Feasibility Study

On the Proposed Program for Bachelor of Science

in Entrepreneur
Bongabon Essential School, Inc., Municipality of Bongabon, Nueva Ecija

2018
 Table of Contents

Executive Summary 2

Section 1: Introduction 4

Section 2: Needs Assessment 6

Section 3: Management Viability 18

Section 4: Market Viability 35

Section 5: Location of the School 38

Section 6: Findings and Recommendations 39

1
 EXECUTIVE SUMMARY

Bongabon Essential School is a private school that will be located in a well – populated
town in Barangay Palomaria Bongabon, Nueva Ecija, Philippines. We are a standard private
school that is composed of primary (kindergarten through sixth grade) and secondary
(seventh through 12th grade) educational institution that will be predominantly funded
through tuition fees and levies from students and of course from other private sources.

The Bachelor of Science in Entrepreneurship (BSEntrep.) in Bongabon Essential School

is dedicated to train and develop future business workers who are fortified with spiritual and
moral strength and virtues, and academically prepared to enable them to function in their
respective profession as managers, chief finance officers, finance leaders, treasurers,
controllers, auditors, accountants, office administrators, businessmen, and other related
responsibilities in the denominational work, in private business and industry, and in
government service. They are envisioned to be effective forces against the rising tide of
moral decay and corruption, and active agents for economic growth.

Supporting the innovative spirit of tomorrow’s entrepreneurs is central to the core

mission and future of Bongabon Essential School. In the following case, we describe an
Institution and Center for Entrepreneurship to be housed on campus that brings together the
best of innovative thinking in the Bongabon Essential School. As this case demonstrates, we
have made great strides in initiating a vibrant entrepreneurship program. We have the
people, programs and expertise in place to create a competitive Institution, one that will
enhance the school and contribute to our society.

Bongabon Essential School is a client-focused and result driven private school that
provides broad-based learning approaches and experience at an affordable fee that won’t in
any way put a hole in the pockets of our clients (students and parents alike).

At Essential Colleges of the Philippines our students’ overall best interest would
always come first, and everything we do is guided by our values and professional ethics. We
will ensure that we hire professional educationist teachers in various subjects who are well
experienced and passionate in imparting knowledge to students at various learning ladder.

Essential Colleges of the Philippines will at all-time demonstrate her commitment to

sustainability, both individually and as an educational organization, by actively participating in
our communities and integrating sustainable business practices wherever possible.

2
 We will ensure that we hold ourselves accountable to the highest standards by
meeting our students’ needs precisely and completely. We will cultivate a working
environment that provides a human, sustainable approach to earning a living, and living in
our world, for our partners, employees and for our students.

We have plans to offer learning platforms to people with both financial ability and
with financial constraints. Our overall business goal is to position our private school to
become the leading Christian brand in the educational industry in the whole of Bongabon –
Nueva Ecija, and also to be amongst the top 30 private college in Central Luzon within the
first 10 years of operations.

The paper investigates the offering of a curricular program, that is, Bachelor of
Science in Entrepreneurship (BSEntrep.) in Bongabon Essential School. The study has adopted
common criteria for conducting a feasibility study, and develops pro forma financial
statements. The findings show that the project is feasible and viable and that the
recommendation is to invest in this proposal, since all the analysis techniques suggest it will
be successful.

3
 SECTION 1
INTRODUCTION

Brief History of Bongabon Essential School

Bongabon Essential School is founded by Mr. Javier Evangelista Garde and Mrs. Leticia
Callueng Garde. Started in June 2002 at Sinipit, Bongabon, Nueva Ecija in a bank acquired
property of a Chinese businessman. This 1,483 square meters, being precious hardware, was
improved and turned into 12 classroom and became Bongabon Essential School which caters
and serves former students of non-closed Three Angels academy in Brgy. Santor, Bongabon,
Nueva Ecija which was previously managed also by Mr. Javier and Mrs. Leticia Garde who
were called for Education Ministry guided by God in transferring the school into the heart of
Bongabon.

Bongabon Essential School, despite of being the youngest among the four private
schools in town, was blessed by God with 172 students in all from Pre-Elem, Elementary and
First Year to Third Year High School services it offered on its opening year.

Having better location and sincerity and dedication to service as Values and Language
School, the nearby towns of Rizal, Laur and Gabaldon and even Cabanatuan City and Aurora
province sent their children here because, Seventh-Day Adventist Church school is very far.
After years, population swells to 450 and started to branch out to nearby town to serve
brethren coming from it. Gabaldon Essential Academy and the Rizal Academy of the Lamb
were born.

Bongabon Essential School being main campus continue to grow until it no longer
accommodate six hundred plus enrollees last 2005. With God's mercy we were answered in
our prayer about space to serve better the growing population. So 2006, God gave us more
than half hectare in Palomaria, Bongabon, Nueva Ecija adjacent place. Today more programs
and people are accommodated in our new campus and still praying for God to support us in
adding more classroom buildings and facilities to accommodate tertiary level education.

Our Product and Services

Bongabon Essential School is going to offer;

Within the scope of the education board in the Philippines. Our intention of starting
our private institution is to soundly educate people in various subjects and of course to make
profits from the education cum private schools industry and we will do all that is permitted
by the law in the Philippines to achieve our aim and business goal.
Our private school current offerings are listed below;

4
  Nursery
 Kinder 1, Kinder 2
 Grade 1 to Grade 10
 Junior High School (Grade 11)
 Senior High School (Grade 12)

Brief Description of Proposed Program

The Bachelor of Science in Entrepreneurship is a four-year degree program which
centers on how to start and manage a business by combining management, accounting,
finance, and marketing principles. This program is designed in order to equip students with
the necessary knowledge and skills in identifying business opportunities, business planning,
financing, company valuation, and business management.

Our Vision Statement

To be a leading training center for accounting, business administration, commerce,
information technology and office administration among the Adventist educational
institutions in the Asia-Pacific region by 2029.

Our Mission Statement

The College of Business is committed to provide quality Bible-based business
education producing competent graduates equipped with special skills in their field of
expertise.

Our Business Goal

It is a known fact that, the success of any business is to a larger extent dependent on
the business structure of the organization and the people who occupy the available roles in
the organization. Bongabon Essential School will build a solid business structure that can
support the growth of our private school.

We will ensure that we hire competent hands (teaching and non – teaching staff
members) to help us build the tertiary level education of our dream. The fact that we want to
become one of the leading Christian Education brand in the industry makes it highly
necessary for our organization to deliberately build a well – structured business from the
onset.
We will work hard to ensure that we only attract people with the right mindset to help us
achieve our business goals and objectives in record time.

5
 SECTION 2
NEEDS ASSESSMENT

When adequate educational needs assessments of the target audience are conducted
and education is linked to practice, education is more likely to: 1) Engage the audience; 2)
Meet the expectations of that audience; 3) Increase or reinforce knowledge; and 4) Promote
and reinforce best practices and evidence-based behaviors. In order to maximize the
relevance and impact of an educational activity, it is critical to conduct a needs assessment
that is thorough and relevant to the real practice challenges facing the target audience.

The needs assessment is a great opportunity to step back and build understanding
about the proposed program through the target population (aka, intended clients), their
strengths, needs, concerns and goals.

Completing the needs assessment allowed Bongabon Essential School an opportunity

to connect with the target audience through in-person focus groups and surveys at key
community gatherings as well as meetings with key community partners. We also gathered
key indicators from the census and other external data sources. The information collected
included demographics, income levels, education levels and goals, and perceived gaps in
community services. Combined with the stakeholder feedback, we developed a
comprehensive profile of the targeted community. Data was analyzed and key findings
shared with Bongabon Essential School leadership. Results from the needs assessment not
only demonstrated a strong need in the community, but will also serve as a baseline of
information for future planning and programming within this community.
Understanding the needs of a community or “market” is the foundation for successful
organizational programming that will have the greatest, long-lasting impact.

Bongabon Essential School, has engaged the services of a core professional in the
area of business consulting and structuring with bias in the education sector to assist in
building a well – structured private school that can favorably compete in the highly
competitive education cum private schools industry in Central Luzon.

Part of what the team of business consultant did was to work with the management
of Bongabon Essential School in conducting a SWOT analysis whereby a brief summary from
the result is presented in the accompanying page.

6
Strength:
As a private school, the core strength of BES lies in the power of its team; the
workforce.

 It has a team with excellent qualifications and experience in the educational sector;
 It is well- positioned in a community with the right demography and will attract loads of
students from the first day when its doors are opened and welcome students for
enrollment;
 An abundance of co-curricular activities; and
 Strong funding/financial backing.

Weakness:
As a new college private school in Bongabon – Nueva Ecija, it might take some time
for our organization to break into the market and gain acceptance via reputation in the
already saturated education cum private schools industry in Nueva Ecija in particular and in
Region 3 in general.

 Not enough co-curricular and sports activities;

 Lack of funding for specific sports/programs;
 Enhanced reports of bullying;
 Not enough staff/faculty members;
 Staff unable to meet with parents;
 Lack of proper training for faculty;
 Poor internal communications; and
 Poor testing scores.

Opportunities:
The opportunities in the education cum private schools industry is massive
considering the number of parents who would want their wards to perform excellently well in
their education and go ahead to be admitted in well-compensated institutions . As a standard
and private school, Bongabon Essential School, is ready to take advantage of any opportunity
that comes her way.

 Activate a volunteer committee for school related events;

 Seek out new investors and funding for programs;
 Cut or merge programs to move funding elsewhere;
 Ask students and parents for feedback; and
 Highlight new program developments.

7
Threat:
Every business faces a threat or challenge at any part of the life cycle of the business.
These threats can be external or internal. This shows the importance of a business plan,
because most threats or challenges are to be anticipated and plans put in place to cushion
what effect they might bring to the private school.
Some of the threats that BES is likely going to face as a private school operating in Nueva
Ecija are:

 unfavorable government policies that might affect private schools;

 the arrival of a competitor within our location of operations; and
 global economic downturn which usually affects spending / purchasing power.

There is hardly anything Bongabon Essential School can do as regards these threats
other than to be optimistic that things will continue to work for our good.

The SWOT analysis highlights and expands our strengths. It minimizes or even erases
weaknesses. It allows the creation of opportunities. And it identifies threats to prevent blow
ups.

It’s a framework to understand the present and future situation of our school. And all
it takes to complete is time.

8
Socio-Demographic Profile of Bongabon

Bongabon, officially the Municipality of Bongabon, is a 2nd class municipality in the

province of Nueva Ecija, Philippines. According to the 2015 census, it has a population of
64,173 people. Bongabon is situated at 15.63° North latitude, 121.14° East longitude and 54
meters elevation above the sea level.

It has an area of 28,352.90 hectares (70,061.5 acres), and is the leading producer of
onion in the Philippines and in Southeast Asia.
Each barangay in Bongabon has its own fiesta. The town fiesta, celebrated annually on the
1st to 2nd week of April, is known as the “Sibuyasan Festival”.

Figure 1. Map of Bongabon, Nueva Ecija

9
Demographics

Population census of Bongabon

Year Pop. ±% p.a. Year Pop. ±% p.a.

1903 3,923 — 1980 32,451 +1.63%

1918 4,532 +0.97% 1990 39,616 +2.02%
1939 11,885 +4.70% 1995 44,856 +2.35%
1948 14,958 +2.59% 2000 49,255 +2.03%
1960 20,854 +2.81% 2007 63,639 +3.60%
1970 25,434 +2.00% 2010 59,343 −2.51%
1975 29,932 +3.32% 2015 64,173 +1.50%

Source: Philippine Statistics Authority

Bongabon is politically subdivided into 28 barangays, listed here with their 2010 populations:

Poblacion barangays: (12) Rural barangays: (16)

 Antipolo - 3,975
 Commercial – 333
 Ariendo – 999
 Kaingin - 2,714
 Bantug – 913
 Magtanggol - 1,696
 Calaanan - 2,047
 Mantile - 1,118
 Cruz - 1,829
 Palo Maria - 2,064
 Curva - 3,315
 Rizal - 2,796
 Digmala - 1,118
 Sampalucan - 1,577
 Labi - 1,302
 San Roque - 2,344
 Larcon - 1,454
 Sinipit - 2,398
 Lusok - 2,002
 Sisilang – 657
 Macabaclay - 2,229
 Social – 735
 Olivete - 1,872
 Tulay na Bato (New Era) - 1,919
 Pesa - 2,141
 Santor - 5,911
 Tugatug - 1,932
 Vega Grande - 5,953

10
 Education
Most schools are public schools from primary to secondary. The biggest secondary
school in terms of enrolment is Bongabon National High School that is located at Brgy. Sinipit.
Many of the students are going to Cabanatuan City to continue their college education
because of the absence of a tertiary school in Bongabon. This situation has brought great
financial burden on the part of the parents who are willing to sacrifice and work hard in order
for their children to get a college education.

Table 1. .Distribution of the Choice of Courses by Grade 12 Students From Different Schools
in Bongabon and in Nearby Towns

CHOICE OF COURSE

BSOFFICE
BSENTRE

OTHERS
BECEd

ADM
%

%
No. of
Name of School Location
Students

Bongabon National High School Bongabon, N.E. 121 58 47.9 40 33.1 15 12.4 8 6.6
Macabaclay National High School Bongabon, N.E. 80 35 43.8 25 31.3 10 12.5 10 12.5
Bongabon Essential School Bongabon, N.E. 24 10 41.7 6 25.0 5 20.8 3 12.5
Vega National High School Bongabon, N.E. 25 12 48.0 8 32.0 3 12.0 2 8.0
Palayan City National High School Palayan City, N.E. 210 90 42.9 84 40.0 16 7.6 20 9.5
Rizal National High School Rizal, N.E. 95 25 26.3 35 36.8 15 15.8 20 21.1
Ricardo D. Canlas Agricultural High School Laur, N.E. 57 20 35.1 23 40.4 5 8.8 9 15.8
Jorge M. Padilla National High School Laur, N.E. 52 18 34.6 20 38.5 6 11.5 8 15.4
Hilarion E. Hermosa Memorial High School Laur, N.E. 21 8 38.1 7 33.3 3 14.3 3 14.3
Grand Total 685 276 40.3 248 36.2 78 11.4 83 12.1

Table shows the distribution of Grade 12 students who participated in the survey for
the choice of course offering in Bongabon Essential School, Inc. Four secondary schools from
Bongabon, Nueva Ecija were selected, one each from Palayan City and Rizal, Nueva Ecija, and
three from Laur, Nueva Ecija.for a total of nine (9) schools. From a total of 685 student-
respondents, about 276 or 40.3% have favored to take up BECEd in college, 248 or 36.2%
have chosen BS Entrepreneurship, 78 or 11.4% would like to take up BS in Office
Administration, and the rest comprising 83 or 12.1% preferred to take up other courses.

In addition to the needs assessment, other factors should also be considered when
evaluating the feasibility or desirability of offering the Bachelor of Science in Entrepreneur.

11
These include the items below, which are further discussed in this section.

 Design curriculum options

 Adequate and consistent course program
 Program Outcomes
 Demand and markets for quality graduates
 Institutional programs and policies

Design Curriculum Options

Curriculum and instruction are the meat of the educational process. Real change in
education comes with changes in the content that teachers teach and students learn, and in
the instructional methods that teachers use. Both curriculum and instruction in turn are
shaped by expectations about the kinds of educational outcomes that students should
manifest by the time they graduate from high school.

Adequate and Consistent Course Program

Bachelor of Science in Entrepreneur program is designed to ensure that a student
could demonstrate the knowledge, skills, and dispositions necessary to be a successful
entrepreneur. Students in the bachelor of entrepreneurship program gain knowledge of
business planning, financing, marketing, management, information technology and
consulting. They'll learn how to apply this knowledge to new ventures, small enterprises and
family businesses.

Program Outcomes
With an entrepreneurship degree, the students have the skills and knowledge to:

 Evaluate and write business venture plans

 Identify and screen potential entrepreneurial opportunities
 Analyze economic conditions
 Unravel the legal issues (establishing partnerships, incorporating, issuing IPOs, etc.)
 Consult with business owners
 Take the reins at a family business
 Create and manage e-commerce companies

And so much more! The possibilities are endless because as an entrepreneur, you
make your own career path.

12
Demand and Markets for Quality Graduates
A majority of students often wonder what kind of careers they can pursue with a
Bachelor of Science in Entrepreneur. The truth is that there are so many jobs they can do
with this degree.

Career Opportunities
Students majoring in Entrepreneurship develop the skills necessary to identify a
marketable product or service and to carry out the tasks required to get it to customers. They
learn how to develop a business plan to organize their efforts and launch the venture.
Entrepreneurship graduates typically start their own ventures, work with a small or family
business, or pursue “entrepreneurial” careers with major corporations.

Job Targets
Job Target Per Level with Appropriate Certificate, Diploma of Proficiency/ Degree Title

First Year
Certificate in Entrepreneurial Management
 Office Clerk
 Sales Clerk
 Cashier

Second Year
Associate in Entrepreneurial Management
 Storekeeper
 Merchandiser
 Stock Control

Third Year
Diploma in Entrepreneurial Management
 Quality Control Assistant
 Purchasing Assistant
 Store Layout Assistant

Fourth Year
Bachelor of Science in Entrepreneurship
 Executive Manager
 Training Supervisor
 Administrator
 Chief Operating Officer

13
Specific Professions, Careers, Occupation
 Chief Operating Officer
 Entrepreneur
 Manager
 Administrator
 Researcher

The Top 10 Highest Paying Degrees in Business

A business degree is a significant investment. The key to maximizing that investment is

knowing which areas within business pay the highest salaries. Here are the Highest Paying
Business Degrees based upon the most recent jobs information available from the U.S.
Bureau of Labor and Statistics.

Ranking the Top 10 Highest Paying Degrees in Business

1. Entrepreneurship – M.S. or B.S. in Entrepreneurship or MBA in Entrepreneurship
2. E-commerce – M.S. or B.S. in E-commerce, or MBA in E-commerce
3. Marketing – M.S. or B.S. in Marketing, or MBA in Marketing
4. Finance – M.S. or B.S. in Finance, or MBA in Finance
5. Human Resource Management – M.S. or B.S. in Human Resources, or MBA in
Human Resources
6. Economics – M.S. or B.S. in Economics, or MBA in Economics
7. Healthcare Management – M.S. in Healthcare Administration or Healthcare
Management, or MBA in Healthcare Administration
8. Global Business – M.S. in International Business or MBA in International Business
9. Business Administration/Management – MBA
10. Accounting – M.S. or B.S. in Accounting, or MBA in Accounting

1. Entrepreneurship – M.S. or B.S. in Entrepreneurship or MBA in Entrepreneurship

A business degree based in the specialization of entrepreneurship provides
students with instruction concentrated on the vital aspects and decision making
skills necessary to handle the daily operations of an organization. Courses within
an entrepreneurship specialization include: capital management, global business,
and product development as well as general business principles like: sales,
marketing, finance, public relations, human resources, and accounting. Graduates
who complete business degrees within entrepreneurship specializations often
advance to establish careers as chief executive officers with median average
salaries of $158,560 annually though earnings vary by organization of employment
and responsibility level.
Source: Best Degree Programs 2018
“https://www.bestdegreeprograms.org/higest-paying/business”

14
Institutional Programs and Policies
As part of the institutional programs and policies of BES, it will be guided by
considering the Eleven Factors for Effective Schools.
1 Professional leadership
2 Shared vision and goals
3 A learning environment
An attractive working environment
4 Concentration on teaching and
Learning
5 Purposeful teaching
6 High expectations
7 Positive reinforcement
8 Monitoring progress
9 Pupil rights and responsibilities
10 Home-school partnership
11 A learning organisation
Source: Sammons, P., Hillman, J. and Mortimore, P. (1995) Key Characteristics of Effective Schools.
London: University of London Institute of Education.
Firm and purposeful
A participative approach
The leading professional
Unity of purpose
Consistency of practice
Collegiality and collaboration
An orderly atmosphere
Maximisation of learning time
Academic emphasis
Focus on achievement
Efficient organisation
Clarity of purpose
Structured lessons
Adaptive practice
High expectations all round
Communicating expectations
Providing intellectual challenge
Clear and fair discipline
Feedback
Monitoring pupil performance
Evaluating school performance
Raising pupil self-esteem
Positions of responsibility
Control of work
Parental involvement in their
children’s learning
School-based staff development
15
Sustainability Plan
Sustainability is a “whole-school” approach, one that extends beyond the curriculum
and addresses the entire planning and management of the school facility. School
sustainability policies can reinforce what is taught about sustainability in the classroom,
improve the school’s own ecological footprint and strengthen public relations with the
surrounding community. A sustainable school prepares young people for a lifetime of
sustainable living through its teaching and day-to-day practices.

In order for sustainability to be integrated into the BES’s long-term operational and
educational practices, organizational change is required. Organizational change such as
accepting a new vision for the organization, establishing new practices and policies, changing
responsibilities and roles of members, etc. is incredibly difficult. We have witnessed countless
schools and districts struggle to integrate sustainability into their facilities, programs, and
organizational culture. However, we have discovered pockets of success that overcame the
barriers to advance whole system sustainability. One such factor is the adoption of a Whole-
School Sustainability Framework.

The framework is founded on the imperative that in order to be successful,

sustainability requires a whole-system approach. A Whole-School Sustainability approach
requires individuals from across an organization to work together—it cannot be
accomplished in a silo. This system framework is organized into the three components of
schools: organizational culture, physical place, and educational program.

A whole school approach refers to the infusion of sustainability across the curriculum
(e.g. teaching, learning), through facilities and operations (e.g. reducing its ecological
footprint), in its capacity building efforts (e.g. providing training to staff), governance (e.g.
sustainable school plans and policies) and through partnerships (e.g. reaching out to the
community). A whole-institution approach thus means that the strategy of the institution,
and ultimately its culture, is oriented towards sustainable development. The activities found
within this approach may vary from school/school division, in order for it to be locally
relevant.

It is a known fact that the future of any business lies in the numbers of loyal
customers that they have, the capacity and competence of the employees, their investment
strategy and of course the business structure. If all of these factors are missing from a
business (company), then it won’t be too long before the business will be closed.

One of our major goals of starting Bongabon Essential School is to build a business
that will survive off its own cash flow without the need for injecting finance from external
sources once the business is officially running.

16
 We know that one of the ways of gaining approval and winning customers (students
and parents alike) over is to ensure that we offer nothing less than the best, to offer quality
education to all our students so much so that they can favorably compete with students all
over the Philippines.

Bongabon Essential School will make sure that the right foundation, structures and
processes are put in place to ensure that our staff welfare are well taken of. Our company’s
corporate culture is designed to drive our business to greater heights and training and re –
training of our workforce is at the top burner of our business strategy.
As a matter of fact, profit-sharing arrangement will be made available to all our management
staff and it will be based on their performance for a period of three years or more as
determined by the board of the organization. We know that if that is put in place, we will be
able to successfully hire and retain the best hands we can get in the industry; they will be
more committed to help us build the business of our dreams.

17
 SECTION 3
MANAGEMENT VIABILITY

The management of Bongabon Essential School ensures to hire competent personnel

(teaching and non – teaching staff members) to help in building its dream of tertiary level
education through the offering of Bachelor of Science in Entrepreneur program. The fact
that BES wants to become one of the leading Christian Education Institutions makes it highly
necessary to establish an organization to deliberately build a well – structured business from
the onset.

BES will work hard to ensure that only people with the right mindset will be recruited
to help it achieve the business goals and objectives in record time.

3.1 Organization Structure and Personnel Requirements

The hierarchy of authority, management and responsibility of personnel of the

proposed program is graphically presented in Figure 1 in the accompanying page. The board
of directors will be led by the owners of BES who will evaluate the performance of the
school’s management and set the strategic goals of the school.

A highly-experienced person will be employed as dean and will be given full authority
over the management of the curricular program.

18
 BOARD President
Javier E. Garde

Executive
Assistant
Maranatha Joy D. Rallos

Vice President
Leticia C. Garde

Curriculum Admission HR Management

Academic Dean
Coordinator Officer Officer
Javier E. Garde Lilia R. Perida Janice M. Gacia Maranatha Joy D. Rallos

Guidance
Faculty Finance Officer
Counselor
Rioboie D. Mabugay Leticia C. Garde

Students School Registrar Cashier

Miradel G. Zabat Janice M. Garcia

Accounting
School Librarian
Clerk
Shalyn R. De Guzman Miradel G. Zabat

School Nurse Security Guard

Rosalin C. Aguyos Robert S. Matlih

School Driver
Edman Cecile S. Garde

School Utility
Augusto B. Reyes

School
Custodian
Ruel T. Gonzales

Figure 2. Organizational Structure of Bongabon Essential School, Inc

19
 Table 2. Qualifications of Management Personnel

NAME POSITION QUALIFICATIONS

Javier Garde President MAEd Administration – on-going
Doctor of Humanities
MA in Psychology BS in Agriculture Major
in Agricultural Education

Letty C. Garde Vice President Doctor of School Administration

Doctor of Humanities
MA in Psychology
BS in Education Major in English

Maranatha Joy D. Rallos Executive Assistant Master in Guidance Counselling

AB in Christian Education Major in Values
Physical Therapy Assistant

Lilia R. Perida Curriculum MA in Psychology

Coordinator BSEEd Major in Mathematics
Janice M. Garcia Admission Officer Computer-Based Accountancy
Rioboi D. Reyes Guidance Counsellor Master in Guidance Counselling
BSecondary Education Major in English
Miradel G. Zabat School Registrar BSInformation Technology
Shalyn R. de Guzman School Librarian BSBA Major in Operations Management
Rosalin C. Aguyos School Nurse MA in Christian Education
BS in Nursing
Maranatha Joy D. Rallos HRM Officer Master in Guidance Counselling
AB in Christian Education Major in Values
Physical Therapy Assistant

Letty C. Garde Finance Officer Doctor of School Administration

Doctor of Humanities
MA in Psychology
BS in Education Major in English

JaniceM. Garcia Cashier

Miradel G. Zabat Accounting Clerk BSInformation Technology
Robert S. Matlih Security Officer
Edman Cecile S. Garde Driver
Augusto B. Reyes Utility Worker

20
 Duties and Responsibilities of Management Personnel

President
The College President is the Chief Executive and Administrative Officer for the Board
of Directors. He will execute directly or by delegation, all executive and administrative duties
in connection with the operation of the College.
Specifically, he shall:
1. Be responsible for the organization and administration of the College;
2. Make policy recommendations to the Board on all matters that affect the College;
3. Recommend all additions or changes in personnel and in personnel policies;
4. Submit an annual budget and administer the Board’s approved budget;
5. Have authority to exercise broad, discretionary power along lines established by
the Board;
6. Be responsible for the formulation of all reports as may be required by the Board
and by local, state or national agencies;
7. Recommend to the Board, site locations and site utilization;
8. Direct the development of the campus building program;
9. Recommend the establishment of citizen and trade advisory committees;
10. Lend influence in the development of higher education programs in local, state
and national committees and organizations;
11. Perform such other duties as may be assigned or delegated by the Board of
Trustees; and
12. Report to the Board on the financial condition of the College a minimum of three
times each budget year.

Vice-President
Under the direction of the President, the Vice President serves as the Chief Academic
Officer of the college and is responsible for educational policy and academic programs. This
includes program review and improvement, accreditation and self-evaluation, assessment of
student learning and advancement of student success, academic personnel decisions, budget
development, enrollment management, fiscal accountability, program and curriculum
development, and the encouragement and improvement of teaching and learning.
1. Provides strong, dynamic academic and administrative leadership, fosters a collegial
environment which encourages scholarship, teaching, and learning excellence;
2. Possesses the vision to guide the college’s academic programs into the future;
3. Advocates and promotes quality instruction, student success, integrated planning,
and the expansion of Student Learning Outcomes to meet the educational needs of
students in a diverse community college environment;
4. Works with the instructional staff in development of the educational program,
including the maintenance of standards and the evaluation of teachers;

21
 5. Plans, in coordination with other administrators and faculty, the schedule of classes;
6. Provides leadership and oversight for enrollment management strategies, initiatives
and efficiencies;
7. Provides innovative and successful academic leadership and vision in instruction and
program development in basic skills, transfer, vocational developmental and non-
traditional programs;
8. Participates in the planning of new facilities for the purposes of instruction and
student services;
9. Supervises the development of community education, contract education, learning
resource center/library services, athletics and distance learning;
10. Acts as the officer in the recruitment and selection of faculty, and to recommend to
the President the employment of those selected;
11. Reviews grant opportunities and supports applications for new grants; oversees
implementation of grants within the Academic Affairs area;
12. Prepares, submits, and monitors the annual budget for areas of responsibilities;
13. Trains, supervises, evaluates, and directs the work of assigned personnel; and
14. Completes other duties as assigned by the President.

Executive Assistant
Under the direction of the College President, provides complex and confidential
support requiring discretion and independent judgment on matters of significance. The
primary duties and responsibilities involve the oversight of Administrator’s office operations.
Typical responsibilities include: coordinating Administrators calendars arranging meetings
and events; assisting in budget preparation; processing paperwork; providing assistance to
students, staff, and the public; and representing the Administrator’s office on committees
and meetings.
1. Provides complex administrative support to the College President, Vice President,
Dean and other non-academic staff, which may include: making travel arrangements;
purchasing and initiating payment for office supplies, equipment, and services;
coordinating computer hardware and software support; processing and monitoring
basic office forms; and/or, performing other related activities;
2. Prepares, maintains, and creates various schedules and/or events;
3. Maintains calendar, including the coordination of meetings for large groups;
4. Takes and transcribes minutes of management meetings; distributes agendas,
minutes, and other materials to attendee;
5. Serves as a clearinghouse for communications, which includes prioritizing,
disseminating, composing, and distributing information to District personnel, the
public, and key decision makers within the District;
6. Disseminates oral and written communications and information as requested to
external and internal customers;

22
 7. Manages activities within the office, which includes: communications, budgeting,
workflow, inquiries, and/or other related information;
8. Maintains confidential files and records for assigned area of responsibility;
9. Initiates, coordinates, and revises policy recommendations for presentation to the
Board;
10. Participates in developing and monitoring budgets, grants, initiatives, and/or other
grant funding sources as assigned. Analyzes financial constraints and timelines,
prepares and analyzes financial reports, and prepares requests for contingency fund
transfers;
11. Serves as the project manager for facilities requests and organizational needs;
conducts research and analytical activities, which involves gathering background
material and data in support of projects;
12. Reviews and processes a variety of paperwork, which may include: requisitions,
grants, applications, travel authorizations, employment contracts, impress cash, pay-
related documents, and/or other related items;
13. Compiles, composes, edits, produces, and distributes detailed memos, e-mails,
correspondence, complex policies, reports, speeches, and/or presentations; and
14. Positions in this classification may perform all or some of the responsibilities above
and all positions perform other related duties as assigned.

Academic Dean
Academic dean occupies a unique place in the continuum of academic administrators,
as the facilitating link among Department Chairpersons, faculty members, staff, students, and
school leadership. All activities and roles of the Deans are undertaken in light of furthering
the best interests of the student of Essential Colleges of the Philippines. Responsibilities
include, but are not limited to:
1. Coordinating the development of and implementing the school Vision, Mission,
Philosophy and Goals Statement;
2. Leading college efforts toward achieving school goals;
3. Developing a college budge;
4. Managing the fiscal affairs of the college;
5. Leading the process of college administrator selection and overseeing the process
of faculty and staff selection and retention;
6. Coordinating the professional development of college administrators and staff;
7. Evaluating college administrators and staff in consultation with college faculty and
staff;
8. Evaluating School Faculty and Staff;
9. Evaluating overall department/school productivity in instruction, research, and
service responsibilities;

23
 10. Providing recommendations to the provost regarding sabbaticals and other leaves
for faculty and staff;
11. Advising the school provost on school policies and procedures;
12. Providing the recommendations to the provost on policies and procedures,
especially in the academic area;
13. Managing non-faculty college staff members; and
14. Developing, leading, and encouraging fundraising in support of the college’s goals
and the goals of its departments and programs, as well as outreach and public
service efforts.

Curriculum Coordinator
To provide leadership in the ongoing development, assessment and improvement of
the instructional program and staff development for the school district, the responsibilities
are as follows,
1. Leads in the development and maintenance of a positive coordinated educational
program designed to meet the needs of all children;
2. Guides the administration team through the development, implementation, and
evaluation of curriculum and instruction;
3. Assumes responsibility for design and implementation of a local system of assessment
to include data gathering and analysis;
4. Designs and implements feedback from staff, parent, student, and community
members regarding curriculum and instruction;
5. Reports annually to the School President and local school committees the curriculum
and staff development needs of the schools;
6. Assists in keeping the community informed about the curriculum and instructional
programs of the schools and student achievement in the student’s learning results;
7. Leads in the continued development of report cards and honor roll policies;
8. Guides development, implementation, and evaluation of orientation and in-service
training programs for professional personnel;
9. Works in building principles in the improvement of individual staff competencies;
10. Frequently visits and observe classroom instruction and to encourage, guide and
support the faculty in working toward achieving the learning results in the college
program; and
11. Responsible for collecting, assessing, and reporting Highly Qualified Teacher Data.

Admission Officer
To provide a responsive and efficient admissions service to prospective students,
ensuring that all applicants receive comprehensive, impartial and client-centered initial
information and advice.

24
 1. Provide initial information and advice about education and training opportunities at
the College to current or prospective students to inform their course choice;
2. Provide practical advice and assistance with the completion of application forms and
enrolment documentation, as required to meet individual applicants’ needs;
3. Collect additional information regarding applicants’ needs and/or previous
educational history and make timely and appropriate referrals to specialist staff
within the college or to external agencies as necessary to meet these needs;
4. Maintain appropriate records, including details of student enquiries, applications,
interviews and offers, using both manual and electronic systems as appropriate;
5. Arrange interviews where these are required and manage correspondence with
applicants;
6. Assist with events and activities such as open days and other promotional activities to
ensure the provision of information and advice; and
7. Provide information and guidance for students with disabilities and make practical
arrangements to meet specific needs in accordance with College policy and the
requirements of the Disability Discrimination Act.

Guidance Counsellor
The guidance counselor provides guidance and counseling to the students with the
help of data from psychological tests and inputs from teachers, administrators and parents.
He attends to the personal and psycho-emotional needs of the students in relation to their
academic performance and total formation in general.
1. Calls students for guidance and counseling in order to look into the students’
academic and personal needs and concerns through individual counseling or group
counseling and prepares the appropriate documentation for these;
2. Implements the year level Guidance Program and services in coordination with the
class moderators and makes sure that these are aligned with the overall Guidance
Program;
3. Prepares the homeroom guidance modules for the year level regularly based on the
needs and concerns of the students in the year level and updates these modules
when necessary;
4. Meets with class moderators individually or as a year level group as needed;
5. Holds weekly one-on-one consultation sessions with the class moderators of assigned
classes;
6. Substitutes for absent class moderators during the Reflection Period;.
7. Studies requests concerning the re-sectioning of students and makes the appropriate
recommendation;
8. Confers with parents whenever necessary and conducts case conferences whenever
appropriate;
9. Maintains and updates the students’ individual records;

25
 10. Assists the Testing and Research Office in administering group tests and in conducting
test interpretation sessions to students and parents;.
11. Attends year level and program meetings and activities, convocations, general faculty
meetings, masses, faculty retreats, community spiritual hour and serves in committee
work; and
12. Performs any other such duties as may be required by the position in accordance with
the instructions and guidelines of the Associate Principal for Formation

School Registrar
The Registrar shall be responsible for the effective management, confidentiality and
integrity of all school records of students. Responsible for maintaining student records at the
campus level. Process student enrollment, transfers, and withdrawals for the campus.
1. To plan and conduct the registration program each school year;
2. To keep all students records up-to-date, and reconstruct missing records in the school
file on the basis of available official records in the DepEd, if necessary;
3. To issue students records as may be called for within thirty days upon request as
prescribed by law;
4. To determine the authenticity and validity of student school records for enrollment,
transfer or dismissal and enforce the requirements relative thereto;
5. To prepare and submit periodic reports on enrollment, promotion, retention,
graduation or data on students as may be required by the Department of Education
and other agencies;
6. After consultation with the School President, to prepare and submit the records of
candidates for graduation on the prescribed forms;
7. To advise the School President on the proper implementation or application of
policies and rules regarding enrollment, promotion, retention, graduation and
transfer of students;
8. To prepare or take immediate appropriate reply or action regarding correspondence
or application for school records;
9. To counsel all committees, special or standing whose function is to recommend
students for academic honors;
10. To assist the guidance department in the preparation of the list of all students on
scholastic probation. The list shall then be submitted to the School Administrator and
to the School President
11. To keep on file minutes every committee meeting and see that every member gets a
copy of the minutes;
12. To attend professional meetings, seminars, workshops relevant to work, functions,
and responsibilities of the registrar; and
13. To perform such other tasks as may be assigned to him/her by the School President

26
School Librarian
The School Librarian is directly responsible to the School Administrator. The
Responsibilities are as follows:
1. To administer the policies of the faculty relating to the library;
2. To serve as chairman of the library committee;
3. To keep records, to comply statistics and to make reports & recommendations
relative to the library use and needs;
4. To formulate and recommend policies, rules and regulations in order to make the
library of greatest possible use to students and faculty, and when approved to
implement them;
5. To study book collection for the purpose of implementing the educational program of
the School;
6. To prepare the budget for the library with the advice of the Library Committee;
7. To direct the attention of the faculty members to publications in their fields;
8. To select books & periodicals to be ordered for the library;
9. To inform the students and faculty regarding the holding as well as new accessions of
the library;
10. To assist students and faculty members in locating suitable materials and to furnish
general orientation on library use;
11. To compile bibliographies in various areas as requested by faculty members and may
seem generally useful to library patrons;
12. To direct the classification and cataloging of books;
13. To stimulate voluntary and recreational reading;
14. To supervise the keeping of records of periodical and serial publications;
15. To develop and maintain files of pamphlets, pictures and other audio-visual materials;
16. To authorize binding and repair of books and periodicals;
17. To requisition supplies and equipment for the library;
18. To inventory the book collection periodically; and
19. To recommend and implement policies deemed necessary for the preservation of
library holdings.

School Nurse
The health service is under the direction of the School Nurse. He /she is directly
responsible to the School President. The Responsibilities are as follows:
1. To aid in the health education program of the School;
2. To maintain health services of the students;
3. To make requisition for all supplies needed by the health service;
4. To give personal health advice to students;

27
 5. To keep records and have the necessary information concerning injured workers and
students for (a) insurance compensation purposes, and (b) for Phil. Health, SSS and
claims;
6. To see that all students have physical examination, to check each report, and give
notice to the need for correction of any defects;
7. To arrange appointments with the optometrist, dentist or medical specialist if desired;
8. To evaluate student’s illness and to suggest the proper course of action;
9. To exercise due care that absences from classes for which the medical doctor signs or
exemption for any strenuous activities, are the result of bonafide illness;
10. To supervise the operation of the health service department;
11. To render a report periodically to the administration for the health care needs of the
School; and
12. To explore possibilities of extending health care to the surrounding community.

Faculty
Members of the faculty are expected to meet their professional and institutional
commitments at the School on a regular basis throughout the academic year. These
commitments include time spent on teaching, research, student advising, clinical activities
and various kinds of school or outside professional service on committees and in
administrative or advisory roles.
1. Be present at the school from 7:00 A.M. to 4:30 P.M. and be prepared to stay
overtime when faculty meetings are conducted;
2. Attend to the responsibility as a greeter (Morning and Afternoon Duty) and take
charge of the flag ceremony (Morning Activity) as assigned;
3. Attend the Morning Prayer assembly daily at 7:00. A.M and be prompt in meeting the
assigned responsibilities;
4. Attend the flag ceremony;
5. Inform the school before 6:30 A.M if sick and/or if late (an hour or more) for work;
6. Sign in/out in the Teacher’s Attendance logbook every day and clock in and out;
7. Submit lesson plans, Course Syllabus, Exam papers, Report Cards, form 137 and form
138, Item/Test Analysis, Class Performance Graphs, List of Toppers every monthly
test, Achievers every periodical test, Class List, Class Program, Teacher’s Program,
pupils/students Data, Program Documentation, Summary of Students Schedule, SF 1,
SF 2, SF 5 and SF 6 on time as required;
8. Attend the teacher’s weekly meeting;
9. Attend section meetings as scheduled;
10. Attend and participate in all school activities even on Sundays as scheduled and when
required;
11. Attend Parent – Teachers Conference as scheduled;

28
12. Be available to parents after school or when needed and communicate regularly with
the parents regarding student’s progress;
13. Attend the Annual Commencement Exercises;
14. Participate in organizing chapel periods whenever assigned and supervise the
students in the said activity;
15. Participate in submitting newsletter articles once a month and yearbook articles as
assigned;
16. Take active part in the co-curricular and club activities of the school as assigne;d;.
17. Inform the School Administrator in writing if a teacher needs to go outside the
campus during work hours;
18. Follow the grading scale provided by Essential Colleges of the Philippines;
19. Be prepared for a formal teaching evaluation;
20. Active participation in Faculty development program is expected of all teachers;
21. Fill in the necessary school forms (Emergency Absence, Leave Early, Absence Request,
etc.) as required, within the given period of time;
22. Participate in peer evaluation as required;
23. Teachers should always be neat, clean and well presented. They expected to wear
their upper colour code uniforms that have sleeves and appropriate neckline, either
skirt with appropriate length (knee-length), slacks or dress with sleeves, close shoes
for women. Teachers should wear PE attire jogging pants and rubber shoes) on PE
day. Sandals and slippers are not acceptable;
24. Promote a safe and positive atmosphere of learning in the classroom;
25. Promote English as a language for students to speak all the time while in school;
26. Promote positive character development in students by being a role model;
27. Always come prepared to present the lessons according to the objectives indicated in
the curriculum map and the lesson plan. Teachers are encouraged to use various
teaching strategies;.
28. Check student’s homework notebook daily;
29. Update bulletin board as scheduled;
30. Maintain classroom cleanliness and take measures to protect school facilities;
31. Always keep the classroom doors looked especially when classes are not in session;
32. Respect the policy of “No Smoking and Drinking” inside and outside the school
campus and during school functions;
33. Always uphold the Vision, Mission of Essential Colleges of the Philippines and the
spirit of being a member of the Essential School Family;
34. Meet other requirements as called upon the Essential School Administrator or the
Head Teacher;.
35. Display, exemplifies and monitor Essential class norms:

29
Human Resource Management Officer
The Human Resource Management Officer is to lead and manage by providing
professional skills and technical capabilities, specialist subject knowledge (including
employment legislation) integrity in decision making and operational activity that is required
for the effective operations of Human Resource Management at the Institution. The
Responsibilities are as follows:
1. To ensure that the school meets its statutory employment, equality, health and safety
obligations;
2. Liaise as and when appropriate with the School President, School Administrator, and
other statutory and professional bodies
3. To take an advisory and proactive role in the strategic management of staffing at the
Institution to the governing body;
4. To lead and proactively fill vacant posts with high caliber staff jointly with the Head
teacher;
5. To be responsible for maintenance of up-to-date accurate personnel records in
accordance with statutory and audit requirements;
6. To lead and manage the performance management process as it applies to teaching
and support staff;
7. To attend all meetings and to carry out all duties as a full member of the school
leadership team;
8. To prepare effective recruitment materials including job descriptions, person
specifications, advertisements and information packs for candidates which reflect the
school in a positive light;
9. To lead and management the interview process and time table of the interview day
(ensure interview records are kept in line with regulations) –ensuring at all times the
school is reflected in a positive way;.
10. Ensure effective communication with candidates throughout the interview process.
Upon appointment arrange for the appropriate documentation to be completed and
statutory requirements (including safeguarding checks) met;
11. To manage cover for absent staff in line with “Rarely Cover” requirements;
12. To lead and manage good absence management control including return to work
interviews, setting up occupational health interviews work to reduce the impact of
long term absence in line with school policy;
13. Update whole school policies in line with local & national statutory guidance. Ensure
the pay policy, recruitment policies and absence policies are reviewed annually;
14. To promote and recruit all staff to implement whole school policies;
15. Ensure that accurate job descriptions are in place;
16. Provide advice and assistance when conducting staff performance evaluations;
17. Identify training and development opportunities;

30
 18. Process employee requests for outside training while complying with policies and
procedures;
19. Provide basic counseling to staff that has performance related obstacles;
20. Provide advice and assistance in developing human resource plans;
21. Provide staff orientations;
22. Monitor staff performance and daily attendance activities;
23. Investigate and understand causes for staff absences;
24. Recommend solutions to resolve chronic attendance difficulties;
25. Provide advice, recommendations on disciplinary actions;
26. Monitor scheduled absences such as holidays or travel and coordinate actions to
ensure the staff absence has been adequately covered off to ensure continuity of
services;
27. Schedule and organize interviews;
28. Participate in applicant interviews;
29. Conduct reference checks on possible candidates;
30. Prepare, develop and implement procedures and policies on staff recruitment;
31. Attend Council meetings to provide information, when necessary; and
32. Perform other related duties as required.

Finance Officer
Responsible for the financial health of the school. Producing financial reports and
developing strategies based on financial research. Guiding senior executives in making sound
business decisions in the long and short term.
1. Monitor the day-to-day financial operations within the college, such as payroll,
invoicing, and other transactions;
2. Oversee financial department employees, including financial assistants and
accountants;
3. Contract outside services for tax preparation, auditing, banking, investments, and
other financial needs as necessary;
4. Track the company's financial status and performance to identify areas for potential
improvement;
5. Seek out methods for minimizing financial risk to the company;
6. Research and analyze financial reports and market trends;
7. Provide insightful information and expectations to senior executives to aid in long-
term and short-term decision making;
8. Review financial data and prepare monthly and annual reports;
9. Present financial reports to board members, stakeholders, executives, and clients in
formal meetings;

31
 10. Stay up to date with technological advances and accounting software to be used for
financial purposes;
11. Establish and maintain financial policies and procedures for the company; and
12. Understand and adhere to financial regulations and legislation.

Cashier
1. Handles money and makes financial transactions in a school setting;
2. Be responsible for special transactions and money collections, such as for fundraisers,
field trips and book fairs;
3. Efficiently replace cash drawers and to safely transport cash drawers to safe deposit
boxes or other areas for tallying the money collected;
4. Make deposits into the school's accounts and must bring back deposit slips and
records of bank transactions;
5. Receive payment by cash, check, credit cards, vouchers, or automatic debits;
6. Issue receipts, refunds, credits, or change due to customers.

Accounting Clerk
Accounting Clerk responsibilities include keeping financial records updated, preparing
reports and reconciling bank statements. You will also run accounting software programs
(e.g. SAP) to process business transactions, like accounts payable and receivable,
disbursements, expense vouchers and receipts. A successful accounting assistant should be
familiar with all accounting procedures and have a flair for numbers.
1. Provide accounting and clerical support to the accounting department;
2. Type accurately, prepare and maintain accounting documents and records;
3. Prepare bank deposits, general ledger postings and statements;
4. Reconcile accounts in a timely manner;
5. Daily enter key data of financial transactions in database;
6. Provide assistance and support to company personnel;
7. Research, track and restore accounting or documentation problems and
discrepancies;
8. Inform management and compile reports/summaries on activity areas;
9. Function in accordance with established standards, procedures and applicable laws;
and
10. Constantly update job knowledge

Security Officer
Provides personal, equipment, and real property security for faculty, staff, students,
and visitors within an assigned area of the school campus. Provides escort services, and other
basic public assistance services as needed, and performs routine security and public safety

32
patrol duties within assigned area. Remains alert to emergency situations and provides first-
line response, emergency management, and/or referral if required.

1. Patrols assigned area on foot, in assigned motor vehicle, or other specialized vehicle
to ensure personal, building, and equipment security;
2. Examines doors, windows, and gates to ensure security; uses University keys to open
and close buildings; monitors closed buildings for unauthorized persons and/or
suspicious activities;
3. Informs and warns violators of rule infractions, such as loitering, smoking, or carrying
forbidden articles;
4. Provides escort services for visitors, students, staff, and faculty, as necessary;
provides other public assistance, such as lockout services, jump-starts, and routine
information;
5. Watches for and reports irregularities, such as security breaches, facility and safety
hazards, and emergency situations; contacts emergency responders, such as police,
fire, and/or ambulance personnel, as required;
6. Remains alert for the presence of unauthorized persons and/or security code
violators; approaches suspicious persons and/or notifies police as appropriate; may
confront and/or detain violators, as required, until police arrive;
7. Performs periodic checks of emergency call boxes and/or street lights to ensure
proper functioning; reports malfunctions as required;
8. May provide safe and efficient transportation to University employees and/or visitors,
as requested, using an institutional vehicle;
9. Patrols and monitors assigned parking areas and/or parking garages to provide public
security and assistance;
10. Maintains security controls for issued University keys; safeguards and controls issued
University equipment;
11. Prepares routine, standardized reports;
12. May provide specialized security in a retail or other complex operational area,
requiring specific knowledge of the operating environment; and
13. Performs miscellaneous job-related duties as assigned.

Driver
1. Drive school vehicles to transport school officials to specific places and school
activities;
2. Report delays, accidents, or other traffic and transportation situations, using
telephones or mobile cellular phone;
3. Check the condition of a vehicle's tires, brakes, windshield wipers, lights, oil, fuel,
water, and safety equipment to ensure that everything is in working order; and

33
 4. Comply with traffic regulations in order to operate vehicles in a safe and courteous
manner; and
5. Prepare and submit reports that may include the number of passengers or trips,
hours worked, mileage, fuel consumption, and/or fares received.

Utility Worker
1. Perform general clean up of all areas of the building as directed;
2. Manage routine upkeep of exterior areas, green space and parking lot;
3. Complete non-routine cleaning according to specified job orders;
4. Remove garbage and recycling daily and prepare bins for weekly pick-up;
5. Handle emergency cleaning and upkeep requests;
6. Ensure rooms are maintained and fully equipped; and
7. Troubleshoot issues with air conditioning system, lighting and water supply system.

34
 SECTION 4
MARKET VIABILITY

Market Trends
The trend in the college private school line of business is that the key to attracting
students is the educational performance and the passing rate of their students in national
exams. Any higher educational institution (HEI) that has good records will always thrive.

The demand is driven by the fact that most public cum government-owned schools
cannot accommodate every students or potential students in a given geographical location.
In some cases, students with special needs cannot cope in public schools, hence, the need for
private schools.

The economic downturn hasn’t really affected this industry, especially in countries
that believe in the efficacy of education. The areas you would need to spend heavily on are in
ensuring that your school is up to standard, your advertisements, and on insurance policy
cover.

Lastly, it is trendier to find private schools engaging in extra – curricular activities and
as a matter of fact, a private school that thrives in sports can leverage on that to attract
students who are sports inclined.

Target Market
As a standard and private school, Bongabon Essential School, Inc. is going to offer
scholarships, education program like study now pay later which is within the scope of the
education board in the Philippines. Our intention of starting Bongabon Essential School, Inc.
is to help learner with financial ability and with financial constraints that wasn’t able to even
pay their fare going to the nearest college/school in Cabanatuan City that is 30 kilometers
away from Bongabon, and of course to make profits from the education cum private schools
industry.

Our target market cuts across people (students) of different class. We are coming into
the education cum private schools industry with a business concept that will enable us to
work with the students at different learning stages residing in and around Bongabon, Nueva
Ecija.

Competitive Advantage
Indeed the college private schools industry is highly competitive and the entry
barriers are high. As a matter of fact, the college private school industry is an industry in

35
which it is pretty difficult for new entrants to establish themselves. So also, the reputation of
the school is of utmost importance, as private schools that have a good history of getting
students into prestigious colleges and prepared them to be successful in the field of
profession they choose and be topnotchers on National Examination often have the best
reputations, hence, good enrollments.

With this, it is obvious that a new entrant into the college private school industry
cannot offer this. Reputation indeed is imperative to parents’ decisions when shopping for
college private school for their wards. This is so because the quality of education cannot be
assessed until after it is well-complete.

BES is quite aware that to be highly competitive in the education it should be able to
deliver consistent quality service, the students should be able to experience remarkable
difference and improvement and to be able to meet the expectations of both students and
parents alike.

BES might be the first and new entrant into the education cum college private schools
industry in Bongabon- Nueva Ecija, but the management staff and owners of the private
school are considered gurus. They are people who are core professionals, licensed and highly
qualified educationist/teachers at various levels of learning local, national and international.
These are part of what will count as a competitive advantage for us.

Lastly, our employees (teaching and non – teaching staff members) will be well-taken
care of, and their welfare package will be among the best within our category (start-ups
private school in Nueva Ecija) in the industry meaning that they will be more than willing to
build the business with us and help deliver our set goals and achieve all our business aims
and objectives.

Sales and Marketing Strategy

We are mindful of the fact that there is stiffer competition amongst college private
schools in Nueva Ecija; hence, we have been able to partner some of the best marketing
experts to handle our sales and marketing concerns.
Bongabon Essential School, Inc. is set to make use of the following marketing and sales
strategies to attract clients:

 Introduce Bongabon Essential School, Inc. by sending introductory letters alongside

our brochure to schools, parents / household and key stake holders in Bongabon –
Nueva Ecija;
 Print out fliers and business cards and strategically drop them in schools, libraries and
even student organizations;

36
 Creating a website, allows parents to be able to look you up, and also allows you to
post general study tips, giving you an added advantage;
 Use friends and family to spread word about Bongabon Essential School, Inc.,
 Introduce Bongabon Essential School, Inc. to learning specialists, school coaches,
school administrators, teachers, guidance counselors especially as they are with
students everyday;
 Post information about Bongabon Essential School, Inc. on bulletin boards in places
like schools, libraries, and local coffee shops;
 Placing a small or classified advertisement in the newspaper, or local publication
about Bongabon Essential School, Inc.;
 Using tutorial referral networks such as agencies that will help match students with
Bongabon Essential School, Inc. ;
 Joining relevant association or body that will enable you network and meet others in
same industry;
 Advertising online by using an advertising platform such Facebook, twitter, intagram,
that will allow us place text advertisements alongside on websites with related
contents, and along results from search engines;
 Advertise Bongabon Essential School, Inc. in relevant educational magazines,
newspapers, and radio station;
 Attend relevant educational expos, seminars, and business fairs, et al.;
 Engage direct marketing approach; and
 Encourage word of mouth marketing from loyal and satisfied clients.

37
 SECTION 5
LOCATION OF THE SCHOOL

The Bongabon Essential School, is situated near the public market of Bongabon and is just
5000 meters from the municipal hall and park. There are no gambling and other bad
influences around the vicinity of the school. About 200 meters is the terminal of vehicles that
transport people to different barangays of the town and around the town itself making the
school site very accessible to all learners coming from different communities. The school is
surrounded by trees that give fresh air which produces coolness and healthy air to all the
learners and teachers in the school.

Figure 5. Location of Bongabon Essential School

38
 SECTION 6
FINDINGS AND RECOMMENDATIONS

The findings of this feasibility study show that this initiative will be highly beneficial to
Bongabon Essential School, Inc. and has a high probability of success. Key findings are as
follows:

Management:
 BESI has a competent personnel (from administrators to teaching and non –
teaching staff members);
 It builds effective and responsive interpersonal good relationships;
 Helps employees grow and develop their skills and capabilities through career
and personal development; and
 Knows how to create an environment in which employees experience positive
morale and recognition that motivates them to work hard for the success of
BESI;

Marketing:
 BESI can expand customer base beyond geographic areas where its campus is
currently located;
 The marketplace for promoting the curricular program is in a steady state of
growth; and
 BESI is able to differentiate itself from its competitors and will utilize incentive
programs to target prospective new enrollees.

Organizational:
 Minimal increases to staffing are required with no changes to organizational
structure; and
 New facilities or capital investments are required.

Financial:
 Break-even point occurs during the 5th year of operation;
 Five year projections show student enrolment accounting for 25% of total
income generated; and
 BESI will be in position to capture greater market share by maintaining an
aggressive information and education campaign about the socio-economic
benefits and impacts of early childhood education

39
Recommendations

Based on the information presented in this feasibility study, it is recommended that

Bongabon Essential School, Inc. pursue the offering of a course program initiative and begins
project initiation of Bachelor of Early Childhood Education.
 The vision, mission, goals, and objectives of Bongabon Essential School, Inc.
may be reviewed and modified from time to time to come up with the
changing demands and needs of the present time;
 The strong and weak points along areas of evaluation should be strengthened
and sustained;
 Efforts may be done to improve the weak points of BESI;
 Quality not quantity along the areas of evaluation should be one of the
concerns of the BESI;
 Faculty Development Program should be developed and be implemented
particularly on BECEd instructors; and
 Offer this course by SY 2019-2020 to address and/or meet the greater
demand for instructors for early childhood care and development in the
future.

40