Governance and Management provides the steering wheel for the CSPC’s growth and

development. It provides the development direction to ensure that the Vision, Mission, Goals
and Objectives are aligned to global standards and in response to the community’s needs. This
we believe is the heart of the institution that pumps the blood and keeps Camarines Sur
Polytechnic Colleges breathing a fired-up spirit day-after day.

My greetings to the AACCUP Accrediting Team headed by Dr. Manuel T. Corpuz, Executive
Director, AACCUP and Consultant, Dr. Myrna Q. Mallari, Team Leader & Lead Accreditor, Area 1,
Dr. Anthony M. Penaso, Co-team Leader, Dr. Gilbert R. Arce, Mr. Dominic T. Martinez, AACCUP
Management staff, to our very dynamic and fired up President, Dr. Dulce Fajardo Atian, a
pleasant afternoon to everyone and welcome to Camarines Sur Polytechnic Colleges.

It is my honour and priviliege to present our humble accomplishment in Area 1 – Governance and
Management, as a primordial indicator to be institutionally accredited.

Before I proceed to the meet of our report, I would like to present the Area 1 Task Force with our
very dynamic Chair, Mr. Ferdinand B. Valencia, who is also our Vice President for Administration
and Chief Administrative Officer together with Ms. Vivian E. Lastrollo, Acting Board Secretary,
Mrs. Shirley M. Illo, Budget Officer, Mrs. Maria Francia S. Abaca, Accountant III, Dr. Luningning Q.
Bregala, Human Resource management Officer, Mr. Abraham Betito, Board Secretary V, Mr.
Jerome Francia, College Nurse, Mrs. Nancy Penetrante, College Cashier, Mrs. Genna B. Serrano,
Internal Auditor, Mrs. Marites A. Bermal, Records and Procurement Officer, Mrs. Ruvelyn R.
Martinez, Property Custodian, and yours truly, April Z. Luzon, the designated Institutional
Planning Officer.

For Area 1, we will focus on 9 Parameter such as:

A – Governance – Organizational Structure
B – Probity
C – Governance and Strategic Vision
D – Accountability
E – Awareness and Management of Risk
F – Effective Monitoring of Performance
G – Management and Financial Control
H – Use of Information Technology
I – Other Enabling Features

Parameter A: Governance – Organizational Structure

System – Inputs and Processes

The governance of the institution is clearly defined in the organizational structure, where
powers, functions/duties and responsibilities of key officials are clearly delineated and
Administrative and academic councils/bodies exist to assist in decision making as defined in the
organizational structure.
 We have an 11 member Board with Hon. Ronald L. Adamat, CHED Commissioner, as
Chairperson, our College President is the Vice Chair, and the members represents different
sectors. Hon. Francis Joseph G. Escudero, Chairman, Committee on Education, Senate of the
Philippines, represented by DILG Asec Jonathan Malaya, Hon. Paolo Everardo S. Javier, Chairman,
Committee on Higher and Technical Education, House of Representatives, represented by Ms.
Gondolina Amata, Hon. Tomas B. Brinas, DOST Regional Director, Hon.Agnes E. Tolentino, NEDA
Regional Dorector, Hon. Leonisa O. Infante, President, Faculty Association, Hon. Lino D. Berango,
Alumni Association President; 2 private sector representatives: Hon. Nicolas Beda A. Priela and
Hon. Lorenzo B. Ballecer, and representing the student, Hon. Darwin P. Buena, President, Central
student council.

On screen are photos taken on the 84th and 85th BOT meeting, which are mostly held at CHED
Central Office. We would like to highlight that in all Board Meetings, since 2011, when our
President assumed into office, her quarterly reports are highly commended by the Board of
Trustees.

Proposals brought to the Board passed through 2 screening process. The first one is in the
Academic and Administrative Council, with this composition. The President as Chairperson and
the Vice President for Academic Affairs and Vice President for Administration as Vice Chair
respectively. And we can say that the 2 councils function effectively as shown in the regular
meetings conducted and the number of proposals endorsed to the Board.

Proposals approved in the Academic and Administrative Council are reviewed by another
committee: the Finance/Infrastructure/Administration Committee chaired by Hon. Agnes E.
Tolentino; and the 2nd one is the Academic/Research/Extension Committee, chaired by the DOST
Regional Director. The purpose of which is to review all proposals before it will be submitted to
the board for approval and/or confirmation, as the case may be.

Our Board of Trustees demonstrates strong leadership and supports the College’s programs
and operations. In the last 3 years, it can be seen on the table that 15 meetings were convened
by the Board. That includes 4 regular meetings per quarter and special meetings when a need
arises.

The governing body demonstrates integrity and objectivity in all transactions in the pursuit
of the mission of the College to provide quality education. Major decisions/resolutions approved
by the Board are the following:

- The construction of 4 Storey Academic Building worth P56M pesos to house the College
of Education, Arts and Sciences. This is expected to benefit more than 2,000 students,
which later on will be the manpower reserve of the country.
- Completion of Center for Innovation and Development Technology worth P17M. This
building is for Research, Extension and other related activities designed to produce new
knowledge for technology transfer to the community.
 - The transfer of 4 plantilla position from Higher Education Services to Advanced Higher
Education Services
- Data Privacy Manual
- Revised Sabbatical Leave Policy
- Our 10 year Comprehensive Development Plan 2019-2028 as our blueprint towards
becoming the Polytechnic University of Bicol
- And many others.

In 2017, major BOT Resolutions were:

- Approval of the Freedom of Information Manual as a directive of President Rodrigo
Duterte and as a requirement of Performance-Based Bonus
- The confirmation of the Memorandum of Understanding with Ragamangala University of
Technology Tanyaburi of Thailand to strengthen international linkages and partnership
for research collaboration, faculty and student exchange program.
(At present, aside from RMUTT, we have linkage established with Korea International
Cooperation Agency – KOICA, WorldwideLink, and 15 other Universities and Colleges in
Asia and the Pacific confirmed by the Board.
- Design and Build of Smart Tie Grid Solar Photovoltaic System worth P24M. This is one of
a kind in Bicol, in fact, the first one in Bicol Region. This 240 klwatpadd Solar Energy is
part of CSPC’s eco-friendly and green advocacy.
- Quality Management System Manual, our bible in ISO
- Revised Research Manual, and many others

Part of the 2017 highlights is the 3 Storey Green Building worth P34M. This houses the College
of Engineering with solar-powered energy.

This is the 24M project of the Design and Build of Smart Tie Grid Solar Photovoltaic System.

The signing of Memorandum of Understanding with Rajamangala University of Technology

Thanyaburi. Dr. Dulce F. Atian, Dr. Teresita B. Salazar, VP for Academic Affairs and Engr. Francia
H. Tomenio were welcomed by RMUTT’s officials for the formal MOU Signing, 2 months after,
they visited the College for a CDIO training and students’ conference on ASEAN Integration.

In 2016, the criteria for Academic and Non-Academic Awards were amended, approval of the
offering of Bachelor of Arts in English Language, Policy Guidelines in the admission and retention
of Foreign students, and Construction of the 3-Storey Supply and Property Building worth P11M.
In The Regional Development Investment Program, the Supply and Property Building was
defended in the NEDA board to safeguard government properties especially that CSPC is a flood-
prone area, and , luckily, this is unique among SUCs V because we are the only 1 with a separate
Supply and Property Building.

Other major decisions approved were the following:

- Offerings of Bachelor of Science in Mathematics

 - Approving the amendments to the Career Development Program of the College
- Endorsing the application for Universityhood and converting it to Polytechnic State
University of Bicol, subject to compliance of the CHED requirements,
- Utilization of Income for FY 2017
- Annual Procurement Plan for 2017, and
- Staffing Modification of the College whereby 4 Acad Positions with ranks of Associate
Professors or Assistant Professor were collapsed to create a new one and apportioning 5
positions for Non-Teaching staff.

With all these major accomplishments of the Board, we can say that there is minimal conflict in
administrative jurisdiction and official relationships because we follow a clear line of structure.
As a result too, there is a stronger cooperation and coordination among individuals and units. In
the dissertation of Mr Erecto S. Caroche, and employee of Bicol State College of Applied Science
and Technolgy, who studied the responsiveness of Board resolutions to the needs of CSPC, he
concluded that:
- The teaching and non-teaching personnel are much more aware on the process of
approving Board Resolutions;
- On the degree of responsiveness, it was evaluated as Much Responsive;
- On the extent of implementation, it was also evaluated as well implemented.

This is a proof that various stakeholders express satisfaction with the openness and transparency
in the dissemination of the Governing Board’s decisions and they are satisfied in the management
of the institution.

We can share some of our Best Practices on Parameter A.

==============================================================================

On the 2nd parameter, Probity, CSPC has guidelines and protocols that are in place, major policies
and decisions are available and that members of the organization can articulate and describe the
guidelines and practices because they are aware of it and they were oriented.

Major Enabling Systems that are in place are the following:

- College Code
- Citizens Charter
- Quality Management System for ISO 9001:2015 Standards which covers:
QMS Manual
Manual on control of documents
Manual on IQA
Work Instructions on all processes
Quality Objectives
Risk assessment thru FMEA
Preventive Maintenance Plans for equipment.
Because of these policies, Stakeholders find Governing Body’s decision fair and transparent. And
the Management and other stakeholders are able to make sound decisions or take appropriate
actions from the good governance of the institutions. Case in Point employee wants to have his
paper presented abroad, we consider the Research Manual as guide for his incentives if paper is
awarded and or published, and that is taken from the Manual. Hence, with all these manuals,
management and other stakeholders are able to make sound decisions or take appropriate
actions needed by the College.

Best Practices under Probity are the following:

• Exercise of various management functions is supported by enabling policies, guidelines

and/or manuals
• Well-defined processes as evidenced by the adoption of Work Instructions
• Publication of employment opportunities in CSC journals, College Website, and mass
media
• Periodic conduct of annual procurement compliance and performance indicators (APCPI)
• Open and competitive bidding resulting to generation of remarkable savings on
procurement activities

Parameter C – Strategic Vision

Under Parameter C, CSPC is guided by well-defined institutional vision and mission which
are in consonance with regional, national and global trends, goals and objectives. It also adopts
a Quality Policy anchored on the dictum “to provide quality and excellent education and service
through continual improvement of all its programs.” Hence, we submitted our College for ISO
Certification on June 2013 for ISO 9001: 2008 standards and, year after year, we renew our
certification, and as an improvement process, we transitioned to ISO 9001:2015 on June 2018,
making us the 1st College to be certified under the 2015 standards.

In all the tedious process of ISO certification, we have different ISO stories, be it good or
bad, but it changes us to be a better us, in my, in spirit and in heart.

To ensure that our activities are in accord with the College vision and mission, re regularly
conduct review of quality objectives, and review of work instructions. These review processes
articulate the means to reach the goals, including human, financial, and physical resources
needed in the implementation. We have also capacitated a percent of our employees to be
trained as Internal Quality Auditors to regularly review the processes of different offices and
check non-conformance, if there are, point out the areas for improvement, and commend best
practices.

Our strategic plan, which is the blueprint of our actions was approved and supported by
governing body. Before the end of the 2015-2018 Strategic Development Plan, and to answer
the demands of time, we have newly crafted the Comprehensive Development Plan 2019-2028,
a 10 year plan for our beloved college to lay down development directions for its becoming of a
university. We have sought the services of Aptissimi Development Inc., a master in the field of
planning, to steer the course of our actions and guide us in the planning process. Stakeholders
support the Strategic Plan because various sectors took part in putting it together. It was a 6-
month preparation with series of Focused-Group Discussion participated in by alumni, students,
parents, community partners, industry linages, faculty, administrators, making it the most widely
participated planning process documented by the college because this was supported by various
sectors of the community.

Guided by a well defined Quality Policy, our vision and mission, which have evolved over the
years, still focus on its provision of quality education and service responsive to local, national and
global developments.

Our 5-point objectives answers the mandate

on Instruction – to provide quality instruction, learning environment and other support

services producing professionally competent graduates, who are responsible Filipino and global
citizens;
on Research – to generate new knowledge and innovative technology
on Extension – to undertake responsive, relevant and research-based extension programs for
sustainable community development; and
on Governance – to demonstrate good governance and sound management in all aspects of
organizational operations towards effective and productive performance of its four major
functions.

Our Programs and projects geared towards achieving the institution’s vision and mission are
clearly planned, implemented, monitored, evaluated and continuously improved. Hence, our Site
Redevelopment Plan conceptualized by Palafox Consultancy Firm is a testament of how we
envision a haven of academic institution in the region. With barely 8 hectares, we have
positioned strategically the buildings and other infrastructure projects to ensure that it will
address the needs of the stakeholders. This is a demonstrable information to indicate continual
stability of, and confidence in, the institution’s ability to pursue its mission.

We can say that our best practices under this parameter are the following:
- Open and participatory planning
- Strategic Plan in place
- Our Strategic Performance Management System (SPMS) is in place. The Performance
Management Team (PMT) regularly convene with our PMT Chair, Mr. Ferdinand B.
Valencia, to regularly review targets and performance before it is finally approved by our
SPMS Champion, the College President.
- Maintenance of ISO Certification to ensure that quality management system is in place
- Operational Plan containing harmonized performance indicators as mandated by quality
assurance agencies
Parameter D – Governance – Accountability

Under Parameter D, Accountability, we are guided that Public Office is a public Trust. To
ensure that highest integrity is afforded to the College, accountability is a way of life. Department
of Budget and Management (DBM) would always reminds us as well that, may kwento sa bawat
kwenta.

To make this in place, we have adopted Work Instructions in Financial Management

processes on
- Collection of receivables
- Recording and Reporting process
- And Disbursing process

Appropriate actions are done to address findings in internal/external audit reports performed
by appropriate internal audit office, the COA and other external independent bodies.

We also have the presence of Internal Audit unit which conducts periodic internal quality
audit in addition to COA (Internal Quality Audit Plan). Aside from internal audit, we also have
external audit conducted every year by TUV SUD Asia Pacific TUV SUD Group to check if our
Quality Management System is established, implemented and sustained.

We would like to highlight that through our efficient and effective fiscal management, it
resulted to remarkable savings in MOOE and Capital Outlays.

These savings are re-aligned to other infrastructure projects and out of this too, the grant of
CNA incentives were sourced every year, and because of our savings, all regular employees
enjoyed the maximum 25,000 CNA incentives in 2015, 2017 and 2018, and 18,500 in 2017.
Out of that savings, we sourced the fund for the Annual Physical Examination of employees
worth 350,000 in December 2018; and our Provident Fund which is now 1.7M

Throughout the years, fund utilization is effective and accounting of fund is robust and
the administration ensures that funds are allocated and disbursed in accordance with the
approved budget of expenditure and under specific terms and conditions. There is unqualified
Annual Audit Report, disallowances are minimal, and in all circumstances, we are proud that we
submit our reports on time, even if deadline falls on the 14th days of February or on any holidays
of the year, thanks to our Accounting and Budget colleagues. Our fund utilization can also be
seen in our Budget Utilization Rate as a requirement to Performance Based Bonus.

SUC F College 91% 90% 100% 61% 100% 99.9%

 Because we value every penny allotted by the government, we have pinpointed our best
practices:
- Open and participatory budget planning
- Up-to-date preparation of accountability report
- Adoption of quality objectives to ensure on time submission of accountability reports
- Processing of transactions follows approved work instructions
- Internal audit office provides pre-audit function

Parameter E. Governance – Awareness and Management of Risk

Under Parameter E, all process owners underwent risk management and assessment for
their processes using failure mode and effect analysis (FMEA). This is part of the ISO 2015
standards, the management of risks. We have several trainings conducted to capacitate us on
Risk Management with Engr. Helen A. Evalle, as our consultant.

The Top Management adopts FMEA for Internal Issues, External Issues and other
Interested Parties. This are actions on how to decrease the risk level that may arise in the course
of the delivery of service. Example, under Internal Issues, potential risks addressed are increased
absenteeism/lower productivity, customer complaints or violation of existing policy, external
issues on non-compliance of government regulation or College Policy or the terms and conditions
of MOA signed, intermittent malfunctioning of old equipment, , server breakdown among others,
and interested parties which focuses on delayed delivery, non-compliance on minimum
requirements, improper waste disposal, and others.

All unit heads are fully aware of the risks encountered in management. We have regular
monitoring of FMEA also and the implementation of recommended actions are periodically
verified for their effectiveness.

The financial sustainability of the HEI results from the effective and efficient fiscal
management of persons/teams clearly designated by the governing body. With the established
FMEA Review and Monitoring Committee, we have our VPAA as Chairman, our Internal Auditor
as Vice Chairman, and members composed of our Accountant and Property Custodian.

Our best practices under this parameter are the following:

• Conduct of risk management assessment through failure mode and effect analysis (FMEA)
• Adoption of FMEA by Top management and all other offices
• Recommended actions to address risks are monitored to ensure compliance
• Proposals are subject to review by sub-committees created by the Board before its
approval
• Specific timelines are observed pursuant to the Citizens Charter
• Quality Objectives are adopted and implemented by all offices
 • Adopts operating budget based on the requirements in implementing operational plan
for the year
• Annual procurement plan is adopted as basis of procurement
• Adopts transparent procurement leading to remarkable savings generated

Parameter F : Governance – Effective Monitoring of Performance

We are a College that ensures a scheme of periodic monitoring of funds utilization with
planned activities. Our performance targets are taken from the Comprehensive Development
Plan which contains harmonized quality assurance standards and parameters that serve as
bases for prioritized PPAs, and we have established culture of quality manifested by the regular
monitoring of the performance of the HEI against its planned strategies and operational targets.

An annual rolling plan culled out from the Comprehensive Development Plan is
prepared by the office. As basis for OPCR and later on cascaded to employees as part of their
IPCR. So over the years, we ensure that we are guided by our Plan, in accord to the priorities
of the College, and responsive to our goals.

Implementation
1. The schedule of projects are duly followed together with the corresponding financial
timelines.

Outcomes
1. There is a culture of quality manifested by the regular monitoring of the performance of
the HEI against its planned strategies and operational targets.
2. Programs are kept current and relevant because the governing body is involved in their
approval, performance, and monitoring.
3. Institutional sustainability is promoted through:
- The strategic management of the institution’s land, buildings, facilities and other
resources.
- The institution’s employment policies;
- Arrangement for consideration of student grievances, and student discipline; and
- Procedures to safeguard the health and safety of employees, students, and other
individuals while they are in the institution’s premises, or in other places where they
may be affected by its operations.

Parameter G : Management and Financial Control

System – Inputs and Processes
1. There is a sound system of management and financial control.
2. A mechanism for effective monitoring and control of income generating projects is in
place.
Implementation
1. Policies and systems of financial management and control are developed and
implemented with the involvement of administrators, faculty and where appropriate,
students.
2. Concerned officials, faculty, staff and students participate in budget preparation,
allocation, management and control.
3. Resources are allocated to authorized expenditures to implement academic programs,
research, extension and other project as included in the institutions program of
expenditures.
4. The institution is able to communicate with its key stakeholders.
Outcomes
1. Operations are efficient, effective and responsive to challenges and changes.
2. The budget of the institution is well-prepared, judiciously allocated, effectively utilized,
clearly accounted and fairly audited.
3. Systems and processes reflect sound management , financial control, and quality
assurance.
4. Stakeholders are satisfied with the governing body’s and management’s
implementation of their commitments.

Parameter H: Enabling Feature – Use of Information and Communications Technology in

Management

System – Inputs and Processes

1. The institution makes effective use of information and communications technology to
manage its operations and academic affairs.
2. There is a responsive link between ICT systems of administrative and academic offices to
ensure optimal communications and use of information.

Implementation
1. The use of ICT resources makes it easier and more efficient to management operations,
including accounting, HR, purchasing, etc.
2. The HEI uses the Management Information System (MIS) to enable it to be more
efficient in the management of student and faculty records, as well as in planning for,
and implementation of academic programs, budget, etc.
3. Staff, faculty, and administrators are proficient in ICT, with the HEI providing training
and/or support.

Outcomes
1. Technologically enhanced system of communication enhances management
coordination and cooperation.
2. The institution projects the image of modern technologically enabled academic
institution.
Parameter I : Other Enabling Features

System – Inputs and Processes

1. The HEI has other features that enable it to achieve its goals.

Implementation
1. The enabling features are fully used to enhance efficiency and effectiveness of
administration.
Outcomes
1. A high- tech administrative machinery

In closing, the members of Area 1, chaired by our VP for Administration, Mr. Ferdinand B.
Valencia, together with this team, would like to thank you for giving us the opportunity to share
how we value our work and serve our clientele with fervor and burning passion of excellence.
As Aristotle have said, ‘We are what we repeatedly to, excellence therefore is not an act, it is a
habit.

Hence, nothing beats a skillful man who has mastered the craft of leadership and live up to it as
a way of life, but more than that, the CSPC’s competent and fired up administrators, faculty and
staff, will make the becoming of Polytechnic State University of Bicol, a reality.

Once upon a time, everything was just a dream…..

But today, we will make it a reality.

Thank you very much and maraming maraming Salamat po.