Rationalizing the Technical Education & Skills Development Authority (TESDA) as a competency development authority

Proposed Organizational Re-

Structuring of the Technical

Education and Skills

Development Authority

(TESDA) Empowering the Filipino Workforce

thru a Rationalized TESDA, the

Agency mandated for Competency

Development

Hilario P. Martinez 1

Stephen Covey says . . .


Do the right thing

the first time

around!

TESDA’s Core Business *

TECHNICAL EDUCATION

The education process designed at post-

secondary and lower tertiary levels, officially

recognized as non-degree programs aimed

at preparing technicians, para-professionals

and other categories of middle-level workers

by providing them with a broad range of

general education, theoretical, scientific and

technological studies, and related job skills

training

SKILLS DEVELOPMENT

the process through which learners and

workers are systematically provided with

learning opportunities to acquire or

upgrade, or both, their ability, knowledge

and behavior pattern required as

qualification for a job or range of jobs in a

given occupational area

Hilario P. Martinez 3 * Sec. 4, RA 7796

Core Business and Organizational

Coordination Framework

EDUCATION

PROCESS LEARNING

OPPORTUNITIES

PROGRAM

IMPLEMENTATION

STRATEGIC

COORDINATION

AND

INTEGRATION


Principles to be observed in developing

the Organization’s Structure


The Core Business and pertinent provisions of R.A.

7796 and sound management and governance practices

shall be the primary basis for the organization process

Technical Education – research and development

for TVET resulting to curricula and programs

Skills Development – harnessing the potential of

various TVET delivery systems as learning

opportunities

The Office of the General is primarily responsible for

setting general directions for the TVET Sector and the

corporate TESDA Secretariat

TVET/Middle-level Manpower Plans

Corporate Plan and Management Services

Enterprise Resource Plan and Administration

The central office and the regional offices shall have

distinct rational roles

The central office as a whole shall function mainly to integrate and coordinate program implementation

on a strategic level

The regional and its provincial offices shall be the program implementing

arm of the Secretariat

Inter-related and complementary functions

organized together, no redundancy

MANDATE ANALYSIS AND

REORGANIZATION

PARAMETERS

Design specifications


TESDA’s “to do list” per RA 7796

Section 20

• Skills Development Centers

Section 21

• Formulation of a Comprehensive Development Plan for Middle-Level Manpower

Section 22

• Establishment and Administration of National Trade Skills Standards

Section 23

• Administration of Training Programs

Section 24

• Assistance to Employers and Organizations

Section 25

• Coordination of all Skills Training Schemes

Section 26

• Industry Boards

Section 27

• Incentive Schemes

Section 28

• Skills Development Opportunities

Section 29

• Devolution of TESDA’s Training Function to Local Governments

Section 30

• Skills Olympics

Section 31

• the TESDA Development Fund

Section 32

• Scholarship Grants


Summation of Mandated Outputs

Incentive Schemes

Effective and Efficient Delivery System

TESDA’s Training function devolved to LGUs

Conduct of Yearly Skills Olympics

TESDA Development Fund

Scholarship Allocation and Funding System


Network of Skills Development Centers

Comprehensive Development Plan for Middle-Level

Manpower

National Occupational Skills Standards

Institutional Capability Building Programs

Quality-Assured TVET Providers

Industry Boards with institutional arrangements

Inter-functional Outputs Based on Mandate-drawn Processes


TESDA’s Training function

devolved to LGUs

TESDA Development

Fund

Effective and Efficient

Delivery System

Comprehensive Development Plan for

Middle-Level Manpower

Institutional Capability Building

Programs

Industry Boards with Institutional

Arrangements

Annual Skills Olympics

pro

vides fo

r

requ

ires

forms part of

Network of Skills Development

Centers

stre

ng

then

s

prepares for

rationalizes

participates in

Scholarship Allocation and

Funding System

defines

establishes

facilita

tes

establishes

inp

uts to

benefits

augments

Incentive Schemes

motivates

National Occupational

Skills Standards

sta

nd

ard

izes

pro

du

ces

Quality-Assured TVET

Providers

promotes

compared with the Quantitative & Qualitative measures of the Plan START

Assembling TESDA Program

Outputs in a Rational Relationship

N AT I O N A L

T V E T P L A N

E N A B L E D

I N S T I T U T I O N A L

T R A I N I N G

P R O V I D E R S

Accredited Testing Venue

Registry

Certified Manpower Registry

L.M. & Instr’l Tech.

Registry

TESD Specialist Registry

Training Regulations

Registry

Accredited NGOs

Registry

Accredited Firms

Registry

Accredited Schools Registry

Accredited Trng. Ctrs. Registry

Priority

Industry

Sectors

Priority

Occupations

Delivery

Systems

Skills Standards Registry


Basic Outputs of TESDA-Mission Critical Operating Systems

Sector & Area Analysis and Planning

Systems

TVET Issues and

Policy Resolutions

Registry

Nat’l, Reg’l Prov’l and

Sector TESD Plans

TESD Incentive Programs

Testing Venue

Accreditation Systems

Skills Standards

Development Systems

Assessment & Certification

Systems

Entrepre- neurship Models

Schools- System TVET

Delivery Models

Trng. Ctrs.-TVET Delivery Models

Company- based TVET

Delivery Models

Distance Learning &

Multi-media based Systems

Curricula and Program

Design Standards

TVET Professionals Development

Programs

L.M. & Instructional Tech. Dev’t Design Stds

Value Formation &

Career Guidance Programs

Institu

tion

al Partn

ers C

apab

ility Bu

ildin

g Pro

grams

Area and Sectors

Profiles


Core Outputs of Support Operating

Systems

Mid-Term & Annual Invest-

ment Analysis and Plans

Operations & Mgt Performance

Analysis and Advisories

Analysis of Corporate Workforce

Fund Utilization Analysis

Assets and Logistics

Utilization Analysis

National, Regional,

Provincial & Sector TESD

Plans

Information Systems,

Capacity and Operations


Specific Provisions of RA 7796

as reference

• the TESDA Secretariat: provides for its functions and responsibilities Section 10

• provides for key positions of the Secretariat Sections 11

to 13

• provides for the structure of the organization

• provides for the functions and responsibilities of major offices

Section 14, sub a to g

• provides for the provincial offices, its functions and responsibilities Section 15






Assets and Logistics

Utilization Analysis

ICT Network Operations

National, Regional, Provincial & Sectoral

TESD Plans

Medium-Term & Annual Invest-

ment Analysis and Plans

ENABLED PARTNERS

CERTIFIED MANPOWER

TRAINING REGULATIONS

The Interfacing of Mission

Critical and Support

Systems


Determining the Uniqueness

and Redundancy

• All the pertinent provisions of the

1994 TESD Act pertaining to the

functional mandate of mission critical

offices of TESDA are enumerated

and marked accordingly

• As will be noted, three offices

referred to in Sec. 14.d, 14.e and 14.f

have similar functional mandates.

They only differ in the type of TVET

system being addressed by each

offices.

• These TVET systems are: formal,

non-formal and apprenticeship.

• These functional similarity, though

differentiated by its target sub-

sectors, indicates an unnecessary

redundancy in the structural design.

Such redundancy maybe subject to a

consolidation, merging or reallocation

Specific

Provisions

of RA

7796 PO

SS

CO

NIT

VE

T

OFT

VE

T

ON

FTV

ET

OA

R-T

ES

DA

P-T

ES

DA

14.a.1 X

14.a.2 X

14.a.3 X

14.a.4 X

14.b.1 X

14.b.2 X

14.b.3 X

14.b.4 X

14.c.1 X

14.c.2 X

14.c.3 X

14.c.4 X

14.d.1,

14.e.1,

14.f.1

X X X

14.d.2,

14.e.2,

14.f.2

X X X

14.d.3,

14.e.3,

14.f.3

X X X

14.g.1 X

14.g.2 X

14.g.3 X

15.1 X

15.2 X

15.3 X


Classifying the TESDA Mission

Critical Offices According to

Basic Functions

• All the pertinent provisions of the 1994 TESD

Act pertaining to the functional mandate of

mission critical offices of TESDA are

enumerated and marked accordingly

• The specific provision of areas of responsibility

per organizational unit are classified into major

functional areas

• The functional area of design, research,

program development and evaluation are

staff/back office functions

• Program development is the functional area

where most organizational unit engages,

research is second and design is third, while

leading is the least role

• The classification of these legal provision of

office mandates simply suggest that the

agency is primarily a coordinating organization,

in contrast to the role of direct and active

provision of training programs

Office

Specific Reference of RA 7796

de

sign

lead

rese

arch

pro

gram

d

eve

lop

me

nt

imp

lem

en

t

eva

luat

ion

PO

14.a.1 X

14.a.2 X

14.a.3 X X

14.a.4 X

SSCO

14.b.1 X

14.b.2 X

14.b.3 X

14.b.4 X

NITVET

14.c.1 X X

14.c.2 X

14.c.3 X

14.c.4 X

OFTVET 14.d.1 X X

14.d.2 X

14.d.3 X X

ONFTVET 14.e.1 X X

14.e.2 X X

14.e.3 X

OA 14.f.1 X X

14.f.2 X

14.f.3 X

R-TESDA 14.g.1 X

14.g.2 X

14.g.3 X

P-TESDA 15.1 X

15.2 X

15.3 X

6 3 7 9 4 5 Hilario P. Martinez 16

PROPOSED RATIONALIZED

STRUCTURE

Designing to establish a platform geared to promote TVET as an

equally viable career option for the Filipino Workforce


ODDG

E.O. E.O.

ODDG

E.O. E.O. SAO E.O. E.O.

R.O. R.O. R.O.

R.O. R.O. R.O.

R.O. R.O. R.O. R.O.

ODG

R.O.

R.O. R.O.

R.O.

R.O.

L U Z O N V I S A Y A S M I N D A N A O

D i r e c t i o n S e t t i n g Technical Education Skills Development

P R O V I N C I A L O F F I C E S

Stra

teg

ic In

teg

ratio

n

an

d C

oo

rdin

atio

n

Re

gio

na

l Inte

gra

tion

an

d C

oo

rdin

atio

n

Re

sp

on

din

g to

Lo

ca

l De

ma

nd

s

PROPOSED TESDA SECRETARIAT’s

ORGANIZATIONAL STRUCTURE P

rog

ram

Im

ple

me

nta

tio

n


CENTRAL OFFICE LEVEL

Responsible for Strategic Coordination and Strategic Integration


Legend: • ODG - Office of the Director General

• ODDG - Office of the Deputy-Directors General

• SDO-SCA – Systems Development Office for

Standards, Certification and Accreditation

• TVET-RDO - Technical/Vocational Education and

Training Research and Development Office

• OPR-PD – Office for Policy Research, TVET

Plans Development

• CMDO - Corporate Management and

Development Office

• OCSA – Office of Corporate Services and

Administration

• TDS-DCO – TVET Delivery Systems

Development and Coordination Office

• IP-DCO – Institutional Partners Development

and Coordination Office

Proposed Central Office Organizational

Structure ODG

ODDG ODDG

OPR-PD CMDO OCSA SDO-SCA TVET-RDO TDS-DCO IP-DCO

DIRECTION SETTING CLUSTER [TECHNICAL

EDUCATION CLUSTER]

[SKILLS DEVELOPMENT

CLUSTER]


Detailed Central Office Organizational

Structure

1. SSCO SDO-SCA

2. NITVET TVET-RDO

3. PO OPR-PD

4. CMDO evolved from fusion of 3 Executive Offices. (OFTVET, ONFTVET & OA)

5. OCSA OCSA

6. ITDS-CDO evolved from fusion of 3 Executive Offices. (OFTVET, ONFTVET & OA)

7. IP-DCO evolved from fusion of 3 Executive Offices. (OFTVET, ONFTVET & OA)


O.D.G.

O.D.D.G. O.D.D.G.

SDO-SCA TVET-RDO OPR-PD CMDO OCSA TDS-CDO IP-DCO

Skills Development

1 2 3 4 5 6 7

Technical Education D i r e c t i o n S e t t i n g

Division 1

Division 2

Division 3

Division 1

Division 2

Division 3

Division 4

Division 1

Division 2

Division 3

Division 1

Division 2

Division 3

Division 1

Division 2

Division 3

Division 4

Division 1

Division 2

Division 3

Division 1

Division 2

Division 3

Division 4

NOTE: 1 Function = 1 Division

1 Division = 10 Employees (max)

DIRECTION SETTING CLUSTER

Functions:

• Area and Market

Research, Development

and Coordination

• TVET Policy Research,

Incentives Development

and Coordination

• TVET Plans Development,

Research and

Development

Functions:

• Human Resource

Development and

Personnel Administration

• Accounting, Cash and

Assets Management and

Coordination

• Procurement Management

Services

• Records Management and

General Services

Functions:

• Corporate Planning,

Investments Development

and Coordination

• Monitoring, Internal

Control and Management

Services

• Information &

Communication

Technology Management

and Coordination

Office of the Director

General

Office for Policy Research and TVET Plans Development

Corporate Management and Development Office

Office of Corporate Services and

Administration

ODG Staff Internal Audit Unit

Legal Unit

Hilario P. Martinez 22 NOTE: 1 Function = 1 Division


Office of the Deputy

Director General

TECHNICAL EDUCATION CLUSTER

Functions:

• Standards Research, Development and

Coordination

• Certification Systems Development

and Coordination

• Accreditation Systems Development

and Coordination

Functions:

• TVET Professional Development and

Coordination

• Training Regulations Development and

Coordination

• Instructional Technology and Systems

Development and Coordination

• Work Value Research, Development

and Coordination


Office for Systems Development-

Standards, Certification and

Accreditation

Technical Vocational Education

and Training-Research and

Development Office



SKILLS DEVELOPMENT CLUSTER

Functions:

• School-based TVET Systems


• Training Center-based TVET

Systems Development and

Coordination

• Enterprise-based TVET


Coordination

• Multi-Media-based TVET


Coordination

Functions:

• Industry Coordination and

Partnership Development

• LGU TVET Governance


• Skilled Manpower Organization

and Assistance


Office of the Deputy

Director General

TVET Delivery Systems

Development and

Coordination Office

Institutional Partners

Development and

Coordination Office



REGIONAL AND PROVINCIAL

LEVEL

Responsible for Service Area Direct Response


Proposed Regional and Provincial Offices’ Organizational Arrangement

Regional Office

Provincial Office

Operations Coordination &

Support Services Division Regional Skills Development

Center/s

Provincial Training

Center/s

TESDA-Administered

School/s

Audit and Management

Division

Provincial

Operations


PROPOSED REGIONAL LEVEL

ORGANIZATIONAL STRUCTURE

Functions:

• Plans and Programs Development and Coordination

• Program Monitoring and Evaluation

• Operations Resource Support and Management

Functions:

• Client Training Services

Development and

Coordination

• Registration and

Accreditation Services

and Coordination

• Standards Development

and Certification

Coordination

• Center Management and

Training Coordination

Functions:

• Internal Audit and

Systems Development

• Management and

Information Services


Operations Coordination

and Support Services

Office of the Regional Director

Internal Audit and

Management Services Regional Skills

Development Center

ORD Staff

NOTE: 1 Service Group = 1 Division


PROPOSED PROVINCIAL LEVEL

ORGANIZATIONAL STRUCTURE

Functions:

• Area/Sector Research

and Analysis

• TESD Planning and

Program

Development

• Program Marketing

and Networking

• TVET Programs

Coordination

Functions:

• Area- and Industry-

Sector Skills

Training Provision

and Coordination

• Technical

Assistance and

Consultancy

Services

• Assessment and

Certification

• Center Management

Functions:

• Resource

Management

• Support Services


Office of the Provincial Director

Planning and

Operations Group

Administrative

Services Group

Training Services

Group

NOTE: 1 Service Group = 1 Unit

Functional Dissection and

Re-Structuring


Organizational Core

Competencies by Office Level Central Office Applied Research Systems Analysis and Design Policy Research, Analysis and Formulation √ Information Management/ Intelligence Gathering √ Operations Management √ Policy Advocacy and Social Marketing √ Development Communication √ Strategic Coordination and Integration √ Fund Management, Sourcing and Allocation √

Regional Offices Policy Research, Analysis and Formulation √ Information Management/ Intelligence Gathering √ Operations Management √ Policy Advocacy and Social Marketing √ Development Communication √ Strategic Coordination and Integration √ Fund Management, Sourcing and Allocation √ Program Development Area Analysis and Planning

Provincial Offices Area Research, Analysis and Planning Policy Research, Analysis and Formulation √ Policy Advocacy and Social Marketing √ Linkaging, Networking and Alliance Building Technology and Skills Needs Assessment Organization Development for Partners Sourcing of Technical Skills (in Standards Setting, Accreditation Processes and Systems Design) Project Syndication

√- Common


Area and Sectors

Profiles

Area/Sector Monitoring, Analysis and Evaluation

Operating Units

LGUs Workers Industries TVIs, Schools

Sector & Area Analysis and Planning

Systems

TVET Issues and

Policy Resolutions

Registry

Nat’l, Reg’l Prov’l and

Sector TESD Plans

Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination

C o o r d i n a t i o n a n d N e t w o r k i n g

P r o v i d e s I n f o r m a t i o n f o r

TESD Incentive Programs

Organization Development Program for Partners

Sec 14 a.4, & 10.h

Area and Market Research and Systems Dev’t

Sec 14 a.1, a.3 Sec 10.a

Policy Research, Analysis and Formulation

Sec 14 a.3, 10.b & 21

Plans Dev’t, Coordination & Integration

Sec 10.a & 14 a.2

Incentives Research,

Dev’t & Coordination

Sec 21, 27, 31 & 32

Policy Research and TVET Plans Development


Corporate Monitoring and Evaluation

Operating Units EOs ROs POs

ODA Sources

NGAs, LGUs

Industries Congress

Mid-Term & Annual Invest- ment Analysis

and Plans

ICT Network Mgt and Applications

Dev’t Coordination



ICT Network Capacity and Operations

Analysis

Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination

Organization Development Programs for Operating Units



Corporate Invest- ments Planning & Development

Sec 10.c, 10.d

Management Information and Audit Services

Sec 10.e, GAAM

Corporate Management and Development Office


Office of Corporate Services and

Administration


ODA Sources

COA,CSC Congress

Other NGAs & LGUs

OP DBM



Assets and Logistics Utilization Analysis

Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination

Organization Development Programs for Operating Units


Technical and Support Operations Benchmarking


Financial Management and

Audit Services

GAAM

Assets & Logistics

Management and Coordination

GAAM

Corporate Intellec- tual Capital Dev’t & Personnel Adm.

CSC


Accredited Testing Venue

Registry

Skills Standards Registry

TVET Research and

Development

Operating Units

LGUs, NGAs

Workers Industries TVIs, Schools

Skilled Manpower Registry

Testing Venue

Accreditation Systems

Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination


Development of Systems for Testing

and Certification

Sec 14 b.1 & 22

Organization Development Programs for Institutional Partners

Sec 14 b.2, 23 & 24

Systems Develop-ment for Accredi-tation of Testing Venues

Sec 14 b.3 Sec 22 & 26

Development of Systems for Skills Standardization

Sec 14 b.4, 22 25 & 26


Skills Standards

Development Systems

Assessment

& Certification

Systems

NGOs

Office for Systems Development - Standards,

Certification and Accreditation


L.M. & Instr’l Tech.

Registry

TESD Specialist Registry

Training Regulations

Registry

TVET Research and Development

Operating Units

LGUs Workers Industries TVIs, Schools


Curricula and Program

Design Standards

TESD Specialists

Development Programs

L.M. & Instructional Tech. Dev’t Design Stds

Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination

Registry of Value Formation

& Career Gui- dance Prog.


Organization Development Program for Institutional Partners

Sec 14 c.4, 23, 24, 29

Curricula and

Program Standards

Development

Sec 14 c.1 Sec 14 c.2

TESD Specia-lists Capability Bldg. Program Development

Sec 14 c.3 & 23

Instructional Technology and Learning Mat’ls Research and Systems Dev’t

Sec 28

Work Value & Career

Guidance Research and Systems Dev’t

Sec 24

NGOs

Technical Vocational Education and Training

Research and Development Office


Accredited Firms

Registry


Accredited Trng. Ctrs. Registry

TVET Delivery System Research and

Development

Operating Units CO RO PO Workers Industries TVIs,

Schools

Provides Information for Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination


Other Training Providers

Schools- System TVET

Delivery Models

Trng. Ctrs.- TVET

Delivery Models

Company- based TVET

Delivery Models

Multi-Media TVET Delivery

Models

NGOs

School-System TVET

Delivery Development

Sec 14 d.1, d.2 & 20

Industry-System TVET

Delivery Development

Sec 14 f.2 & 20

Training Center -System

TVET Delivery Development

Sec 20

Multi-Media-based

System TVET Delivery

Development

Sec 24 & 28

Organization Development Programs for Institutional Client-Partners

Sector/Client-Specific TVET Accreditation Systems

Sec 23

Sec. 14 d.2, e.2 & f.2

TVET Delivery Systems Development and

Coordination Office



Employers, Workers Group

Training Providers

Other NGAs & LGUs

NGOs

Industry TVET Delivery

Models

LGU Capability Building

Programs

Entrepre- neurship Models

Basic

Input

Source

Basic

Enabling

Activity

Program

Development

Level

Core

Outputs

Internal

Coordination

External

Coordination


Area, Industry Sectors, and Local Governance Research and Analysis


Skilled Manpower Organization and

Assistance

Sec 28

LGU TVET Governance


Sec 29

Industry Coordination and

Partnership Development

Sec 24

Institutional Partners

Development and Coordination Office


REPORTORIAL AND

COMMUNICATION

ARRANGEMENT


ODDG

E.O. E.O.

ODDG

E.O. E.O. SAO E.O. E.O.

R.O. R.O. R.O.

R.O. R.O. R.O.

R.O. R.O. R.O. R.O.

ODG

R.O.

R.O. R.O.

R.O.

R.O.

L U Z O N V I S A Y A S M I N D A N A O

D i r e c t i o n S e t t i n g Technical Education Skills Development

P R O V I N C I A L O F F I C E S

Stra

tegic In

tegra

tion

and C

oord

inatio

n

Regio

nal In

tegra

tion

and C

oord

inatio

n

Resp

ondin

g to

Loca

l Dem

ands

ORGANIZATIONAL REPORTING ARRANGEMENT Pro

gra

m M

ark

eting

Corporate Performance

TVET Program Performance


Consolidation of Outputs and

Inputs from Regional Offices

. .

Accredited Firms

Registry

Accredited Trng Ctrs Registry


Area and Sector

Profile

Accredited NGOs

Registry

Accredited Testing Ctrs

Registry

Registry of Skilled

Manpower

CENTRAL DATABASE

Company- Based System Performance

Trng. Ctr.- System

Performance

School- System

Performance

Area and Industry TVET

Issues

Assessment /Certification Performance

Beneficiary Profile

Resources Utilization Reports

Regional Programs &

Projects

CENTRAL OFFICES RE

GIO

NA

L O

FF

ICE

S R

EG

ION

AL

O

FF

ICE

S

SOCIO-ECONOMIC

STATISTICS

O

U

T

P

U

T

S

I

N

P

U

T

S

D I R E C T I V E S G U I D E L I N E S


Regional Offices’ Outputs to

Central Office

Accredited Firms

Registry



Area and Sector

Profile

Accredited NGOs

Registry

REGIONAL OFFICES

CENTRAL OFFICE (INTEGRATION AND

COORDINATION)


Registry

REGIONAL T.E.S.D. PLANS

PERFORMANCE PARAMETERS AND RESOURCE ALLOCATION GUIDELINES

INTEGRATION AND COORDINATION

DIRECTIVES

PROGRAM GUIDELINES

AND DIRECTIVES

LGUs T.C.s Schools Firms Ass’ns NGAs Workers Youth NGOs

I N T E L L I G E N C E

Registry of Skilled

Manpower

Project Proposals


Regional Offices’ Inputs to

Central Office


Trng Ctr System

Performance

School System

Performance


Issues


REGIONAL OFFICES

CENTR AL OFFICE (INTEGRATION AND

COORDINATION)

Beneficiary Profile

UTILIZATION OF RESOURCES



DIRECTIVES

PROGRAM GUIDELINES

AND DIRECTIVES




Provincial Offices’ Outputs to

Regional Offices


Accredited Firms

Registry



Area and Sector

Profile

Accredited NGOs

Registry

PROVINCIAL OFFICES

REGIONAL OFFICE (INTEGRATION AND

COORDINATION)


Registry

PROVINCIAL T.E.S.D. PLANS



DIRECTIVES



Registry of Skilled

Manpower

Project Proposals

PROGRAM GUIDELINES AND SERVICE

AREA-SPECIFIC DIRECTIVES

Provincial Offices’ Inputs to

Regional Offices


Trng Ctr System

Performance

School System

Performance


Issues


PROVINCIAL OFFICES

REGIONAL OFFICE (INTEGRATION AND

COORDINATION)

Beneficiary Profile

UTILIZATION OF RESOURCES



DIRECTIVES

PROGRAM GUIDELINES AND SERVICE

AREA-SPECIFIC DIRECTIVES




Rationalizing the Technical Education & Skills Development Authority (TESDA) as a competency development authority

Government & Nonprofit