Project Presto (Promotion Road of Employees Strengthened and Organized)

Abstract

INTRODUCTION

The promotion system in the City Schools Division of Cavite is faithful to the merit and fitness, objectivity and uniformity in evaluation, stated in the policies of the Civil Service Commission and Department ofEducation. Despite having the system in place, gaps were present in the completion of the process. The promotion process took 135 days (with 4 loss of documents) according to applicants from 2014-16, and 99 days based on the walkthrough done. A gap of 74%was identified as opposed to the 30 day-processing preferred by the customers. The customers expressed dissatisfaction with a mean of 2.6 out of 5.

METHODS

The Continuous Improvement Methodology was used.ASSESS. The problem was identified based on available data. Focused-group discussions and interviews were done to gather the customers' needs regarding the service/process. The process was then thoroughly observed to identify storm clouds. A priority improvement area was then identified.ANALYZE. Root cause analysis and validation was done. Solutions were then developed based on the results. An improvement plan was crafted.ACT. Solutions were piloted to a smaller population, then implemented and institutionalized within the whole division.

RESULTS

After the implementation of the solutions developed, the division promotion process was significantly decreased from 135 days to 26 days (80.74% shorter). The CI methodology yielded several solutions. As result of process simplification, several steps were removed and several were merged. A docu-tracer (document-tracer) was also developed to resolve the issue of lost documents and to give applicants and personnel access to track submitted documents. A Division Promotion Toolkit was also crafted and circulated to serve as a guide to applicants for promotion and the division personnel involved in the process. After the roll-out, the customers were surveyed and they expressed their satisfaction as very satisfied with a mean of 4.6 out of 5.

DISCUSSIONS

The most difficult part in the implementation of the project is change management. However, with the commitment of the CI Champion, our SDS, change management had been easy to deal with. The project only focused on the promotion process of teaching personnel. A project on the promotion process of non-teaching personnel is highly recommended.