Documente Academic
Documente Profesional
Documente Cultură
Graduate School
Bangued Campus, Bangued, Abra
EM 205
CULTURALLY COMPETENT SCHOOL: GUIDELINES FOR SECONDARY SCHOOL
PRINCIPALS
Culture- the customs, arts, social institutions, and achievements of a particular nation, people, or other social
group.
A culturally competent school is generally defined as one that honors, res p e c t s , and values diversity in theory and in
practice and where teaching and learning are made relevant and meaningful to students of various cultures.
[Based on DepED Order No. 32, s. 2010 on Competency Standards for School Heads]
1.A. Developing and Communicating Vision, Mission, Goals, and Objectives (VMGO)
Establishes BEIS/SIS and baseline data of all performance indicators/ involves all internal and external
stakeholders in developing SIP/AlP.
Utilizes data, e.g, BEIS/SIS,SBM assessment, TSNA, and' strategic planning in the development of
SIP/AlP.
Aligns the SlP/AIP with national, regional and local education policies and thrusts.
Communicates effectively SIP/AlP to internal and external stakeholders.
Collaborates with concerned staff on the planning and implementation of programs and projects.
Ensures proper allocation and utilization of resources (time, fiscal, human, IMS, etc.)
Provides feedback and updates to stakeholders on the status of progress and completion of programs
and projects.
Mobilizes teachers/staff in sustaining a project.
Manages the introduction of curriculum initiatives in line with DepEd policies (e.g. BEC, Madrasah)
Works with teachers in curriculum review.
Enriches curricular offerings based on local needs.
Manages curriculum innovation and enrichment with the use of technology.
Organizes teams to champion instructional innovation programs toward curricular responsiveness
Utilizes the basic qualification standards and adheres to pertinent policies in recruiting and hiring
teachers/ staff
Creates and trains School Selection and Promotion Committee and trains its members.
Recommends better ways and means to improve recruitment, hiring and performance appraisal of
teachers.
4.C. Managing Performance of Teachers and Staff
Establishes school and family partnerships that promote student peak performance.
Organizes programs that involve parents and other school stakeholders to promote learning.
Conducts dialogues, fora, training of teachers, learners and' parents on the welfare and improves
performance of learners.
Promotes the image of the school through school summit, State of the School Address (SOSA), cultural
shows, learners' project exhibits, fairs, etc.
Conducts dialogues and meetings with multi-stakeholders in crafting programs and projects.
Participates actively in community affairs.
Establishes sustainable linkages / partnership with other sectors, agencies and NGOs through MOA/
MOU or using Adopt-a-School Program policies.
Manages the implementation, monitoring and review of the SIP/AlP and other action plans.
Establishes and maintains specific programs to meet needs of identified target groups.
Takes the lead in the design of a school physical plant facilities improvement plan in consultation with
an expert.
Allocates/prioritizes funds for improvement and maintenance of school physical facilities and
equipments.
Oversees school operations and care and use of school facilities according to set guidelines.
Institutionalizes best practices in managing and monitoring school operations thereby creating a safe,
secure and clean learning environment.
Assigns/ hires appropriate support personnel to manage school operations.
7.A. Professionalism
Manifests genuine enthusiasm and pride in the nobility of the teaching profession.
Observes and demonstrates desirable personal and professional (RA 6713 & Code of Ethics RA 7836)
behaviors like respect, honesty, dedication, patriotism and genuine concern for others at all times.
Maintains harmonious relations with superiors, colleagues, subordinates, learners, parents and other
stakeholders.
Makes appointments, promotions and transfers on the bases of merit and needs in the interest of the
service.
Maintains good reputation with respect to financial, matters such as the settlement of his/her debts,
loans and other financial affairs.
Develops programs and projects for continuing personal and professional development including moral
recovery and values formation among teaching and non-teaching personnel.
7.B. Communication
Communicates effectively to staff and other stakeholders in both oral and written forms.
Listens to stakeholders' needs and concerns and responds appropriately in consideration of the
political, social, legal and cultural context.
Observes Award System and a system of assistance for teachers staff to sustain integrity, honesty and
fairness in all school practices.
Demonstrates integrity, honesty and fairness all his/her dealings and transactions.
Makes individuals accountable for their actions.
With these standards, teachers would no longer envy their school heads as to the volume of work and
responsibility they are expected to perform.
This national competency standards too will ensure the continuing flow of dedicated and passionate
applicants to the school heads position and not those wishy washy type whos primary and common
agenda is to have higher pay, prestige, and easy work as formerly perceived by many of a school head
position.