; the Secretary confirms (RA 9155, Sec. 7(B)(13); DO 40, s. 2014, Part VI.A, items 3 and 4) | | Converting a school into an implementing unit | Finance Division, which assists | None | The Central Office identifies the schools that meet the criteria; regional and division finance offices give technical assistance ([DepEd Order No. 033, s. 2025](https://www.deped.gov.ph/2025/10/10/october-9-2025-do-033-s-2025-amendment-to-deped-order-no-40-s-2014-establishment-merging-conversion-and-naming-renaming-of-public-schools-and-separation-of-public-school-annexes-i/)) | | Naming or renaming a public school | None; the school furnishes the region a copy | Quality Assurance, in the ORD's sheet | The local sanggunian, by ordinance, on the Local School Board's recommendation; the President or Congress may also name a school. The Secretary's approval "is no longer necessary" (DO 40, s. 2014, Part VI, A.5; [DepEd Order No. 29, s. 2011](https://www.deped.gov.ph/2011/03/24/do-29-s-2011-revised-guidelines-on-the-naming-and-renaming-of-schools/)) | | Permit to operate a private elementary or secondary school | QAD | Regulatory and Developmental Services to Schools | The Regional Director grants the permit and signs it "for the Secretary of Education" (DO 88, s. 2010, Secs. 28, 30.4 and 30.10, as amended by [DepEd Order No. 11, s. 2011](https://www.deped.gov.ph/2011/02/04/do-11-s-2011-amendments-to-the-2010-revised-manual-of-regulations-for-private-schools-in-basic-education/)) | | Government recognition of a private school | QAD | Regulatory and Developmental Services to Schools | The Regional Director, on the superintendent's report and recommendation (DO 88, s. 2010, Sec. 32(e)); for senior high school, on the QAD's recommendation (DO 012, s. 2026, Part VII.G) | | Special order for the graduation of private secondary school learners | QAD | Regulatory and Developmental Services to Schools | Eligibility to graduate is "certified to by the Secretary or his duly authorized representative through a corresponding special order" (DO 88, s. 2010, Secs. 149 and 150). The school applies through its division; the QAD prepares the order and the Regional Director approves and signs it (DepEd Citizen's Charter 2026) | | Private school tuition and other fees | QAD | None | The school files its application with the Regional Director (DO 88, s. 2010, Sec. 181) | | Sanctions on, or closure of, a private school | Legal Unit and QAD | Investigation, in the Legal Unit's sheet | The Regional Director; the school may appeal to the Secretary within 15 days (DO 88, s. 2010, Secs. 34, 43 and 189, as amended by [DepEd Order No. 041, s. 2022](https://www.deped.gov.ph/2022/09/19/september-19-2022-do-041-s-2022-amendment-to-deped-order-no-88-s-2010-2010-revised-manual-of-regulations-for-private-schools/)) | | Administrative complaint against a teacher or school head | Legal Unit | Investigation; Resolution of cases | The Regional Director or the Secretary. The complaint is filed with the Regional Director (DO 49, s. 2006, Secs. 1 and 6) | | Administrative complaint against non-teaching personnel of a division | None | None | The Schools Division Superintendent (DO 49, s. 2006, Sec. 1; DO 1, s. 2003, Sec. 4.3) | | Certificate of no pending administrative case | Legal Unit | Legal Services | The Legal Unit issues it as a service | | Correction of an entry in a school record | Legal Unit | Legal Services | For a graduate's major correction (not a simple spelling error, needing legal review, or not matching the birth record): a Resolution or Order signed by the Regional Director. A purely typographical error goes to the division's Legal Unit, and an enrolled learner's record is corrected through the school (DepEd Citizen's Charter 2026) | | Certification, authentication and verification (CAV) of school records | Administrative Division, Records Section | Records Management | "The issuance of CAV shall be the function and responsibility of the Records Section in DepEd Regional Offices" ([DepEd Order No. 48, s. 2017](https://www.deped.gov.ph/2017/08/25/do-48-s-2017-policy-and-procedural-guidelines-on-the-certification-authentication-and-verification-of-basic-education-school-records/), Sec. V, item 9) | | Reclassification of a teaching or school head position | Administrative Division | Human Resource Management | The superintendent recommends; the region's credentials evaluator, personnel officer and chief administrative officer review; the Regional Director approves the papers and their transmittal to the budget department's regional office ([DepEd Order No. 024, s. 2025](https://www.deped.gov.ph/2025/08/28/august-28-2025-do-024-s-2025-guidelines-on-the-implementation-of-the-expanded-career-progression-system-for-teachers-and-school-heads-in-the-department-of-education/), Enclosure No. 2, Secs. 50 to 55, for teaching positions; Enclosure No. 3, Secs. 49 to 54, for School Principal positions) | | Appointment of teachers and school heads | None | None | The Schools Division Superintendent (RA 9155, Sec. 7(C)(3)). The Regional Director appoints regional office employees (DO 1, s. 2003, Sec. 3.3) | | Research proposals and the Basic Education Research Fund | PPRD | Research Management | The Regional Research Committee, chaired by the Assistant Regional Director, evaluates and approves regional and division proposals and confirms school proposals that the division committee endorsed (DO 16, s. 2017, Sec. V.A) | | The regional basic education plan and regional standards | PPRD | Regional Education Planning | The Regional Director (RA 9155, Sec. 7(B)(1) to (3)). The division plan remains the superintendent's (Sec. 7(C)(1)) | | Monitoring and evaluation of divisions; program implementation reviews | QAD | Quality Assurance; Assessment, Monitoring and Evaluation | The Regional Director leads the regional system; the QAD leads the quarterly review (DO 029, s. 2022, Sec. VIII) | | Technical assistance | FTAD | Technical Assistance | The region assists divisions; a school's assistance comes from its division's field technical assistance team (DO 007, s. 2024, Sec. F) | | Recognition of a professional development program proposed by a division | HRDD, for NEAP in the region | Regional NEAP Management and Operation | Division proposals go to the NEAP Regional Office ([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/), par. 29; DepEd Citizen's Charter 2026) | | Downloading of funds | Finance Division | Mobilization and Utilization of Financial Resources | The region's Budget Section downloads to divisions and implementing units the sub-allotments it receives from the Central Office (DepEd Citizen's Charter 2026). School MOOE does not pass through the region ([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/), Sec. V.A) | | An additional school district | Office of the Regional Director | None | The Regional Director, on criteria set by the Secretary and the superintendent's recommendation (DO 1, s. 2003, Sec. 5.2). All redistricting requests have been on hold since August 18, 2021 ([DepEd Memorandum No. 057, s. 2021](https://www.deped.gov.ph/2021/08/18/august-18-2021-dm-057-s-2021-moratorium-on-the-request-for-school-redistricting-and-schools-division-reclassification/)) | ### Notes on four rows **School IDs.** For a new public school, the Secretary "through the Planning Service shall confirm which schools are to be established" and the Planning Service issues the School ID (DO 40, s. 2014, Part VI.C, item 10). DepEd's Citizen's Charter 2026 repeats that rule for public schools. For a private school, it has the QAD notify the regional PPRD of a newly granted permit or recognition "for assigning school ID" in the Learner Information System. A school deals with the region either way; the confirmation of a new public school is the Secretary's. **Private school permits.** [DepEd Order No. 026, s. 2023](https://www.deped.gov.ph/2023/10/11/october-10-2023-do-026-s-2023-amendment-to-deped-order-no-88-s-2010-as-amended-by-deped-order-no-11-s-2011-and-deped-order-no-041-s-2022-2010-revised-manual-of-regulations-for/) gave certain private schools two school years, 2023-2024 and 2024-2025, to complete the requirements for a permit. An application to open a school or a new level is due on or before August 30 before the school year it would start, and the authority, or a written disapproval, is issued not later than February 28 of the following year (DO 88, s. 2010, Sec. 30, as amended by DO 11, s. 2011). Senior high school providers on provisional permits now follow DO 012, s. 2026, to which the private schools manual applies "suppletorily". **Teachers' cases.** The Legal Unit's sheet describes formal investigations "at the Regional Office – Proper (i.e., teaching personnel and non-teaching personnel within the Regional Office)" and counts complaints "directed for investigation at the SDO level". The Regional Director's authority is wider than the regional office: it covers teachers throughout the region (DO 49, s. 2006, Sec. 1). The division's own sheet has its legal staff investigate "complaints against teaching personnel as may be delegated by the Regional Office (RO)". [Who Disciplines DepEd Teachers and School Heads?](https://nash.com.ph/blog/deped-disciplining-authority-teachers-school-heads) follows a case from complaint to appeal. **School funds.** The Department of Budget and Management releases a school's MOOE to the school, if it is an implementing unit, or to its division office (DO 008, s. 2019, Sec. V.A). The region's part is reporting: divisions report the status of school MOOE to the region every 5th day of the following month, and the region consolidates the reports for the Central Office every 10th day (Part VI, item 6). [DepEd School MOOE: Allowable Expenses and Liquidation](https://nash.com.ph/blog/deped-school-mooe) and [Implementing Unit or Non-IU: How a School Gets Its MOOE](https://nash.com.ph/blog/deped-implementing-unit-schools) explain both routes. ## Regional offices and their division counterparts Enclosure No. 3 of DO 52, s. 2015 pairs the offices of the three levels. Read for the region and the division, it gives this table. | Regional Office | Schools Division Office | |---|---| | Legal Unit | Legal Unit, under the Office of the Schools Division Superintendent | | ICT Unit | ICT Unit, under the Office of the Schools Division Superintendent | | Public Affairs Unit | Social Mobilization and Networking Section of the School Governance and Operations Division (SGOD) | | CLMD, with its Learning Resource Management and Development Section | Curriculum Implementation Division (CID), with its Learning Resources Management, Instructional Management, and District Instructional Supervision sections | | ESSD, for partnerships and disaster risk reduction | Social Mobilization and Networking Section of the SGOD | | ESSD, for special programs and services and school health | The SGOD, since "all units under SGOD may be mobilized for learner support programs and activities", and its School Health Section | | Education Facilities Section of the ESSD | Education Facilities Section of the SGOD | | PPRD and QAD, as counterparts of the Planning Service | Planning and Research Section of the SGOD | | HRDD, FTAD and QAD, as counterparts of BHROD | The SGOD, with its Human Resource Development Section and its School Management Monitoring and Evaluation Section | | NEAP in the regions, part of the HRDD | Human Resource Development Section of the SGOD | | Administrative Division: personnel, records, cash, property and supply, general services | The same services in the Administrative and Finance Services Section, under the superintendent's office | | Finance Division: Accounting and Budget sections | Accounting and Budget units of the Administrative and Finance Services Section | Two patterns matter to a school. **Five regional divisions and one unit meet in one division of the SDO.** The ESSD, FTAD, QAD, PPRD and HRDD, and the Public Affairs Unit, all have their counterpart in the SGOD. The CLMD alone pairs with the CID. A regional memorandum on health, facilities, planning, research, partnerships, training or school-based management reaches a school through the SGOD. **The client changes at each level.** The regional sheets set outcomes for divisions: "Schools Division Office provides appropriate, timely, relevant, data-driven, and contextualized technical assistance to schools and learning centers" (FTAD). The division sheets set them for schools: "Schools and Learning Centers (LCs) effectively and efficiently deliver education services" (SGOD). The two also hand work to each other. The SGOD counts the "Number of schools endorsed for establishment/conversion/closed and approved by RO" and the "Number of private schools/ TVI/ non-DepEd schools endorsed for Special order", which are the QAD's inputs. The division sheets are in [Schools Division Office Functions: OSDS, CID and SGOD](https://nash.com.ph/blog/deped-schools-division-office-functions), and their Central Office counterparts are in [DepEd Central Office Functions: Bureaus and Services](https://nash.com.ph/blog/deped-central-office-functions). ## How the 2023 sheets differ from the 2015 general functions Enclosure No. 4 of DO 52, s. 2015 gave each regional division one sentence, headed "Accountability", and each unit a short list of functions. The 2023 sheets turn each sentence into key result areas with outputs that can be counted. In most offices the purpose is the same and the detail is new. A few offices gained work that the 2015 text does not mention. | Office | General functions in 2015 (Enclosure No. 4) | What the 2023 sheet adds or changes | |---|---|---| | Office of the Regional Director | "leading in policy and direction setting, standard setting and enforcement", partnership building, and managing the region's financial, human and physical resources | Six key result areas, with named outputs for the regional plan, regional issuances, private school permits and recognition, and partnerships | | Legal Unit | Legal advice and opinions; interpreting laws and contracts; legal and investigation matters "concerning the regional office and its employees, and those delegated by the Central Office" | Resolution of cases within the Regional Director's disciplinary jurisdiction, legal clearances, representation with the Solicitor General, school site titling, complaints against private schools, and correction of school records | | ICT Unit | One function: managing the ICT system and infrastructure | Monitoring of ICT policy compliance in the divisions, a regional information systems plan, and oversight of ICT service providers | | Public Affairs Unit | The communication system, direct support to the Regional Director and other spokespersons, and communications in a crisis | The national communications framework, the standards of the visual identity manual and the manual of style, and client satisfaction feedback | | CLMD | "full implementation of the articulated basic education curriculum (pre-school, elementary, secondary & ALS), its localization/indigenization" and access to learning resources | "contextualizing the curriculum, enforcing standards", and a key result area on Learning Outcomes Assessment | | ESSD | Programs and resources for the divisions through school health and nutrition, education facilities, and programs and services "(e.g. DRRM, School Sports, Guidance and Counseling, etc.)" | Partnership and Linkages as the first key result area, with child protection initiatives | | FTAD | "To coordinate and integrate the provision of technical assistance (TA) to schools divisions" | School-based management, "turnaround schools", and a key result area on Knowledge Management | | QAD | "assessing, monitoring and evaluating the region and schools division performances" | A regulatory key result area for private and public schools, and the Quality Management System | | PPRD | Plans, policies and standards "through the conduct of research studies and the development and maintenance of the Regional Education Planning and Data Management Systems" | The same four lines of work, with outputs such as the 3-year rolling plan, e-Saliksik uploads and policy recommendations sent to the Central Office | | HRDD | "an efficient and effective training and development system", with NEAP at the Region | Induction, scholarships, succession, employee welfare, rewards and recognition, and performance management | | Administrative Division | Personnel, records, correspondence, supplies, equipment, collection, disbursement, security and custody of property | Procurement Management, and CAV of school records | | Finance Division | "To provide advice to the Regional Director on the financial resource of the region" and services in budgeting, accounting and reporting | Service to the divisions: finance training, review of their budget documents, sub-allotment of regional funds, and monitoring of their financial performance | Two differences are structural. Enclosure No. 3 paired the Central Office's Procurement Management Service with the regional Finance Division; the 2023 sheets place Procurement Management in the Administrative Division. And the 2015 text gave the ICT Unit one function and the Public Affairs Unit three, while each sheet now has four key result areas. ## How the sheets are used: the QMS, the office plan, the OPCRF and the IPCRF The memorandum names three uses. **The Quality Management System.** DO 009, s. 2021 set up one Quality Management System for DepEd, "certifiable to ISO 9001 standards", across the Central Office, regions, divisions and schools. It requires that "Each governance level shall document all office processes in accordance with their office functions" (Sec. IX.B, item 2). Each functional division of a regional office keeps its own operations manual and planning documents. The Regional Director approves and signs them and issues a memorandum that puts them into effect (Sec. IX.A). The sheets supply the "office functions" from which those processes are declared. The system's manuals are in [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/), with an addendum of August 11, 2025 ([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 office operational plan.** A sheet lists everything an office may be asked to produce. The plan for a year takes from it "the priorities of the office for the current year". A regional office's work and financial plan and its annual targets therefore show part of the sheet, not all of it. **The OPCRF and the IPCRF.** Under the Results-Based Performance Management System, a key result area "is the mandate or function of the office and/or individual employee", and "The KRA is the reason why an office and/or job exist" ([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/), par. 20). The head of office writes the Office Performance Commitment and Review Form, and each employee an Individual Performance Commitment and Review Form anchored on it (pars. 18 and 19). The order asks for three to five key result areas per office and three objectives for each (pars. 20 and 21). A sheet with seven or eight key result areas is longer than that. Since March 27, 2024 the form names the sheets. The Interim Guidelines for the Office Performance Planning and Assessment for FY 2024 Onwards have each regional division take its key result areas from the "Compendium of Office Functions, version 3 (as issued through Memorandum DM-HROD-2023-0617)", and give the Office of the Regional Director recalibrated key result areas of its own ([Memorandum DM-OUHROD-2024-0586](https://region8.deped.gov.ph/2024/04/04/april-03-2024-rm-391-s-2024-interim-guidelines-for-the-office-performance-planning-and-assessment-for-2024-and-onward/), Annex B, item 5). At least three objectives for each key result area are "highly recommended" (item 7). DO 2, s. 2015 had an undersecretary rate the Regional Director and the Secretary approve the rating (Annex A). The 2024 guidelines set an interim matrix of who rates whom (Annex B, Table 9). | Ratee | Rater | Approving authority | |---|---|---| | Regional Director | Undersecretary for Field Operations | Chief of Staff | | Assistant Regional Director | Regional Director | Undersecretary for Field Operations | | Chief or head of a regional division | Assistant Regional Director | Regional Director | | Head of a regional unit, listed as "Public Assistance Unit [sic]/Legal/ ICT Unit" | Assistant Regional Director | Regional Director | | Schools Division Superintendent | Assistant Regional Director | Regional Director | | Assistant Schools Division Superintendent | Schools Division Superintendent | Assistant Regional Director | The sheets have a fourth use that the 2023 memorandum does not name. In hiring and promotion, two criteria give points for what an applicant did at work with a degree or a training: Application of Education and Application of Learning and Development. That intervention counts as relevant when it "can be used in the operations of the functional unit based on its office mandates in the official DepEd Office Functions or Office Orders for the creation of the functional unit" ([DepEd Order No. 007, s. 2023](https://www.deped.gov.ph/2023/03/23/march-22-2023-do-007-s-2023-guidelines-on-recruitment-selection-and-appointment-in-the-department-of-education/), Enclosure Nos. 3 to 5). An applicant for a regional or division position can read the sheet of the office to see what counts. [OPCRF for DepEd School Heads in 2026: What Applies Now](https://nash.com.ph/blog/opcrf-school-heads-deped) covers the school's own form. ## Is Version 3 still current? As of November 13, 2026, DO 52, s. 2015 has not been amended for the regional offices, and Version 3 of May 5, 2023 is the latest release of the regional sheets by public memorandum. The twelve offices and their purposes stand. Parts of the sheets have been overtaken by later rules, and the map of regions has changed. | Date | Change | Effect on the regional sheets | |---|---|---| | August 26, 2022 and May 16, 2024 | [DepEd Memorandum No. 075, s. 2022](https://www.deped.gov.ph/2022/08/27/august-26-2022-dm-075-s-2022-moratorium-on-the-conduct-of-division-and-regional-school-based-management-validation-activities/) held in abeyance all division and regional validation "with the purpose of determining the SBM Level of Practice". DO 007, s. 2024 then repealed [DepEd Order No. 83, s. 2012](https://www.deped.gov.ph/2012/11/29/do-83-s-2012-implementing-guidelines-on-the-revised-school-based-management-sbm-framework-assessment-process-and-tool-apat/), the source of the three levels | The FTAD's output "List of schools validated by the Regional Office for SBM level 3" and its indicator "Number of schools recognized as SBM Level 3" rest on the repealed order. The region now assesses the technical assistance its divisions give to schools | | March 27, 2024 | Memorandum DM-OUHROD-2024-0586, the interim guidelines on office performance planning and assessment | The revised OPCRF takes each regional division's key result areas from Version 3 and gives the Office of the Regional Director recalibrated ones. An interim matrix names who rates and who approves | | June 11, 2024 | RA 12000 established the Negros Island Region, composed of Negros Occidental, Negros Oriental and Siquijor | A seventeenth region. New offices "shall follow the approved organizational and staffing standards agreed upon by the DepEd and DBM" (DO 52, s. 2015, par. 11). DO 012, s. 2026 lists the region among the regional office codes (Annex F) | | July 20, 2024 | RA 12009, the New Government Procurement Act, repealed Republic Act No. 9184 (Sec. 115) | The Administrative Division's procurement objectives cite "R.A. 9184, its IRR" and indicators "Based on 2016 RIRR of RA 9184". Regional procurement now follows the new Act and its rules | | July 3, 2025 | DO 021, s. 2025 placed DepEd lawyers in the regions and divisions under the functional supervision of the Undersecretary for Legal and Legislative Affairs | The Legal Unit follows that office's guidelines and seeks its clearance for certain legal opinions. The Regional Director's authority over cases is unchanged | | July 30, 2025 | [Executive Order No. 91](https://lawphil.net/executive/execord/eo2025/eo_91_2025.html) declared the Province of Sulu part of Region IX (Zamboanga Peninsula) | [DepEd Memorandum No. 053, s. 2026](https://www.deped.gov.ph/2026/09/09/september-9-2026-dm-053-s-2026-administration-of-the-regular-philippine-educational-placement-test/) of September 9, 2026 lists Sulu among Region IX's divisions. The [Daily Tribune](https://tribune.net.ph/2026/10/20/sulu-schools-division-formally-shifts-to-deped-region-ix) reported on October 20, 2026 that the budget department had approved a Schools Division Office of Sulu with 84 non-teaching positions, with Region IX to oversee recruitment and appointments | | August 28, 2025 | DO 024, s. 2025 set the Expanded Career Progression system for teachers and school heads | Reclassification papers pass through the Administrative Division to the Regional Director for approval (Enclosure No. 2, Secs. 52 to 55) | | October 9, 2025 | DO 033, s. 2025 amended DO 40, s. 2014 on converting schools into implementing units | The Central Office identifies the schools; the regional Finance Division assists them | | March 24, 2026 | [DepEd Order No. 006, s. 2026](https://www.deped.gov.ph/2026/03/24/march-24-2026-do-006-s-2026-guidelines-on-ensuring-a-safe-and-motivating-learning-environment-esmle/), on a safe and motivating learning environment | Gives learner protection to several regional offices: a Learner Rights and Protection Section, the Legal Unit for cases involving personnel, the ESSD, the CLMD, the QAD for private schools' anti-bullying policies, and the Finance Division (Sec. IX.B). The 2023 sheets list child protection under the ESSD only | | March 25, 2026 | DO 007, s. 2026, the Media Management Guidelines | The Regional Director is the region's official spokesperson and may designate an information officer in writing | | May 6, 2026 | DO 012, s. 2026 set the rules for government recognition of private senior high schools | The QAD validates within 10 working days and recommends; the Regional Director decides | A pending bill would change more. House Bill No. 9358, which the House of Representatives passed on third reading on June 3, 2026, would amend RA 9155; the Philippine News Agency reported that it "empowers DepEd regional offices to better contextualize national policies according to local needs" and would allow more division offices and school districts ([Philippine News Agency, June 4, 2026](https://ptvnews.ph/house-approves-3-key-education-measures-on-third-reading/)). Until a law amends it, Section 7(B) of RA 9155 states the Regional Director's powers. ## What this means for school heads **Almost nothing goes from a school straight to the region.** The orders route a school's requests through the Schools Division Office, which evaluates and endorses them. The last three rows of the table are the exceptions: the rule names the Regional Office as a place to file. | What the school sends | Through whom | Who acts at the region | |---|---|---| | A request to establish a school, separate an annex, merge or integrate | The superintendent, through the division's Planning and Research Section and its review committee (DO 40, s. 2014, Part VI.C) | The Regional Inspectorate Team validates; the Regional Director approves | | An application for reclassification under the Expanded Career Progression system | The division office, where the superintendent recommends (DO 024, s. 2025, Enclosure No. 2, Sec. 50) | The Administrative Division reviews; the Regional Director approves | | A research proposal for funding | The Schools Division Research Committee, which approves and endorses it (DO 16, s. 2017, Sec. V.A) | The Regional Research Committee confirms it | | School data in the Learner Information System and the Enhanced Basic Education Information System | The division's Planning and Research Section | The PPRD monitors the updating of regional data | | A complaint against a teacher | Filed with the Regional Director (DO 49, s. 2006, Sec. 6). A school head who receives a child protection complaint forwards it to the disciplining authority within 48 hours ([DepEd Order No. 40, s. 2012](https://www.deped.gov.ph/2012/05/14/do-40-s-2012-deped-child-protection-policy/), Sec. 16(A)) | The Legal Unit evaluates; the Regional Director decides | | School records for CAV | The school verifies and seals the records; the applicant files at the region (DO 48, s. 2017, Sec. V) | The Records Section of the Administrative Division issues the CAV | | A request to correct an entry in a school record | For an enrolled learner, the school corrects it through the Learner Reference Number. For a graduate, the school head's certification or endorsement goes with the request: to the division's Legal Unit for a typographical error, to the region for a major correction | The Legal Unit drafts the resolution or order; the Regional Director signs it | **Know what the region decides about your school, and what it does not.** - It approves the establishment of the school and the separation of an annex into a school of its own, subject to the Secretary's confirmation. - It decides administrative cases against the school's teachers and against the school head. The school head does not decide a charge or order a preventive suspension, as [the guide to disciplining authority](https://nash.com.ph/blog/deped-disciplining-authority-teachers-school-heads) explains. - It approves the reclassification papers of the school's teachers. - It sets regional policy and standards, and issues the regional orders and memoranda that carry them to schools, within national policy. - It does not appoint the school's teachers or its head, release the school's MOOE, or supervise the school's daily operations. Those belong to the superintendent and the division (RA 9155, Sec. 7(C); DO 008, s. 2019, Sec. V.A). **Four habits follow.** 1. **Address the right office.** The orders above require the division's evaluation or endorsement first, so a request sent straight to the region skips a required step. Ask the division which of its sections will endorse it: for most matters, a section of the SGOD. 2. **Prepare for validation, not only for submission.** For a new school, the regional team reviews the supporting documents again and may inspect the site and interview local stakeholders (DO 40, s. 2014, Part VI.C, item 8). Keep the enrollment figures, site documents and inventories that support the request in one file, with the date each was certified. 3. **Read regional memoranda as adaptations of national orders.** When a regional memorandum and a DepEd Order differ, raise it with the division in writing. The Regional Director's authority is "Consistent with the national educational policies, plans and standards". 4. **Keep a record of what was endorsed and when.** Note the date the division endorsed a request, the regional office that received it, and any tracking number. Each regional sheet lists an operational document tracking system among its outputs. These duties fall under the Philippine Professional Standards for School Heads: [Domain 1, Leading Strategically](https://nash.com.ph/blog/ppssh-domain-1-leading-strategically), for policy implementation and review; [Domain 2, Managing School Operations and Resources](https://nash.com.ph/blog/ppssh-domain-2-managing-school-operations), for records management and the management of staff; and [Domain 5, Building Connections](https://nash.com.ph/blog/ppssh-domain-5-building-connections), for the management of diverse relationships. [DepEd Revised SBM: DO 007, s. 2024 and the Self-Assessment](https://nash.com.ph/blog/deped-school-based-management) covers the technical assistance a school can ask of its division. ## Frequently asked questions ### What are the divisions of a DepEd Regional Office? Eight: the Curriculum and Learning Management Division, the Education Support Services Division, the Field Technical Assistance Division, the Quality Assurance Division, the Policy, Planning and Research Division, the Human Resource Development Division, the Administrative Division and the Finance Division. With the Office of the Regional Director and its Legal, ICT and Public Affairs units, they make twelve offices (DO 52, s. 2015, Enclosure No. 2). ### What is the difference between a DepEd Regional Office and a Schools Division Office? The region sets regional policy, plans and standards, approves the establishment of schools, and disciplines teachers. The division appoints teachers and school heads and supervises the operations of schools (RA 9155, Sec. 7(B) and (C); DO 1, s. 2003, Sec. 4.3). In the sheets, the region's outcomes are stated for divisions and the division's for schools. ### Who approves a private school's permit to operate? The Regional Director. The Quality Assurance Division validates the school's compliance and recommends, and "The permit to open and operate schools" at the elementary and secondary levels "shall be granted by the regional Director concerned" (DO 88, s. 2010, Sec. 30.4). The school may appeal a sanction imposed by a Regional Director to the Secretary within 15 days (Sec. 189, as amended by DO 041, s. 2022). ### Does the Regional Office hire teachers? No. The Schools Division Superintendent appoints all employees of the division, teaching and non-teaching, including school heads and except the assistant superintendent (RA 9155, Sec. 7(C)(3); DO 1, s. 2003, Sec. 4.3). The Regional Director appoints regional office employees and approves reclassification papers for teaching positions (DO 1, s. 2003, Sec. 3.3; DO 024, s. 2025, Enclosure No. 2, Sec. 55). ### Is the Office Functions, Version 3 a DepEd Order? No. It was released by a memorandum of the Undersecretary for Human Resource and Organizational Development on May 5, 2023 (Memorandum DM-HROD-2023-0617), as part of the Quality Management System's operations manual and as a guide for office plans and performance commitments. The offices themselves come from DO 52, s. 2015, and the powers exercised through them come from RA 9155 and its implementing rules. ## Sources **Laws and executive issuances** - [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. 7(B), 7(C) and 9. - [Republic Act No. 4670](https://lawphil.net/statutes/repacts/ra1966/ra_4670_1966.html), Magna Carta for Public School Teachers (June 18, 1966). - [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, Sec. 17. - [Republic Act No. 12000](https://lawphil.net/statutes/repacts/ra2024/ra_12000_2024.html), Negros Island Region Act (June 11, 2024), Sec. 3. - [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. - [Executive Order No. 91](https://lawphil.net/executive/execord/eo2025/eo_91_2025.html), declaring the Province of Sulu part of Region IX (July 30, 2025), Sec. 3. **DepEd issuances on structure and office functions** - [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), Rules III to V. - [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, 10 and 15 and Enclosure Nos. 1 to 4. - [Memorandum DM-HROD-2023-0617](https://region8.deped.gov.ph/2023/05/05/may-05-2023-memorandum-dm-hrod-2023-0617-deped-ro-sdo-office-functions-version-3/), DepEd RO & SDO Office Functions Version 3 (May 5, 2023), with the twelve Regional Office sheets and the three Schools Division Office sheets. - [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 (October 18, 2024). - [DepEd Order No. 024, s. 2022](https://www.deped.gov.ph/2022/05/30/may-30-2022-do-024-s-2022-adoption-of-the-basic-education-development-plan-2030/), Adoption of the Basic Education Development Plan 2030 (May 30, 2022). - [DepEd Citizen's Charter 2026 (2nd Edition)](https://www.deped.gov.ph/wp-content/uploads/DepEd-Citizens-Charter-2026-2nd-Edition.pdf), Regional Office external and internal services and Schools Division Office external services. **DepEd issuances on quality management and performance** - [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 to 21 and Annex A. - [Memorandum DM-OUHROD-2024-0586](https://region8.deped.gov.ph/2024/04/04/april-03-2024-rm-391-s-2024-interim-guidelines-for-the-office-performance-planning-and-assessment-for-2024-and-onward/), Interim Guidelines for the Office Performance Planning and Assessment for FY 2024 Onwards (March 27, 2024), Annex B, items 5 and 7 and Table 9; posted by DepEd Region VIII under Regional Memorandum No. 391, s. 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 its addendum, [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/) (August 11, 2025). - [DepEd Order No. 029, s. 2022](https://www.deped.gov.ph/2022/06/22/june-20-2022-do-029-s-2022-adoption-of-the-basic-education-monitoring-and-evaluation-framework/), Adoption of the Basic Education Monitoring and Evaluation Framework (June 2022), Sec. VIII. - [DepEd Order No. 007, s. 2023](https://www.deped.gov.ph/2023/03/23/march-22-2023-do-007-s-2023-guidelines-on-recruitment-selection-and-appointment-in-the-department-of-education/), Guidelines on Recruitment, Selection, and Appointment in the Department of Education (March 22, 2023), Enclosure Nos. 3 to 5. **DepEd issuances on what the region handles** - [DepEd Order No. 49, s. 2006](https://www.deped.gov.ph/2006/12/12/do-49-s-2006-revised-rules-of-procedure-of-the-department-of-education-in-administrative-cases-amended-by/), Revised Rules of Procedure of the Department of Education in Administrative Cases (December 12, 2006), Secs. 1, 6, 21, 41, 42, 45 and 51. - [DepEd Order No. 88, s. 2010](https://www.deped.gov.ph/2010/06/24/do-88-s-2010-2010-revised-manual-of-regulations-for-private-schools-in-basic-education-amended-by/), 2010 Revised Manual of Regulations for Private Schools in Basic Education (June 24, 2010), Secs. 30, 32, 34, 43, 149, 150, 181 and 189, as amended by [DepEd Order No. 11, s. 2011](https://www.deped.gov.ph/2011/02/04/do-11-s-2011-amendments-to-the-2010-revised-manual-of-regulations-for-private-schools-in-basic-education/) (February 4, 2011), [DepEd Order No. 041, s. 2022](https://www.deped.gov.ph/2022/09/19/september-19-2022-do-041-s-2022-amendment-to-deped-order-no-88-s-2010-2010-revised-manual-of-regulations-for-private-schools/) (September 19, 2022) and [DepEd Order No. 026, s. 2023](https://www.deped.gov.ph/2023/10/11/october-10-2023-do-026-s-2023-amendment-to-deped-order-no-88-s-2010-as-amended-by-deped-order-no-11-s-2011-and-deped-order-no-041-s-2022-2010-revised-manual-of-regulations-for/) (October 10, 2023). - [DepEd Order No. 29, s. 2011](https://www.deped.gov.ph/2011/03/24/do-29-s-2011-revised-guidelines-on-the-naming-and-renaming-of-schools/), Revised Guidelines on the Naming and Renaming of Schools (March 24, 2011). - [DepEd Order No. 83, s. 2012](https://www.deped.gov.ph/2012/11/29/do-83-s-2012-implementing-guidelines-on-the-revised-school-based-management-sbm-framework-assessment-process-and-tool-apat/), Implementing Guidelines on the Revised School-Based Management (SBM) Framework, Assessment Process and Tool (APAT) (November 29, 2012), repealed by DO 007, s. 2024. - [DepEd Order No. 40, s. 2012](https://www.deped.gov.ph/2012/05/14/do-40-s-2012-deped-child-protection-policy/), DepEd Child Protection Policy (May 14, 2012), Sec. 16(A). - [DepEd Order No. 40, s. 2014](https://www.deped.gov.ph/2014/08/26/do-40-s-2014-establishment-merging-conversion-and-naming-renaming-of-public-schools-and-separation-of-public-school-annexes-in-basic-education/), Establishment, Merging, Conversion, and Naming/Renaming of Public Schools, and Separation of Public School Annexes in Basic Education (August 26, 2014), Part VI, as amended by [DepEd Order No. 033, s. 2025](https://www.deped.gov.ph/2025/10/10/october-9-2025-do-033-s-2025-amendment-to-deped-order-no-40-s-2014-establishment-merging-conversion-and-naming-renaming-of-public-schools-and-separation-of-public-school-annexes-i/) (October 9, 2025). - [DepEd Order No. 16, s. 2017](https://www.deped.gov.ph/wp-content/uploads/2017/03/DO_s2017_016.pdf), Research Management Guidelines (March 20, 2017), Secs. V.A and V.C. - [DepEd Order No. 48, s. 2017](https://www.deped.gov.ph/2017/08/25/do-48-s-2017-policy-and-procedural-guidelines-on-the-certification-authentication-and-verification-of-basic-education-school-records/), Policy and Procedural Guidelines on the Certification, Authentication, and Verification of Basic Education School Records (August 25, 2017), Sec. V. - [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), Secs. V.A and VI. - [DepEd Order No. 011, s. 2019](https://www.deped.gov.ph/2019/05/30/may-30-2019-do-011-s-2019-implementation-of-the-neap-transformation/), Implementation of the NEAP Transformation (May 30, 2019). - [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. 057, s. 2021](https://www.deped.gov.ph/2021/08/18/august-18-2021-dm-057-s-2021-moratorium-on-the-request-for-school-redistricting-and-schools-division-reclassification/), Moratorium on the Request for School Redistricting and Schools Division Reclassification (August 18, 2021), par. 3. - [DepEd Memorandum No. 075, s. 2022](https://www.deped.gov.ph/2022/08/27/august-26-2022-dm-075-s-2022-moratorium-on-the-conduct-of-division-and-regional-school-based-management-validation-activities/), Moratorium on the Conduct of Division and Regional School-Based Management Validation Activities (August 26, 2022). - [DepEd Order No. 007, s. 2024](https://www.deped.gov.ph/2024/05/20/may-16-2024-do-007-s-2024-policy-guidelines-on-the-implementation-of-the-revised-school-based-management-sbm-system/), Policy Guidelines on the Implementation of the Revised School-Based Management (SBM) System (May 16, 2024), Secs. F and H. - [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). - [DepEd Order No. 024, s. 2025](https://www.deped.gov.ph/2025/08/28/august-28-2025-do-024-s-2025-guidelines-on-the-implementation-of-the-expanded-career-progression-system-for-teachers-and-school-heads-in-the-department-of-education/), Guidelines on the Implementation of the Expanded Career Progression System for Teachers and School Heads in the Department of Education (August 28, 2025), Enclosure No. 2, Secs. 50 to 55, and Enclosure No. 3, Secs. 49 to 54. - [DepEd Order No. 006, s. 2026](https://www.deped.gov.ph/2026/03/24/march-24-2026-do-006-s-2026-guidelines-on-ensuring-a-safe-and-motivating-learning-environment-esmle/), Guidelines on Ensuring a Safe and Motivating Learning Environment (March 24, 2026), Sec. IX.B. - [DepEd Order No. 007, s. 2026](https://www.deped.gov.ph/2026/03/25/march-25-2026-do-007-s-2026-media-management-guidelines/), Media Management Guidelines (March 25, 2026), Sec. V.A. - [DepEd Order No. 012, s. 2026](https://www.deped.gov.ph/2026/05/06/may-6-2026-do-012-s-2026-government-recognition-of-private-basic-education-institutions-offering-the-senior-high-school-shs-program/), Government Recognition of Private Basic Education Institutions Offering the Senior High School (SHS) Program (May 6, 2026), Parts VII and X and Annex F. - [DepEd Memorandum No. 053, s. 2026](https://www.deped.gov.ph/2026/09/09/september-9-2026-dm-053-s-2026-administration-of-the-regular-philippine-educational-placement-test/), Administration of the Regular Philippine Educational Placement Test (September 9, 2026), test allocation by region. **News reports** - Apacible, L. M. (2026, October 20). [Sulu schools division formally shifts to DepEd Region IX](https://tribune.net.ph/2026/10/20/sulu-schools-division-formally-shifts-to-deped-region-ix). Daily Tribune. - De Layola, Z. (2026, June 4). [House approves 3 key education measures on third reading](https://ptvnews.ph/house-approves-3-key-education-measures-on-third-reading/). Philippine News Agency. ## DepEd office functions series - [DepEd Central Office Functions: Bureaus and Services](https://nash.com.ph/blog/deped-central-office-functions) - DepEd Regional Office Functions: What Each Division Does (this post) - [Schools Division Office Functions: OSDS, CID and SGOD](https://nash.com.ph/blog/deped-schools-division-office-functions) *This guide explains DepEd rules for study and professional awareness. It is not legal advice; for a specific case, consult a lawyer or your Schools Division Office's legal unit.* *Written by Mark Anthony Llego for NASH Reviewer. Sources: Republic Act No. 9155; DepEd Orders No. 1, s. 2003, No. 49, s. 2006, No. 88, s. 2010, No. 40, s. 2014, No. 2 and No. 52, s. 2015, No. 009, s. 2021, No. 029, s. 2022, No. 007, s. 2024, No. 021 and No. 024, s. 2025, and No. 006, No. 007 and No. 012, s. 2026; Memorandum DM-HROD-2023-0617 and the Office Functions, Version 3; Memorandum DM-OUHROD-2024-0586; the DepEd Citizen's Charter 2026 (2nd Edition). NASH Reviewer is not affiliated with DepEd.* --- © 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 Regional Office Functions: What Each Division Does*. NASH Reviewer. https://nash.com.ph/blog/deped-regional-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