Camarines Sur Polytechnic Colleges | 2016 Operational Plan

Transcription

1.0
Introduction
2
President’s Message
At the center of
F
or us at Camarines Sur Polytechnic Colleges,
accountability is essential for good governance
and ensuring that we achieve our goals. It is what
we believe; it is what we teach; it is what we practice; it is
what we bring to LIFE!
That’s why we took the time to produce this
document. The Camarines Sur Polytechnic Colleges’
2016 Operational Plan. This reflects briefly on our
stewardship while delineating our priorities as we
advance towards the completion of our Strategic
Plan.
As you read on, you will no doubt conclude
that we have accomplished much. This, due in no
small part, to the commitment and resolve of the College
Officials, Teaching and Non-Teaching Personnel as
well as our students and other stakeholders, are all
mobilized in the pursuit of their various targets.
But we couldn’t help but temper the celebration
of our successes with the reality that there is so much
more to achieve. So much more to be done as we strive
to build a “world class polytechnic college leading the
path to universityhood” and in the service we provide
to our staff, students and stakeholders.
It is this healthy level of not being satisfied with
the status quo that causes us to lift our gaze even
higher, towards a more progressive college–one where
regional and international competitiveness becomes
the moving target that we move with.
framework, and infrastructure that keeps pace with
the times so that students feel that in all areas of
service, they are on par with their counterparts in
the best universities around the world.
“ The CSPC students and
graduates are the center of
all this development in the
region. “
As we forge ahead, we continue to hold true
to our enduring mission of advancing education,
creating and disseminating knowledge and providing
service to our communities. But even as we reach and
stride and embrace modern approaches, we must
never forget who we are. We are fundamentally educators
and scholars, with a distinctiveness rooted in the Filipino
culture.
- DR. DULCE F. ATIAN
SUC President II
We envisage a campus that is technologically
savvy and on point in all areas of course development
and delivery as well as research and innovation; we
refuse to settle for a learning institution that is anything
short of producing graduates who are ready to contribute
to the “world of work” and ready to respond to calls
from the marketplace for customized training.
The CSPC students and graduates are the
center of all this development in the
region. We want them to feel
empowered as they join the
rich legacy of great leaders and
thinkers from the Bicol region
who are eager to make a difference
in the ASEAN community.
We believe that Camarines
Sur Polytechnic Colleges must be
a place where staff members
develop according to a competency
3
Introduction
T
he Camarines Sur Polytechnic Colleges Operational
Plan 2016 is anchored on the 2015-2018
Strategic Development Plan and serves to
identify the strategic priorities that the campus will
undertake for 2016.
The plan represents the institution’s drive towards
enhanced institutional quality through transformed
structures, processes and systems for improved
efficiencies and effectiveness.
The implementation of the college’s plan will be
done in alignment with the following
TEN STRATEGIC
DIRECTIONS AND PRIORITIES:
1. Shared Vision of Excellence
2. Continuous Enhancement of the Human
Resources
3. Expansion of Curricular Offerings
4. Invigorating Support to Students
5. Pro-active Research and Extension Services
6. Optimum Physical and Infrastructure
Facilities
7. Institutionalized Production Services and
Enhance Income Generating Projects
8. Pursuit of Quality Assurance and International Recognition
9. Reinforced System of Good Governance
10. An Eco-Friendly Strategy
The CSPC Operational Plan, guided by the Strategic
Development Plan and all the government mandates
for Philippine Higher Education, will use the framework
as out in the Strategic Plan to achieve desired results.
The result of this system will be the strategic transformation
that will advance the college’s mission and vision as
identified below.
Quality Policy
CSPC commits to provide quality education
and services that satisfy its clients and stakeholders
thereby producing world class professionals
through continual improvement of all its programs.
Vision
“CSPC as the Regional Center of Excellence
in Polytechnic Education.”
By becoming a premier polytechnic education
institution in the region, CSPC shall be a center of
excellence and development, responsive and
adaptive to the fast-changing environments. CSPC
shall be also known as the leading polytechnic
university in the immediate future that fosters
innovation and applies knowledge to create value
towards social, economic and technological
development.
Mission
CSPC shall take the lead in providing highly
technical and quality professional education
through ladderized curricula in fisheries, trades
and technology, arts and sciences; generating
technology and undertaking sustainable community
development in accord with the college mandate,
thrusts and directions of higher education and
national development goals.
4
2.0
Background & Context
5
Background & Context
C
ollege Officials, key personnel, faculty, and
students engaged in the process of InHouse Planning and Budgeting Workshop
for the identification of targets and priorities for
2016. Participants reflected on success and challenges
of projects undertaken in the previous years.
They then focused their energies on identifying
new or revised projects and programs that will require
the immediate and urgent attention for 2016.
The process took into account environmental
and other unanticipated changes and challenges
of the present times, but it also examined the
institutional weaknesses which delayed or impeded
progress. The Planning and Budgeting Workshop
also provided a forum for discussion on the
performance of the college and issues and challenges
that require some degree of resolve in order to obtain
the strategic transformation that is being sought.
The on-going concerns or challenges of the
College are highlighted in the four Key Result
Areas (Instruction, Research, Extension, Production/
Governance) as follows:
Implementation of the K+12
Gearing up for the new schools year and the
decline of College’s enrolment, CSPC anticipated
lesser income compared to previous years. However,
the College does not closes its door to college dropouts
and high schools graduates of the old basic education
curriculum or those high school graduates before
2016 to enroll. Massive admission and dissemination
campaign is being done by the college to achieve at
least 1 class per course.
Budget Utilization Rate
With the inclusion of Budget Utilization rate
as one of the performance indicators in the grant
for performance-based bonus, intensive monitoring
is being done to achieve at least 90% of the target.
This is affected by the implementation of infrastructure
projects, procurement of laboratory equipment and
others related to procurement. For the coming
years, the procurement will be done intensively on
the first and 2nd quarter of the year to avoid delay.
Research
Research needs to contribute more towards
the college’s impact and to distinguish CSPC from
other SUCs.
Extension
A need-based/research-based extension programs
and projects must be conducted in the identified
adopted barangays and monitoring and implementation
be conducted to measure impact.
6
3.0
Development of Priority
Initiatives for the College
7
Development of Initiatives
T
he process of developing priorities for Camarines Sur Polytechnic Colleges began
in the 2016 In-House Planning and Budgeting Workshop, where College Officials,
key personnel, faculty, and students were asked to review their performance targets
and initiatives as originally identified in the 2015 Operational Plan and Targets. They were
also asked to identify the priorities for the next planning cycle that would continue to align with
the objectives of the College Strategic development Plan 2015-2018. These priorities were
presented, shared and critiqued with the Top Management.
 STRATEGIC INITIATIVES
In 2016, CSPC shall continue to build on what it had achieved so far while inevitably
being required to respond to new challenges particularly the on-going Public Higher Education
Reform, ASEAN 2015 Integration and the implementation of the K+12. It shall continue to
invest genuine strategic direction in the operational management of the college, maintain
greatest standard of excellence in education and service.
8
Development of Initiatives
 STRATEGIC INITIATIVES
Emphasis shall be placed on:
 Improving the quality of learning and producing a
holistic educational outcome by regular review of the
educational objectives, curriculum and instructional
modes of delivery in the College
 Maintaining relevant student support services, functions
and facilities, including provision for regular,
systematic access to educational support, scholarship,
trainings, seminars and the likes
 Achieving Center of Development for the Office
Administration and Nursing programs and maintaining
high regards for AACCUP accreditation, ISA accreditation
and ISO certification.
 Promoting research excellence thru enhancing research
activities and undertaking national and international
benchmarking
 Attracting and retaining qualified faculty and staff
researchers by maximizing the use of available
resources of the College to enrich the intellectual,
cultural, educational, economic and social life of the
College
 Maintaining the college’s contribution to technologically-
driven national and regional development and preparing
the college for ASEAN 2015
 Strengthening links with the community and local
government units, non-governmental organizations,
industry-based organizations, professional/scientific
organizations, and educational institutions
 Strengthening the college’s infrastructure and information
technology system
 Improving the production and income generating
projects of the College through maximize use of
available resources
 Demonstrating highest degree of management system
in all its processes to all its stakeholders through
continual improvement of all its programs.
9
Instruction
T
he College shall rationalize Academic Programs, enhance Quality Assurance (QA) through
Outcome-Based and Typology-Based Quality Assurance, offer relevant and quality academic
programs, promote quality standards in all its programs, broaden access to quality program
offerings and revolutionize/modernize CSPC education in consonance with the Philippine Higher
Education Reform Agenda and ASEAN 2015 Integration.
 S TRATEGIES
Enhance the quality of learning and produce well rounded and holistic educational outcomes
in the College through:

Assessment of the quality and relevance of
instruction pursuant to SUC Leveling, Normative
Funding, PBB requirements and other government
isuances related to Instruction

Shifting from input-based to outcomes-based
education and operationalize the adoption of
the Typology-based Quality assurance system

Commitment to Institutional Sustainability Assessment

Lay the foundation for quality, responsive and
relevant key education programs that are in
demand to the real and growing need of the
industry

Development /review of proposed programs to
make them fit to the needs of the industry, both
domestic and international

Raise the interest and participation of the
college in the COD/COE program to expand the
program’s role in the quality improvement of
programs

Assessment of adequacy of faculty strength for
each curricular programs and for each major
field of specialization
10
Instruction
 S TRATEGIES
Enhance the quality of learning and produce well-rounded and holistic educational
outcomes in the College through:

Regular review of the educational objectives,
pedagogy and modes of delivery of all graduate
and undergraduate programs to ensure that
teaching and learning are geared towards the
highest international standards of curriculum
design and interaction between faculty members
and students

Establish Labor Market Information System to
provide up-to-date information on jobs that are in
demand

Heightened commitment and support to sustainable
development initiatives particularly along National
Greening program, Disaster Risk Management, Hazard
Reduction and Environmental Protection

Conduct of Advocacy and Gender sensitivity
activities to promote gender awareness

Implementation of the enhanced Student Services
Program

Periodic assessment of the relevance of curricular
offerings to the College’s mandate and national
agenda

Maintenance of world-class student support
services, accreditation, functions and facilities,
including provision for regular and systematic
feedback system from the members and staff

Expand access to quality yet affordable higher
and advanced education
11
Instruction
 BY THE END OF 2016, THE COLLEGE HAS:
 Attained
Level III Accreditation of 7 programs and
Level II Accreditation in 1 Undegraduate program
 Attained Level II Accreditation in 2 Graduate
Programs and Level I in 1 GS Program
 Awarded Center of Development for Office Administration
Program
 Prepared Bachelor of Science in Nursing for Center
of Development
 Increased access to scholarship and other financial
assistance grants
 Involvement of students to Inter-mobility program
 Increased percentage of Masteral and Doctorate
degree holders by 84% and 20% respectively
 Certified 30 Trade Areas by the Technical Education
and Skills Development Authority
 Assessed and Qualified in the Unified TVET Program
and Assessment System Registration (UPTRAS)
 Offered Short Term Courses to cope up with K+12
 Accredited all Engineering Programs by the
Philippine Technological Council (PTC)
 Increased average percentage passing in licensure
examination by SUC graduates/national average
passing percentage in board programs covered by
SUC
 Conducted
13 Tracer Study on graduates
employed in jobs related to their programs
 Adopted Outcomes-Based syllabi and projects
 Trained AACCUP Accreditors and QA Assessors
 Undertake Horizontal and Vertical Typology Assessment
Evaluation
 Reviewed 16 general policy guidelines to ensure
that programs are comparable to international
standards
 Conducted campaign to more than 70 Barangays
and Municipalities in Rinconada and nearby
places
12
Instruction
 Increased number of faculty conducting research to
improve instructional competencies
 Reviewed and enhanced 13 curricular programs
 Conducted 13 Tracer Studies
 Provided Jobs Fair to 500 Graduating students
 Sustained implementation on National Greening Program,
Disaster Risk Management and Environmental Protection
 Conducted 7 advocacy and Gender Sensitivity activities
to more than 500 participants/beneficiaries
 Implemented the enhanced Student Services Program on
Student Safety, Food Service, Health Services, International
Student Services, Student Housing Services, Orientation
and Advocacy Programs, Drug Education Program, Cultural
and Arts Program, Sports and Development Program and
Guidance and Counseling
 Conducted
benchmarking Tour (National and/or
International) for the 16 curricular programs of the college
 Complied to approved policies on amalgamation,
K+12 and other national reform agenda
 Recruited world-class faculty members and staff
 Conducted 4 motivational activities to faculty and
staff
 Sent 46 faculty and staff to national and international
conferences/fora and 53 faculty/staff to trainings
 Granted scholarship to 2 faculty pursuing Master’s
degree and Doctorate degree
 Forged 4 International linkages
 Provided scholarships to 450 studentss and Financial
Assistance to 1,300 students
 Achieved
80% school-wide wifi
students, faculty and staff
service to
the
 Trained faculty for the use of ICT resources
 Implemented the Libro system
 Increased percentage compliance of Library collection
in accord with CMOs
 E-books
and E-journals
academic community
accessed
by
students/
13
Research
T
he College shall conduct researches on Sciences and Technology, Health, Information
Technology and other related fields that shall contribute to the enhancement of the
quality of life, sustainable economic growth, environmental protection and climate
change adaptation and mitigation.
It shall also strengthen research culture, excellence and leadership for academic
advancement and sustainable countryside development, generate new knowledge and
technologies for poverty reduction and sustainable resource management and academic
advancement, improve policy and administrative support to provide conducive R&D
undertakings, disseminate and utilize research outputs for commercialization and strengthen
publication in refereed journals.
 S TRATEGIES
To promote Excellent Research and Development through:
 Continuous joint planning/packaging and
implementation of relevant R&D projects/
programs with stakeholders
 Sustained implementation of Research policies
and programs
 Establish a flourishing and pervasive research
culture of research, innovation and creativity
that would lead to poverty reduction
 Establish/forge strong linkages and networks
with national
institutions
and
international
funding
 Developing a sustained capacity building
program for refereed journal publication and
IPR
 Providing support for presentation to scientific
national and international conferences and fora
 Encouraging publication for purposes of
citation
 Protecting research output through patent
and utility model application
14
Research


At least 19 on-going researches and 34 completed researches
for the last 3 years
At least 27 faculty members involved in research and
development projects/activities

4 Faculty pursuing advanced research degree programs

3 Faculty publishing investigative or basic and
applied scientific work

1 Faculty producing technologies for commercialization
or livelihood improvement


At least 37 faculty members received awards and
Research incentives through Memoranda of Agreement
At least 9% allocation for Research

At least 10 research output utilized by local community

Produced 2 substantive research output per programs

Sent 15 faculty members to relevant trainings,
seminars and workshops related to research

2 research projects externally funded through
MOAs/MOUs
Publish 2 researches in National Refereed Journals
and 3 Researches in International Refereed Journal
and other publications


Presented 10 Research output in International Fora and
10 Researches in National Fora
Disseminated and promoted 25 Research outputs

2 Researchers were cited by other book authors

Developed 5 Research-based Instructional Materials

1 invention applied for Patent

1 invention approved for Patent

1 technology transferred and commercialized

1 invention not patented but utilized by the community

Five utility models registered in the IPO

10 Research outputs were applied in course instruction

Earned at least three (3) awards related to Research

Conducted 2 In-House Review of Research proposals
and Completed Researches
Reviewed and Revised the Manual of Operations for
Research



Forged International Research linkage/s
15
Extension
T
he College shall provide relevant extension programs in technology education and
livelihood skills towards poverty reduction and empowerment of the poor and
marginalized sectors of the society.
It shall enhance extension services for people and community empowerment through
effective extension modalities, develop and promote an effective and integrated need-based
and demand driven extension modalities that will transform a community into a self-reliant
and empowered community, enhance the promotion and dissemination of appropriate
information of matured technologies and for livelihood development and establish and
intensify existing linkages/partnership with government line agencies, LGUs, NGOs and POs.
 S TRATEGIES
To serve the wider community by:

Developing and promoting an effective and
integrated need-based and demand driven
extension modalities that will transform a pilot
barangay into self-reliant, empowered and
progressive community through sustained
implementation of Extension programs such
as Adopt a Barangay, LGU capability, and
Gender and Development

Conducting regular consultation with
municipal and provincial LGUs to determine
their extension training needs

Conducting massive and outcomes-based
trainings conducted

Implementing Gender and Development (GAD)
related programs/activities related to gender
issues and concern in extension

Providing assistance to poor clients through
livelihood programs

Implementing transfer of technologies

Establishing linkages and sustaining partnerships
with international, national, regional and local
organizations

Involving the partner agencies in the planning,
monitoring, and evaluation of partnership
program

Institutionalizing and sustaining the policies on
extension programs
16
Extension

Established of CSPC CARES-CLRC to identified
DDU Partner barangay/community

Reviewed of Extension Manual/Monitoring and
Evaluation Instrument

Established Capacity Building Program

Conducted of pre-assessment to target communities

Conducted and supported 12 advocacy programs

Conducted 25 Skills Trainings

Served/ Assisted 25 barangays and local communities

Trained at least 2,600 persons weighted by the length
of training

Served/assisted 2,500 beneficiaries of different outreach
programs

Forged and sustained partnership with 19 LGUs
and conducted at least 12 trainings to LGUs

Provided 8 Technical Assistance to partner LGUs

Forged and sustained partnerships with 30 local
organizations, educational institutions covered
by Memorandum of Agreements (MOAs/MOUs)

Forged/entered into Memorandum of Ageement /
Memorandum of Understanding (MOUs)

Traced at least 60 adaptors engaged in profitable
enterprise

Traced at least 8 trainee-recipient who have
indulged into viable demonstration projects
based on positive cost and return on investment
analysis

Conducted/implemented 12 GAD awareness seminars /
trainings

Distributed at least 200 GAD materials to local communities

Transferred at least 35 technologies to the community
through skills trainings

Forged/entered into MOAs / MOUs with 2 International
Organization, 4 National Organizations and 10 Regional
organizations recognized by the Board of Trustees

Established Training Centers for Extension

Received reputable awards from government
and non-government organizations.

Increased budget allocation and utilization for
Extension services
17
Resource Generation
T
he College shall develop and institutionalize a mechanics for income generating
projects, formulate and implement viable/relevant production activities, business
ventures including technology transfer and commercialization using the College’s
available human and material resources that will generate income to support instruction,
research and extension.
 S TRATEGIES
Ensure the College’s production and financial
viability through:

The creation of additional income generating
projects

Maintaining an inventory and monitoring
system of all IGPs of the College

Adopting the Operations Manual for Income
Generating Projects

Maximizing use of IGP facilities such as
dormitory, gymnasium, canteen and other
facilities offered for rentals.
 T ARGETS
At the end of 2016, the College has:

Expanded income generating facilities from
incomes derived from facilities of the
College

Established at least 2 Trade/skills training
centers

Formulated relevant production activities/
business ventures and initial attempts for
commercialization of research outputs
18
Governance
T
he College shall provide an efficient and effective administrative mechanism
supportive to the major thrusts of the College, strengthen the implementation of
management policies and practices in administrative, finance and general services in
support to the four major thrusts of the College, devise and implement automation of all
services in the Personnel, Records Management and Finance Services, ensure the timely
delivery of goods, services and infrastructure as per specification under the approved Annual
Procurement Plan, strengthen the program on Rewards, Awards and Incentives System and
rationalize expenditures and prudence in all types of expenditures in the College.
19
Governance
 S TRATEGIES
Ensure the College’s operation by:

Full implementation of the Records and
Human Resource Management Automation

Disseminating and monitoring implementation
of policies and practices

Monitoring the submission of Performance
Evaluation of the college

Implementing a comprehensive HRD Plan
for the College

Strengthening the recruitment process by
choosing only the best

Strict implementation of the procurement
process

Full implementation of full automation of all
financial operations

Implementing cost-cutting measures to generate
savings

Implementation of RA 9003 on Solid Waste
Management

Promoting efficient use of infra funds by
strictly monitoring infrastructure project

Sustain ISO Certification on all processes.
20
Governance

Automated services in the Personnel and Records
Management Section

Fully implemented CSC rules and regulations and
other government policies

PRIME-HR accredited

Red Orchid Awardee

Best Smoke Free Office Awardee

PBB Compliant

Reviewed and enhanced Records Management
Manual and its implementation

Developed a Comprehensive Plan for Human Resource

Hired the best faculty and staff from reputable
universities and colleges

Monitored faculty and staff pursuing advanced
degree and encouraged faculty and staff to do the
same

Monitored compliance with the SPMS, PBB requirements,
SALN, and other reportorial requirement

100% compliance on RA 9184

Implemented the Annual procurement Plan

Enhanced Procurement Process through APCPI

Provided adequate and efficient basic utilities and
services

Automated Financial Services through computerization
of the Accounting, Budgeting, and Cashiering System

Implemented and adopted AO 103 on cost-cutting
measures

100% compliant to financial statements, reports,
documents submitted to COA, CHED, DBM and other
agencies within mandated time

Increased percentage in budget utilization rate

Zero unliquidated cash advances
21
Governance


Solid Waste Management Policies developed and upgraded
Environmental Management Systems implemented

Eco-friendly

ISO Re-certified based on ISO 9001:2008

Environmental Management Systems certified

Completed the following infrastructure projects:
14001:2004
program
sustained
based
on
ISO

Three-Story Academic Building

Multi-Purpose Center

Center for Innovation and Technology Development
(Phase II)

Rehabilitation of Drainage System in Front of
Administration Building

Construction of Covered Walks

Repainting of school buildings (as needed)

College Pearl Park

Provision of Path Walks
22
23
CAMARINES SUR POLYTECHNIC COLLEGES
Nabua, Camarines Sur
CSPC 2016 Operational Plan
PHERA
Agenda
Roadmap
Strategic Goals
Objectives/Strategies
Performance Indicators
Acco. as of
December
2015
2016
Targets
2016 Quarterly targets
st
1 Qtr
2nd
Qtr
KRA 1: INSTRUCTION SERVICES
Improve
Efficiency:
Rationalize
the public
higher
education
system
Upgrade
quality of
public
higher
education
Goal 1:
Rationalization of
Academic
Programs
Assess the quality and
relevance of instruction
pursuant to SUC Levelling
3rd
Qtr
4th
Qtr
Budget
123,491
1.Quality and Relevance of Instruction
Number of Weighted fulltime
equivalent students
(FTEs)/semester
- Undergraduate
5,790
- Graduate
277
Weighted Number of
Graduates
- Undergraduate
2662.6
- Graduate
26.5
Gross Graduation Rates
- Undergraduate
91.81%
- Graduate
51.9%
Full-time Equivalent Faculty
63.81
Scholarship
479
 Number of scholars
1,916
 Number of Grantees /
Number of Externally
Funded Merit Scholars
Students involved in inter11
mobility program
Faculty Profile
18%
 Percentage of
doctorate degree
holders
80%
 Percentage of
Master’s degree
holder
Accreditation of Programs
8
 Number of Accredited
Baccalaureate
Programs
Candidate Status
Level I
1
Level II
7
Level III
Level IV
29,000
3,103
128
3,103
128
1,699
46
1,699
46
92%
52%
47
92%
52%
450
1,300
450
1,300
10
10
20%
20%
84%
84%
8
8
1
7
1
7
1
PHERA
Agenda
Roadmap
Strategic Goals

Sustain CSPC’s ranking
among 113 SUCs in
Licensure performance as
Top 8 in National and 1st in
Bicol Region
Number of Accredited
Master’s Program
Candidate Status
Level I
Level II
Level III
Level IV
Center of Excellence/Center
of Development
 Number of COD
PTC Accreditation
Number of Trade Areas
Accredited by TESDA
No. of Short Term Courses
Offered
Unified TVET Program and
Assessment System
Registration (UTPRAS)
PRC Performance:
Average percentage passing
in licensure examination by
SUC graduates/national
average passing percentage in
board programs covered by
SUC (PBB)
Achieve above National
Passing Percentage in
PHILNITS examination
Employment of Graduates:
Percentage of graduates
employed in jobs related to
their undergraduate programs
Total number of graduates in
mandated and priority
programs
Percentage of graduates who
finished their academic
program according to the
prescribed time
Acco. as of
December
2015
2016
Targets
1 Qtr
3
3
3
1
2
1
2
1
2
0
27
1
4
30
30
0
10
10
Ongoing
/
117%
117%
10%
higher
15%
higher
Ongoing
35%
697
654
91.81%
90%
st
2nd
Qtr
3rd
Qtr
4th
Qtr
Budget
1
4
/
/
/
654
90%
2
PHERA
Agenda
Roadmap
Rationalizing
the curricular
offerings of
the College:
Typology
Monitoring
and
Evaluation
Strategic Goals
Goal 2:
Enhancement of
Quality
Assurance (QA)
through
Outcomes-based
and Typology
Based Quality
Assurance
Operationalize the
adoption of the
Typology-based
QA
a. To shift from input-based
to outcomes-based QA
Goal 3:
Promotion of
Relevant and
Quality
Academic
Program
Attendance to
training/workshops for
volunteer
assessor/reviewers to help
review QA system
Fulfilment of mandate to
contribute to nation building
by providing educational
experiences to develop
technical skills at the
graduate
and
undergraduate levels which
lead to professional practice
CSPC shall be committed
demonstrating very good
institutional quality to
enhancement through
internal QA systems and
demonstrate very good
program outcomes through
a good proportion of
accredited programs, with
the presence of Center of
Excellence and/or
Development, and/or
International certification.
Commitment to Institutional
Sustainability Assessment
1. Lay the foundation for
quality, responsive, and
relevant key education
programs that are in
demand to the real and
Acco. as of
December
2015
2016
Targets
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
/
/
/
/
/
/
/
/
/
/
/
/
16
11
11
Horizontal Typology
assessment undertaken
-
/
/
Vertical Typology Assessment
Undertaken as Deregulated
HEI
-
/
/
On-site CHED evaluation
completed
Number of general policy
guidelines reviewed and/or
formulated and enforced to
ensure that the programs are
comparable to international
standards
-
/
/
16
16 (all
program
s)
16
Outcomes-Based syllabi
adopted
Outcomes-Based projects
adopted
Number of volunteer
assessors / AACCUP / quality
assurance
st
Budget
3
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2015
2016
Targets
/
/
/
Number of new curricular
program offerings developed
based on industry needs
0
2
1
Number of schools/barangays
campaigned
63
75
75
Number of programs on
preparatory stage for
COD/COE
1
2
1
Number of programs awarded
with COE/COD
0
2
Number of faculty that conduct
research to improve
instructional competencies
53
60
30
30
curricular programs reviewed
and enhanced
/
/
/
/
Number of tracer studies
conducted for each program
10
13
13
st
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
Budget
growing need of the
industry
SUC
levelling
reviewed
Developmen
t of Priority
Programs
National
Quality
Assurance
Mapping
SUC Performance Parameters
reviewed and evaluated
2. Development/review of
proposed programs to
make them fit to the
needs of the industry,
both domestic and
international
3. Massive information
dissemination on
admission opportunities
among students in
secondary schools
4. Raise the interest and
participation of more
colleges/department in
the COD/COE program
to expand the program’s
role in the quality
improvement of
programs
5. Assessment of the
adequacy of faculty
strength for each
curricular programs and
for each major field of
specialization
6. Review of curricula to
make it responsive to
the needs of the
students
7. Conduct of periodic
graduate and
undergraduate tracer
studies
1
1
2
/
/
4
PHERA
Agenda
Roadmap
Students
Development
Services
Strategic Goals
Enhanced
delivery of basic
students
development
services
8.
9.
Establish Labor Market
Information System to
provide up-to-date
information on jobs that
are in demand and
hard to fill, to guide
both students a d
parents in choosing
course
Heightened
commitment and
support to sustainable
development initiatives
particularly along
National Greening
Program, Disaster Risk
management, hazard
reduction and
environmental
protection
Number of students provided
assistance in Jobs Fair
Acco. as of
December
2015
2016
Targets
1 Qtr
914
500
250
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
6
7
2
2
2
1
3,276
700
175
175
175
175
-
/
/
/
/
/
/
/
/
/
/
/
8
10
st
2nd
Qtr
3rd
Qtr
4th
Qtr
Budget
250
Sustainable development
initiatives

National Greening
Program
 Disaster Risk
Management
 Hazard Reduction
 Environmental
Protection
Number of advocacy/gender
sensitivity activities conducted
Number of participants /
beneficiaries
Implementation of the Enhanced Student Services Program
(CMO. No. 9, s. 2013)
Conduct of research
relevant to the
implementation of CMO
No. 9, 2. 2013
Conduct of Customer
Satisfaction Survey
Monthly Activity Day every
last Wednesday of the
month
Increase students
No. of Accredited Campus
participation through
organizations
accreditation of
organizations
/
/
/
/
10
5
PHERA
Agenda
Roadmap
Strategic Goals
a. Student Safety
student safety programs
implemented
Compliance monitoring
activities conducted along
the following:
Food service/safety
monitored yearly
Enhanced health services
accessible to the students
Medical and Dental
Consultation and
treatment provided to at
least 90% of patients
seeking treatment
Maintenance of Clean
comfort rooms
Conduct of Health / Oral
Advocacy and Health
Education program
Implementation of NoSmoking Policy
Red Orchid Award
Enhanced and affordable
Student Housing Services
Upkeep and maintenance
of College Dormitory
Accreditation of Boarding
Houses
Orientation and advocacy
programs conducted
Drug education program
conducted
Information/conduct of fire
and earthquake drill
b. Monitoring of
compliance along
the following:
- Food service /
safety
- Health Services
-
-
c.
Student Housing
Services
Orientation and
advocacy programs
Drug education
program
Information/conduct
of fire/earthquake
drill
Cultural and Arts
Program
Cultural & Arts Program
conducted for the students
Acco. as of
December
2015
2016
Targets
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
3
4
1
1
1
/
/
/
/
/
/
/
/
st
/
/
Budget
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
6
PHERA
Agenda
Roadmap
Strategic Goals
d. Sports and
Development
Program
e. Guidance and
Counseling
Program
f.
Admission Program
g. Scholarship
h. Publication
Participation and awards
in local, regional, and
national contests
Sports Training Program
approved and
implemented
Participation in Local,
Regional and National
Sports Competition
Number of students/clients
provided guidance and
counseling services
Orientation and ReOrientation Program
conducted to students and
parents
Random Facilitative
Counselling conducted
100% of Students
Inventory Record Updated
Placement Services
conducted (Labor
Education, seminar and
Jobs Fair)
Information Services
available
Municipal and Barangays
campaigns conducted
Radio advertisement
100% of application for
scholarship processed
100% Assistance provided
to ESGP-PA
Printing of:
1. Newsletter
2. Magazine
3. Tabloid
4. Literary Folio
Acco. as of
December
2015
2016
Targets
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
6,267
2,000
500
500
500
500
/
/
/
/
/
/
/
/
3
3
1
1
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
st
Budget
/
1
7
PHERA
Agenda
Roadmap
Strategic Goals
i.
Piloting of
governance
and
restructuring
models like
amalgamation
Upgrading
qualification
of faculty
Encourage
student
researches and
recognize best
researchers
Goal 4:
Promotion of
Program Quality
Standards
Students with
Special Needs
Conduct Gawad Likha
Periodically conduct
national and international
benchmarking for academic
program
Program monitoring of
compliant and phase-out
programs/closure of noncompliant program
To improve institutional
capacities and
capabilities to provide
quality programs
Recruitment of the best and
the brightest faculty
members and staff
Broaden and deepen
faculty/staff motivation
where the faculty and
administrative staff can find
joy, satisfaction and
fulfillment, boost their selfesteem and regard highly
Awards in local, regional,
and national journalism
contests
Scholarship program for
students with special needs
approved
No. of entries approved
Gawad Likha conducted
Acco. as of
December
2015
1 Qtr
/
/
/
st
2nd
Qtr
3rd
Qtr
5
/
Number of program
benchmarked
2
7
Number of programs that
remain current and valid in
the light of developments
in the relevant field of
study
Full compliance to
approved policies on
amalgamation and K+12
Re-tooling of GEC faculty
16
16
/
4th
Qtr
Budget
/
/
0
-
World-class faculty
members and staff
recruited
Number of faculty
evaluation
Number of faculty/staff
motivation activities
conducted (faculty
development seminar)
2016
Targets
/
5
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
2
2
3
4
/
/
8
PHERA
Agenda
Roadmap
Strategic Goals
their participation in the
school
Provide more fund
allocation for national and
international conferences to
expose more the faculty
and support personnel to
research academic
standards
Provision of scholarships to
upgrade the academic
qualifications of the faculty
to masters and doctorate
degree levels
Strengthenin
g Public HEI
management
thru
Executive
development
Strengthen
participation in
national and
international
networking
Strengthening
Student
Goal 5:
Broadened
Training for continuing
professional education
Participation of senior and
middle-level management
to access high quality and
relevant management
development programs to
strengthen their capacity as
leaders of HEIs
Strengthening of
international cooperation by
joining international
networks and negotiating
and facilitating bilateral /
multilateral agreements on
academic cooperation and
linkages
To provide assistance to
poor but deserving students
Number of faculty and staff
sent to national and
international
conferences/for a
Number of scholarship
granted to faculty (ongoing included)
a. Master’s degree
b. Doctorate degree
Number of financial
assistance beneficiary for
continuing education
program for Faculty and
Staff
Number of faculty/staff
sent to training
Number of senior and
middle level managers
sent to training/trained
Number of international
linkage forged
Number of students
provided scholarship
Acco. as of
December
2015
2016
Targets
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
31
46
12
12
11
11
1
3
4
2
4
1
2
4
1
33
53
14
14
13
13
27
35
9
9
8
8
2
4
1
1
1
1
479
450
st
Budget
450
9
PHERA
Agenda
Roadmap
Strategic Goals
Financial
Assistance
Programs
access to quality
program
offerings
Database/MIS
and IT
Upgrading
Goal 6:
Revolutionize/Mo
dernize CSPC
education
Expansion of jurisdiction of
the colleges by establishing
extension/satellite
campuses
To make effective use if
Information and
Communication Technology
and learning resources to
support student learning
and to efficiently manage
CSPC’s academic affairs
Proper allocation of ICT
resources
Training of the faculty for
the use of ICT to support
learning
Enhance SIAS programs
Upgrade
Library
Facilities
Implement the Libro
System and Weeding out of
Books
Acco. as of
December
2015
2016
Targets
Number of students
provided financial
assistance
Number of scholars who
completed their degree
Number of students in
priority programs awarded
financial aid
1,916
1,300
82
130
1,304
700
700
Number of extension
campus established
(Balatan Campus)
Ongoing
Ongoing
/
School-wide wifi service to
the students
Access to CSPC website
80%
80%
80%
/
/
/
1:1
1:1
/
5
5
1
2
2
3
/
10
/
3
/
3
3
-
/
/
2
4
2
0
/
/
100%
/
/
/
Student : computer ratio
Number of trainings
related to ICT conducted
Number of faculty trained
Management Information
System (MIS) established
SIAS Enhancement
(Online Enrolment)
Installation of Additional
Students Kiosks
Provision of Solar Panel
and Grid Tie System
Sound System Upgrading
Expansion of Library
Building
Implementation of the
Libro System
Ongoing
/
st
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
Budget
1,130
130
2
2
/
10
PHERA
Agenda
Roadmap
Strategic Goals
Expansion of library
holdings
Number of Title to be
procured to enhance
Library collection in accord
with CMOs:
a. Office Administration
b. Food Service
Management
c. Entrepreneurial
Management
d. Tourism Management
e. IT/CS
f. Civil Engineering
g. Electrical Engineering
h. Electronics
Engineering
i. Mechanical
Engineering
j. Nursing & Midwifery
k. BTTE
Acco. as of
December
2015
2016
Targets
1 Qtr
/
/
/
139
460
160
60
100
2nd
Qtr
3rd
Qtr
40
20
80
20
80
20
80
40
40
139
352
158
159
49
100
160
120
120
120
40
55
40
40
40
40
55
40
40
40
20
50
40
40
40
153
120
40
40
40
60
39
160
60
80
30
80
30
40
st
4th
Qtr
Budget
11
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
KEY RESULT AREA 2: RESEARCH AND DEVELOPMENT
Upgrading
leading
SUCs to
international
standards
R&D centers
with stateof-the-art
facilities
Goal 1:
Strengthen
research culture,
excellence and
leadership for
academic
advancement
and sustainable
countryside
development
Goal 2:
To improve
policy and
administrative
support
(including
incentives and
awards)
Continuous joint
planning/packaging and
implementation of relevant
R&D projects/programs
with stakeholders
Institutionalization of
policies (i.e. incentives and
awards) through BOT
approval
Sustained implementation
of Research policies and
programs
Sustained implementation
of automatic allocation of at
least 10% of income for
research
No. of on-going researches
No. of completed researches
for the last three years
Number of researches
completed on schedule
Number of faculty members
involved in research and
development projects/activities
Percentage of faculty engaged
in research work applied in
any of the following:
a. Pursuing advanced
research degree
programs
b. Publishing
(investigative or basic
and applied scientific
research; or
c. Producing
technologies for
commercialization or
livelihood
improvement
No. of BOR approved policy
on research
Establish Research Center
with State of the-art facilities
No. of faculty receiving awards
and incentives
Total amount of allocation for
research
Budget
4,021
19
27
19
34
19
(2015-7:
2014-8:
2013-12)
(2016-19:
2015-7:
2014-8)
34
7
19
19
27
27
0
4
4
4
3
3
2
1
1
0
1
1
/
/
30
37
37
7%
9%
9%
27
/
5,000
27
27
27
/
12
PHERA
Agenda
Roadmap
Strategic Goals
Goal 3:
Generate new
knowledge for
poverty
reduction
Grants-inAid RDE
Goal 4:
Intensify and
institutionalize
resource
allocation,
generation and
sharing
Establish a flourishing and
pervasive research culture
of research, innovation and
creativity that would lead to
poverty reduction
Establish/forge strong
linkages and networks with
funding institutions and
donors
Formulation and
implementation of a
resource generation
roadmap for R&D
Goal 5:
Manage and
Protect research
output
Develop a sustained
capacity building program
for refereed journal
publication and IPR
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
Number of technology /
research output transferred /
commercialized
Number of research output
utilized by local community
Substantive research output
per program
1
1
1
4
10
4
4
2
7
At least
/
Relevant trainings, seminars
and workshops external and
in-house participated by
faculty
Amount of R&D funds
generated (external)
Number of Externally Funded
Research Projects
Percentage of department
budget/allocation spent for
research
Percentage of internally
generated income allotted for
research
No. of MOA/MOU signed
(incentives)
Number of research linkages
established
Number of International
Research partnership forged
and established
Number of externally funded
research projects through
MOAs / MOUs
Number of researches
published in CHED
recognized:
a. National Refereed
Journal
2 per
program
/
/
/
22
15
5
5
5
58K
100K
100k
1
1
1.43%
2%
/
5%
10%
/
30
30
7
7
4
1
2
2
0
2
2
0
2
1
Budget
3
1
13
PHERA
Agenda
Roadmap
Strategic Goals
Provide support for
presentation to scientific
conferences/for a
Encourage publication for
purposes of citation
Protect research output
through patent application
b. International Refereed
Journal
published other than CHED
recognized journals
Number of papers presented
in:
a. International Fora
b. National Fora
Number of research
disseminated and promoted
Number of researches cited by
other authors in books and
other researches
Number of research-based
Instructional Materials
developed.
Number of inventions applied
for patent
Number of inventions with
approved patent
Number of research/utility
model registered
Number of technology
transferred and
commercialized
Number of inventions not
patented but utilized by local
community
applied in course instruction
Number of Research awards
earned by the school
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4
3
1
1
0
10
4
4
2
8
0
21
10
10
25
4
4
10
4
4
5
2
2
5
0
2
5
5
3
1
1
2
1
1
4
5
1
1
1
1
1
7
10
10
5
3
4th
Qtr
Budget
5
2
5
5
1
3
14
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
KEY RESULT AREA: EXTENSION
Centers of
Excellence /
Development
Initiatives
Goal 1:
To enhance
extension
services for
people and
community
empowerment
through effective
extension
modalities
Goal 2:
Develop and
promote an
effective and
integrated needbased and
demand driven
extension
modalities that
will transform a
community into a
To develop and promote an
effective and integrated
need-based and demand
driven extension modalities
that will transform a pilot
barangay into self-reliant,
empowered and
progressive community
through sustained
implementation of
Extension Program such as
Adopt a Barangay, LGU
Capability, Gender and
Development
Regular consultation with
municipal and provincial
LGUs to determine their
extension training needs
Massive and continuous
outcomes-based trainings
conducted
Budget
2,971
Number of Advocacy program
conducted
Number of Skills Training
conducted
Number of barangays and
communities served/assisted
Number of trainees served
weighted by the length of
training
Number of beneficiaries
Number of outreach program
conducted
Number of MOAs/MOUs
forged with LGUs
Number of trainings conducted
at the LGUs
Active linkages/partnerships
with other organizations /
educational institutions
covered by MOA/MOUs
Percentage of requests for
training responded to within 3
days of request
Number of adaptors engaged
in profitable enterprise
Involvement of faculty in
producing technologies for
commercialization and
livelihood improvement
Number of viable
demonstration projects based
on positive cost/return on
investment analysis
10
12
3
3
3
3
26
25
9
8
9
9
30
25
8
8
9
5
1,891
2,600
650
650
650
650
3,875
9
2,500
25
625
8
625
8
625
9
625
5
17
19
5
5
5
4
11
12
3
3
3
3
23
30
8
8
9
5
100%
100%
/
/
/
/
28
60
20
20
20
/
/
/
/
/
0
8
/
8
15
PHERA
Agenda
Roadmap
Strategic Goals
self-reliant and
empowered
community
Implement Gender and
Development (GAD) related
programs/activities related
to gender issues and
concern in extension
Goal 3:
Enhance the
promotion and
dissemination of
appropriate
information of
matured
technologies and
for livelihood
development
Provide assistance to poor
clients through livelihood
programs
Goal 4.
Establish and
intensify existing
linkages /
partnership with
government line
agencies, LGUs,
NGOs and POs.
Forge more MOAs/MOUs
and sustain partnership
Implement Transfer of
Technology
Involvement of the partner
agencies in the planning,
monitoring and evaluation
of partnership program
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
1
12
3
3
3
3
-
200
50
50
50
50
0
4
1
1
1
1
3,349
2,500
625
625
625
625
/
/
/
/
/
/
23
35
9
9
8
4
1
4
4
30
5
2
4
10
30
8
2
4
10
2
2
2
4
10
2
2
10
2
2
8
2
2
2
2
Budget
Number of GAD awareness
seminars/trainings
conducted/implemented
Number of GAD materials
distributed to local community
/ IEC Materials developed and
disseminated
Number of Publications
Number of poor beneficiaries
of technology transfer /
extension programs and
activities leading to livelihood
improvement
Involvement of all students in
social-development oriented
outreach programs
Number of technologies
transferred to community
(Skills Training)
No. of MOAs / MOUs forged /
entered recognized by the
BOT
a. International
b. National
c. Regional
d. Local
Number of LGUs provided with
technical assistance
Awards given by reputable
organizations
Number of training centers
established/maintained
Percentage of trainees / clients
who rate services as good or
better
Percentage of persons given
advisory services who rate
2
2
1
1
100%
100%
/
/
/
/
95%
100%
/
/
/
/
16
PHERA
Agenda
Roadmap
Strategic Goals
Provide support
policies that will
mobilize and
empower faculty
extensionist
Initiated Programs
and Other
activities
Institutionalize and sustain
policies on funding related
faculty workloads, awards &
incentives system in
support to extension deloading and workload
equivalent
Implementation of the 10%
automatic budget allocation
from income to Extension
Laudable activity initiated
by the Extension Services
Office
Community profiling /
Assessment
timeliness of service as good
or better
Number of policies approved
by the BOT
Percentage of externally
generated funds/GAA funding
for extension
Percentage of department
budget allotted to extension
Total amount raised/sourced
from external and local source
to finance extension and
training programs
Establishment of CSPC
CARES-CLRC to identified
DDU Partner
barangay/community
Review of Extension
Manual/Monitoring and
Evaluation Instrument
Establishment of Capacity
Building Program
Conduct of pre-assessment to
target communities
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
/
/
3rd
Qtr
/
4th
Qtr
-
/
(on
MOAs)
68%
20%
/
3%
6%
/
774K
2M
-
/
/
-
/
/
-
/
/
-
/
Budget
/
2M
/
/
/
/
17
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2015
2016
Targets
st
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
KEY RESULT AREA: RESOURCE GENERATION
Rationalizing
Resource
Utilization
and
Maximizing
Resource
Generation by
SUCs
Assets
inventory
and
Management
for
Resource
Generation
2,317
Goal 1:
Mobilize
intellectual
properties for
commercialization
Commercialize IGP with
intellectual property rights
Number of projects with
intellectual property rights
-
1
1
Goal 2:
Develop and
institutionalize a
mechanism for
Income
Generating
Projects
Goal 3:
Manage and
closely monitor
all income
Generating
Projects
Implement a corporate
operations manual
Corporate operations
manual/IGP policy
implemented
Adoption/revision of the
existing IGP manual
/
/
/
/
/
Inventory and monitoring of
all IGPs
Income Generating projects
monitored every month
/
/
/
Submission of reports
Formulate new IGPs based
on industry needs with
positive cost return analysis
Number of reports submitted
Number of IGPs implemented
Percentage of income from
department business
operation/IGPs to total
allocation for the department
(includes income from sale of
test booklets/textbooks)
Percentage of other income
raised from services to budget
allocation for department
Amount/Percent of internally
generated income to total
operating budget/cost
Percentage of externally
generated income/donations
and grants to department
budget (does not include
externally generated research
and extension funds)
27
4%
12
27
12%
69%
110%
/
35%
16%
/
3%
5%
/
Goal 4:
Formulate and
implement
viable/relevant
production
activities /
business
ventures
including
technology
transfer and
commercialization
using the
College’s
available human
and material
resources that
will generate
income to
support
Adopt and revise the
existing college IGP manual
based on existing needs
Budget
3
7
3%
3
7
3%
3
7
3%
3
6
3%
18
PHERA
Agenda
Roadmap
Strategic Goals
instruction,
research and
extension.
Pursue and
establish PublicPrivate
Partnership
Goal 5:
Expand income
generating
facilities from
incomes derived
from dormitory,
gymnasium,
canteen and
other facilities of
the College
Goal 6:
Improvement of
College Facilities
as Students’
Laboratory and
IGP
Acco. as of
December
2015
2016
Targets
1 Qtr
Establish partnership with
private sectors
Number of PPP partnership
established
-
5
Maximize IGPs from
dormitory, gymnasium,
canteen and other facilities
of the college
Income derived from use of
college facilities
3.794M
1.3M
/
Advertise college facilities
as venue for activities
Number of outside activities
conducted in the college
(rentals on Facilities)
Reinforced operation of CME
Cafeteria and Coffee Shop as
Laboratory
32
40
Provision of Selling Area of BS
Entrepreneurial Management
Operationalization of Pearl
Hotel and Restaurant
2nd
Qtr
st
3rd
Qtr
4th
Qtr
3
2
/
/
/
10
10
10
10
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
Budget
19
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
KRA 5: GOVERNANCE
Budget
37,231
Rationalizing
resource
utilization and
maximizing
resource
generation by
SUCs
Goal 1:
Provide and
efficient and
effective
mechanism
supportive to the
major thrust of
the College
Records and HRM Office
To devise and
implement
automation of all
services in the
Personnel and
Records
Management i.e.
1. Time Keeping
System
2. Leave
Administration
3. PDS
4. Communication
System
5. Mail Services
To disseminate /
implement and
monitor policies
and practices
To monitor the
Performance
Evaluation of all
Employees
To train Records
and HRM Staff
Implementation of the full
operation of the Records
and Human Resource
Management Automation
Automated services in the
Personnel and Records
Management Section
100%
100%
/
/
/
/
Percent of implementation of
policies of CSC rules and
regulations
PRIME-HR implemented
Reviewed and enhanced
Records management Manual
and its implementation
Percentage of submission of
Evaluation
100%
100%
/
/
/
/
85%
/
100%
/
/
/
/
/
/
/
/
/
/
100%
/
Percent of staff trained and
developed staff
100%
100%
/
Acquire and upgrade
computers/facilities for the
purpose
Disseminate and monitored
policies and practices
Monitor the submission of
Performance Evaluation of
the whole system
Upgrade Skills and
commitments with high
competency in ICT
/
/
/
/
20
PHERA
Agenda
Roadmap
Strategic Goals
Human Resource
Development Plan
Develop and implement a
comprehensive college
HRD Plan
Implement and monitor
recruitment process
To recruit highly
qualified, selfmotivated,
committed and
technology skilled
personnel;
To disseminate
Deliver timely and efficient
and monitor
services to all stakeholders
implementation of
CSC programs
To monitor the
Monitor faculty and staff
advance degree
who earned advanced
earned by faculty
degree in their field of
and non-teaching
specialization
staff based on
vertical articulation
To strengthen the
Evaluate and review the
Program on
performance of personnel
Rewards, Awards
and provide
and Incentives
incentives/rewards/awards
(PRAISE)
to Outstanding employees
To come up with
Digitalize Records
an efficient
Management System
records
management
system
Implementation of
Records
Management
manual
Supply, Property and Procurement Office
To ensure the
Review/devise strict
timely delivery of
implementation of the
goods, services
procurement services
and infrastructure
Monthly/quarterly posting of
as per
procurement to PhilGEPS
Number of Human Resources
Comprehensive Development
Plan
Percentage of newly hired
competent employees
Percent of implementation of
CSC programs
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
1
1
1
100%
100%
/
/
/
/
100%
Budget
100%
Monitor faculty and staff
pursuing advanced degree
/
/
Monitor compliance with the
SPMS
Other PBB requirements such
as SALN, etc.
/
/
/
100%
Automation of Services :
Implementation of Digital
Archiving/ Document Tracking
/
/
/
/
/
Implementation of Functional
and Systematic Management
of Records
/
/
/
/
/
Monitor compliance with the
requirements of RA 9184
/
/
/
/
/
/
Compliance to PhilGEPS
posting
/
/
/
/
/
/
21
PHERA
Agenda
Roadmap
Strategic Goals
specifications
under the
approved APP
To conduct proper
inventory of
College property
Satisfaction rate of the
College to the procurement
system of the College
Implementation of
Approved Annual
Procurement Plan
Suppliers’ Accreditation
Program
Finance Services: Accounting, Budget and Cashier
Improve
To design and
Implement full automation
public
implement
of all financial operations
financial
automation of the
through formulation and
management financial services
implementation of
of SUCs and
like enrolment,
automated systems and
synchronizin transfer of
procedures
g this with
allotment and
Computerization of
GIFMIS
submission of
Accounting, Budgeting and
local , regional,
Cashiering System
national financial
and accountability
reports, Online
Submission of
Budget proposals
system (OSBPS)
To recruit
Recruit employees based
additional financial on needs analysis and
staff
Upgrade skills through staff
Adequate and efficient
provision of basic utilities and
services
Reviewed and enhanced
operational preventive and
maintenance plans for basic
utilities and other facilities
Monthly inventory of supplies
Acco. as of
December
2015
2016
Targets
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
Submission of APP to GPPB
/
/
Adoption and Use of Agency
Procurement Compliance and
Performance Indicator
(APCPI)
Suppliers’ Accreditation
reviewed and evaluated
/
/
/
/
/
/
/
/
/
/
Implementation of automation
in financial services
100%
/
/
/
/
/
Unified Accounts Code
Structure (UACS)
Implemented
100%
/
/
/
/
/
/
/
/
/
/
/
recruited financial staff trained
and developed
Budget
22
PHERA
Agenda
Roadmap
Strategic Goals
To rationalize
expenditures and
prudence in all
types of
expenditure in the
College
Comprehensive
Budget Plan
Liquidation of cash
advances
development program and
Enhance personnel
competency in ICT
Implement cost-cutting
measures
Develop and implement a
five year projection
comprehensive budget plan
Zero unliquidated cash
advances
Timely Liquidation of Cash
Advances/
Timely release of salaries
Timely release of Petty
Cash
Pollution Control Office
Waste
Compliance to RA
Management
9003
Implement RA 9003
Compliance with AO 103
known as cost-cutting
measures directive
Percent of financial
statements/reports/documents
submitted to COA, CHED,
DBM and other agencies
within mandated time
Percent of actual utilization of
budget (BUR) inclusive of
income to total operating
budget
a. Obligations BUR
b. Disbursement BUR
Formulation of Budget Primer
Number of comprehensive
budget plan
Percent of cash advances
liquidated on time
90% Liquidation submitted
within 30 days after completion
of its purpose
Within 24-26 hrs after
submission of LDDAP-ADA
100% of Petty Cash released
upon presentation of complete
documents
Acco. as of
December
1 Qtr
100%
100%
/
/
/
/
100%
100%
/
/
/
/
91%
90.27%
100%
91%
97%
/
100%
/
/
/
/
/
/
/
/
/
/
2015
2nd
Qtr
st
3rd
Qtr
4th
Qtr
Budget
100%
/
/
/
/
/
/
Solid Waste Management
Policies developed and
upgraded
Eco-Friendly Program
implemented and sustained
2016
Targets
/
23
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2016
Targets
To disseminate awareness
and implement
Environmental Management
Systems (EMS) implemented
/
Centralized CCTV Cameras
installed around the campus
(Phase II)
/
Security Management Office
Institutionalize an
Afford protection and
effective security
security to all students,
management
faculty and other
around the
stakeholders
campus
Infrastructure and Laboratory Upgrading
Infrastructur To come up with
e and Civil
monitoring and
Works:
maintenance plan
Modernizing of physical
facilities of
structure
developing
SUCs
Physical structures evaluated
for maintenance needs
State-of-the-art Laboratories in
accord with CMOs:
a. FSM Laboratory
b. Office Admin. Lab
c. Tourism Laboratory
d. Entrep. Laboratory
e. IT Laboratory1
f. IT Laboratory2
g. CS Laboratory
h. Eng’g Sciences Lab
i. ECE Lab
j. ME Lab
k. EE Lab
l. CE Lab
Completion of the following:
1. Three-Storey Green
Building
2. Multi-Purpose Center
3. Center for Innovation
and Technology
Development (Phase
II)
4. Rehabilitation of
Drainage System in
Front of Administration
Building
5. Construction of
Covered Walks
2015
/
/
Ongoing
100%
100%
70%
70%
100%
80%
80%
88%
86%
75%
81%
94%
2nd
Qtr
st
1 Qtr
3rd
Qtr
4th
Qtr
Budget
/
/
/
/
/
/
100%
24
PHERA
Agenda
Roadmap
Strategic Goals
Centralized planning and
approval of infra projects for
the college
Internal Audit
Internal
Audit
Services:
International
ization
To assist the
management in
achieving an
effective and
efficient
administration of
its fiscal and
operating function
ISO 9001:2008
Surveillance Audit
Sustain excellence
in public service
Implement ISO
14001:2004
Environmental
Management
System
To evaluate existing system
and identify weaknesses
and inadequate control
To recommend measures
to improve the existing
control including the cost
and benefits to be derived
To monitor compliance with
the College policies on
accounting and auditing
laws, rules and regulations
To evolve a system of
evaluation and
recommend/implement
appropriate corrective
action
To conduct regular IQA to
determine conformity of the
QMS to ISO 9001
standards
Sustain compliance to
International Standards
Conduct of Customer
Satisfaction Survey
Incorporate Environmental
Management Systems in
complying to International
standards
6. Repainting of school
buildings (as needed)
7. College Pearl Park
8. Provision of Path
Walks
TWG meetings/consultations
conducted
Acco. as of
December
2015
2016
Targets
1 Qtr
/
/
Internal Audit Report on
Operations Audit
/
1
Submitted Recommendation
/
1
/
Internal Audit Report on
Compliance Audit
1
1
/
Evaluation Report
1
1
/
Internal Quality Audit Report
1
1
/
ISO 9001:2008 Re-certified
Very Satisfactory Customer
Satisfaction Survey Achieved
ISO 14001:2004 Certified as
compliant to Environmental
Management Systems –
Requirements (preparatory
stage)
/
2nd
Qtr
st
/
/
/
4th
Qtr
Budget
/
/
/
/
/
/
/
3rd
Qtr
/
/
25
PHERA
Agenda
Roadmap
Strategic Goals
Acco. as of
December
2015
2016
Targets
st
1 Qtr
2nd
Qtr
3rd
Qtr
4th
Qtr
Budget
BUDGET SUMMARY
Operational Plan
Instruction Services
Research Services
Extension Services
Resource Generation
Governance
P 204, 031, 000.00
P 152, 491, 000.00
9, 021, 000.00
2, 971, 000.00
2, 317, 000.00
37, 231, 000.00
Mandatory Reserve
Previous Year’s Balance
4, 000, 000.00
25, 000, 000.00
Total Operating budget
P 233, 031, 000.00
26

Camarines Sur Polytechnic Colleges | 2016 Operational Plan

Transcription

Similar documents

Spirituality and leadership live-in seminar (part one)

I`m helping to end MS by participating in the 2016 Jayman BUILT MS

The Board of Directors of Qatar Fuel (WOQOD) is pleased to invite

5 `S` Training Program at ABV-IIITM, Gwalior on 21.07.2016

4 star ALOE HOTEL, PAPHOS

loyola institute for ministry on-campus open house thursday, may 12

HALF OFF - Bavarian Inn

The Magic Wizard

KMEA Standards Handout

2016 MW Alliance Raffle - Manitowish Waters Alliance LTD