SDO TALISAY CITY’S DIVISION
EDUCATION DEVELOPMENT
PLAN (DEDP) 2023-2028
OVERVIEW
June 20, 2025
SDO Conference Room
PARTS
MESSAGE
EXECUTIVE SUMMARY
CHAPTER I- ORGANIZATIONAL CAPACITY
CHAPTER II- STRATEGIC DIRECTIONS
CHAPTER III - PERFORMANCE TARGET
CHAPTER IV - IMPLEMENTATION
ARRANGEMENT, RISK MANAGEMENT AND
MONITORING AND EVALUATION STRATEGIES
EXECUTIVE SUMMARY
The Division Education Development Plan (DEDP) is prepared to
continuously improve the services for all our clientele, the learners, and
the teachers, primarily to address the learning gap caused by many
factors. It is anchored on the Sulong Edukalidad Framework, Sustainable
Development Goals (SDGs), and the DepEd’s new agenda, "MATATAG,"
to resolve issues, challenges, and concerns in delivering basic education.
Priority actions and interventions are identified and well-defined to align
with the key priority areas that need improvement.
EXECUTIVE SUMMARY
It is ensured that the four pillars of DepEd—access, equity, quality,
resiliency and well-being—are considered in the making of this plan.
The chosen programs, projects, and activities are geared towards the
contextualization of curriculum and learning resource materials, the
use of new or better teaching strategies, and the provision of
appropriate learning facilities in a safe and child-friendly environment
with well-trained, competent, dedicated, and committed teachers. The
desire to make the curriculum relevant to our learners’ needs and for
holistic development is far-reaching.
ORGANIZATIONAL CAPACITY
Rationale
Motivating learners to adapt and be adept to the basic life skills
and technology in basic education is the primary task of the
Department of Education. Preparing them on how and what they
will become in the future, instilling in their hearts and minds the
proper values that they should possess is the department’s
mandate. The parents somehow entrusted to the schools, the
development of the learner’s cognitive, affective and psychomotor
domains of learning in a safe and motivating environment. They
further believed that molding them intellectually, physically,
emotionally, spiritually and morally, be integrated in the teaching-
learning process in the classrooms.
Rationale
To fulfill this mission, the SDO Talisay City will always say
ABANTE, Talisay. We are always putting forward our steps and
soaring high to achieve excellence in every detail of the
programs, activities and projects that we are implementing.
Proper monitoring and evaluation of each program is given
much attention to make sure that the welfare of our learners
is on top priority.
ORGANIZATIONAL STRUCTURE
STRATEGIC DIRECTIONS
Strategic Direction 1 ( ACCESS).
Expanding access for school-age children, out-of-school youth (OSY), and out of adults
(OSA) to basic education in the division .
Strategic Direction 2 (Equity). Promoting the interest of disadvantaged school-age
children and youth and adults through inclusive and suitable learning environment and
equitable distribution of learning resources.
Strategic Direction 3 (Quality). Recovering learning gaps through intensifying
implementation of the desired curriculum, optimizing delivery of instruction, rigorous but
meaningful administration of learning assessment, appropriate utilization of learning
resources, and upskilling and reskilling of teachers and instructional leaders.
Strategic Direction 4 (Resilience and Well-Being). Empowering learners to be resilient and
making them aware of their rights to education, promoting their well-being, and inform their
responsibilities as individuals and as members of the society.
Strategic Direction 5 (Governance and Management). Institutionalizing efficient, agile and
resilient governance, and management processes to effectively carry out policies and
programs in the department.
PROGRAM ABANTE
The banner program ABANTE, which
stands for "Adapting Balanced approach
in Addressing the Needs Toward
Excellence" is designed for the benefit of
our learners. Facing challenges and
providing the best solutions to the
performance crisis due to COVID-19 that
our education sector is facing is a call to
duty for everyone, as articulated in our
mantra, “Sa DepEd Talisay, Aksyon Agad”.
Project SOAR (OSDS)
Project SOAR
S - Striving for excellence by
O - Overcoming obstacles,
A – Adaptive to Change while
R – Remaining focused on our commitment
The OSDS is passionate, versatile, and consistently drives towards
excellence and quality service. It empowers schools and Learning
Centers (LC) and engages partners and communities in the delivery
of quality basic education that is accessible to all.
The OSDS remains focused on our commitment to:
a. Harness the strengths and potential of all employees
b. Integrate ICT in delivering quality service
c. Give utmost respect to clients and colleagues; and
d. High premium to transparency and accountability.
Project STRIVE (CID)
S - upportive
T - eam of
R - eliable
I - ndividuals who
V - alue
E - ducation
The CID’s core duties include providing strategic and technical inputs
toward the full implementation of the articulated basic education
curriculum, enforcing curriculum standards, localizing and indigenizing
the articulated curriculum to suit the conditions and context of the
locality, ensuring access to quality and diverse learning resources,
helping manage curriculum implementation in the schools division, and
providing technical assistance to schools in accordance with the
curriculum.
Project CREATE (SGOD)
C- onsensus-based
R- esponse for
E- fficient
A- ccountable
T- ransparent
E- ngagement
SGOD is more focused on enabling mechanisms for improving the
physical, mental, and social health status of the learners. Achieving
the standard teacher-learner ratio in classrooms, buildings, and other
learning facilities, promoting the resiliency and safety of the learners
and teachers, and gearing towards achieving high performance
indicators, is the aim of every program implemented in this functional
division. Indicative programs and activities are also laid down to
equip our human resources to be competent and adept at the new
trends in the management process.
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS
DIVISION PERFORMANCE TARGET ON ACCESSS
DIVISION
DIVISION PERFORMANCE
PERFORMANCE TARGET
TARGET ON ACCESSS
DIVISION
DIVISION PERFORMANCE
PERFORMANCE TARGET
TARGET ON ACCESSS
DIVISION
DIVISION PERFORMANCE
PERFORMANCE TARGET
TARGET ON ACCESSS
DIVISIONPERFORMANCE
DIVISION PERFORMANCETARGET
TARGETON
ONEQUITY
EQUITY
DIVISION PERFORMANCE TARGET ON EQUITY
DIVISION PERFORMANCE TARGET ON QUALITY OF
LEARNING
DIVISION PERFORMANCE TARGET
ON QUALITY OF LEARNING
DIVISION PERFORMANCE TARGET
ON LEARNER’S RESILIENCY AND WELL-BEING
DIVISION PERFORMANCE TARGET
ON LEARNER’S RESILIENCY AND WELL-BEING
Division Targets for Governance and
Management
Division Targets for Governance and
Management (Enabling Mechanism)
MONITORING &EVALUATION (M&E)
MECHANISM
Ensuring the effectiveness, efficiency and alignment of the
programs and activities in achieving the department’s goal:
A. establishes a division database monitoring and evaluation
system integrating the schedule of data collection
processes and methods stipulated in the implementation
plan following the BEMEF Policy standards;
B. conducts quarterly Program Implementation Review to
ensure the adequacy of resources allocated and gauge the
accomplishments vis-à-vis the targets set in the Work and
Financial Plan and articulated in the Program Management
and Information System (PMIS);
MONITORING &EVALUATION (M&E)
MECHANISM
C. continuously implements the quarterly
Division Monitoring and Evaluation
Adjustment (DMEA) to gather feedback from
the Unit/ Section Heads and make necessary
adjustments based on the quarter and annual
target; solicit promising, notable and best
practices and present the CIGPs on the
implementation for the top management to
address or resolve and provide technical
assistance;
MONITORING &EVALUATION (M&E)
MECHANISM
D. create an online repository of data and
information of the ongoing implementation of
the PAPs for necessary reportorial requirements
both for the higher governance level and for
possible partnership and linkages;
E. communicate the data-driven result to the
education partners, LGU, internal and external
stakeholders though various fora and
conferences.
THANK YOU
