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A breakdown of the expected outcomes of these three strategies
follow.
Strategy 1: Progressive Perspective. One principle underlying this
strategy is: “What the law does not expressly prohibit, it allows.” The
outcome is a proactive school board that functions beyond merely
additional budgeting support to DepEd. The components are: (a)
participative planning and budgeting; (b) divisionwide achievement
testing; (c) performance-based teacher incentives; and (d) more
transparent teacher recruitment. Another principle is: “The school board
budget provides the basis for activities that go beyond current laws on
the local school board.” The outcomes are: (a) 2002 and 2003 budgets
were crafted with strong stakeholders’ participation; (b) the Performance
Incentive Fund authorized the conduct of divisionwide pre-testing and
post-testing for school year 2002-2003 with results serving as bases
for additional teacher incentives; and (c) budgetary provision for hiring
locally funded high school teachers paved the way for teacher recruitment
reforms.
Strategy 2: Partnerships. One underlying principle is: “Role definition
and the setting of the rules of engagement minimizes potential conflicts.”
The expected outcomes are: (a) DepEd has the mandate to provide
basic education; (b) City Hall is obliged to get involved in basic education
because it is accountable for the Special Education Fund; and (c) as
taxpayers and funders of public schools, local communities have the
right to demand quality basic education. A second underlying principle
is: “Resource complementation attains synergy, which means the whole
is greater than the sum of its parts.” The expected outcomes from the
partnership are: (a) for Partner 1-DepEd: operating funds for public
schools, expertise in education; (b) for Partner 2-City Hall: augmentation
funding for public schools, and expertise in governance; and (c) for
Partner 3-Local Communities: additional funding for school and classbased
projects and activities, and non-government organizations
provide specialized services, particularly in non-formal education;
and (d) for Partner 4-Other Stakeholders: additional funding and
technical support.
A corollary principle is specialization or moving towards one’s core
competence: The expected outcomes are: (a) DepEd: partner academic
institutions’ core competency is education; and (b) City Hall: core
competence in governance and a key action is for City Hall to positively
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