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JMJ Marist Brothers

Notre Dame of Marbel University


City of Koronadal, South Cotabato

GREEN VALLEY COLLEGE FOUNDATION, INC.


STRATEGIC PLAN
Presented to
Professor Estela Marie O. Verana, DM
In Partial Fulfillment
of the Requirements for the Degree
Master of Business Administration
(BA 239 N: STRATEGIC MANAGEMENT)
Presented by
Owen Lloyd G. Chiva
Esmail A. Dalanda
Leony S. Felicia
June Angeli M. Muyco
Mary Grace B. Olarte
Cherry Mae A. Patosa
Josephson L. Sueno
Julie Mae L.Torrento

OVERVIEW
This Plan and its parts are coordinated to set Green Valley College
Foundation, Inc. progress in the next (5) five years. It aims to focus the development
of the college along a pathway that will lead eventually towards achieving its Vision,
Mission and Goals.

Strategic Objectives of this Plan


Strengthen and Increase Technopreneurial Competencies
This means two things:
1. Working on its existing strengths to be better on what it is a campus offering
excellent TESDA and Special Education programs, where students learn and
acquire competence, character and confidence.
2. Adding to its existing capabilities also to the capacity to deliver and acquire
knowledge using the modern instruction techniques and information system, to
be able to reach out to its users (faculty and staff) and consumers (students
and parents).

COMPANY PROFILE

Name of School:

GREEN VALLEY COLLEGE FOUNDATION,


INCORPORATED

Location:

Km. 2 Bo. 2, General Santos Drive,


Koronadal City, South Cotabato
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COMMUNITY RESOURCE AND DEVELOPMENT CENTERS:


1. Banga Learning Center
Location: Municipality of Banga, South Cotabato
2. Columbio Learning Center
Location: Municipality of Columbio, Sultan Kudarat
3. Glan Learning Center
Location: Municipality Of Glan, Sarangani
4. Maasim Learning Center
Location: Municipality Of Maasim, Sarangani
5. Norala Learning Center
Location: Municipality Of Norala, South Cotabato
6. Sto. Nino Learning Center
Location: Municipality Of Sto. Nino, South Cotabato
7. Tboli South Cotabato
Location: Municipality Of Tboli, South Cotabato

THE HISTORY
OUR HUMBLE BEGINNINGS
The institution traces its roots from Engr. Romeo Sustiguer who was managing
an agro industrial machinery company, Green Valley Machinery, during the 1990s.
When the demand for industrial machines significantly increased, he faced a situation
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wherein there were no available skilled work forces that he can immediately tap for
production. Because of the rarity of the skill, Engr. Sustiguer had to acquire expensive
labor workers based in relatively far locations to meet his schedules in the plant
facility.
Opportunity presented itself when Mr. Ruden Jose and Mr.Evaristo Abu
approached Engr. Sustiguer to start a new school a training center at a minimal
investment. Seeing training as a strategic solution to his work force predicament,
Engr. Sustiguer continued with the foundation of the school in October 1995. It was
then named the Green Valley School of Arts and Technology.
At its initial phase, expenses for the schools operations were solely financed
by the machinery company. This did hamper, however, the growth of the organization
under the leadership of Engr. Sustiguers spouse, Luz. Mrs. Luzs enthusiasm and
knack for people has helped the organization explore and take advantage of
opportunities for growth. The general theme for the courses then covered industrybased technology courses such as mechanical, automotive, electrical and electronics
technology.
The GVSAT grew in terms of student population and its program portfolio also
expanded. The founders then decided to further invest in the laboratory facilities
through the additional computers, set-up improvements and the library.
The positive responses to all of these developments were overwhelming
prompting the management to look for an annex site for expansion in 1998. From the

4th floor of the Green Valley Building located in the downtown area of Koronadal, an
annex center was built in the Lower Aurora Street in Koronadal. This paved way for
the influx of more students.
Consciousness among the residents of South Cotabato grew further as a result
of all of the institutions efforts. The management responded by developing its existing
pool of trainers and faculty. At the same time, the school also ventured into other
fields of study such as hotel and restaurant management, computer secretarial and
nursing aide.
The success was met with welcome challenges. These include having to cope
with the significant increase in enrollment and complying with the many requisites for
higher education programs. As a response to the growing population, the
management decided to consider transferring to a bigger location in Kilometer 2 of
the city.
The first building was able to house hundreds of students. But with the growing
population, the need for additional classrooms became a concern. For this reason,
expansion became possible with the two major construction projects which housed
classrooms and laboratory facilities.
In 2007, Green Valley underwent major management reorganization. Engr.
Romeo Sustiguer, Sr. took a more active leadership position. New policies and
systems have been put in place to ensure sustained growth. During this time, Engr.
Sustiguer focused on applying for new courses for TESDA. The end result is that the

institution became the no.1 training center in terms of the number of the TESDA
recognized course offering. These efforts were complemented by the expansion of
facilities such as the business center and the renovation of the HRM laboratory.
In January 2009, RJ Sustiguer became more active in general management
functions. His thrust is to bring Green Valley at the forefront of education in South
Cotabato through stronger business and industry linkages, application of best
practices in education and value innovation in institutional services.
After 19 years of Green Valley Colleges phenomenal growth, it has yet again
embarked on a major undertaking that is, the construction of a building which is
expected to double existing absorptive capacity. Already, this is considered as one of
Green Valleys major milestone as it fortifies itself to be primal force in the education
industry of the region.
The new 4-storey building will house more than 40 rooms which are both for
lecture and laboratory. The first phase of the construction was completed last June
2010.
Alongside these developments, the institution has also applied for a number of
new programs to meet the emerging demands of the educational market. The
expansion in the course portfolio is fundamentally prompted by the absence of right
quality but affordable program in fields of engineering and hospitality management in
the region.

The institution is now also able to leverage on existing strategic partnerships


with IBM, a global leader in IT solutions, the UP IT Training Center, the 1st ISO
certified IT Training Center in the country, the Network for Enterprising Women, the
Association of Training Institutions for Foreign Trade in Asia and the Pacific and other
academic institutions like the EDS Business School in Malaysia and British
Cambridge Institute (BCI) based in United Kingdom.
To date, Green Valley strongly positions itself as a key learning organization
which commits to continual improvements in its system scholastic pursuits,
processes, research, faculty, student services and leadership. Several developments
are already being considered in the pipeline with the entrance of school year 2016.

VISION
Universityhood 2025: A Culture of Global Leadership Quality and Excellence.
MISSION
Green Valley College Foundation, Inc. is committed to develop academic and
technopreneurial competencies, facilities learning experiences and assure the highest
standards of a quality and excellence and institutional integrity.
ACADEMIC CENTERS
1. SCHOOL OF EDUCATION
BS Elementary Education
BS Secondary Education
2. SCHOOL OF MANAGEMENT
BS Business Administration
BS Office Administration
BS Entrepreneurship
Associate in Office Administration
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BS Hotel and Restaurant Management


BS Tourism Management
Associate in Hotel and Restaurant Management
3. SCHOOL OF ENGINEERING AND TECHNOLOGY
BS Information Technology
Associate in Computer Technology
BS Mechanical Engineering
4. CENTER FOR TECHNOLOGY AND EXCELLENCE
Tourism and travel services
Information technology
Automotive technology
Refrigeration and Aircondition Technology
Computer and electronics technology
Business administrative support
Metal working technology
Heavy equipment operations
Health care services
Professional teaching certificate
5. SPECIAL EDUCATION
BS Business Administration
BS Office Administration
BS Entrepreneurship
Associate in Office Administration
BS Hotel and Restaurant Management
BS Tourism Management
Associate in Hotel and Restaurant Management
BS Information Technology
Associate in Computer Technology
BS Mechanical Engineering

6. SCHOOL OF CRIMINOLOGY
BS Criminology
7. BRITISH CAMBRIDGE INSTITUTE
Certificate in Accounting
Certificate in Marketing
Certificate in Public Relations

8. KAIZEN KIDS INTERNATIONAL


Kinder 1
Kinder 2
Nursery
Grades 1-6
9. HIGH SCHOOL FOR THE ARTS
Grades 7-10
Junior high school
Senior high school

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THE INTERNAL AND EXTERNAL ENVIRONMENT


GREEN VALLEY COLLEGE FOUNDATION, INC.
Internal Environment refers to how an organization is geared to function.
In the case of Green Valley, it encompasses its policies, processes,
organizational set-up and culture as an organization.
Policies are the college rules and regulations governing the behavior of all
persons in the college, including faculty, staff, students, and suppliers. It also
refers to the particular portfolio of programs and offerings that the college has
opted to maintain at any given time.
Processes include the systems and procedures for making things happen in

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the institution, in ways observant of and consistent with policies.


Organizational set-up refers to both the formal and informal arrangements in
the college on accountability relationships and on command-and-control
hierarchies, and to how individuals, entities, and offices normally relate to each
other to achieve the goals of the college.
Organizational culture embodies the accumulation of experiences and
traditions in Green Valley that have been of value to its past and present
constituencies. This is recognized as bearing a strong influence on the options
that the college will likely prefer when acting on its challenges and
opportunities.
These internal features of the college are anticipated to determine the
limits and compass of Green Valleys ability to respond to changes in its
external environment.
The External Environment refers to the body of institutions and entities
whose behavior, while responding to the same environment they share with the
organization, would impose on how the organization is able to function and
pursue its intentions. In the case of educational institutions like Green Valley
College, these would include the entire population of consumers of educational
services; the students, communities, and households that are likely to consider
sending their children to Green Valley; other institutions that proffer educational
services similar to those offered by Green Valley, and which students might
consider to patronize instead of Green Valleys other skill-forming services that
education-seekers might consider other than those offered by colleges like

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Green Valley; and the institutions and entities that supply Green Valleys needs
to maintain its services and operations. Their behavior could affect and
influence Green Valleys operations. They could either boost or wear away the
colleges ability to maintain its services.

CURRENT STRATEGIC ISSUES AND ORGANIZATIONAL PROBLEMS


After a thorough examination of the external and external aspect of the
organization as well as its operations, we defined its key factors that could be
improved in the long-term which would be able to help Green Valley College
Foundation Inc. to achieve its Mission, Vision and Goal under the present conditions.
This would be:
1. Limited CHED courses offered
The insufficiency of its portfolio of programs and offerings is one of the
issues that GVCFI is facing. Tertiary education in the Philippines is mandated
by law to produce three types of human resources for national development
such as skilled industrial service providers, skilled professionals service and
leaders of professions, academic and scholarly pursuits of communities and of
society.

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However, GVCFI is only offering the skilled industrial service provider


course and a few of the other CHED courses. Thus, allows the college to focus
on technical courses but this also makes them less favorable their clientele for
the majority of it would prefer CHED accredited courses. Improving their
portfolio would command public value for GVCFI.
2. High man power turn-over and non-competent salary scale
The faculty and staff is one of the major components of any
organization. This component of the organization is the one that is able to
adapt to the changing trends and disciplinal configuration of competencies in
the workplace and society. However, a high turnover rate of manpower only
indicated that the personnel is not satisfied with the value, compensation and
other benefits that they are getting from the institutions. This may be due to an
underlying problem that the top management must address in order to attain
their goals.
Comparing GVCFI to other schools present in the region, they offer one
of the lowest compensation for their faculty and staff. This scenario provides
opportunities to seek greener pasture for their personnel contributing to the
reasons for the high man power turn over.
This issue could later on affect the value of the education that GVCFI is
offering its clientele. With high turnover rate, this could imply that mastery of a
certain skills would not be achieved since of the fast turn over.
3. Poor Management Information System
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GVCFI does not employ a system for the major processes involved in
their transactions. As of the time of this study, accounting, admission, collection
of tuition fees and recording in the registrar uses a heterogeneous system.
This could cause major problems for the operation. One, manual processing of
the information needed entails additional cost, resources and time which could
be utilized for other processes in the organization. Two, manual operation
lengthens the process time which in turn affects the efficiency of the
organization. Three, in manual process, human error cannot be discounted.
The possibility of error in the data is higher and the chances of affecting the
total output of the organization increases.
4. Limited Facilities
Good facilities aid in improving the education that a school offers.
However, GVCFI does not have enough facilities or the capacity to fund for
these facilities. This may hinder the students from achieving the 100% learning
potential that they are supposed to get from the school.
Good facilities provide aconducive environment for learning. It also
helps ease the boredom of sitting in a classroom and listening to the lecture of
the instructor the whole day. Also, good and complete facilities may help the
learning process for it may provide new avenue and teaching technique which
may be more effective than the traditional one.

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This is one issue that GVCFI must address in order to become more
competent in their market environment and to cope up with the demand of its
clientele for a better and mode standardized institution.

THE ANALYSIS
a. Table. 1 External and Internal Audit
STRENGTHS
1. Affordable and low cost tuition and
miscellaneous fees
2. Rising Number of Enrolees
3. International standard education for global
employment
4. Strong support from Community
5. Offers British Cambridge Institute programs
for employees, out of the school youth and
kasambahay
6. ISO 9001:2008 Quality Management
System for office
7. Highly Skilled Faculty and Staff
8. Financial aid for students through
partnership with financing companies
9. Offers excellent TESDA courses
10. Long presence in South Cotabato for
Technical and Vocational Courses
11. Evening Programs for working students
and single mother
12. International Internship
13. Scholarship Offerings

WEAKNESSES
1. Poor Management Information System
2. Limited CHED course offerings
3. Non-competitive Salary Scale
4. Inactive alumni and public support
5. Uneven subscription to offerings
6. Low faculty and staff involvement in
research and community extension
7. Limited facilities
8. Weak security measure (Internal Control)
9. High manpower turnover rate
10. Low student retention
12. Budgetary constraints

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OPPORTUNITY

THREATS

1. Additional CHED and TESDA courses


2. Demand for Education is high
3. Enrolment caravan participation
4. Promote SPEED and BCI courses to the
region
5. Strategic partnership for other professional
courses
6. Well-placed to lead in vocational and
technical courses
7. Leadership is working together supported
by LGU
8. Integration of TESDA courses to
educational offerings
9. Local and international networks
10. Implementation of K-12
11. Partnership with another school or
community center
12. Strengthening Evening Programs
13. Technology Advancement and Upgrading
of Facilities

1. Emergence of new vocational schools


2. Most companies prefer four year degree
holders
3. Risk of losing competent faculty and staff
4. Growing competition among colleges and
universities in the region
5. Integrated MIS programs in other schools
6. Bad reputation of students and top
management questionable integrity
7. The economys impact on dropout rates
8. Large number of students not making
satisfactory academic progress
9. Constant changes to technology
10. Marketing scheme by other Colleges that
may lure our potential students away
11. Lack of Employment Opportunities

SWOT Analysis
Green Valley College Foundation, Inc.
This report summarizes the results of Strengths, Weaknesses, Opportunities
and Threats (SWOT) analysis of Green Valley College Foundation, Inc. as part of the
Strategic Management Plan process.
Strengths are the strong parts of the organization that can be directly
controlled. Weaknesses, on the other hand, are those elements of the organization
that are not positive but can also be controlled. Weaknesses represent areas that
Green Valley College can improve. Opportunities and Threats operate outside the
organization and while they are usually beyond control, Green Valley College may be
able to influence their impact.
Strengths
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Green Valley College strengths are mainly on the quality and diversity of its
technical and vocational programs and offerings, special education and evening
programs for working students, single mother, out of school youth and employees.
Also, the support it is enjoying from its community and local government units. The
institution adapts the international internship and offers international standard of
education for global employment.
Weaknesses
Green Valley College weaknesses are less positive which represents a
subjective assessment of where the institution could improve itself. Facilities and
management information system are areas that need more improvement. Enhance
and provide computerized system in admin and finance section. Security measure
was also perceived as an area to address and the need for more visible security
presence. Other areas identified as weaknesses include inactive alumni and public
support, low faculty and staff involvement in research and community extension. High
manpower turnover rate was also identified as well as low student retention.

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could weaken the Green Valley Colleges ability to offer tested and new knowledge,
which could translate to eroding its reputation and the quality of its programs and
offerings.
Opportunities
Green Valleys opportunities may be particular in the integration of
TESDA courses, additional academic courses to offer and strengthen
evening classes. It might be pursued with new strategies in the planning
process. The institution might consider as better opportunities if they have
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linkages or connection with secondary schools and establish local and


international networks for the internship programs.
Threats
The threats to Green Valley College in the external conditions could
affect students preferences and ability to come to the institution. This
includes the growing competition among colleges in South Cotabato and
deployment of vocational courses in most companies. Some threats from
Green Valleys internal systems remain centered around its ability to keep
its present directions and retain its prominent faculty and staff.

II. IFE / EFE Matrices


Table 2.INTERNAL FACTOR EVALUATION MATRIX
Key External Factors
STRENGHTS
1. Rising Number of Enrollees
2. Strong support from Community
3. ISO 9001:2008 Quality Management System for
office
4. Highly Skilled Faculty and Staff
5. Financial aid for students through partnership with
financing companies
6. Offers excellent TESDA courses
7. Evening Programs for working students and single
mother
8. International Internship
WEAKNESSES
9. Poor Management Information System
10. Limited CHED course offerings
11. Non-competitive Salary Scale
12. Inactive alumni and public support

Weight

Rating

Weighted
Average

0.09
0.05

4
2

0.36
0.1

0.07
0.06

2
2

0.14
0.12

0.04
0.08

1
4

0.04
0.32

0.08
0.06

4
3

0.08
0.07
0.06
0.04

4
3
3
1

0.32
0.18
0
0.32
0.21
0.18
0.04
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13. Low faculty and staff involvement in research and


community extension
14. Limited facilities
15. Weak security measure
16. High manpower turnover rate
Total

0.04
0.08
0.05
0.05

2
3
1
3

0.08
0.24
0.05
0.15
2.85

Green Valley College Foundation, Inc. has a total weighted score of 2.85
indicating that the school is above average in its overall internal factors and it has a
strong internal position.

Table 3.EXTERNAL FACTOR EVALUATION MATRIX


Key External Factors
OPPORTUNITY
1. Strengthening Evening Programs
2. Strategic partnership for other professional courses
3. Well-placed to lead in vocational and technical courses
4. Integration of TESDA courses to educational offerings
5. Local and international networks
6. Implementation of K-12
7. Partnership with another school or community center
THREATS
8. Most companies employ 4 year degree courses rather
than technical courses
9. Risk of losing prominent faculty and staff for better
opportunities at other colleges and universities
10. Growing competition among colleges and universities
in the region
11. Integrated MIS programs in other schools
12. The economys impact on dropout rates
13. Large number of students not making satisfactory
academic progress
14. Constant changes to technology
15. Marketing scheme by other Colleges that may lure
our potential students away
Total

Weight

Rating

Weighted
Average

0.11
0.08
0.07
0.06
0.08
0.06
0.06

4
4
3
2
3
1
1

0.44
0.32
0.21
0.12
0.24
0.06
0.06

0.06

0.12

0.08

0.32

0.09
0.05
0.05

4
4
3

0.36
0.2
0.15

0.05
0.06

1
2

0.05
0.12

0.04
1

0.04
2.81
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Green Valley College Foundation, Inc. has a total weighted score of 2.81
indicating that the school is above average in its overall external factors and it has a
strong external position.

THE SWOT MATRIX

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Table 4.Competitive Profile Matrix of Green Valley College Foundation, Inc.

Based on the results shown above, we are able to identify that STI got the
highest competitive profile weighted score of 3.16 followed by Ramon Magsaysay
with a weighted score of 2.99 and Green Valley College Foundation, Inc. got the
lowest weighted score of 2.68.
It is recognized that the results greater than or equal to 2.25 is considered
strong and if the results is less than 2.25 is considered to be weak.
The CPM analysis reveals that STI College Koronadal is the strongest
competitor of Green Valley College Foundation, Inc. with relative strength in facilities,
equipment, and support system. On the other hand, Ramon Magsaysay Memorial
College Koronadal prevails in location and accreditation. Even though Green Valley
College Foundation, Inc. has the lowest score, they also have relative strengths in
their location and linkages and industry partners against its competitors.

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Green Valley College Foundation, Inc. should create strategies according to


their strengths and weaknesses and improve their ratings in the most significant
areas of their institution
Table. 5 The Quantitative Strategic Planning Matrix

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In Table 5, three alternatives strategies- Adapt Automated Information System,


Offer additional CHED and TESDA Courses and Increase faculty and staff benefits
are being considered by Green Valley College Foundation Inc. Note by sum total
attractiveness scores of 3.81, 3.20 versus 3.19 that the analysis indicates they should
adapt the automated information system. Considering that Green Valley College is
currently a heterogeneous system, adaptation of automated system would create a
domino effect in terms of capturing data management deficiencies that may prevent
GVCFI from taking advantage of valuable product information. Through automated
information system, GVCFI will be able to reduce cost by reducing labor force. It also
provides aide in schools administration from behavior and achievement, planning
curriculum and lesson structures, educational learning plans, managing registration
and admissions, and providing teachers, parents and pupils access to all information.

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III. Monitoring and Control


Balanced Scorecard
OBJECTIVES

INITIATIVES

FINANCIAL PERSPECTIVE
1. Achieve enrollment target
2. Increase income from tuition and
miscellaneous fees
3. Reduce operating cost

4. Maximize the use of Information


Technology

Provide flyers, tarpaulins, etc. to


encourage more students to enroll
Intensify marketing strategies (schoolto-school campaign, media
advertisements)
Promote paperless transactions and
cost cutting procedures. Effective and
efficient use of facilities.
Adapt an automated information
system (Student Information System,
Human Resource Information System,
Accounting Information System, etc.)

CUSTOMER PERSPECTIVE
1. Improve relationship among GVCFI
alumni

Elect new sets of alumni officers


yearly
Conduct periodic alumni homecoming
gatherings
Put up database system to include
GVCFI Alumni
2. Promote stronger parent-teacher
Elect new set of P.T.A.officers yearly
relationship
Conduct periodic consultation
meetings
Conduct develop (1) Annual proposed
resolution from P.T.A
3. Monitor and improve customer/student Establish Customer Relations
satisfaction
Management (CRM) rating for every
department
Publish CRM manuals/guidelines
4. Promote the culture of
Integration of entrepreneurial
Entrepreneurship among students
competencies in the syllabus
Celebrate the Management Week
starting 2016

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5. Enhance employability of Higher


Develop database for the current
Education and Technical Vocational
graduates and request them to submit
Educational Training ( TVET)graduates
their resume
Support graduates in seeking
employment
Explore ways to secure employment
Increase industry academic
relationship to improve curriculum and
student enterprise
6. Promote the culture of leadership
Active promotion and encouragement
through the One Youth Mindanao
of at least one (1) relevant Student
Extension Program per semester
Participate in organizing the OYM
Leadership Summit
7. Encourage students to live a healthy
Organize the Interschool Intramurals
and holistic life in the campus
with the participation of all Learning
Centers
Establish sports/athletics focus and
training plan
Plan and deliberate student activities
8. Improve student services
Develop and implement student
support services system
INTERNAL PERSPECTIVE
1. Create school history and success
story through Audio-Visual
Presentations (AVP)
2. Enhance marketing communications
and career coaching activities

3. Strengthen top performing programs

Revisit and enhance existing AVP

Periodic updating of brochures and


materials for the Main Campus and
Learning Centers
Visit at least 80% of the National High
Schools in South Cotabato to conduct
career coaching
Update GVCFI website
Conduct quarterly online or electronic
OYM newsletter
Update Higher Education curriculum
to reflect CHED Memorandum Order
(CMO) requirements
Align all General Education subjects in
the different curriculum
Comply with the requirements of
Regional Qualifying Achievement Test
(RQAT)
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4. Sustain ISO Certification

Conduct compliance Workshop


Maintain ISO Certification after ISO
Annual Audit
Submit relevant ISO documents to the
CHED in compliance to Institutional
Sustainability Assessment
5. Improve Learning Resource
Create a committee on Review of
Center/Library
Learning Resources
Establish the additional Donor Partner
for Library
6. Improve office productivity and
Utilize web-based e-mail collaboration
orderliness
tools and internal Social Network with
instant messaging
7. Promote and Institutionalize GVC
Establish standard Letterheads,
branding materials
Business cards and other marketing
materials.
Different departments will strictly
follow the guidelines on internal and
external communications, which give
impact on institutional branding.
8. Achieve high passing rate on licensure Garner at least 75% average passing
examinations
rate for LET and Midwifery licensure
examinations
At least 80% passing rate in the
National Certification assessment for
all trainees in the year.
9. Maximizing the use of information
Adapt and develop automated
technology
information system (Student
Information System, Human Resource
Information System, Accounting
Information System, etc.)
STAKEHOLDER PERSPECTIVE
1. Develop competent teachers

2. Create camaraderie among employees


and build harmonious relationship in
the workplace
3. Provide just compensation and benefits
and other privileges

Conduct seminars and trainings for


faculty to be more effective and skilled
teachers
Conduct periodic teambuilding
activities
Review the existing pay plan, create
salary scheme that would align with
the educational attainment (Ph.D.,
MBA) and performance of the
employees
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STRATEGY IMPLEMENTATION
STRATEGY: Adapt an Automated Information System
Systems to be implemented

1.
2.
3.
4.
5.
6.
7.

Human Resource Info System


Payroll System
Accounting System
Student Info System
Enrollment System

Activities
Revisit and analyze the
existing manual system
Acquisition of info system
Installation of info system
Process Orientation
Test info system/Product
Training
Measure performance
Implementation

Duration
1 week

Budget
P 1.2 Million

4 weeks
3 weeks
1 week
4-8 weeks
2 weeks

Evaluation of Organizational Performance


a. Financial Ratios
A. Solvency & Capital Adequacy
BIR-filed/Audited FS
2012

2013

14,554,951.99

13,219,676.94

12,169,190.89

Total Liabilities

7,330,283.58

5,446,035.74

3,808,996.27

Net Worth

7,224,668.40

7,773,641.19

8,360,194.62

Indicators
Total Assets

Debt/Equity Ratio

50:50

41:59

2014

31:69

B. Liquidity

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BIR-filed/Audited FS
Indicators
Net Working Capital
Current Ratio

2012
1,358,682.63
2.90:1

2013
886,849.24
3.68:1

2014
1,253,510.70
7.46:1

C. Profitability
BIR-filed/Audited FS
Indicators
Gross Receipts
Receipts Growth Rate
Net Income
Net Income Margin
Net Income Growth Rate
Return on Equity

2012
9,208,921.11
493,145.90

2013
7,942,263.83
-14%
548,972.79

2014
6,966,613.48
-12%
586,553.42

5%

7%

8%

11%

7%

4%

5%

5%

V. Conclusions and Recommendations


Developing a QSPM makes it less likely that key external/internal factors will
be overlooked or weighted inappropriately in deciding which alternative strategies to
pursue. Although developing a QSPM requires a number of subjective decisions,
making small decisions along the way enhances the probability that the final strategic
decisions will be best for this institution. As evidenced for any firm, the QSPM can be
a useful strategic planning tool even for institutions such as colleges and universities.
The Green Valley College analysed herein should Adapt Automated
Information System. Considering that the institution7 is currently a heterogeneous
system, adaptation of automated system would create a domino effect in terms of
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capturing data management deficiencies that may prevent GVCFI from taking
advantage of valuable product information. Through automated information system,
GVCFI will be able to reduce cost by reducing labor force. It also provides aide in
schools administration from behavior and achievement, planning curriculum and
lesson structures, educational learning plans, managing registration and admissions,
and providing teachers, parents and pupils access to all information.
Success and even survival of this college could pivot on the board of trustees
getting this strategic decision right. So the QSPM can be helpful. The QSPM can be
useful for all kinds of organizations - large, small, profit, and nonprofit in doing
strategic planning.

REFERENCES:
www.greenvalleyph.com/
http://www.slideshare.net/sitirizkymardhani/strategic-management-19302837
http://www.scribd.com/doc/220027305/Unilever-IFE-EFE-CPM-Matrix#scribd
http://www.kent.k12.wa.us/strategicplan
http://cbsua.edu.ph/uploads/about/FYUDSP.pdf
http://www.up.edu.ph/wp-content/uploads/2013/04/Stratplan-FINAL-low_res.pdf
http://www.wellesley.k12.ma.us/sites/wellesleyps/files/file/file/strategicplaneversion.pdf
http://su.edu.ph/resources/strategic-plan-2008-2016.pdf
http://www.ndmu.edu.ph/?q=assistance_program
http://www.slideshare.net/jephoto/philippines-airlines-balance-scorecard-16212715

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