INTERNAL ASSESSMENT

Strengths Weaknesses Opportuunities Threats

there has to be good working relationship among

affordable tuition fee working relationship with superiors not very ideal the school can provide quality education to students teachers / faculty

many qualified instructors poor facilities support from city government not yet CHED recognized

qualified and trained faculty SW Faculty lack of collaboration in curriculum and syllabi making permit to operate less market for graduates
faculty can leave anytime for they do not have a
Dedicated and committed SW Faculty not 100% support from the City government linkage with the stakeholder signed contract

Strong Linkages with NGA's and NGO's Civic Center

or Organizations for field placement/ intership and
other technical assistance Linkage with private and local units open communication with the BOT No security of tenure
Well trained and experienced teacher handling less involvement in college and university events and
specialized subject Lack of Books and reference materials contexts Limited number of students
affordable/ low tuition fee to the student for quality
education No SW Faculty Applicant for regulaization screen teachers who can be permanent
No budget for Curricular activities
No permanent school building
Turn over of qualified and trained faculty ( come
and go)

implementation of school rules and regulations

everybody wants to enrol but not worthy to be
accepted

No MERIT promotion plan of regular faculty.

Limited enrollment of students since only Mandaue
residence are qualified to enrol

working relationship with superiors not very ideal

 EXTERNAL ASSESSMENT

Strengths Weaknesses Opportuunities Threats

 “BY 2025 MANDAUE CITY COLLEGE IS COMMITTED AS DYNAMIC LEARNING INSTITUTION THAT IS ACCESSIBLE AND COMMITTED TO QUALITY PUBLIC SERVICE PRODUCING COMPETENT
Current Vision GRADUATES WHO ARE GOOD STEWARDS OF GOD’S CREATIONS AND RESPONSIVE TO THE LOCAL AND GLOBAL COMMUNITY.”

“As a learner-centered public institution, Mandaue City College envisions excellence, innovation and success in education to inspire and transform lives to be responsible citizens and will be
Proposed Vision prepared for a variety of post-graduation options.”

Remember: The Vision describes the desired future state of the organization – WHERE it wants to be, and communicates both the purpose and the values of the organization. It capture the essence of the
final results the organization wants to achieve.

● It must inspire and create a sense of destiny

● It must be clear enough to provide direction for goal setting
● It must be challenging and provocative but reasonably attainable

Suggested Revisions

“MANDAUE CITY COLLEGE PROVIDES THE OPPORTUNITY TO DEVELOP COMPETENCIES (KNOWLEDGE SKILL, ATTITUDE AND VALUES) NEEDED TO ENTER AND SUCCEED IN POST-SECONDARY
TRAINING AS WELLL AS HIGHER EDUCATION-TECHNOLOGY-BASED AND PROFESSIONAL PROGRAMS AND TO CONTRIBUTE TO NATIONAL BUILDING GEARED TOWARDS
Current Mission INTERNATIONALIZATION. IT ALSO PROMOTES THE PROFESSIONAL DEVELOPMENT AND WELL-BEING OF ITS PERSONNEL AND INVOLVEMENT OF THE CITIZENS THROUGH COMMUNITY
SERVICES..”

Provide relevant, equitable and quality affordable education and in the fulfillment of its mandate, Mandaue City College shall:

(a) Design and implement programs which are at par with international standards using appropriate technology for effective and efficient delivery of educational services;

(b) Ensure that higher education is accessible to all who seek it for continuing intellectual growth, advancement of learning, research, development and community extension as well as
Proposed Mission environmental conservation and protection;

(c) Produce graduates and professionals who are highly competent and recognized in the local, regional, national, and international arena;
 Proposed Mission

(d) Commit to moral ascendancy and probity, institutionalize transparency and accountability, productivity and encourage participatory governance.

Remember: The Mission describes the purpose and primary objectives of the organization, and answers the questions “WHAT Do We Do?” and ‘WHAT Makes Us Different?”

● It talks about the present state of the organization rather than the desired future state

● It is the reason for being of the organization

● It declares the organization’s commitments to its key stakeholders

Suggested Revisions In the fulfillment of its mandate and for the provision of relevant, equitable, affordable and quality education, Mandaue City College shall:

(a) Design and implement programs which are at par with international standards using appropriate technology for effective and efficient delivery of educational services;

(b) Ensure that higher education is accessible to all who seek it for continuing intellectual growth, advancement of learning, research, development and community extension as well as
environmental conservation and protection;(b) Ensure the accesibility of higher education for continuing intellectual growth, advancement of learning, research and development, and
community extension as well as environmental conservation and protection;

(c) Produce graduates and professionals who are highly competent and recognized in the local, regional, national, and international arena;

(d) Commit to moral ascendancy and probity, institutionalize transparency and accountability, productivity and encourage participatory governance. (d) Exhibit moral ascendancy and probity,
institutionalize transparency and accountability, encourage productivity and participatory governance.

1. To provide a general education that will assist student to develop his/her potentials as a human being enhance the quality of citizens participation of the basic functions of society, and
promote in each student sense of national identity, cultural consciousness, moral integrity

2. To train each student in the required skills for national development and to initiate and foster the appropriate and relevant knowledge, attitude skills, and values to enable him/her to
Current Institutional become useful, productive and gainfully member of the society.
Goals and Objectives
3. To develop and maintain the integrity of the profession or disciples that will provide leadership for the nation.

4. To advance the frontiers of knowledge through research work and apply the technology for improving the quality of human life and responding effectively to changing societal needs and
conditions.

1. To offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory
and accreditation standards.
 2. To promote creative and innovative work through effective use of learning resources, research and extension programs which are responsive to the needs of the community for people
empowerment and self-reliance.

Proposed Institutional 3. To complement the academic program with qualified and competent faculty in the areas of instruction, research and professional exposure that will ensure holistic development of life-long
Goals and Objectives learners equipped with skills and competencies relevant to the workplace needs.

4. To provide adequate physical plant and facilities, integrated support services to students using appropriate technology and learning resources sustaining safe, functional and conducive
environment for teaching, learning and working.

5. To administer the financial, quality assurance and resource allocation with probity, strategic vision, accountability, awareness and management of risk, and effective monitoring of
performance through collaborative, sustainable, effective and efficient participative governance of the institution and its stakeholders.

Remember: Goals or Objectives are big, broad and provocative statements of victories, hence, they are sometimes called BHAGs or Big Hairy, Audacious Goals

● Strategic objectives are used to operationalize the Vision-Mission statements.

● Objectives are end result statements that clearly specify the performance outcomes that the organisation wants to achieve

● Objectives should be measurable

● Objectives should set the parameters of expected or desired performance

● Objectives are within the control or influence of the organization, and are achievable through an appropriate strategy or strategies

Suggested Revisions

• Personal Integrity • Family Unity

Current Core Values
• Civic Responsibility • World Solidarity

• M-eritocracy – ensure equality of opportunity on the basis of talent, effort and achievement

• A-ccountability – hold everyone with responsibilities to high standards of performance

Proposed Core Values • N-eatness – exhibit a habit or quality of being environmentally clean and aesthetically pleasing to the senses

• D-iversity – reflect inclusiveness with all ethnic, gender, socio economic, educational, physiological, and cultural backgrounds.

MANDAUE • A-gility – be flexible, responsive, and courageous when needs require change in practices and conditions

• U-nity – imbibe the importance of the collective good and bond is greater than the gain of individuals, departments, and colleges
• E-xcellence – strive for excellence in all our academic pursuits innovation in our teaching, research, and outreach to our communities through continuous self-improvement

Values Practices Manifesting Values

Suggested Revisions
 Key Result and Performance Targets
Instruction
Strategic Direction: QUALITY AND EXCELLENCE

Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.

2019 2020 2021 2022 2023

KRA / OBJECTIVES PERFORMANCE INDICATOR STRATEGIES
Target Budget Target Budget Target Budget Target Budget Target Budget

Number of recognizdd 1 120,000

programs

1.1. To subject the academic Number of shortterm Undergo CHED-RQAT

programs for recognition by CHED courses and TESDA accredited assessment of programs
Programs

Number of trained
assessor/accreclitors

1.2. To pursue aggressive faculty Number of faculty scholars

development program towards 1 100000 1 100000 1 100000 1 100000 1 100000
who finished graduate studies
verticalization
● Implement an aggressive,
realistic and continuous
faculty development
program to ensure high
Number of faculy who have performance and quality
a) Scholarship 1 100000 1 100000 1 100000 1 100000 1 100000 output through:
availed grants or financial aids

a) Scholarship
Number of in-service
trainings
b) Short-term training 5 150,000 5 200,000 5 200,000 5 200,000 5 200,000 b) Short-term training
c) Fellowship and Industry
Number of retooled faculty Immersion
d) Faculty Accreditation
Number of faculty sent for
c) Fellowship and Industry industry immersion and or 1 50,000 1 50,000 1 50,000 1 50,000 1 50,000
Immersion fellowship
 Number of faculty sent for
c) Fellowship and Industry industry immersion and or 1 50,000 1 50,000 1 50,000 1 50,000 1 50,000
Immersion fellowship

Number of signed MOA 10 20,000 10 20,000 10 20,000 10 20,000 10 20,000 ● Establiish linkages with
with partner industry
the industries for possibile
immersion of faculty to
update and upgrade theiir
Number of accredited knowledge and skills
d) Faculty Accreditation faculty

Number of regularized items 8 2,000,000 8 2,000,000 8 2,000,000 8 2,000,000 8 2,000,000

1.3. To hire highly qualified and Number of additional faculty 6 1,700,000 6 1,700,000 6 1,700,000 6 1,700,000 6 1,700,000 ● Strict implementation of
competent faculty to ensure quality the policies on recruitment
performance and selection
Number of additional support 2 300,000 2 300,000 2 300,000 2 300,000 2 300,000
staff

Percentage of updated 70% 10,000 80% 20,000 90% 20,000 100% 20,000 100% 20,000
curricula and syllabi ● Enrich and update the
curriculum according to the
prescribed CHED PSG and
Number of organized review other regulatory bodies
1 25,000 1 25,000 1 25,000 1 25,000 1 25,000
class for board courses

Number of training per year ● Establish a system of

for board course and NC to assistanceship reward/
1.4. To improve performances in the supplement classroom 1 30,000 1 30,000 1 30,000 1 30,000 1 30,000 recognition program for
licensure examinations instruction licensure examination

Percentage passing rate in

board exams and NCs
● Increase passing rate in
a) BSEd all board courses and
national assessment
b) BEEd

c.) Social Work 80-90% 2,000 85-90% 2,000 80-90% 2,000 80-90% 2,000 80-90% 2,000

● Use appropriate and

Number of in-house training 1 10,000 1 10,000 1 10,000 1 10,000 1 10,000 relevant teaching methods
on teaching methods annd strategies
 ● Use appropriate and
Number of in-house training 1 10,000 1 10,000 1 10,000 1 10,000 1 10,000 relevant teaching methods
on teaching methods annd strategies

Number of developed CBLM /

SM per subject area ● Implement effective
system of monitoring and
evaluating insructiion and
Number of in-house training teaching
1 10,000 1 10,000 1 10,000 1 10,000 1 10,000
on assessment

Number of vallidated ● Adopt varied assessment

1 5,000 1 5,000 1 5,000 1 5,000 1 5,000
assessment tools tools

Number of established
1.5. To improve the delivery of 2 500000 2 500000 2 500000 2 500000 2 500000
laboratories
instruction and other academic
services ● Acquire suitable and
adequate facilities
Number of 3 75,000 4 100000 5 125000 6 150000 7 175000
facilities/equipment acquired

Number of completed 1 100,000 1 100,000 1 100,000 1 100,000 1 100,000

researches

Number of extension activities 1 30,000 1 30,000 1 30,000 1 30,000 1 30,000 ● Develop a research and
initiated per School
extension culture among
faculty members

Number of faculty who are

involved in extension activities 3 30,000 3 30,000 3 30,000 3 30,000 3 30,000
of the respective School

● Strengthen skills
acquisition and
opportunities for students
Number of implemented to develop desirable values
training/skills enhancement on and qualities required by
1.6. To raise the quality and identified weaknesses/ 2 30,000 2 30,000 2 30,000 2 30,000 2 30,000 Industry
employability of graduuates deficiencies of students per
program

● Determine manpower
needs of industries
1.6. To raise the quality and identified weaknesses/ 2 30,000 2 30,000 2 30,000 2 30,000 2 30,000
employability of graduuates
deficiencies of students per
program

● Determine manpower
needs of industries

Number of institutional
membership to professiona 3 30,000 3 30,000 3 30,000 3 30,000 3 30,000 ● Encourage individuall
1.7. To establish linkages through organization and institutional
membership to recognized membership to
professional organization Percent of faculty membership recognnized professional
to recognized professional 5 25,000 5 25,000 5 25,000 5 25,000 5 25,000 organization
organization

Strategic Direction: RELEVANCE AND RESPONSIVENESS

Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.

2019 2020 2021 2022 2023

KRA / OBJECTIVES PERFORMANCE INDICATOR STRATEGIES
Target Budget Target Budget Target Budget Target Budget Target Budget

1 50,000 1 50,000 1 50,000 1 50,000 1 50,000

Number of reviewed and
evaluated programs

● Conduct regular
1.1. To enrich and upgrade curricular Number of short-term courses programs review,
programs to make them more registered enrichment and evaluation
responsive to changing needs with all stakeholders

Number of courses expanded

Strategic Direction: EFFICIENCY AND EFFECTIVENESS

Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.

2019 2020 2019 2019 2019

KRA / OBJECTIVES PERFORMANCE INDICATOR STRATEGIES
Target Budget Target Budget Target Budget Target Budget Target Budget

Automation of students'
records /database on student 1 200,000 1 200,000 1 200,000 1 200,000 1 200,000 ● Pursue automation of
academic performance student records to provide
1.1. To institutionalize an effective managemett and parents'
and efficient academic performance timely feedback on
monitoring and graduates' feedback students' academic status,
system for planning and decision graduates' employability
making data and other vital
informattion for planning
and decision making
 Automation of students'
records /database on student 1 200,000 1 200,000 1 200,000 1 200,000 1 200,000 ● Pursue automation of
academic performance student records to provide
1.1. To institutionalize an effective managemett and parents'
and efficient academic performance timely feedback on
monitoring and graduates' feedback students' academic status,
system for planning and decision graduates' employability
making data and other vital
Number of tracer studies informattion for planning
1 10,000 1 10,000 1 10,000 1 10,000 1 10,000
conducted and decision making

● Devise mechanisms to
1.2. To strengthen income Number of established generate income to
generation for the improvement, linkages with GOs and NGOs 5 50,000 5 50,000 5 50,000 5 50,000 5 50,000 acquire, upgrade, and
maintenance and sustainability of for job bridging and job fair maintain facilities in
the services of various programs various programs

Strategic Direction: ACCESS AND EQUITY

Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.

2019 2020 2019 2019 2019

KRA / OBJECTIVES PERFORMANCE INDICATOR STRATEGIES
Target Budget Target Budget Target Budget Target Budget Target Budget

● Implement open
Percent increase in enrolment 80% 10,000 80% 10,000 80% 10,000 80% 10,000 80% 10,000 admission and strict
retention policy

1.1. To reach out to greater number

of socially diverse studentry
including the marginalized
Number of remedial classes
and/or bridging programs
● Establish a bridging
program for identified
Number of database on subject area
student's entry level 1 10,000 1 10,000 1 10,000 1 10,000 1 10,000
performances created

Number of trainings conducted
● Evolve an extension
program that will help
clients take advantage of
5 50,000 5 50,000 5 50,000 5 50,000 5 50,000 and make full use of
technology to promote
productivity and efficiency

1.2. To promote technology use

among academic community and
other clients in the service area

Number of trainings conducted
● Evolve an extension
program that will help
clients take advantage of
5 50,000 5 50,000 5 50,000 5 50,000 5 50,000 and make full use of
technology to promote
productivity and efficiency

1.2. To promote technology use

among academic community and
other clients in the service area
● Adopt a barangay-based
Number of pilot barangays for 4 40,000 4 40,000 4 40,000 4 40,000 4 40,000 modality of extension
extension services program

Number of impact assessment 150,000 ● Organize literacy and

1 150,000 1 150,000 1 150,000 1 150,000 1
conducted skills development classes

Percent increase of scholars 50% ● Granting more

scholarship and
assistantship
1.3. To provide variety of
assistantship to stuudents Number of improved
scholarship policies and 1 5,000 1 5,000 1 5,000 1 5,000 1 5,000
guidelines ● Strengthen scholarship
policies and guidelines

1.4. To grant awards/citations/

incentives to exemplary performing Number of recognition ● Give awards/ incentives
5 40,000 6 50,000 7 60,000 8 70,000 10 80,000
programs conducted to faculty and students
faculty and students

Strategic Direction: QUALITY AND EXCELLENCE
Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.
OBJECTIVES
1.1. To subject the academic programs ● Undergo CHED-RQAT audit/evaluation for program
for recognition by CHED
1.2. To pursue aggressive faculty
development program towards
verticalization
STRATEGIC PLAN 2019-2024
INSTRUCTION
STRATEGIES ACTIVITIES EXPECTED OUTPUT
● Conduct Self-assessment of individual program or ● Attained the recognition status of the BSEd, BEEd and
recognition short term courses BSIT Program at the end of the plan period
● Prepare Program Performance Profile (PPP) and ● Attained the Certificate to Offer the BS Social Work
other required documents for internal and external Program
evaluation
● Submit programs for external evaluation by ● Short-term courses in Diploma in Professional Education
regulatory/accre diting bodies and authorities (AACCUP, (DPE) and Diploma in Pre-School Specialization are
CHED, TESDA) recognized by CHED
● Send qualified faculty to .undergo training on IQA- ● At least two (2) faculty members are trained as internal
based and Typology-based assessment and accreditation assesssor/accreditors
● Conduct TNA of faculty members and ot her support At least two faculty scholars to finish graduate (MS or PhD)
● Implement an aggressive, realistic and continuous personnel degree in their major area of specialization
faculty development program to ensure high
performance and quality output through:
Two faculty members shall have availed
● Formulate doable facu lty development program based grants or financial aids per year
.a) Scholarship on the facu lty fields of specialization and needs of the
College
b) Short-term training
At least one faculty member per qualification
in the ladderized, short term courses and/or academic
c) Fellowship and Industry Immersion
● Source out funds for faculty and support staff programs are accredited by appropriate bodies per
development academic year
d) Faculty Accreditation
● Send deserving facu lty to pursue MS and PhD degrees
and or attend short-term trainings along their fields
 ● Conduct in-service / house faculty development
program

● Submit quualified faculty members for accreditation by

appropriate bodies

● Establiish linkages with the indusstries for poosibile ● Retool faculty members to uupgrade their skills and
immersion of faculty to update and upgrade theiir competencies through consortia with nearby colleges and ● Signed MOA with partner industry
knowledge and skills universities

● Idenify industry partners that can accomodae facilty ● Send at least one faculty member for industry immersion
and staff per program per academic year

● Draft MOA for approval

● Prepare schedule for deployment and other necessary

arrangement

● Review re-enttry plan of faculty and provide necessary

arrangement for its approval and implementation

● Monitor and evaluate implemented activity

● Strict implementation of the policies on recruitment

1.3. To hire highly qualified and ● Conduct a faculty and support staff needs analysis ● 100% of the qualified faculty hired had undergone strict
and selection
competent faculty to ensure quality screening based on existing policies on recruitment and
performance assessment

● Advertise needs for qualified faculty and support staff

● Assess credenttials and qualifications of applicants

● Conduct interview and skills assessment

● Require demonstration teaching

● Hire qualified applicants

● 100% updated and enriched curriculum and syllabi

1.4. To improve performances in the ● Enrich and update the curriculum according to the ● Create committee for curriculum review and evaluation
licensure examinations prescribed CHED PSG and other regulatory bodies
● One review class per board program

1.5. To improve the delivery of
instruction and other academic
services
● Establish a system of assistanceship reward/
recognition program for licensure examination
● Increase passing rate in all board courses and national developments related to the program and review courses
assessment
● Use appropriate and relevant teaching methods annd ● Conduct in-house training on teaching methodologies
strategies
● Adopt varied assessment tools
● Conduct periodic review of curriculum ● One training per year per board program
● Updated guidelines in recognizing student achievers in
● Update course syllabi incorporating latest board examinations
● Surpass the board examination passing percentage by ten
(10%) percent
● Organize review classes
● Establies linkages for review classes
● Organize trainings/seminars to supplement classroom
instructions
● Formulate institutional guidelines to recognize student
achievers in board examinations
● Proviide logistics to examinees
● Give recognition/reward/citation to successful
examinees and incentives to high achievers
One in-house training on teaching methodologies,
and strategies of CBLM and SIM strategies and development of competency-Based
Learning Materials (CBLM) and Support Instructional
Materials (SIM)
● Design and development of CBLM and other
support instruc tional mate rials
Develop at least one CBLM and/or SIM per subject taught
per year
● Pilot Testing and evaluation of developed CBLM and
SIM
Adopted at least one effective teaching method/ strategy
appropriate per subject
● Create committee for CBLM and SIM evaluation
● Require faculty members in the preparation and All faculty should submit one IM per
submission of CBLM and SIM subject taught per semester
● Conduct in-house training on assessment tools
construction, and test item preparation, tryout and test
item analysis One in-house training on assessment tools construction,
TOS and test-item preparation, tryout and test item analysis
● Construct and validate relevant assessment tools
and strategies (traditional and authen tic Validated as sessment tools
assessment tools)

1.6. To raise the quality and
employability of graduuates
● Implement effective system of monitoring and
evaluating insructiion and teaching
● Acquire suitable and adequate facilities/equipment
● Develop a research and extension culture among
faculty members
● Strengthen skills acquisition and opportunities for
students to develop desirable values and qualities
required by Industry
● Construct and validate relevant assessment tools
and strategies (traditional and authen tic
assessment tools)
Institutionalize unified assessment
instruments for all subjects
Establish test bank
● Design an institutionalized supervisory program ● Supervisory program developed
formulate appropriate instruments for monitoring and
evaluating instructions
● Designed, formulated and implemented M and E
instruments to all Programs
● Tryout and refine Instruction monitoring and evaluation
instruments
● 100 % of the faculty are evaluated and rated Very Satisfac
tory
● Conduct formal class observation by deans and
faculty evaluation by students, peers, and
supervisors ( PES)
● Attained at least 85% of the target
faculty contribution to College goal
● Monitor/evaluate faculty performance
● Strict implementation of faculty performance ● 80 % of the faculty have very satisfactory performance
evaluation
● Facilities/equipment Needs Identified for each
● Conduct Facilities Needs Assessment using program and prepared at least two
accreditation instruments, Program Standards Facilities Acquisition proposal for
and Guidelines and TESDA Trade Requirements external funding
● Prepare Annual Procurement Plan
● Established instructional facilities/equipment (Speech
Laboratory, AudioVisual Center, Biochemistry laboratory,
● Prepare and submit proposals to enhance Physics Laboratory)
instruc tional facilities and facilitate possible
external funding
● 85% acquisition of the needed facilities
● Prepare required documents for the
purchase/acquisition of needed facilities
● Require faculty members to conduct research ● 20 % of the faculty shall have conducted at least one II)
and extension activities research per year
● 50 % of the faculty are involved. in the extension activity
in their respective institute
● Inventory of skills needed is established
● Conduct needs assessment to determine weaknesses
and strengths of students inbidentified skills and
competencies
1.6. To raise the quality and
employability of graduuates
1.7. To establish linkages through
membership to recognized
professional organization
Strategic Direction: RELEVANCE AND RESPONSIVENESS
Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.
OBJECTIVES
● Conduct regular programs review, enrichment and
1.1. To enrich and upgrade curricular evaluation with all stakeholders
programs to make them more
responsive to changing needs
● Strengthen skills acquisition and opportunities for
students to develop desirable values and qualities
required by Industry
● Determine manpower needs of industries
● Encourage individuall and institutional membership
to recognnized professional organization
STRATEGIES
● Expand curricuular programs/offer new programs to
cater the needs of stakeholders
● Conduct needs assessment to determine weaknesses
and strengths of students inbidentified skills and
competencies ● Prepared proposal and implemented training/ skill
enhancement act ivities on at least 3 identified
weaknesses/ deficiencies of students per program
● Conduct survey and consultation with industries
to ascertain manpower needs
Prepare training designs/ remedial instruction
and other skills enhancement activity in
identified skills/competencies
● One institutional membership per program
● Seek application forms for membership in professional
organizations
● 75 percent of faculty are members to any recognized
professional organizations
● Regular attendance to conventions and conferences
initiated by recognized professional organizations
ACTIVITIES EXPECTED OUTPUTS
● Program review and evaluation at least once every four
years
● Conduct community/locality and industry needs
analysis, stakeholders consultation and benchmarking
● All course syllabi are regularly updated and enriched to
incorporate latest development
● Updating and enrichment of course syllabi
● Registered at least two competencies per ladderized
● Prepare required documents for the registration of programs to TESDA
competencies to TESDA and for Authority to Offer said
competencies from CHED
● Offering of at least two short-term courses in ladderized
courses
● Offered at least one program and one expanded
● Conduct benchmark survey to determine feasibility of curricular offerings at the end of the plan period
offering new courses (BSOA, BSBA-Management
Accounting and related programs)
 ● Conduct benchmark survey to determine feasibility of
offering new courses (BSOA, BSBA-Management
Accounting and related programs)

● Prepare proposals and curricula for presenntation and

for BOT approval

Strategic Direction: EFFICIENCY AND EFFECTIVENESS

Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.

OBJECTIVES STRATEGIES ACTIVITIES EXPECTED OUTPUTS

● Computerized students information systems

● Design and develop a computerized system to
1.1. To institutionalize an effective and ● Pursue automation of student records to provide automatte student evaluation of academic performance
efficient academic performance managemett and parents' timely feedback on students' and generation of statistical reports for planning and ● Data base on:
monitoring and graduates' feedback academic status, graduates' employability data and decision making
system for planning and decision other vital informattion for planning and decision a) students' academic performance
making making
● Conduct tracer studies of graduates and impact b) employability of graduates and the impact of the various
evaluation of program programs in their respective careers

c) actual job skills deficiencies of graduates

● Esttablish linkage with Gos and NGOs for job bridging
and job fairs
● Number of linkages established at least one per program

● Investment and General Procurement proposal ● At least one viable IGP for each program
1.2. To strengthen income generation preparation and submission for approval and seed capital
for the improvement, maintenance ● Devise mechanisms to generate income to acquire, allocation
and sustainability of the services of upgrade, and maintain facilities in various programs ● Facilities upgrading and enhancement proposal approved
various programs and implemented
● Proposed preparation for upgrading of facilities

Strategic Direction: ACCESS AND EQUITY

Goal 1: Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the institutional, regulatory and accreditation
standards.

OBJECTIVES STRATEGIES ACTIVITIES EXPECTED OUTPUTS

● Intensify admission drive ● Increase enrollment for at least 10% per academic year
To submit for CHED recognition
● Implement open admission and strict retention policy
● Conduct of refresher courses and remedial classes ● Offered remedial classes and/or bridging programs on
especially along English and Mathematics identified areas
● Establish a bridging program for identified subject
area

1.2. To promote technology use
among academic community and
other clients in the service area
1.3. To provide variety of assistantship
to stuudents
1.4. To grant awards/citations/
incentives to exemplary performing
faculty and students
● Establish a bridging program for identified subject
area
● Evolve an extension program that will help clients
take advantage of and make full use of technology to
promote productivity and efficiency
● Adopt a barangay-based modality of extension
program
● Organize literacy and skills development classes
● Granting more scholarship and assistantship
● Strengthen scholarship policies and guidelines
● Give awards/incentives to faculty and students
● Strictly monitor the performance of students every ● Database on entry level performance of students on
semester by Batch Advisers identified subject area
● Conducted at least two trainings for academic year
● Conduct TNA, prepare training design for approval and
implementation
● Identified one pilot barangay for extension activities
● Conducted impact assessment
● Identify a pilot barangay for the conduct of benchmarkk
survey on the community's services needs that can be
addressed by the College
● Design, development and Pilot Testing of technology
transfer project
● Monitoring and evaluation
● Impact Assessment
● Conduct of literacy and skills development classes
● Conduct benchmark survey
● 5% annual increase of scholarship/assistantship
● Orient students with available scholarship in the College
● Improved scholarship policies and guidelines
● Recommend deserving students for scholarship
● Source out scholarship grants
● Ready listing of faculty who need student laborer
● Create a committee to review, revise and handle
scholarship program
● Award exemplary performance In instruction, research,
extensiion, production and administration ● Conduct recognition program for faculty and students
who have done exemplary performance
● Give incentives to board topnotchers
 OPERATIONS PLANNING AND BUDGETING

GOAL 1 : Offer relevant and holistic education programs attuned to the social, cultural, economic and developmental needs of the business and labor compliant with the
institutional, regulatory and accreditation standards.

KEY RESULT AREA: Quality of Instruction

STRATEGY: Undergo CHED-RQAT audit/evaluation for program recognition
PROGRAM OR PROJECT: Program Recognition and Accreditation

Responsible Units Support from Proposed Sources of Key Success Risks and Risk
Activity Outputs/Results Duration Timetable or Persons Others Budget Financing Factor Mitigation

Conduct Self-assessment of
individual program or
short term courses

approved by the
Dean, Program Faculty College
curriculum 1 semester 1 year 5,000 PPMP/ MOOE
Head Members Administrator
and BOT
Prepare Program Performance
Profile (PPP) andother required Tap to the MOOE/
profiling of the 2-3 months every Faculty/ Student 5,000 Donations from Available
documents for internal and and
externalevaluation Registarar's
students/ faculty semester assistant ready for use
Office NGO's

disapproved by
the RQUAT due
1 semester Dean, Program Faculty issuance of to deficiencies ;
curriculum 1 month 120,000 PPMP/ MOOE
Head Members permit to offer immediate
● Submit programs for external compliance of
evaluation by regulatory/accre deficiencies
diting bodies and authorities
(AACCUP, CHED, TESDA)