Quality Manual

TABLE OF CONTENT

1. Introduction………………………………………………………………………………….. 2
1.1 General Statement…………………………………………………………………. 2
1.2 Scope and Content………………………………………………………………… 2
1.3Maintenance and Distribution….………………………………………………….. 2
1.4 System of Amendment and Revision……………………………………………. 2
2. Terms and Definitions……………………………………………………………………… 3
3. General Information about PNU…………………………………………………………… 4
3.1 University Background…………………………………………………………….. 4
3.2 Vision………………………………………………………………………………… 5
3.3 Mission………………………………………………………………………………. 5
3.4 Quality Policy……………………………………………………………………...... 5
4. PNU Organizational Structure and Responsibilities of Relevant Domains.................. 6
4.1 PNU Organizational Structure…………………………………………………..... 6
Office of the University President……………………………………………………... 6
Functions of Offices in the Office of the University President……………………… 7
University and Board Secretary…………………………………………………........ 7
Presidential Management Staff……………………………………………………….. 8
Internal Audit Office……………………………………………………………............. 8
Office of the Vice President for Academics………………………………………...... 9
University Curriculum Management and Instructional Materials Office…………... 12
University Gender and Development Office….……………………………………… 12
The College……………………………………………………………………………… 12
College of Teacher Development…………………...………………………………… 12
College of Graduate Studies and Teacher Education Research…………………… 13
College of Flexible Learning and e-PNU……………………………………………… 13
The Faculty………………………………………………………………………………. 13
Faculty of Graduate Teacher Education ……………………………………………… 13
Faculty of Arts and Languages………………………………………………………… 14
Faculty of Science, Technology and Mathematics. ……………………………........ 14
Faculty of Behavioral and Social Sciences……………………………...................... 14
Faculty of Education Sciences…………………………………………………………. 14
The Institute………………………………………………………………………………. 14
Institute of Physical Education, Health, Recreation, Dance and Sports…………... 14
Institute of Teaching and Learning…………………………………………………….. 15
Institute of Knowledge Management………………………………………………….. 15
University Library……………………………………………………………….............. 15
The School……………………………………………………………………………….. 15
School of Information and Knowledge Management………………………………... 16
The Center……………………………………………………………………………….. 16
The Office………………………………………………………………………………… 16
Office of the Student Affairs and Student Services………………………………….. 16
 Office of the University Registrar………………………………………………………. 16
Office of Admissions…………………………………………………………………….. 16
Office of the Vice President for Finance and Administration……….……………….. 17
Human Resource Management and Development Services.………………………. 19
Financial Management Services……………………………………………………….. 21
Budget and Resource Planning Unit…………………………………………………... 21
Accounting Unit………………………………………………………………………….. 21
Collection and Disbursement Unit……………………………………………………... 21
Staffing and Functions………………………………………………………………….. 21
Management Support…………………………………………………………………… 22
Monitoring and Financial Reporting…………………………………………………… 22
Loss Mitigation…………………………………………………………………………… 22
Head of Accounting Services Unit……………………………………………………... 22
Head of Budget and Resource Planning Unit………………………………………… 22
University Cashier……………………………………………………………………….. 23
Administrative Services…………………………………………………………………. 23
Supply and Property Unit……………………………………………………………….. 23
University Health Services Unit………………………………………………………… 23
Security Services and Safety Management Unit……………………………………... 23
Bids and Awards Unit…………………………………………………………………… 24
Press and Printing Unit…………………………………………………………………. 24
Auxiliary Services………………………………………………………………………... 24
Staffing and Functions…………………………………………………………………... 24
Facilities Management and Sustainability Services………………………………….. 25
Legal Affairs and Intellectual Property Office…………………………………………. 25
Management Information Systems Office…………………………………………….. 26
University Archives and Records Management Unit………………………………… 26
Office of the Vice President for Research, Planning and Quality Assurance……... 28
Functions of OVPRPQA………………………………………………………………… 28
Research Center for Teacher Quality………………………………………… 29
Educational Policy Research and Development Center……………………. 30
Center for Planning and Quality Assurance…………………………………. 31
PNU Ethics Committee…………………………………………………………………. 31
Functions of Ethics Committee ………………………………………………………... 32
Composition and Terms of References……………………………………………….. 32
Office of the Vice President for University Relations and Advancement………….. 34
Functions of OVPURA……………………………………….………………………….. 34
Campus Development Office………………………………………………….. 36
Promotion and Business Development Office……………………………….. 36
Linkages and International Office……………………………………………... 37
Community Partnership and Extension Office ………………………………. 37
Alumni Relations and Services Office………………………………………… 37
University Events Management and Public Relations Office………………. 37
4.2 PNU QMS Organizational Structure……………………………………………… 38
5. Quality Management System…………………………………………………………......... 38
 5.1Scope……………………………………………………………………………… 38
5.1.1 PNU Business Process Map……………………………………………. 39
5.1.2 ISO 9001:2015 Requirements that is NOT applicable to PNU……… 40
5.2 Key Processes………………………………………………………………………. 40
5.2.1 Planning………………………………………………………………….... 40
5.2.1.1 University Planning……………………………………………. 40
PDCA Model……………………………………………………………………………… 41
Plan – Performance Planning and Commitment……………………………………... 41
Do – Performance Monitoring and Coaching…………………………………………. 41
Check – Performance Review and Evaluation……………………………………….. 42
Act – Performance Rewarding and Development Planning………………………… 42
5.2.1.2 Quality Management Systems Planning……………………. 42
5.2.1.3 Academic Planning…………………………………………… 43
5.2.1.4 Manpower Planning………………………………..……….... 43
Faculty Development Plan……………………………………………………………… 43
Customized Master's Degree Program at PNU……………………………………… 44
Customized Doctorate Degree Programs at PNU…………………………………… 44
Customized Doctorate Degree Program in Partnership with a Local University….. 44
Customized/Non-Customized Doctorate Degree Program in Partnership with a
Foreign University……………………………………………………………………….. 44
Certificate in Teaching Program (CTP) Online at PNU……………………………… 44
One-Year Thesis Scholarship Grant (TSG)…………………………………………... 44
Dissertation Scholarship Grant (DSG)………………………………………………… 44
Specialized Training/Short-term Course in Priority Areas…………………………... 44
Regular Doctorate Program in a Priority Area in a Local University……………….. 44
One-Year Tuition Support for a Ph.D. Degree in a Foreign University…………….. 45
Regular Master's Degree Program in a Local University in a Priority Area……….. 45
Ph.D. by Research………………………………………………………………………. 45
Staff Development Plan…………………………………………………………………. 45
5.2.2. Core Processes………………………………………………………….. 46
5.2.2.1 Academic Processes………………………………………….. 46
Admission……………………………………………………………….. 47
Enrollment………………………………………………………………. 47
Curriculum Implementation/Instruction………………………………. 47
Performance Evaluation of Students………………………………… 47
For Undergraduate Students………………………………………….. 48
For Graduate Students………………………………………………… 48
Graduation………………………………………………………………. 48
5.2.2.2 Processes on Creation and Utilization of Researches……. 49
Research Creation and Production………………………….. 49
Research Utilization/Extension………………………………. 49
5.2.2.3 Student Support Services…………………………………….. 49
5.2.3 Support Processes……………………………………………………….. 51
5.2.3.1 Financial Management……………………………………….. 51
5.2.3.2 Human Resources ……………………………………………. 51
 5.2.3.3 Infrastructure Management and Security ………………….. 51
5.2.3.4 Materials Management ………………………………………. 51
5.2.3.5 Information Technology………………………………………. 52
5.2.3.6 Auxiliary Services……………………………………………… 52
5.2.3.7 Linkages………………………………………………………... 52
5.2.4 Review and Improvement Processes………………………………...... 53
5.2.4.1 Management Review………………………………………..... 53
5.2.4.2 Continual Improvement……………………………………….. 53
5.2.4.3 Corrective and Preventive Actions………………………...... 53
5.2.5 External Services………………………………………………………… 54
6. Annexes………………………………………………………………………………………. 55
1. List of internally and externally-generated references/documents
2. The Organizational Context
2.1 Analysis of Strengths, Weaknesses, Opportunities and Threats
(SWOT)
2.2 Action plans to address identified risks/threats
3. List of relevant interested parties, their descriptions and issues/requirements,
and actions plans to address their issues
3.1 List and descriptions and issues/requirements
3.2 Actions to address the issues
4. Types and extent of control of external providers
5. 2017 Quality Objectives and Plans-Office Performance Commitment and
Reviews (QOPs-OPCRs)
PHILIPPINE NORMAL UNIVERSITY
The National Center for Teacher Education

QUALITY MANUAL

Version 3

December 2016
1. Introduction

1.1 General Statement

In order to ensure the delivery of the Strategic Development Plan, meet customer
satisfaction and comply with statutory and regulatory requirements and local and
international standards, this Quality Manual (QM) presents the general requirements for
the Philippine Normal University (PNU) and its supporting procedures, where necessary,
to achieve competence towards a management system for quality, administrative and
technical operations.

The Manual considers the application of a system of processes throughout the University,
as well as the identification, interaction and management of these processes. The Quality
Management System (QMS) presented herein applies to the products and services
provided by PNU encompassing all its units and sub-units. All members of the PNU
community are responsible for ensuring the quality of their work and that they operate in
conformity with the requirements of this QMS.

1.2 Scope and Content

This Manual is PNU’s official document that describes the scope and processes of the
University’s QMS. This QM aims to provide the University’s administration and staff
(teaching and non-teaching) with a source that defines PNU’s policies and procedures to
ensure the delivery of quality products and services, continual improvement of the
University’s QMS and compliance with statutory and regulatory requirements and local
and international standards.

The procedures and guidelines contained in this QM are applicable to all customers of
PNU including its suppliers and contractors. Applicable forms that promote recording of
evidences for compliance to local and international standards are also included in this QM.

1.3 Maintenance and Distribution

This QM shall be maintained by the Director of Center for Planning and Quality Assurance
(CPQA) and shall be available to all PNU employees and other interested parties who may
need it. CPQA shall provide this QM to them as and when it is requested.

1.4 System of Amendment and Revision

This QM shall be reviewed by the PNU ISO Technical Working Group (TWG) and
Administrative Council (AC) and revised as and when necessary. The ISO-TWG may
approve minor changes and updates to the University’s QMS. Minor changes may include
those corrections where the real sense of the sentence is not changed, like spelling and
punctuation errors, or changes in document referencing. However, major changes have
to be approved by AC. After AC’s review, this QM shall be updated (if necessary) by
incorporating all the approved modifications to be carried out. All changes shall be logged,
the revision date shall be updated and this QM shall be re-approved and released as a
new issued Manual in its entirety. These procedures are covered in the University’s QMS
Guidelines on Control of Documented Information.
2. Terms and Definitions

Core Processes Planning. This term refers to the formulation of a systematic plan involving
related and interdependent activities that transform an input to an output with added value to
a customer of PNU. The core processes entail the transformation of people, money, materials
and information that is the value-added work of the University.

Documented Information. This term refers to all documents and records an organization
keeps in the course of carrying out its business as explained by ISO 9001: 2015 Quality
Management System (QMS) Standard.

Domain. This term refers to an office at the University over which an official has control.

Evaluation. This term refers to a systematic determination of a subject's merit, worth and
significance, using criteria governed by a set of standards.

External Processes Planning. This term refers to the creation of a plan involving the inputs
that the University receives from external providers or stakeholders and the outputs it sends
to external interested parties.

Guidelines. This term refers to the recommended practices or series of rules, explanations
or orders issued by a concerned University official.

Interested Party. This term refers to an entity who has a recognizable stake in the outcome
of an issue or a transaction involving the University.

Individual Performance Commitment and Review (IPCR). This term refers to the
performance, commitments and targets of individual employees in all units of the University.

ISO 9001:2015. This term refers to the latest ISO 9001 Standard on Quality Management
System (QMS) being promoted by the Geneva, Switzerland-based International Organization
for Standardization. The ISO 9001: 2015 QMS Standard, released on September 23, 2015,
advocates the process approach beyond the existing requirements of the globally-recognized
ISO 9001: 2008 QMS Standard.

Management Review. This term refers to the University’s top level meeting designed to
ensure that all quality-related functions are reviewed so that all levels of management are
made aware of the changes, updates, revisions, verification activities and policies.

Monitoring. This term refers to the act of supervising the activities in progress to ensure that
they are on-course and on-schedule in meeting the objectives and performance targets.

Non-conformity. This term refers to a significant deviation from work standards, practices,
procedures, regulations, QMS performance, to name a few, either in number of occurrences
or in seriousness. This may also refer to individual observations that are not addressed within
a given timescale. It may be noted that a significant number of single observations can lead
to a formal non-conformity.

Office Performance Commitment and Review (OPCR). This term refers to the performance,
commitments and targets of all offices/units of the University.
 PDCA. This term refers to the Plan-Do-Check-Act Cycle which is a repetitive four-stage
model for continuous improvement of a business process management.

Planning Process. This term refers to the basic management function involving the
formulation of one or more detailed plans aimed at achieving the optimum balance of needs
with the available resources. The planning process identifies the goals or objectives to be
achieved; formulates the strategies how to achieve them; arranges for the required means;
and implements, directs, and monitors all steps in a proper sequence.

Procedure Manual. This term refers to the controlled document containing the procedures
and instructions in the conduct of the University’s business processes.

Process Owner. This term refers to the person who has the ultimate responsibility for the
management of processes within the office/unit of the University.

Quality Manual. This term refers to the controlled document containing the University’s Quality
Management System (QMS) and its related documents.

Review Process Planning. This term refers to the formulation of a plan involving the
evaluations of the University’s current practices which are being done via thorough analyses
of its human resources, processes and technology. The review helps to determine the areas
where an organization shall perform well in order to be successful, existing or potential
problems with a particular area and the potential solutions.

Support Process Planning. This term refers to the crafting of a plan involving activities or
functions that support the day-to-day operations of the University, such as accounting, budget,
maintenance, supplies, among others. The plan covers the processes that support the
management processes.

Unit. This term refers to an office at the University with specific functions. This also means a
department that is part of a bigger domain at the University.

Work Instruction. This term refers to the controlled document that outlines how to perform a
task.

3. General Information about PNU

3.1 University Background

The Philippine Normal University (PNU) is a state university that was established by the
Americans in 1901. It was declared by the Philippine government as The National Center for
Teacher Education pursuant to Republic Act No. 9647.

The main campus, located at Ayala Boulevard corner Taft Avenue in Manila, is the flagship
and oldest campus of the University. It has four other hubs, namely, PNU North Luzon (Hub
for Indigenous Education) that is based in Alicia, Isabela; PNU South Luzon (Hub for
Technology and Livelihood Education) that is situated in Lopez, Quezon; PNU Visayas (Hub
for Environment and Green Technology Education) in Cadiz City, Negros Occidental, and
PNU Mindanao (Hub for Multicultural Education) in Prosperidad, Agusan del Sur. The highest
official that manages the main campus is the University President who is being assisted by
four (4) Vice Presidents (VP for Academics; Finance and Administration; Research, Planning
and Quality Assurance; and University Relations and Advancement). On the other hand, each
hub is being managed by its own Director.

The University’s program offerings are being managed by three (3) Colleges (College of
Flexible Learning and e-PNU, College of Graduate Studies and Teacher Education Research,
and College of Teacher Development) and three (3) Institutes (Institute of Knowledge
Management, Institute of Physical Education, Health, Recreation, Dance and Sports, and
Institute of Teaching and Learning). Said programs are categorized as Outcomes-Based
Teacher Education Curricula, Undergraduate Certificates, and Graduate Programs, with
various fields of specialization.

3.2 Vision

PNU shall become an internationally-recognized and nationally-responsive teacher education

university. As the established producer of knowledge workers in the field of education, it shall
be the primary source of high-quality teachers and education managers that can directly
inspire and shape the quality of Filipino students and graduates in the country and the world.

3.3 Mission

PNU is dedicated to nurturing innovative teachers, educators, and education leaders.

3.4 Quality Policy

As the National Center for Teacher Education, the Philippine Normal University commits to
provide leadership in teacher education and nurture innovative teachers and education
leaders imbued with values of truth, excellence, and service. We commit to the continual
growth of the University through compliance with international Quality Standards and statutory
and regulatory requirements. We shall achieve this through our core functions of instruction,
research, extension, and production.
4. The PNU Organizational Structure and Responsibilities of Relevant Domains

4.1 PNU Organizational Structure

Office of the University President

The Office of the University President (OUP) is being supported by a group of offices that does
staff and technical work and specific duties to help the University President perform his/her
functions. The over-all coordination of the University’s operation is done through layers of
decision-making mechanism that the University President presides over.
Functions of Offices in the Office of the University President

1. Attends meetings and assemblies with or on behalf of the University

President;
2. Keeps records of meetings and assemblies and other pertinent
documents;
3. Keeps database of all pertinent documents of the University which
University and includes proceedings of all University functions and meetings;
Board Secretary 4. Ensures the correct flow of University communications and
documents;
5. Releases information and news to the community based on the
recommendations of the University President;
6. Sits in other committees as requested by the University President;
7. Ensures that there is complete staff work in preparation for
management meetings (e.g. BOR, Administrative, Academic, etc.).
 1. Prepares proposals for business, linkages, and others as requested
by the University President;
2. Oversees on-going projects as requested by the University President;
3. Ensures the proper day-to-day operation of the Office of the University
President;
Presidential 4. Manages the flow of communication and documents going in and out
Management of the Office of the University President;
Staff 5. Manages the functions of all personnel in the Office of the University
President;
6. Ensures that there is complete staff work in preparation for the
University President’s meetings (e.g. management committee,
executive committee, etc.);
7. Performs other roles as requested by the University President.

1. Serves as the University’s ombudsman;

2. Assesses all projects and transactions of the University and ensures
transparency;
3. Ensures that there is a balance between the input of resources of the
Internal Audit University and the output or results of all projects and undertakings of
Office the University;
4. Works closely with the Legal Office to ensure compliance with legal
demands;
5. Submits audit report to the University President and/or directly to the
Board of Regents.
Office of the Vice President for Academics

The Office of the Vice President for Academics (OVPA) is primarily responsible for ensuring
academic excellence. It oversees the knowledge transfer and knowledge application and
dissemination functions of the University.

Instruction (Knowledge Transfer). This function refers to the philosophical framework, content,
pedagogy, delivery, materials, and evaluation of instruction to be relevant and responsive to the
educational needs of the community of learners. As The National Center for Teacher Education,
PNU shall:

 Provide the highest quality of pre-service and in-service instruction that is responsive to
national thrusts;
 Offer innovative and strategic undergraduate and graduate teacher education courses;
 Provide programs that promote cutting edge student learning experience in a globally-
competitive environment;
 Provide relevant alternative modes of delivery system; and,
 Provide continuing professional education for specific academic fields and special
purposes.

Product Development (Knowledge Application and Dissemination). It refers to the

production, publication, and marketing of quality and innovative print and non-print educational
materials based on knowledge generated from research, practices, and trends in education that
can be made readily available and useful to improve practices, opportunities, and conditions in
the educational system.

 Ensure that knowledge and its application is disseminated and shared through various
forms for full utilization of such knowledge;
 Establish a market-competitive university publishing house that produces quality and
scholarly educational materials for learning and training; and,
 Produce and market creative ICT educational tools, kits, and equipment as alternative
learning materials for enhanced delivery of instruction, training and research.
In the conduct of its functions to achieve academic excellence, OVPA is guided by the framework
as shown in the diagram:

Academic excellence in the University is characterized by the following components:

 Distinctive competence in teacher education: All programs in the University are

centered on rigorous teacher preparation and relevant continuing development of
teachers, teacher education researchers, and education leaders. PNU maintains that
Excellence is parallel to rigor and relevance.

 Innovative and productive graduate research: The PNU graduate studies program
is the University’s research factory where both graduate students and faculty across
disciplines are engaged in innovative collaborative and cross disciplinary researches.
Excellence means research-orientedness.

 Flexible learning: PNU is developing its “virtual campus” through flexible learning
modalities that cater to the education needs of PNU’s stakeholders and the public.
Excellence means innovation.
 Emerging/Special disciplines: PNU takes the lead in exploring new and non-
traditional areas that others may not be confident to tread. Excellence means cutting-
edge.

 Curriculum governance: PNU integrates quality assurance systems in every facet of

curriculum and instruction. This ensures that indicators of quality standards are
observed at every level. Excellence means quality is evidence-based.

 Student Services: The learners are the essence of any university’s existence.
Student satisfaction in all facets of their campus life is an indispensable component of
academic excellence. Excellence means student fulfillment.
The diagram illustrates the new structure of OVPA. The Office has been re-structured to organize
PNU’s resources to ensure the delivery of four key results namely:

1. Excellence in teacher development;

2. Graduate research productivity;
3. Availability of flexible learning through continuing education and PNU’s “virtual campus”;
4. Excellence in student service management.

OVPA houses the following two offices:

University Curriculum Management and Instructional Materials Office

The University Curriculum Management and Instructional Materials Office (UCMIMO) is the unit
primarily responsible for monitoring compliance with the University’s curriculum quality assurance
and governance system approved by the Academic Council.

University Gender and Development Office

The University Gender and Development Office (UGDO) is the unit primarily responsible for the
management of the University’s gender and development program and compliance with gender
related laws and University’s gender promotion and protection policy. It also serves as the
University’s gender mainstreaming ombudsman.

OVPA is subdivided and organized into different levels of units performing the core functions of
the University. These are:

The College

A College is a constituent structure of the University consisting of a community of scholars across

disciplines engaged in advancing knowledge in teacher education through cutting edge
curriculum and instruction, research, and innovative product development. It grants
undergraduate and graduate degrees and offers diploma and certificate programs in
teacher education and related fields. A College is headed by a Dean and assisted by a Deputy
Dean. There are three (3) Colleges in the new structure. Coordination among the College Deans
is a key principle in managing the Colleges which operate drawing from the common pool of
faculty. The Colleges are:

College of Teacher Development

The College of Teacher Development (CTD) is the undergraduate degree-granting unit of the
University that manages PNU’s undergraduate teacher education programs. It houses the faculty
of various disciplines that service the College. It is an Instruction-oriented College, which is
primarily responsible for ensuring that undergraduate students get the best teacher preparation
and development training. Faculty members of the College are expected to provide quality
instruction and conduct researches in aid of instruction.

CTD is headed by a Dean who reports directly to VPA. He/she directs the instruction, research,
extension, and production functions of the College. He/she coordinates with the two other
Colleges in managing the faculty members who provide services as adjunct faculty.
College of Graduate Studies and Teacher Education Research

The College of Graduate Studies and Teacher Education Research (CGSTER) manages the
University’s graduate programs and grants higher degrees at master’s and doctorate levels by
course work or research. Due to the high demand for research culture in the University, the
College is primarily a Research College and the faculty members are primarily research faculty
and research coaches of graduate students. The graduate faculty and students are primarily
“research workers” whose performance is being measured by their research productivity. The
instruction function of the graduate faculty is to prepare students to do researches. Headed by a
Dean, the College is under OVPA on curricular matters and OVPRPQA on its research function.

All graduate programs shall be managed by CGSTER in coordination with CTD’s Associate
Deans and Institute Directors.

College of Flexible Learning and e-PNU

The College of Flexible Learning and e-PNU (CFLeX) is a degree and non-degree granting
College that manages the University’s online undergraduate and graduate degree programs and
continuing education programs. Its main responsibility is to develop and manage the University’s
“virtual campus” and traditional face-to-face customized programs for the public. It is the
University’s focal unit in managing and coordinating the University’s training, review, online
certificate in teaching, in-service, and all non-degree programs. The College coordinates very
closely with CTD faculty in developing the University’s online and customized programs.

The Faculty

The Faculty is a community of scholars grouped around major clusters of academic disciplines
housed in a College. Faculty units manage the various general education, specialization, and
professional course offerings contributing to the granting of undergraduate and graduate degrees
in teacher education. A Faculty is headed by an Associate Dean who reports directly to his/her
respective College Dean.

Initially, the faculty members are pooled together so that all the three Colleges may access the
members’ expertise. The current roster of faculty members are housed in CTD and, depending
on the needs and requirements of the two other Colleges, may be invited to join CGSTER and
CFleX. The two Colleges are expected to eventually develop their own pool of faculty. The College
Deans are expected to coordinate and support each other for delivery of desired performance
level. In cases of problems with faculty loading, the matter shall be coordinated at the level of
VPA. The guidelines shall be drafted for more details.

There are five (5) faculty units within the domain of OVPA. Four of the faculty units are constituent
units of CTD while one (1) is housed within CGSTER.

Faculty of Graduate Teacher Education

The Graduate Teacher Education Faculty (GTEF) is a multidisciplinary pool of research faculty
in CGSTER pursuing teacher education research. The faculty is organized to mobilize both
students and faculty members to seek answers to big questions puzzling the teacher education.
It is headed by an Associate Dean who manages the different graduate degree programs. The
Associate Dean reports directly to CGSTER Dean.
Faculty of Arts and Languages

The Faculty of Arts and Languages (FAL) is a community of academics focusing on the
advancement of the field of arts and languages and multilingual education. Members focus their
researches on questions relevant to teaching and learning of the arts and languages including
literature and linguistics. They provide quality instruction in developing competent arts and
language teachers.

Faculty of Science, Technology, and Mathematics

The Faculty of Science, Technology, and Mathematics (FSTeM) is an academic group seeking
new and innovative ways of advancing and delivering science and mathematics content and
pedagogy courses in a rapidly changing and increasingly complex society. It comprises of experts
in the different fields –science, mathematics, and allied disciplines – who overcome disciplinary
barriers to explore new areas in these fields and cultivate integrated areas such as science,
technology, environment, mathematics, and society (STEMS).

Faculty of Behavioral and Social Sciences

The Faculty of Behavioral and Social Sciences (FBeSS) is a community of scholars in the
behavioral and social sciences engaged in exploring, shaping, and transforming people and
society through the tools of research, teaching, and service. The members focus on their
researches and instructions integrating depth and breadth of knowledge in the disciplines and
pedagogy to develop educators and learners who shall facilitate the understanding and
improvement of the human condition.

Faculty of Education Sciences

The Faculty of Education Sciences (FES) is an academic group seeking questions to help people
advance their understanding of human cognition and behavior and assist people to cope, adapt
and learn at their best. Members are facilitators in the preparation and development of students
in educational practice and policy.

The Institute

An Institute is a unit in the University created for a specified purpose. Institutes are both degree
granting and service units. Institutes may grant degrees in education-allied programs such
as, but not limited to, library science. The academic offerings contributing to teacher development
both in the undergraduate and graduate levels shall have to be accredited by either CTD or
CGSTER. The Institutes manage their own undergraduate and graduate academic and research
programs provided these have been accredited by CTD and CGSTER. A Director heads an
Institute who reports directly to VPA and coordinates with CGSTER Dean on matters pertaining
to the graduate programs.

Institute of Physical Education, Health, Recreation, Dance, and Sports

The Institute of Physical Education, Health, Recreation, Dance, and Sports (IPEHRDS) manages
the Sports and Physical Education specialization courses for students to earn the Teacher
Education degree with a specialization in PE. It also supervises the development and promotion
of culture and sports in the University and trains the performing groups.
Institute of Teaching and Learning

The Institute of Teaching and Learning (ITL) manages the University’s pre-K to 12 Laboratory
School which serves as a venue for research to advance the understanding of the teaching and
learning process and innovative education models. It serves as a training unit equipping non-
education professionals and members of the faculty to acquire competence in both pedagogy and
andragogy. It oversees the University’s internship programs and field study courses.

Institute of Knowledge Management

Knowledge Management is the collection of processes that govern the creation, dissemination,
and utilization of knowledge1. Thus, the Institute of Knowledge Management (IKM) is concerned
with the entire process of discovery and creation of knowledge, dissemination of knowledge, and
the utilization of knowledge. It is also concerned with the continuous renewal of the organizational
knowledge base, e.g. creation of supportive organizational structures, facilitation of organizational
members, putting IT-instruments with emphasis on teamwork and dissemination of knowledge
into place. (1An Open Discussion of Knowledge Management, Brian (Bo) Newman, 1991.)

It directly supervises the (1) School of Information and Knowledge Management and (2) the
University Library. It also oversees some functions of the (1) Management Information Service
Office and (2) University Archives and Records Management Unit in so far as developing both
the theory and practice of Knowledge Management in the University.

University Library

A University Library is part of a University setup (Kumar, 1996). Therefore, it exists to serve the
objectives of its parent organization. Aside from being the central repository of knowledge, it also
takes charge of books and information collection, collation, storage, inter-library networking,
referral and advocacy. It should make this collection available to the students and faculty to meet
their knowledge and information needs. The University Library programs must support or facilitate
the University’s overall program. Thus, a University Library should aim to advance the functions
of the University and reflect the character of the University.

Likewise, UL provides the following services:

 Learning support;
 IT support planning;
 Research Support.

UL is headed by a Chief Librarian who reports directly to the Institute Director.

The School

The School is a unit within an Institute which offers education-allied undergraduate and graduate
degree programs. A School is being managed by a Head directly reporting to the Institute
Director.
School of Information and Knowledge Management

The School of Information and Knowledge Management is the degree-granting unit of the Institute
of Knowledge Management. It manages and supervises academic programs such as Library and
Information Science and Information Technology. Its goal is to develop professionals who can
effectively collect, disseminate and share knowledge and information using both traditional and
new technologies. The programs of the school contributing to teacher development shall have to
be accredited by CTD. The School is being managed by a Head who reports directly to the
Institute Director.

The Center

The Center is a non-degree granting unit in the University that has research and service functions.
There are University and Faculty-level centers. Each Faculty Unit has an attached Center which
serves as its “laboratory” to apply the knowledge generated in resolving strategic issues. The
University-level Center is headed by a Director while the Faculty-level Center is managed by a
Center Head.

The Office

The Office is a service and non-academic unit in the University created primarily to perform
identified service functions. There are University-level Offices each headed by a Director.

Office of Student Affairs and Student Services

The Office of Student Affairs and Student Services (OSASS) is primarily responsible for providing
a diverse menu of student services supplementing and complementing the formal curricular
program. It also functions as a focal point for both student discipline and promotion of student
protection and welfare.

Office of the University Registrar

The Office of the University Registrar (OUR) is the University’s focal office tasked to ensure that
the University’s academic policies are implemented. OUR is responsible for preserving the
academic integrity, safeguarding the security of academic records and effectively provides
accessible academic services to the faculty, students, alumni, and management. It serves the
faculty and students through scheduling, registration, record-keeping and reporting as well as
assisting the deans and other administrative offices in providing their own services. It further
supports the administration in the academic policy formulation being the principal office to provide
the necessary reports and analysis required for this task.

Office of Admissions

The Office of Admissions (OA) oversees both graduate and undergraduate admission to the
University. It is tasked to ensure that the admission requirements and qualifications are adhered
to. It is also responsible for ensuring that the University’s student population is national in
character and comes from diverse background exhibiting readiness and aptitude for the rigors of
a PNU education.
Office of the Vice President for Finance and Administration

The Office of the Vice President for Finance and Administration (OVPFA) is primarily responsible
for ensuring that the University provides excellent knowledge support management system. It
involves governance of the University and management of systems, standards, processes,
practices, and procedures designed to create and sustain an environment that promotes
innovation in knowledge creation, transfer, sharing, application and exchange. PNU, through this
office, shall perform the following:

 Promote an institutional culture and shared management philosophy;

 Develop a program for recruitment, development and retention of competent,
committed, and excellent human resources;
 Provide administrative support services that are of high quality, reliable and cost
effective;
 Develop and implement quality and innovative ICT services and support, and makes
solutions available to ensure both smooth and improved operations of academic
programs and services;
 Provide facilities in planning, design, construction, operation and maintenance
services that are customer-focused, quality standard, certified, optimized, and
environmentally-sustainable;
 Implement financial management system to include business planning and analysis,
financial accounting and forecasting to prevent fraud and corruption and ensure the
University’s fiscal health and growth;
 Establish structures and processes related to the governance of the University aimed
at ensuring the effective planning, decision-making and appropriate management of
operation of quality standards, legal compliance requirements,
certification/accreditation requirements, and accountability;
 Provide auxiliary services that enrich the learning experience and life opportunities of
all PNU students through a range of high quality, innovative, responsive and efficient
services relevant to the teaching, research, extension, production, and international
activities of the University;
 Implement communication, promotional, and marketing program for the University;
and,
 Provide efficient and effective delivery services to students in the areas of admissions,
student records, library services and acquisition of materials, equipment and supplies.

Operational Excellence is the guiding principle and the key result area by which the offices under
OVPFA are directed, the components of which include:

 Competent and satisfied human resources;

 Sound fiscal management and stewardship;
 Healthy and conducive learning and working environment;
 Integrated information management system;
 Legal compliance.
The figure below shows the sub-components of the assigned key result area to be delivered by
OVPFA:

OVPFA is responsible for the sound and strategic management of the University’s financial
resources and oversees all aspects of the University’s administrative functions to ensure its
operational efficiency, productivity, and excellence. Its primary function is to strengthen and
align central administrative and financial functions with the University's core functions of research,
instruction, extension, and production. It directly supervises the following units:

 Human Resources Management and Development Services;

 Financial Management Services;
 Administrative Services;
 Auxiliary Services;
 Facilities Management and Sustainability Services;
 Legal Affairs and Intellectual Property Office;
 Management Information System Office.
Human Resource Management and Development Services

The Human Resource Management and Development Services (HRMDS) is primarily tasked to
ensure an enriching, fair, and healthy working environment which promotes professional growth
and career advancement for faculty and staff, and guarantee a steady supply of highly
competent and satisfied human resources. It develops activities that are designed to meet
the needs of PNU in accomplishing its mission through the fair, efficient and economical use of
personnel in accordance with the requirements of the University.

HRMDS formulates and administers policies on recruitment, personnel (faculty and staff)
movements, salaries and fringe benefits, performance appraisal and development, job evaluation,
organizational development, administrative rules, labor relations, and separations; maintains a
complete compilation of personnel records; conducts and coordinates all manpower training and
attitudinal development activities in the University; prepares intermediate and long-range
forecasts of the training needs of University personnel; conducts faculty and staff evaluation; and
coordinates with relevant offices on faculty development.

In addition, HRMDS has an oversight function over campus HR offices to ensure that the
University policies on standards are met. It is also tasked to maintain and manage PNU’s human
resource management information system.
 1. Employment Services
1.1 Conducts human resources planning for the University;
1.2 Recruits human resources needed and requested;
1.3 Screens applicant for deployment;
1.4 Advertises vacant positions to be filled up;
1.5 Prepares appointment papers;
1.6 Maintains a complete and up-to-date human resource management system.

2. Welfare and Benefits Services

2.1 Formulates, recommends and evaluates policies and practices regarding employment
welfare;
2.2 Processes salary adjustments and other monetary and social benefits;
2.3 Administers the leave benefits of the employees;
2.4 Prepares and issues certification of employment and service records of the faculty and
staff;
2.5 Prepares applications/documents for GSIS, Pag-IBIG, PhilHealth, and BIR
transactions of newly-hired employees;
2.6 Conducts physical and mental fitness program in coordination with the University
Health Services Unit and other relevant offices;
2.7 Conducts exit interviews of employees about to retire, resign, transfer or separate from
the University to obtain their suggestions and/or feedback on how to improve
organizational productivity and performance.

3. Training and Development Services

3.1 Prepares short and long-term plans for training and education for the faculty and staff;
3.2 Implements the approved faculty and staff development program;
3.3 Announces the available trainings, education programs and scholarship grants to
qualified and interested personnel;
3.4 Conducts orientation/induction program for new employees;
3.5 Provides counselling program.

4. Performance Evaluation Service

4.1 Conducts and analyzes faculty and staff evaluation;
4.2 Develops a system that regularly updates faculty and staff profile;
4.3 Monitors the submission of the performance evaluation of personnel;
4.4 Responsible for the safekeeping of all performance rating reports and records of
personnel;
4.5 Responsible for the periodic submission to the agency head of the consolidated result
of its employee performance and appraisal.
4.6 Keeps faculty and staff evaluation and promotion documents.

HRMDS is headed by a Director who is responsible for designing, implementing, and evaluating
the University’s human resource programs and policies. He/she manages the recruitment and
staffing, performance management, benefits and compensation administration, employee
relations services, and training and development services. He/she performs the following:

 Develops an employee-oriented organization culture that emphasizes excellence and

teamwork;
 Ensures organizational compliance with relevant laws, rules, and regulations as well
as organizational procedures and policies;
 Implements HR programs and policies as needed by the University;
  Identifies, evaluates, and resolves human relations, employee morale, work
performance, and organizational productivity concerns;
 Ensures that the job description for every employee position is up-to-date and
accurate;
 Develops staffing strategies and implements programs and plans;
 Ensures that competent staff is available;
 Manages employee training and organizational development programs;
 Conducts performance reviews with personnel heads and monitors employee
attitudes, productivity, and performance outcomes;
 Manages the human resource management and payroll system.

Financial Management Services

The Financial Management Services (FMS) is responsible for providing sound stewardship of
the University resources and ensuring that PNU’s fiscal reputation is above suspicion. It
provides financial reporting, ensures internal and external compliance, and performs financial
administration. It is the University’s focal point for ensuring compliance with laws relevant to fiscal
management, and designing and implementing the University’s fiscal management system.

FMS supervises the following offices:

1. Budget and Resource Planning Unit

The Budget and Resource Planning Unit (BRPU) manages the budgetary resources of the
University. Its main task is to provide accurate, timely, and meaningful budget and
financial information that enables PNU to achieve its defined performance targets. It works
with University stakeholders to manage the budgetary processes by providing services
and tools for budget training, planning, and problem resolution and making available
information and analysis to support decision-making and resource planning.

2. Accounting Unit

The Accounting Unit (AU) provides central accounting and reporting of all financial
transactions in the University. It provides faculty, staff, and students accounting services
related to their employment and enrollment statuses, respectively.

3. Collection and Disbursement Unit

The Collection and Disbursement Unit (CDU) takes custody of the University's cash
holdings; advises the management on the status of funds; receives, keeps, and deposits
collections; encashes checks and disburses cash for payment of salaries and other
emoluments of University personnel, students, among others; prepares/signs and issues
checks to liquidate University obligations; and maintains liaison with relevant banks and
the Bureau of Treasury.

Staffing and Functions

The FMS Director is the University’s Chief Finance Officer. He/she is responsible for consulting
with the management team about expenses, minimizing expenses, controlling budget variances
and the proper application of capital. Money management is the FMS Director's key responsibility.
The FMS Director must perform expert and advanced forecasting techniques to ensure that the
University has the level of cash on hand needed to meet its daily, weekly and monthly financial
requirements. This forecasting also includes revenue, expense, budget and revenue forecasting.

The following are the general functions of the FMS Director:

Management Support

The FMS Director is responsible for supporting all of the constituent units of the University.
He/she ensures that the individual units have the available resources to operate. The FMS
Director is also responsible for assisting the management team in making sound business
decisions regarding their units through the use of financial data. The Director provides the
management with an operating budget as well as ensures success through cost-analysis
support, and compliance with all contractual and programmatic requirements. This includes:
1) interpreting legislative and programmatic rules and regulations to ensure compliance with
all government and contractual guidelines, 2) ensuring that all government regulations and
requirements are disseminated to appropriate personnel, and 3) monitoring compliance.

Monitoring and Financial Reporting

The FMS Director oversees the management and coordination of all fiscal reporting activities
of the organization including revenue, expense and balance sheet reports. He/she provides
the top management with financial analysis for sound decision-making and ensures that the
financial statements and other reports are complied with. He/she ensures that adequate
controls are installed and that supporting documentation is approved and available such that
all purchases may pass independent and governmental audits.

Loss Mitigation

The FMS Director enables strategies to limit loss and recommends loss mitigation policies
and measures. The Director ensures that zero leak is achieved.

The Head of Accounting Services Unit is responsible for the daily accounting functions of
the University which includes procurement, receiving, property control, accounts payable,
financial aid disbursements, general ledger updating, grant and contract reporting. The Head
of Accounting Services compiles the interim financial reports and annual financial reports;
develops and assesses the effectiveness of computer support systems to ensure that proper
accounting standards, principles and procedures are followed during the daily updating of
financial records; and facilitate the reporting process. The Head supervises accounting
professionals and clerks. He/she also ensures a good working environment with academic
and administrative staff as well as with the internal and independent auditors to ensure
adherence to prescribed accounting principles, standards, and procedures.

The Head of Budget and Resource Planning Unit is responsible for the preparation of the
University’s Internal Operating Budget, Operating Budget Request submitted to the relevant
government agencies for appropriation, projecting revenues and expenses, planning and
executing the budget, and maintenance of budget control. The Head assists the Chief
Financial Officer in budget planning, analysis activities, and preparing the responses to
proposed legislation for the University. The Head supervises accounting professionals and
accounting clerks and works with academic and administrative staff and internal and
independent auditors to ensure adherence to prescribed accounting principles, standards,
and procedures.
 The University Cashier is responsible for ensuring that CDU performs its general function of
receiving, releasing, and recording all financial transactions of the University.

He/she further ensures accountability of University receipts and funds at all times by
balancing the Daily Cash Reconciliation Book with the previous day's transactions and
performing various audits and checks of cashiers' deposits and funds; ensures proper
accountability of daily receipts and cash for accurate balancing and reconciliation by making
daily deposits, keeping CDU’s checkbook current, entering all incoming and outgoing cash,
and end-of-day checkout; ascertains the security of University funds kept in the Unit by
keeping cash and financial transactions recorded, locked, and secure from unauthorized
access, including verifying time locks; supports and assists cashiers in daily operations by
ensuring that all transactions between the individual cashiers and head cashier are balanced;
promotes a positive image of the Unit when handling customer/client problems by treating
each individual with respect and resolving their concerns/complaints in a professional manner;
and, contributes to the overall success of the Unit by performing all other essential duties and
responsibilities as assigned.

Administrative Services

The Administrative Services (AS) is responsible for ensuring healthy and conducive learning and
working environment through the provision of service requirements of all University administrative
and academic units in support of their respective performance targets. It provides responsive and
quality customer services to the students, faculty and staff.

AS oversees the delivery of services of the following units:

1. Supply and Property Unit

The Supply and Property Unit (SPU) provides for the needs of the faculty, staff, and
students through the timely, environment-friendly, and cost-effective procurement of
goods and services. It handles procurement, payment and distribution of office supplies
and equipment; takes charge of repair of office machines, furniture and fixtures;
safeguards University properties; maintains records of all properties and equipment; and
undertakes regular disposal of unserviceable and obsolete assets.

2. University Health Services Unit

The University Health Services Unit (UHSU) is responsible for promoting a healthy
workforce and student population and ensuring that the University meets health and
sanitation standards. It develops and implements the University Health Program which
includes, but not limited to, providing medical and dental health services and preventive
programs promoting healthy lifestyles among University internal stakeholders. UHSU
serves as the University ombudsman on matters pertaining to health and sanitation.

3. Security Services and Safety Management Unit

The Security Services and Safety Management Unit (SSSMU) is primarily responsible for
ensuring that all members of PNU community may pursue their occupation and/or
education without fear for their mental, emotional, and/or physical well-being. It is also
responsible for providing a safe academic and learning environment for all faculty, staff,
 students, and visitors. It is also the University’s main focal point in times of crisis and
emergency.

4. Bids and Awards Unit

The Bids and Awards Unit (BAU) ensures that the procurement of goods and services
meets government requirements. It guarantees that the best value is obtained for all
academic and administrative units of the University through competitive bidding and
negotiation processes.

5. Press and Printing Unit

The Press and Printing Unit (PPU) serves as the University’s printing facility to provide
printing, graphic design, bindery, digital short run and banners, and copier services to the
PNU community. It supports business, academic, and event needs through design,
production, and finishing activities

The AS Director performs the following:

 Analyzes internal processes and recommends and implements procedural or policy

changes to improve operations, such as supply changes or the disposal of records;
 Directs or coordinates the support services units of the University;
 Prepares and reviews operational reports and schedules to ensure accuracy and
efficiency;
 Plans, administers and controls budgets for contracts, equipment and supplies;
 Conducts training and workshops to teach the procedures to staff;
 Oversees the disposal of surplus or unclaimed properties.

Auxiliary Services

The Auxiliary Services (AUS) provides a variety of non-academic services to enhance campus
life for PNU students, faculty, staff, alumni and guests. The services include, but not limited to,
cafeteria and commercial stalls, hostels and dormitories, catering, among others.

The University provides the following auxiliary services:

 Food Services include the supervision of the University cafeteria and provision of catering
services upon request to ensure that healthy and flavorful menu featuring Filipino and
other dishes are available to the PNU community;
 Events Services offer a variety of services to meet the requirements of different University
functions and event needs of external customers;
 Board and Lodging Services make available to student, faculty, staff, alumni, and guests
transient and short- term use of dormitories and hostel facilities for affordable prices but
of quality services. This also includes laundry services;
 Auxiliary Enterprises pertain to commercial utilization of University facilities and
resources to include concessions and other business undertakings.

Staffing and Functions

The Auxiliary Director supervises and coordinates the operation of auxiliary services. He/she has
the following specific functions:
  Reports to the Vice President for Finance and Administration;
 Selects, trains, monitors, and evaluates auxiliary support staff;
 Coordinates and maintains standards of excellence for services;
 Monitors the unit’s budgets and revenues;
 Provides direction for planning and promotion of services and establishment of customer
service-oriented programs for students, faculty, and staff.
 Coordinates with HRMDS in promoting the professional development of support staff;
 Performs administrative responsibilities which include, but not limited to, scheduling,
budget control, inventory management, contract administration, and supervision of staff;
 Manages the auxiliary enterprises of the University to ensure that these bring optimum
revenues to the University;
 Submits financial reports to VPFA and the University President.

Facilities Management and Sustainability Services

The Facilities Management and Sustainability Services (FMSS) is a unit primarily tasked to ensure
a healthy and conducive learning and working environment for the University’s stakeholders.
Further, it is responsible for the management of existing facilities and equipment in all PNU
campuses. These functions include: architectural and engineering services for renovations,
building maintenance, landscape services, custodial services, recycling programs, technology
support, and various shop functions consistent with all aspects of maintaining the buildings and
grounds of the University and other equipment.

FMSS also provides faculty, students and staff support services for their facilities and equipment
requirement including technical support and repairs. It also manages the University’s energy
utilization, motor pool, and sustainability program to reduce PNU’s environmental footprint and
transform it as a “green” University.

The FMSS Director performs the following functions:

 Monitors the facility to ensure that it remains safe, secure, and well-maintained;
 Oversees the maintenance and repair of machinery, equipment, and electrical and
mechanical systems;
 Oversees construction and renovation projects at the University to improve efficiency
and ensures that facilities meet environmental, health, and security standards, and
comply with government regulations;
 Participates in architectural and engineering planning and design, including space and
installation management.

Legal Affairs and Intellectual Property Office

The Legal Affairs and Intellectual Property Office (LAIPO) provides legal advices and
representation to the University, its constituent units and affiliated entities, regents, officers,
employees, and student leaders while acting on the University's behalf. LAIPO is primarily
responsible for ensuring that the University is in compliance with relevant laws. It provides
professional, timely and knowledgeable legal advices and representation on a wide range of
complex legal issues affecting PNU.

It is the University’s main office to protect the University’s intellectual property. It ensures that
programs and policies are in place promoting and protecting PNU’s intellectual property.
LAIPO serves as the University’s main arm in responding to all forms of legal processes directed
to administrators, faculty and staff in performing their University functions. It represents PNU in
judicial and administrative proceedings while providing a full range of legal advices.

LAIPO leads the efforts to improve PNU’s compliance with laws, policies, and procedures. This
is accomplished through effective communication and cooperation with internal and external
University stakeholders. It is also responsible for supervising and coordinating the investigation
of all complaints. It drafts, reviews and negotiates business instruments such as major
procurement and research contracts, employment agreements, leases and conveyances for form
and legal sufficiency. Further, LAIPO is responsible for the administration of intellectual property
developed in the University. The IP policies, including its formulation, implementation, and
evaluation are generated at LAIPO. Corollary to this function, the Office advises faculty and
students regarding intellectual property (IP) agreements; evaluate, protect, and license IP
agreements, and evaluate the IP provisions of sponsored research agreements. In all possible
cases, LAIPO ensures the University’s advantageous negotiation of certain agreements with the
for-profit sector that relate to campus intellectual property activities.

Management Information Systems Office

The Management Information Systems Office (MISO) has a dual function. Firstly, it has a service
function. MISO is PNU’s focal unit to ensure that the University’s information management system
is integrated and effectively improving its processes. It is responsible for managing and
maintaining a competitive administrative computing environment for PNU and establishing
systems to make the best use of information technology aimed at improving the administration,
operation efficiency and effectiveness of the University. It provides data management and
integration to support the University’s academic and administrative functions, and facilitates
knowledge management services including information retrieval, information mapping,
information sharing, data categorization, and knowledge capture. For this function, it reports to
VPFA.

Secondly, MISO serves as the laboratory of the Institute of Knowledge Management in applying
the theory of knowledge management to practice in PNU and using the lessons from practice to
advance this emerging area of study. For this function, the MISO Head reports directly to the
Institute Director.

Significantly, MISO is directly linked to the University Library in the dissemination and utilization
of knowledge. It assists UL in keeping and utilizing soft and hard data.

University Archives and Records Management Unit

The University Archives and Records Management Unit (UARMU) manages the organizational
information so that it is timely, accurate, complete, cost-effective, accessible and usable.

UARMU also has the following functions:

 Control the creation and growth of records;

 Improve efficiency and productivity;
 Assimilate new record management technologies;
 Ensure regulatory compliance;
 Safeguard vital information;
 Preserve the institutional memory;
 Manages University archives;
 Develop PNU’s print and non-print records and materials as data pools for research
purposes.
Office of the Vice President for Research, Planning and Quality Assurance

The Office of the Vice President for Research, Planning and Quality Assurance (OVPRPQA) is
primarily responsible for ensuring that the University performs the following:

Research (Knowledge Creation). This refers to the function of the University as the source of
information on a new theory or its application that can shape education, particularly teacher
education, in the country and beyond its borders. PNU aims to:

 Conduct high impact research that will improve the quality of the educational system,
particularly teacher education, in the country and the world;
 Develop innovative ideas for international distinction;
 Share expertise and competence in educational research to the community of learners
and/or scholars;
 Provide research data to the Department of Education (DepEd) and the Commission on
Higher Education (CHED) as inputs in designing curricular programs in basic education
and teacher education;
 Take the leadership role in the development of unifying teacher education research
agenda among teacher education institutions;
 Provide policy-makers with empirical research data to serve as bases for their formulation
of the country’s education legislative agenda;
 Disseminate timely research outputs, systematically in all modalities (print, non-print) to
all its stakeholders; and,
 Establish and maintain a database of international and national educational policies and
other significant data related to education in the Philippines, Asia Pacific region and
beyond.

OVPRPQA is committed to enhancing the University’s research productivity, ensuring increasing

competitiveness of the system through deliberate pursuit of defined results based on the highest
possible standard of quality, and advancing and promoting the scholarship, research and practice
of teacher education and organizational learning in the Philippines and abroad. It is responsible
for research administration including the establishment and implementation of research policies
and procedures, facilitation and stimulation of research productivity.

It endeavors to establish partnerships with other research/educational institutions to promote

collaborative or commissioned researches. It is responsible for the promotion of research culture
and generation of competitive research output.

OVPRPQA seeks to create, test, transform and share knowledge, and generate scholarship
aimed at furthering a critical understanding of education and its role in society. It is responsible
for the policy development in research. It also forecasts cutting edge researches to ensure
competitive research outputs.

OVPRPQA also oversees quality systems in the University, including the setting of quality goals,
managing and improving all aspects of the quality system, analyzes current policies and
procedures, updating them as necessary, and introduces new ones and establish control
systems.

The Key Result Areas to be delivered by offices under OVPRPQA are Knowledge Creation and
Competitiveness, the components of which follow:
  Research advancement and promotion: This refers to managing all areas related to
research development, research grants and contracts, research compliance, technology
transfer, and liaison with government and industry and other partners in support of the
University’s research production.

 Innovative education research: This refers to cutting edge researches in teacher

education that define its anatomy, push the frontiers of knowledge, and translate
knowledge into policies shaping teacher education in the Philippines and beyond.

 Institutional competitiveness through quality assurance and data-based planning:

This refers to conscious and deliberate integration of quality assurance in all facets of the
University’s system to achieve unquestionable leadership in teacher education in the
Philippines and beyond.

The figure below shows the sub-components of the assigned Key Result Areas to be delivered
by OVPRPQA:

OVPRPQA consists of the following:

Research Center for Teacher Quality

The Research Center for Teacher Quality (RCTQ) is a specialized research center in the
University. It is created to advance the understanding of teacher quality as a major research area
in the field of teacher education. It is envisioned to provide evidence-based policy advice for
strengthening teacher quality through the conduct of high-impact and applied researches directed
at solidifying teacher quality.
Educational Policy Research and Development Center

The Educational Policy Research and Development Center (EPRDC) is a specialized research
center in the University focused on policy researches and studies on teacher education. It is
established to provide research-based policy recommendation to policy-makers. It also serves as
a clearing house for all data relevant to teacher education in the Philippines and beyond.

With PNU as the National Center for Teacher Education, EPRDC shall:

 Establish and maintain a database of educational policies and significant issues facing the
country’s education system as well as the education systems of other countries especially
in the Asia Pacific region;
 Create and test different models of teacher education, address key factors in successful
teacher education programs and determine which model would best achieve the country’s
educational goals;
 Provide a systematic dissemination of research output on teacher education to make them
readily available to end-users such as teachers and academic supervisors;
 Share research expertise and competence in educational researches with other teacher
education institutions throughout the country;
 Advise the country’s policy-makers and decision-makers in planning, implementing and
evaluating reforms in teacher education including the licensing of professional teachers;
 Assist in the assessment of government programs on education. As such, PNU may be
required by any government agency to comment and/or make recommendations
regarding the different policies and programs on education; and
 Conduct periodic studies in aid of crafting responsive policies and programs on education.

EPRDC also has the following research management and development service functions:

 Development of the University Research Agenda/Priorities in cooperation with OVPRQA

and the Research Council;
 Planning, organization and supervision of research capability program for faculty and staff;
 Coordination and monitoring of research activities in the different colleges/departments,
units of the University;
 Farming out of grants for research and monitoring of the utilization of funds;
 Supervision of the publication and dissemination of research reports and technical papers
and provision of support to faculty members in the presentation and publication of their
researches, which include editing, proofing of texts and improving graphics (illustrations,
graphs, research posters, etc.);
 Provision of support services to faculty such as, but not limited to, the following:

 Advice on funding opportunities;

 Developing relationships with potential sponsors;
 Assistance to faculty in developing proposals;
 Advising faculty on the terms of grants;
 Monitoring compliance with the terms of grants;
 Monitoring expenditure against budgets.
Center for Planning and Quality Assurance

The Center for Planning and Quality Assurance (CPQA) is the University’s focal office in ensuring
that standards of quality are met and the system has internal mechanisms to continuously improve
itself. The planning component of the Center promotes and assists in the development,
coordination, monitoring, and assessment of the strategic planning process in all Campuses,
Colleges, Centers, Offices and Units of PNU. It manages the conduct of institutional researches
for decision-making purposes. The Center provides the management with institutional data
needed to diagnose the University’s organizational health. It facilitates the review of plans and
provides the necessary information, data as inputs to the management in the crafting of the
strategic development plan.

CPQA is also responsible for institutional quality assurance mechanisms and compliance with
national and international standards of excellence. It shall implement PNU’s distinctive
competence in all its products and services. The Center exists to guide the University in
upgrading the level of academic and research performance, efficiency and competitiveness ability
by applying accreditation criteria, as well as local and global quality assurance requirements (e.g.
AACCUP, ISO 9001 certification, QS ranking, to name a few) in order to turn PNU into a
distinguished University known locally and globally.

The diagram below shows the structure of OVPRPQA:

PNU Ethics Committee

The PNU Research Ethics Committee (PNU-REC) is an arm of the PNU Research Council
primarily created to promote high ethical standards in the conduct of educational researches by
protecting the dignity, rights, safety and well-being of all groups involved in researches while
safeguarding the integrity of the research data throughout the lifetime of the research and into the
dissemination process. The structure does not reflect this Committee as well as the Research
Council because these are decision-making mechanisms which are part of standard University
processes. However, it is important to include such committee in the discussion of the structure
to emphasize that it is a recognized committee in the University.

Functions

The PNU Research Ethics Committee directly reports to the PNU Research Council in relation to
the following functions:

 Foster a research culture that is sensitive to ethical considerations especially in studies

that involve people;
 Develop ethical guidelines for conducting researches;
 Ensure that all investigations conform to ethical principles;
 Review, consider, approve or issue guidance relevant to studies on research ethics; and
 Aid and support staff and student researchers in upholding exemplary ethical standards
in research.

Composition and Terms of References

The PNU Research Ethics Committee is supposed to be an interdisciplinary and pluralistic

advisory group that branches out as an arm of the PNU Research Council. The leadership and
a good number of the members are naturally drawn from the PNU Research Council. A minimum
of nine (9) personnel comprise the group. However, its composition shall be both definite yet
dynamic. Since the studies may all be education-related, the fields and interests shall be diverse,
thus, requiring some modifications in the membership to truly address specific contexts. Hence,
the basic organization of the group follows:

Designation Composition Responsibilities

Chair VPRPQA  Reports to the PNU Research Council
actions, recommendations and other
concerns related to REC functions;
 Convenes REC to discuss and finalize
decisions on proposals presented to the
PNU Research Council.
Members Directors of Research  Assists REC Chair in all tasks related to
Centers (i.e. RCTQ REC functions;
and EPRDC)  Prepares written reports and
communications pertinent to the activities of
REC.
Subject/Content Area  Attends REC meetings;
Specialist  Reviews proposals in the light of ethical
guidelines and standards acceptable in
Methods Expert
their specific fields, interests or concerns;
Statistics Expert  Gives comments, suggestions and
recommendations for the approval and/or
Instrumentation
issuance of guidance on research ethics.
Expert
Designation Composition Responsibilities
Gender Development
Representative
Inclusive Education
Representative
Other
Representations as
needed (i.e. other
TEIs, parents,
students, supervisors,
etc.)
Office of the Vice President for University Relations and Advancement

The Office of the Vice President for University Relations and Advancement (OVPURA) is primarily
responsible for the extension and linkages (Knowledge sharing and Exchange) functions of the
University and the efficient operation of the campuses. OVPURA is responsible for reaching out
to various agencies/groups in need of technical assistance. Likewise, this Office is the main arm
of the University in partnering with other institutions for mutual benefits.

To ensure that the University operates as ONE system, OVPURA is tasked to oversee and
coordinate the smooth running of the business, strategies and operations in all PNU campuses.
The Office is also tasked to assist the campus management team in transforming a PNU campus
as a hub for a specified discipline.

To meet this critical role, PNU shall:

 Design, implement and sustain innovative and progressive extension programs in

support or in partnership with other Tertiary Educational Institutions (TEIs), Centers of
Excellence (COE) and adopted communities in the local, national and international
levels;
 Share diverse intellectual and creative resources to strategic stakeholders to promote
the University for mutual benefits;
 Expand linkages with national and international academic and non-academic institutions
in Asia for mutual exchanges;
 Strengthen and sustain the interests, concerns and participation of PNU alumni in
University affairs; and,
 Intensify the networks with national and international non-governmental organizations
to generate resources and enhance research capability and academic programs;
 Strengthen PNU’s visibility and branding through print, broadcast and other forms of
media.

OVPURA takes care of the University’s growth and sustainability through innovation and
entrepreneurship and as an expert hub for specific disciplines. It pursues spaces where the
University can leverage its resources and services to promote entrepreneurial spirit within the
PNU system. It is the University’s main catalyst in cultivating a culture of innovation to sustain
PNU’s growth for its present and future requirements as it continues to perform its role in the
society. As PNU’s direct arm to link to different agencies and institutions, OVPURA ensures the
University’s strategic national and international presence. The specific PNU hubs also
strengthen the University’s responsiveness to the needs of the concerned regions in the country.
The figure below shows the framework governing OVPURA:

The main deliverable of OVPURA is the University’s growth, sustainability, regional

responsiveness, and internationalization. This includes the following:

 Development of a PNU Enterprise: This refers to the development of a diverse array of

PNU trademark in the form of goods, services, physical assets, and intellectual property
designed to grow the University’s capital. It actively pursues public-private partnerships
to sustain the University’s current and future requirements;

 Strategic national network and international presence: This refers to the positioning
of PNU in strategic networks and partnerships that shall build PNU’s leadership in teacher
education. It consists of pursuits and collaboration that shall galvanize PNU’s local,
regional, national, and international presence;

 Stakeholder engagement: This refers to the building of sustainable relationships with

key stakeholders for mutual benefits;

 Communication and Branding Management: The University’s brand of quality is the

foundation of its reputation. This component of OVPURA emphasizes the role of managing
communication both for internal and external public to promote and protect the PNU’s
brand.
  Regional Responsiveness: As a knowledge creator, PNU is tasked to set standards on
creation and distribution of knowledge on specific disciplines. The PNU Hubs shall ensure
that this mandate is achieved.

The figure below shows the structure of OVPURA:

Campus Development Office

The Campus Development Office (CDO) is the main unit under OVPURA which primarily assists
the domain’s Vice President in ensuring that there is a uniform system in all PNU campuses. The
main task of this unit is to ensure that the PNU hubs are functioning according to intended
purposes. CDO also ensures that experts in the specific disciplines are tapped to help establish
that the most effective system is in place to run the hubs. As a technical arm of OVPURA, CDO
also prepares technical papers and reports, presentations and proposals for the University
President, Vice Presidents and other offices/units in and out of PNU.

Promotion and Business Development Office

The Promotion and Business Development Office (PBDO) is the main unit of the University tasked
to commercialize the intellectual property where appropriate. It pursues and explores initiatives
for PNU’s commercial benefit and aggressively seeks asset and capital development for the
University.
Linkages and International Office

The Linkages and International Office (LIO) is primarily responsible for pursuing strategic and
innovation partnerships and collaboration both at the national and international levels.

Community Partnership and Extension Office

The Community Partnership and Extension Office (CPEO) is the University’s main arm in fulfilling
its corporate social responsibility by putting knowledge to work for PNU’s partner communities
and the public aimed at improving their lives and situations. It is also the main unit of the University
tasked to undertake outreach and relief programs during emergency situations.

Alumni Relations and Services Office

The Alumni Relations and Services Office (ARSO) exists to foster life-long partnership between
the University and its alumni and friends. It supports PNU alumni and friends’ undertakings in and
out of the academic arena. ARSO endeavors to keep the alumni fully informed about the
developments in the University, offers a wide range of services which meet alumni needs, and
fosters links between and among PNU alumni.

University Events Management and Public Relations Office

The University Events Management and Public Relations Office (UEMPRO) is primarily tasked to
manage the University’s corporate image and brand. UEMPRO actively promotes the University’s
positive presence to the relevant public both in real and virtual spaces. It also serves as the
University’s events manager.

UEMPRO is created to perform the following:

 Prepare the University Calendar;

 See the proper conduct of all University events;
 Plan the details (i.e. invites, letters, speakers, among others, for all University events);
 Coordinate with different colleges, departments and units for the smooth running and
proper scheduling of all events and programs;
 Coordinate with the Media and Public Affairs Office in maintaining the online and
physical bulletin boards;
 Manage the reservation of all University function rooms and halls;
 Develop and manage the University’s communication program and policies. These
include, but not limited to, preparing news and announcements using the multi-media;
disseminating key and relevant news and updates for the University; managing the
University’s website; and issuing official statements to the public such as suspension
of classes;
 Create and develop the total image or branding of the University in its internal and
external functions;
 Ensure that there is a proper flow of communication for both internal and external
audiences;
 Work closely with the Presidential Management Staff;
 Serve as the main focal point for communicating University’s responses to emergency
and crisis situations.
 Ensure proper documentation of University’s events and functions.
 4.2 PNU QMS Organizational Structure

For the purpose of the Quality Management System, PNU has defined “Top Management” as:

1. President
2. Vice President for Research, Planning and Quality Assurance
3. Director of Center for Planning and Quality Assurance
4. Technical Working Group for Quality Assurance
4.2.4.1 University Coordinator/s for Quality Assurance
4.2.4.2 Performance Management Team
4.2.4.3 Internal Quality Auditors

The “Top Management” for PNU QMS shall be committed to develop and implement the
Quality Management System and continually improve its effectiveness by:

a) Communicating to the organization the importance of meeting the requirements of

its customers as well as statutory and regulatory requirements. This information
is normally communicated through, but not limited to, the following: holding
training sessions, posting information on websites and bulletin boards, e-mail
notifications, and faculty and/or administrative staff meetings;

b) Establishing the Quality Policy (see Clause 3.4 of this Quality Manual);

c) Ensuring that OPCRs and QOPs of all units are established (see Clause 5.2.1.1
of this Quality Manual) during University Planning which is normally done towards
the end of a calendar year;

d) Conducting management reviews (see Clause 5.2.4 of this Quality Manual); and

e) Ensuring the availability of resources (i.e. equipment, training, and manpower

needs) through Management Review Meetings wherein discussions are being
carried out regarding the provision of resources, facilities and infrastructure.

5. Quality Management System

5.1 Scope

The University’s Quality Management System (QMS) has been developed to satisfy the
requirements of ISO 9001:2015 QMS Standard and outlines the systems and procedures
implemented at PNU. The requirements contained within the ISO 9001:2015 Standard shall
be applied with the ultimate goal of satisfying all customers of the University. The key
processes of PNU that are incorporated in its QMS include, but not limited to, Planning, Core,
Support, Review, Improvement and External.

The sequence and interaction of these processes, together with their inputs and outputs, are
illustrated in the diagram that follows:
5.1.1 PNU Business Process Map

As a teacher training institution and as the National Center for Teacher Education, PNU’s
main services are the delivery of good education, creation and publication of educational
researches and conduct of research utilization/extension. The PNU Business Process
Map is a closer look on the different factors and systems that the Philippine Normal
University relates to and interacts with.

The diagram consists of three (3) main groups. On the left side are the external factors or
inputs that are relevant in the operation of the University. Examples of these are the
Commission on Higher Education (CHED) guidelines, customer requirements, and
industry trends, among others.

The middle consists of the different processes of PNU. It is divided into five (5) categories:
External Process, Planning Process, Core Process, Support Process, and Review and
Improvement Process. It is important to note the relationships between and among the
 different processes as they show the synergy that should be evident in how the services
are being carried out.

Beginning from the top, the External processes refer to the interaction and communication
with other institutions, regardless of the nature of the business. It is with another academic
institution, government institution, suppliers and sellers and the likes.

The Planning process begins with the University’s strategic planning. These strategic
plans are generally reviewed in building the core and support services. Furthermore, the
planning process is subdivided into five (5) groups: Academic Planning, Business
Planning, Financial Planning, Infrastructure Planning and Manpower Planning.

The Core processes focus on three (3) aspects: the creation and utilization of research,
provision of world-class teacher education and other crucial student support services.

Just below the planning and core processes are the support processes of the University
which include financial management, human resources, infrastructure, security, materials,
information technology, auxiliary and linkages.

At the bottom of the diagram is the review and improvement process. It can be noticed
that like the external process above, this process spans the entire process system as it is
important to continuously check, review and improve all existing processes for maximum
efficiency.

With the accomplishment of these functions and processes, on the right hand side are the
outputs of PNU in its quest to accomplish the strategic goals and meet clients’ satisfaction.

5.1.2 ISO 9001:2015 Requirement that is NOT applicable to PNU

In the review and compliance of the ISO 9001:2015 requirements, it was found that clause
8.3, the design and development of products and services, does not apply to PNU.

As a teacher training institution and as the National Center for Teacher Education, PNU’s
main services are the delivery of good education, creation and publication of educational
researches and conduct of research utilization/extension. However, as education,
research and extension programs are not, in general, designed and developed by the
University itself, what are being designed are the processes involved in the delivery of
those services that can be found under the University’s core processes.

5.2 Key Processes

5.2.1 Planning

5.2.1.1 University Planning

The University Planning includes, but not limited to, financial, manpower, and
infrastructure planning. It follows the PDCA cycle as illustrated below:
 • 3rd • 1st Quarter
- 4th
Quarte Quarter
r I - (PLAN) II - (DO)
PERFORMANCE PERFORMANCE
PLANNING & MONITORING &
COMMITMENT COACHING

IV - (ACT)
III - (CHECK)
PERFORMANCE
PERFORMANCE
REWARDING &
REVIEW &
DEVELOPMENT
EVALUATION
PLANNING

• 4th • Bi-annual
Quarter

I. Plan – Performance Planning and Commitment

The first phase of the Planning Cycle focuses on the development of the Quality
Objectives and Plans - Office Performance Commitment and Review (QOPs-OPCR)
and the Individual Performance Commitment and Review (IPCR), along with the
crafting of the University’s Project Procurement Management Plan (PPMP) which shall
be the basis for the Budget Proposal for the succeeding year. This phase also includes
the development of the Annual Procurement Plan (APP) based on the National
Expenditure Program (NEP) as released by the Department of Budget and
Management (DBM).

CPQA, serving as the Secretariat of the University’s Performance Management Team

(PMT), facilitates the activities relevant to this phase. All
Campuses/Colleges/Faculty/Centers/Institutes/Units are expected to craft their
respective QOPs-OPCRs and IPCRs. The QOPs-OPCRs and IPCRs shall have two
parts: Quality Objectives and Performance Targets from the PNU Strategic
Development Plans 2012-22 (SDP); and performance measures and targets for Core
Functions and Processes (either from the Major Final Outputs (MFOs) or from the
Terms of References (TORs) of concerned offices).

II. Do – Performance Monitoring and Coaching

The second phase is the implementation period for all Projects, Activities and
Programs (PAP) based on QOPs-OPCRs of various
Campuses/Colleges/Faculty/Centers/Institutes of the University. In the same vein, this
phase includes monitoring of both QOPs-OPCRs and IPCRs along with interventions
and/or coaching, if necessary.
 The monitoring of QOPs-OPCRs shall be facilitated by CPQA while HRMDS shall keep
an eye on IPCRs.

The Heads of Campuses/Colleges/Faculty/Centers/Institutes/Units are responsible for

conducting the necessary activities in monitoring the performance of all members of
their respective offices/units.

III. Check – Performance Review and Evaluation

The third phase of the Planning Cycle is highlighted by the mid-year and year-end
review and evaluation of all plans of the University. In particular, QOPs-OPCRs and
IPCRs shall be reviewed bi-annually by the Performance Management Team (PMT)
as facilitated by CPQA (for QOPs-OPCRs) and HRMDS (for IPCRs).

The results of the mid-year review and evaluation shall determine if revisions and/or
modifications of plans for the remaining half year should be done or not. In addition,
the results of the IPCR review and evaluation shall be considered if interventions
and/or coaching shall be conducted.

The Heads of Campuses/Colleges/Faculty/Centers/Institutes/Units are responsible for

conducting the necessary activities in the initial review and evaluation of performance
of their offices/units, in general, and of all members of their respective offices/units, in
particular.

IV. Act – Performance Rewarding and Development Planning

The fourth and last phase of the Planning Cycle has two important parts. The first part
focuses on rewarding which may come in the form of government’s Performance-
based Bonus (PBB) and/or the institution-based performance incentives such as the
E-PRAISE. The overall ratings of the offices’ performance (QOPs-OPCRs) based on
their actual accomplishments shall be used for the PBB ranking of delivery units. On
the other hand, the individuals’ performance (IPCR) shall be considered in the PBB
ranking of individuals.

The second part of this phase is the Development Planning. More specifically, using
the actual accomplishments of the various units as baseline data, planning shall be
done for the forthcoming Calendar Year.

The Performance Management Team (PMT), with CPQA serving as the Secretariat,
shall be responsible for facilitating the processes necessary for this phase.

5.2.1.2 Quality Management System Planning

The QMS Planning shall be initiated when new or revised processes are introduced to
the existing Quality Management System.

The plans to ensure the effective implementation of the new or revised

processes/programs/projects shall be reviewed and discussed during Management
Review Meetings. The initiation of new processes/programs/projects may include
information from the monitoring of quality objectives, updated organizational
processes, and the assignment of quality management system projects.
The University’s Top Management ensures the following:

 The planning of PNU’s QMS is carried out in order to meet the general
requirements stated in ISO 9001:2015 Standard Booklet, Clause 4.1, as well
as the applicable quality objectives.
 The Top Management shall ensure that the integrity of the University’s QMS
is maintained when changes to it are planned and implemented.

5.2.1.3 Academic Planning

The processes in academic planning follow two stages, namely, Curriculum

Development and Curriculum Approval. The procedures that are implemented in
each of the stages are included in the processes of the following units with
corresponding document titles.

Unit Document Title

OVPA Approval of a Curricular Program
CGSTER Curriculum Development
UCMIMO Submission and Approval of a Proposed Curricular Program

5.2.1.4 Manpower Planning

Manpower Planning includes the development plans for PNU faculty and
administrative personnel. Development plans are managed jointly by OVPA and
HRMDS.

Faculty Development Plan

The Faculty Development Plan (FDP) seeks to provide a number of opportunities

for the faculty to study and do research for their professional growth and capacity
enhancement. The University's goal is to hone the faculty to be excellent mentors
to their students and exemplary education leaders and researchers.

FDP is anchored on the following premises:

 The quality of education in universities is determined by the quality of

its faculty;
 No university can rise above its faculty;
 Education and training empower the individual;
 Appropriate incentives for studies and research will encourage and
inspire the faculty to seek further education;
 Academically-prepared faculty will benefit the University as a whole.

The following programs may be availed by a qualified PNU faculty member as

determined by the Faculty and Academic Staff Evaluation Board (FASEB):
Customized Master's Degree Program at PNU. This program is designed for
faculty who have yet to finish their Master's degree because they lack theses, have
yet to complete their academic requirements to qualify to take the comprehensive
examination, or earned an MAT and their enrollment in the Graduate School has
lapsed.

Customized Doctorate Degree Programs at PNU. This program is designed for

the faculty who have not earned their doctorate degrees, and who wish to pursue a
Ph.D. degree particularly in Math Education, Science Education, English Language
Education, Guidance and Counselling, or Curriculum and Instruction at PNU.

Customized Doctorate Degree Program in Partnership with a Local University.

This program shall be implemented in collaboration with a local university to
customize a Ph.D. degree program in a priority area not currently offered at PNU.

Customized/Non-Customized Doctorate Degree Program in Partnership with a

Foreign University. This program shall be implemented for 2 or 3 years in
collaboration with a foreign university where the doctorate degree in 1) Early
Childhood Education (ECE) or Special Education, 2) Sports Education, and 3)
Knowledge and Innovation Management are being offered.

Certificate in Teaching Program (CTP) Online at PNU. This program is intended

for faculty members who have no education degree or certificates in teaching. The
participants in this program shall take 18 units of Professional Education courses on
line. The program is being implemented by the College of Flexible Learning (CFLeX)
in cooperation with the Faculty of Education Sciences (FES).

One-Year Thesis Scholarship Grant (TSG). This is a full-time scholarship for a

year for permanent faculty members who need to finish their Master's degree.

Dissertation Scholarship Grant (DSG). This is a short-term scholarship grant for

one term/semester and one summer or for six (6) months only to support the faculty
members who are about to defend their dissertations.

Specialized Training/Short-term Course in Priority Areas. This program is

designed for the faculty member who wishes to receive a specialized training in a
given field to support his/her specialization or discipline, for retooling or conducting
a research. The study or training can be taken in the Philippines or abroad. The
program may run from three (3) months to six (6) months up to one (1) year.

Regular Doctorate Program in a Priority Area in a Local University. This

program is intended for faculty members who wish to pursue a non-
customized/regular doctorate degree program with a local university for a degree
program not being offered at PNU. It supports the University's thrust to develop
faculty members who are experts in particular areas of discipline for which fewer
faculty are available to teach in the discipline. The priority areas are: Early Childhood
Education, Environmental Education, Language and Literature, Clinical/Cognitive
Psychology, Araling Filipino Medyor sa Wika, Midya, at Kultura, TLE, Multicultural
Education, Philippine Studies, Economics Education, Educational Psychology,
Development Studies, SPED, Music/Music Education, MTB-MLE, and Educational
Measurement.

One-Year Tuition Support for a Ph.D. Degree in a Foreign University. This

program aims to support the faculty member who has been accepted to study in a
foreign university but without a scholarship grant from the said university. It aims to
help the faculty start his/her Ph.D. studies especially in the first year of study in the
hope that he/she may get funding from the foreign university given his/her excellent
scholastic standing while in the program.

Regular Master's Degree Program in a Local University in a Priority Area. This

program is intended for faculty members who wish to pursue a second Master's
degree in a priority area PNU has identified (e.g. Early Childhood Education,
Environmental Education, etc.). They may have a Master's degree but in a discipline
not aligned with their previous degree. It supports especially the faculty members
from the campuses whose Master's degrees are not aligned with the advocacies of
their respective campuses as hubs. The priority areas are: Early Childhood
Education, Environmental Education, SPED, TLE, MTB-MLE, and IP Education.

Ph.D. by Research. This program is intended for faculty members who may or may
not be doctorate degree holders but who wish to pursue a Ph.D. by Research, to
align their doctorate degree to their original specialization, and produce more
researches in their respective disciplines.

Details (including qualifications, benefits/incentives and strategies for

implementation) of the above programs are discussed in BOR Resolution No. U-
2373 dated September 22, 2015.

Staff Development Plan

The Staff Development Plan (SDP) aims to:

 Retain competent, committed and highly motivated government workforce

that is truly responsive to the needs of the higher education institution’s
client – the public;
 Upgrade not only the qualifications and credentials of administrative
employees, but also the attributes and skills essential to a continuous
learning and self-renewal;
 Achieve and maintain a higher degree of professionalism among the
administrative staff by professionalizing the ranks through scholarships to
pursue bachelor’s degrees;
 Upgrade the salary grades and living conditions of qualified administrative
personnel.
 HRMDS shall identify who among the roster of administrative personnel are
qualified.

Details (including qualifications, schedule, scholarship benefits, and source of

funding) of this development plan are discussed in BOR Resolution No. U-2202
dated December 3, 2014.

5.2.2 Core Processes

Among the processes that are being implemented by PNU in carrying out its
business, the most crucial are the academic processes, namely, admission,
enrollment, instruction, performance evaluation, and graduation.

Equally significant in the provision of educational services to the University’s

clientele are the processes on creation and utilization of researches and student
support services.

These processes are related, interdependent and entail the movement of staff
(teaching and non-teaching), money, materials and information which is the value-
added work of the University. The synergies of these processes form the crux of
the University’s mandate and that is to provide quality education to all its clients.

5.2.2.1 Academic Processes

ACADEMIC CORE PROCESSES

Performance
Admission Enrollment Instruction Graduation
Evaluation

The processes in the diagram are being managed by OVPA and its domains. To
ensure effective operations, said processes are controlled and reviewed and
corrective actions are implemented when necessary. In controlling the processes,
OVPA follows the University’s QMS Guidelines on Control of Non-Conforming
Products/Services, while the review is included in the Management Review.
Moreover, the implementation of corrective actions, if found necessary, follows the
University’s QMS Guidelines on Non-Conformity and Corrective Actions.
The description for each process with the corresponding responsibility is discussed
below:

Admission

The Processes on Admissions are of three components, namely, application,

administration of admission test, and interview.

These processes are included in the frontline processes and the details are
presented in the Procedure and Work Instruction Manual (PAWIM) by the Office
of Admissions (OA). The said processes are presented with categories in the
following curricular programs: Diploma Programs, Certificate for Teaching
Program/Certificate in Library and Information Science/TESOL, Undergraduate
Programs, Graduate Programs, Grade 7 and Kindergarten.

Enrollment

The Processes on Enrollment follow three stages, namely, evaluation of status,

enlistment, and online registration. The details for these processes are presented
in OUR’s PAWIM.

Curriculum Implementation/Instruction

The processes in curriculum implementation follow three sub-processes, namely,

pre-delivery of instruction, delivery of instruction, and post-delivery of instruction.

The procedures that are being implemented in the pre-delivery of instruction are
included in the processes of Colleges and Institutes under the OVPA domain.
These can be found in PAWIM with the following document titles:

Unit Document Title

OVPA Approval of ROL
CGSTER Faculty Loading
CTD Approval of ROL
IKM Approval of ROL
IPEHRDS Approval of ROL

Similarly, the procedures that are being implemented in the delivery of instruction
are included in the processes of CTD Faculties and Institutes with a document title
“Delivery of Instruction” and reference code AAA.

Post-delivery of instruction includes the student evaluation. Before each term

ends, the students are asked to evaluate their professors in terms of commitment,
knowledge of subject matter, teaching for independent learning, and management
of student learning. Evaluation is done by students online as a pre-requisite to
viewing their grades in the corresponding courses taken. The results of evaluation
are used for continual improvement of performance of faculty and promotion.
Performance Evaluation of Students

The performance of students in a course he/she is enrolled shall be evaluated

every term. Students shall be informed of the criteria for such evaluation as
reflected in the course syllabus at the beginning of the term. The following grading
system shall be used for this purpose:

For Undergraduate Students

Percentage Equivalent Description

97 - 100 Very Outstanding
94 – 96 Outstanding
90 – 93 Very Satisfactory
87 – 89 Moderately Satisfactory
83 – 86 Satisfactory
80 – 82 Fair
75 – 79 Needs Improvement
74 and below Failed

For Graduate Students

Numerical Description
Equivalent MA Ph.D.
1.0 Excellent Excellent
1.25 Very good Very good
1.5 Good Good
1.75 Fair Passed
2.0 Passed Failed
Below 2.0 Failed

A student is given a grade of incomplete (INC) for the following reasons:

a) Failure to comply with the requirements of the course; and

b) Failure to take the required examinations.

An incomplete grade shall be completed within one term for undergraduate

students and one year for graduate students; otherwise, the student shall be
automatically be given a failing mark.

Registered students shall appear on the official class list issued by OUR through
the faculty portal. Only duly registered students shall be given grades.

Graduation

The following are the requirements for graduation of students:

 a) Only students who have successfully completed all the courses in their
curricula are eligible for graduation. The students may participate in any
commencement activity when all curricular requirements are completed.
b) The completion of all the academic requirements in their chosen degree
programs qualifies students to earn their respective diplomas.
c) The students’ deficiencies must be made up and all the records must be
cleared not less than two (2) weeks before the end of the last term.
d) Students who have completed all the requirements at the end of summer
(May), or the 1st/2nd terms (September/December) may join the regular
schedule of graduation exercises in March or April of the following year.

A diploma and transcript of records are issued to the student after he/she has been
cleared of all accountabilities in the Clearance Form secured from AU. This shall
be accomplished and submitted to OUR.

5.2.2.2 Processes on Creation and Utilization of Researches

The processes in the diagram are being managed by PNU’s two major domains,
namely, OVPRPQA and OVPURA. These processes are being controlled,
reviewed and continually improved similar to what are being done by OVPA with
the academic processes. Likewise, the appropriate guidelines are being followed
accordingly.

Research Creation and Publication

The processes on research creation and production focus on conducting and

publishing high-impact researches by faculty and students to improve the quality
of the educational system, particularly teacher education in the country, provide
empirical research data to policy-makers, particularly the Department of Education
and Commission on Higher Education (CHED), as inputs to formulate the country’s
education legislative agenda, and establish and maintain a database of
international and national educational policies. These processes are being
managed by OVPRPQA and its sub-domains.

Research Utilization/Extension

The processes on research utilization focus on making use of the aforesaid data
in designing and implementing innovative and progressive extension programs in
support or in partnership with other Tertiary Educational Institutions (TEIs),
Centers of Excellence (COEs) and adopted communities in the local, national and
international levels. These processes are being managed by OVPURA and its
sub-domains.

5.2.2.3 Student Support Services

The Office of Student Affairs and Student Services (OSASS) is the unit under
OVPA that is responsible for promoting the welfare of the PNU students,
enhancing the intellectual, cultural and social environment of the campus and
assisting the students in decision-making processes as well as refining their
intrapersonal, interpersonal and social relations.
OSASS provides three major support services to students: Guidance and
Counseling, Student Development, and Scholarship.

The Guidance and Counseling Services cover different activities such as

managing the individual inventory of personnel, testing services for students and
outside clients, giving student orientation, counseling and evaluation, as well as
developmental learning and pre-employment/career seminars.

The Student Development Services involve the supervision of all student and
club/organization activities in both the graduate and undergraduate levels. In order
to maintain a certain level of management, interested parties must go through a
strict compliance process to get an organizational recognition and must make sure
that all plans are known and supervised by OSASS. Other Student Development
Services are giving personality education classes and guidance learning sessions.

The Scholarship Services entail the responsible coordination of different available

scholarship programs for PNU students. OSASS also gives academic advising to
the approved scholars. PNU scholars must comply with the qualifications
mandated in their chosen scholarship programs.

Other services being offered by OSASS include processing of the University IDs,
lost and found center, providing certificates of good moral character and issuing
clearances to students.

Also central to the provision of necessary services to students is the University

Health Services Unit (UHSU), a sub-domain of the Administrative Services under
OVPFA that is responsible for the administration of medical examinations for both
incoming (freshmen) and undergraduate students at PNU.

To elaborate on this crucial function of UHSU, for incoming freshmen or

undergraduate student applicants, a UHSU nurse shall receive and check for
completeness the medical requirements presented by the students, namely, duly
accomplished medical forms and, chest X-ray results. In addition, the UHSU nurse
shall confirm whether the students’ names are included in the Office of Admissions’
List of Passers.

After making sure that the student applicants are included in the list of passers, a
UHSU Staff or Nurse 1, 2 or 3 (or whoever is available) shall carry out an
anthropometric measurement, a process of measuring, recording and analyzing
specific dimensions of the body, such as the height and weight, skin-fold thickness
and bodily circumference at the waist, hip, and chest.

Subsequently, the University Medical Doctor shall examine the student applicants
physically and assess their medical conditions accordingly.

If fit to enroll, the UHSU Head or University Medical Doctor shall instruct Nurse 1
or Nurse 2 to encode the names of the incoming and undergraduate students and
transmit them to the Office of Admissions (OA).

In the event incoming or undergraduate students failed the mandatory medical

tests, the UHSU Head, after accomplishing the medical referral forms, shall advise
 the unfit students to see an off-campus medical specialists for further examination
of their health conditions.

5.2.3 Support Processes

The support processes on Financial Management, Human Resources, Infrastructure

Management and Security, Information Technology, and Auxiliary Services are being
managed by the OVPFA domain and its units and sub-units. Specific step-by step
procedures and other details pertaining to these processes are discussed in the OVPFA
section of the Procedure and Work Instruction Manual (PAWIM).

On the other hand, the processes on Materials Management are being managed jointly
by OVPFA and OVPA domains. Consequently, the corresponding processes are
presented in PAWIM, specifically in the respective sections of those two main domains.
Finally, the processes on Linkages are taken care of by OVPURA and thus, the specific
step-by-step procedures and their details are included in the OVPURA section of PAWIM.

5.2.3.1 Financial Management

The processes on Financial Management are being managed by FMS and its sub-
units, namely, AU, BRPU and CDU. Said processes focus on collection,
disbursement, utilization and recording of funds, budget preparation,
accountability, and execution/obligation, and release and recording of payments.

5.2.3.2 Human Resources

The processes on Human Resources focus on personnel (administration, faculty

and administrative staff) services such as recruitment and staffing, performance
management, benefits and compensation administration, employee relations
services, and training and development services. These processes are being
managed by HRMDS.

5.2.3.3 Infrastructure Management and Security

FMSS handles the processes on Infrastructure Management while SSSMU, a sub-

unit of AS, takes charge of the processes on Security.

The processes on Infrastructure Management include the general service request,

inspection of infrastructure projects, major and minor repairs, release and return
of IT equipment, and use of University vehicles, among others.

Moreover, the processes on Security include conducting an investigation and

inspection of all University posts, delivery vehicle entry and exit, and guests,
personnel and students’ entry and exit, among others.

5.2.3.4 Materials Management

The processes on Materials Management are being supervised jointly by SPU, a

sub-unit of AS, and UL, a domain of OVPA.
SPU manages the processes such as inventory and stocking of supplies and
materials, procurement request, disposal of unserviceable properties,
maintenance and distribution of supplies and materials, equipment, furniture, and
other PNU properties, service agreements, fire insurance of Property, Plant and
Equipment (PPE) and storage.

Further, UL supervises the processes pertaining to the management of books and

other reading materials. The processes are categorized into cataloguing services,
circulation process (including borrowing and returning of reading materials), and
technical services (including accepting, purchasing, and accessioning purchased
and donated books).

5.2.3.5 Information Technology

Jointly, MISO and UARMU take charge of the processes on Information

Technology.

The processes of MISO focus on the development and management of the PNU
website, creation of emails and PWEBBS accounts of administration, faculty,
administrative staff, and students of PNU, data center access and system
development.

On the other hand, the processes of UARMU are focused on receipt and
distribution of communications and mails, authentication, verification, certification,
and release of documents, and access and disclosure of personal and student
files.

5.2.3.6 Auxiliary Services

The processes of Auxiliary Services are being managed by AU, a domain of

OVPFA. Said processes are of three categories, namely, accommodation, food,
and laundry services.

The accommodation services are directed at PNU Hostel and Normal Hall and
include the check-in and check-out of lodgers, and collecting and reporting of
payments. On the other hand, the food services include those being provided by
the PNU canteen and catering, while the laundry services include those for PNU
and personal laundries.

5.2.3.7 Linkages

OVPURA supervises the processes related to linkages. Said processes are

concentrated on the preparation for the conduct of cultural exchange activities,
forging Memorandum of Understanding/Memorandum of Agreement for
partnerships, inbound and outbound exchange programs, and benchmarking visits
to and of other educational institutions local and abroad.
5.2.4 Review and Improvement Processes

5.2.4.1 Management Review

A Management Review meeting, chaired by the University President, shall be

attended annually by the University’s Top Management with other members of the
Management Team and Staff as appropriate. It shall be held at least annually (once
a year) to address all parts of PNU QMS by discussing, but not limited to, the
following topics:

a) The statuses of actions from the previous management reviews;

b) The changes in external and internal issues that are relevant to the University’s
QMS;
c) The feedback on QMS performance, including trends in client satisfaction and
feedback from relevant interested parties, the extent to which QMS objectives
have been met, process performance and conformity of products and services,
non-conformities and corrective actions, monitoring and measurement results,
IQA results, and the performance of external providers;
d) The adequacy of resources; and
e) The effectiveness of actions taken to address risks and opportunities.

The outputs of the Management Review shall include the decisions and actions
related to opportunities for improvement, any necessary changes to this QMS, and
resource requirements.

The person responsible for any actions identified at the meeting shall be recorded
together with the target dates for completion wherever appropriate.

5.2.4.2 Continual Improvement

The Top Management shall implement actions to continually improve the

effectiveness of QMS.

Continual improvement may be viewed as Opportunities for Improvement (OFI)

based on the review of the quality policy, quality objectives, audit results, analysis of
data, corrective and preventive actions and management reviews.

5.2.4.3 Corrective and Preventive Actions

The Performance Management Team (PMT) shall review identified issues to

determine if formal corrective action is necessary to prevent the recurrence of a
significant non-conformity. Reviews of process and/or work operation records and
procedures may also indicate potential areas of concern that can be addressed prior
to the occurrence of a non-conformity.

Once the need for formal action has been established, the issue shall be assigned
by PMT to the appropriate party/body to determine the actions necessary to address
the issue through a root-cause investigation.

After working with the responsible party to determine the actions needed to eliminate
the identified root cause, PMT shall monitor the implementation of these actions to
 ensure that the desired results are achieved and the root cause eliminated. Any
actions taken shall be verified by PMT to ensure their effectiveness and documented
on the appropriate form. Once effectively implemented, PMT shall then identify the
issue as closed.

Inadequate responses shall be returned to the responsible party for further

information and action.

Corrective action shall be documented using a Corrective Action Request (CAR) and
logged for tracking and reporting. CAR forms shall be completed within 30 days of
issuance, with the exception that final verification shall be as appropriate to the issue
under consideration. CAR information shall include root cause, any short-term
“containment” action and action taken to prevent recurrence. Long-term action
should address, and be appropriate to, eliminating or mitigating the identified root
cause.
Corrective Action shall be verified by PMT to ensure its effectiveness. This
verification shall be documented on the CAR form by the Quality Management
Representative and include details of any subsequent actions taken. CAR shall be
made available as a source of information for use during PNU’s Management
Review.

5.2.5 External Processes

As a State University, PNU adheres to certain procedures/processes as required by other

government institutions, such as the Commission on Higher Education (CHED),
Department of Budget and Management (DBM), Commission on Audit (COA), Civil
Service Commission (CSC). Such processes are strictly and contextually followed by
concerned units to ensure compliance with statutory and regulatory requirements and
meet customer satisfaction.

The specific procedures for external processes are being managed by concerned units of
the following domains:

Office of the Vice President for Academics (OVPA) - those processes that are related
to education and provided by other government institutions like CHED and DepEd.

Office of the Vice President for Research, Planning and Quality Assurance
(OVPRPQA) – those processes that are related to research and provided by other
government institutions like the National Research Council of the Philippines (NRCP),
CHED, etc.

Office of the Vice President for Finance and Administration (OVPFA) – those support
processes that are related to human resources, financial matters, infrastructure, among
others, as required by other government institutions and regulatory agencies like DBM,
COA, Department of Finance, Philhealth, Bureau of Internal Review, PhilGEPS, GPPB, to
name a few.

Office of the Vice President for University Relations and Advancement (OVPURA) –
those support processes that are related to linkages and extension activities as provided
by other government institutions, agencies and local communities like DFA, barangay
communities, etc.
 Should any of those government institutions/agencies revise a process, necessary and
appropriate actions are to be carried out by concerned units.

6. Annexes

1. List of internally and externally-generated references/documents

2. The Organizational Context
2.1 Analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT)
2.2 Action plans to address identified risks/threats
3. List of relevant interested parties, their descriptions and issues/requirements, and
actions plans to address their issues.
3.1 List and descriptions and issues/requirements
3.2 Actions to address the issues
4. Types and extent of control of external providers
5. 2017 Quality Objectives and Plans-Office Performance Commitment and
Reviews (QOPs-OPCRs)
 Annex 1

List of References and Documents

Office of the University President

1. Internal Audit Office
 Inspection and Acceptance Report (IAR)

2. Presidential Management Staff

 Memorandum of Agreement/Understanding

3. University and Board Secretary

 Board of Regent (BOR) Resolutions: (Board of Regent (BOR) Resolution
No. U-1984, s. 2013; Board of Regent (BOR) Resolution No. U-2087, s.
2014; Board of Regent (BOR) Resolution No. U-2088, s. 2014; Board of
Regent (BOR) Resolution No. U-2089, s. 2014, etc.).
 Tentative/Draft Agenda
 Certificate of No Record
 Committee Report
 Letter of Request for Official Documents (Online/Non-Online)
 List of Online Summary Requests
 Liquidation Report of Cash Advances and Cash Book Entries
 Minutes of the Meetings
 Notice of Administrative/Academic Council Meeting
 Summary of Actions and Decisions
Office of the Vice President for Academics
1. VPA Management Staff
 Course Syllabus
 Curricular Program
 Endorsement Letter from the Concerned College Dean/Institute Director
(Endorsement of Hiring of New Faculty)
 Endorsement Letter from the Concerned College Dean/Institute Director
(Request for Workshop and/or Training )
 Endorsement Letter from the Concerned College Dean/Institute Director
(Request of Financial Assistance)
 Guidelines for the Outstanding Teacher Award
 Grading Policy of the Philippine Normal University
 Instructional Materials for Course Offerings
 List of Courses/Course Offerings
 Memorandum of Agreement on Consortium
 Memorandum of Agreement on Partnership
 Nomination Form for Selection of Heads, Directors, Deans and Associate
Deans
 Recommendation Letter for Outstanding Thesis and Dissertation
 Results of Faculty and Academic Staff Evaluation Board (FASEB) evaluation
  Request Letter for Late Payment and/or Late Enrollment
 Request Letter for Waiver of Fees
 Request Letter from Faculty Member on Late Entry of Grades
 Request Letter from Faculty Member to Approve Changing of Grade
 Request Letter from Faculty Member to be Resource Speaker in
Training/Seminars
 Request Letter from Partner School/College/University
 Request Letter to Hire Clerical Administrative Staff
 Report on Load (ROL)
 Rubrics for Student Assessment
 Selection Committee Interview Results
 Selection Committee Review Results
 University Committee on Student Discipline Investigation Results
 University Memorandum on the Search for Outstanding Teacher

2. College of Flexible Learning and e-PNU

 Endorsement Letter on Project Proposals
 List of Courses Offered
 List of Enrollment Keys
 Memorandum of Agreement
 Monthly Tally Records on LMS
 PNU Digital Hub Reservation Form
 Project Proposals
 Request Letter for PNU Digital Hub Reservation
 Request Letter for PNU Broadcast Studio Reservation

3. College of Graduate Studies and Teacher Education Research

 Academic Form
 Application Form for Certification of Points
 Application Form for Comprehensive Examination
 Application Form for Foreign Language Crediting
 Approved Criteria on Point System for Certification of Points
 Assessment Form
 Authenticity Test Results
 Certification Form
 Certificates of Completion of Foreign Language Training issued by Foreign
Language Institutions
 Colloquium Form
 Completion Form
 Concept Paper
 Consultation Monitoring Schedule
 Curriculum Proposal
 Endorsement Letter to Graduate Research Office (GReSO)
 Enlistment Form
 Enrollment Application Form
 Language Editing Certificate
 Letter from Organizing Committee
 List of Course Offerings
  Letters on Teaching Assignments
 Make-up Class Form
 Report on Load (ROL)
 Request Letter for Special Classes and Tutorials
 Research Ethics Committee Approval
 Summary of Colloquium Comments and Suggestions signed by the
 Test Permit
 Thesis and Dissertation
 Thesis and Dissertation Enrollment Form

4. College of Teacher Development

 Demo Teaching Rater Form
 Endorsement Letter from the College Dean/Institute Director for
Workshop/Training
 Letter of Application
 Letter of Request for Financial Assistance
 List of Course Offerings
 Proposal for Workshop
 Recommendation and Endorsement Letter for Hiring of Faculty (Part, Full-
Time)
 Report on Load (ROL)

5. Faculty and Academic Staff Evaluation Committee

 CCE Guidelines
 Faculty and Academic Staff Evaluation Committee (FASEC) Evaluation
Report
 NBC 461

6. Institute of Knowledge Management and

7. Institute of Physical Education, Health, Recreation, Dance and Sports
 Demo Teaching Rater Form
 Endorsement Letter from the College Dean/Institute Director for
Workshop/Training
 Letter of Application
 Letter of Request for Financial Assistance
 List of Course Offerings
 Proposal for Workshops
 Recommendation and Endorsement Letter for Hiring of Faculty (Part, Full-
Time)
 Report on Load (ROL)

8. Institute of Teaching and Learning

 2006 Student Teaching Manual
 Application for Document Form
 Call Slip
 Code of Ethics for Guidance
 ITL Learning Matrices
 ITL Student-Parent Handbook
 ITL Student ID
  Notice of Admission
 Registration Form
 Report Card
 Student Pass

9. Office of Admissions
 Application for Examination Form
 Certificate of ALS Accreditation and Equivalency Test
 Completed Answer Sheets
 Course Choice Form
 Endorsement of Request for Major Shifting
 Interview Sheet/Form
 Letter of Application to the Office of Admissions Director
 List of Examinees
 List of Passers
 Notice of Admission
 Notice of Enrollment
 Pilot Testing Results
 Promissory Note
 Request for Major Shifting
 Student Information Sheet (SIS) including High School Card/Transcript of
Records, Honorable Dismissal, Original NSO Birth Certificate, Good Moral
Certificate, Valid IDs, Employment Certificate, Marriage Certificate, Barangay
Residence Certificate, Baby Book, CBC Result, Urinalysis Result
 Table of Specification
 Test Booklets
 Test Items
 Test Materials
 Test Permit
 Test Proposal

10. Office of Student Affairs and Student Services

 Case Report
 Certificate of Recognition
 Certificate of Tax Exemption
 Club/Organization 3-year Action Plan
 Club/Organization Accomplishment Report
 Club/Organization Application Form and profile of Faculty Adviser
 Club/Organization Constitution and by-laws
 Club/Organization List of Officers
 Committee on Discipline and Investigation (CODI) Investigation Results
 Concept Paper
 Evaluation Form
 Evaluation Report
 Individual Inventory Record
 ITR
 Letter of Request from Agency to Visit
 Letter of Request from the College Dean
  PNU Student Handbook
 Psychological Test
 Psychological Assessment Report
 Request for Testing Services (Outside Clients, PNU
Students/Faculty/Staff)
 Scholarship Application
 Scholarship Contract
 Scholarship Renewal
 Session Records
 Student Government Criteria for Accreditation
 Technical Report

11. Office of the University Registrar

 Application Form for a Change of Name
 Application Form for Completion of Grades
 Application form for Request of Documents
 Certificate of Grades
 Certificate of Graduation
 Cross-Enrollment Form
 Cross-Enrollment Permit
 Form of Late Entry/Change of Grades
 List of Candidates for Graduation
 List of Undergraduate Students
 List of Graduate Students
 Medical Clearance
 Pre-Enrollment Form
 Re-admission Letter
 Re-admission Form
 Re-admission Policy
 Registration Form
 Shifting of Courses Form
 Voucher and Assessment Form

12. University Curriculum Management and Instructional Material Office

 Curriculum/Instructional Materials Proposal
 Materials Development Proposal
 UCMIMO Template on Curriculum
 Report on Load (ROL)
 Revised Guidelines for Submission and Approval of Proposed Curricular
Programs for the New Organizational Structure (OS)

13. University Gender and Development Office

 Accomplished Report approved by the Philippine Commission on Women
(PCW)
 Authorization Letter on Honorarium
 Gender and Development Plan and Budget approved by the Philippine
Commission on Women (PCW)
 Project Proposal
 SSD Report
  Voucher for Honorarium

14. University Library

 Accession Record
 Accession Record for Donations
 Acknowledgement Letter of Acceptance of Books
 Acknowledgement Receipt for Equipment (ARE)
 Book Accession Record
 Book Replacement Form
 Book List
 Book Shelf List
 Borrower’s Card
 DLM
 Donor Solicitation Letter
 Endorsement Letter
 Inventory Card
 Library Registration Form with PNU ID, Registration Card and 1x1 ID Picture
with name tag
 Library System Circulation Module
 Library Visitor’s Logbook
 List of Accountability
 List of Books for Weeding
 List of Donated Books
 List of Users
 Loan Receipt
 Process Slip
 Referral Letter
 Release Form
 Shelf List Card
 Union Card Catalog
 Visitor’s Permit
 Weeding Checklist

Office of the Vice President for Finance and Administration

1. Administrative Services
a. Bids and Awards Unit
 Bids
 Invitation to Bid
 List of Post-Qualification Documents
 Notice of Award
 Notice of Direct Contracting
 Notice of Repeat Order
 Price Quotation
 Procurement Guidelines
 Purchase Order
  Purchase Request Form
 Quotations/Canvass
 Technical Specifications of Items to purchase/bid

b. Press and Printing Unit

 ID Dummy Form
 ID Printing Logbook
 Job Request Form
 Request for Issuance of New IDs

c. Supply and Property Unit

 Abstract of Auction
 Acknowledgement Receipt for Equipment (ARE)
 Agency Procurement Request
 Agency Purchase Request
 Appraisal Report
 Bin Card
 Book of Accounts
 Certificate of Completion
 Clearance
 Delivery Logbook
 Equipment Service Card
 Fire Insurance policy
 Inspection and Acceptance Report
 Insurance Renewal Advice
 Inventory and Inspection Report of Unserviceable Property (IIRUP)
 Inventory Custodian Slip
 Issue Slip
 Memorandum Receipt for Equipment
 Monthly Inventory Report of Supplies and Materials’
 Pre-Repair Inspection Form
 Post-Repair Inspection Form
 Property Acknowledgement Receipt
 Property Card
 Requisition and Issue Slip (RIS)
 Service Agreement
 Service Report
 Stock Card
 Waste Materials Report
 Weekly Report on Issued Supplies and Materials
 Yearly Inventory Report of Supplies and Materials

d. Security Services and Safety Management Unit

 Case Report
 Disciplinary Action Memorandum
 Equipment Logbook
 Gate Pass
 Incident Report
  Information Report
 Investigation Report
 Medical Clearance
 Medical Report
 Personnel Logbook
 Security Manual
 Signed Affidavits
 Student Violation Logbook
 Suspect Photo
 Suspect Sworn Statement
 Sworn Statements
 Visitor Logbook

e. University Health Services Unit

 Accident Report Form
 Diagnosis Form
 Inspection Certificate
 Inspection Checklist
 Inspection Report
 Inspection Report Form
 Medical Assessment Letter
 Medical Referral Form
 Medical Referral Letter
 Medical Report
 Staff Medical Files
 Student Medical Files
 Water Bacteriological Analysis Results

2. Auxiliary Services Unit

 Actual Purchase Item Form
 Cash Book
 Cash Register Tape
 Daily Monitoring Sheet
 Dorm Logbook
 Dormer Application Form
 Dormer Contract
 Evaluation Form
 Freshmen Dormer’s List
 Gate Pass
 Inventory of Ingredients
 Inventory of Laundry Supplies
 Job Order Form
 Monthly Report of Accommodation
 Monthly Report of Collection
 Permission Slip
 PNU Hostel Logbook
 PNU Hostel Registration Form
 PNU Normal Hall Student Dormer List
  Request for Food Authority
 Service Contract
 Suggested Menu for Food Authority
 Transient Logbook

3. Financial Management Services

a. Accounting Unit
 AAB
 AGDB
 APP
 CDRec
 CRJ
 CRReg
 CkDJ
 Clearance Form
 Checks
 Consolidated Report of Daily Collections (CRDC)
 CTC
 Debit Memo
 Disbursement Voucher
 GAARD
 GARO
 GJ
 IT
 Journal Entry Voucher (JEV)
 LDDAP-ADA
 List and copy of Dishonored Checks
 LR
 NCA
 NTA
 PCFR
 Petty Cash Voucher (PCV)
 PPMP
 RANCA
 RANTA
 RER
 RCDisb
 Record of Checks Issued (RCI)
 RPPCV
 SARO
 STW
 TRA

b. Budget and Resources Planning Unit

 Budget Preparation Form
 Budget Utilization Request and Status (BURS)
 Certificate of Availability of Funds
 Consolidated Budget Proposal
  FAR 1 and 1A (Fund 101)
 FAR 2 and 2A (Fund 164)
 Form A (MFO Budget Matrix)
 Form B (Agency Performance Measures)
 Guidelines for Budget Preparation
 Obligation Request Status (ORS)
 Transmittal Letter

c. Collection and Disbursement Unit

 Bank Cash Book
 Cash Count Sheet
 Cash Disbursement Form (Appendix 41)
 Cash Receipt Register (Appendix 27)
 Daily Report
 Official Receipts
 Report of Accountability for Accountable Forms (Appendix 67)
 Reports of Checks Issued
 Report of Collections
 Report of Collection and Deposit (Appendix 26)
 Summary Report

4. Facilities Management and Sustainability Services

 Activity Logbook
 Bill of Materials
 Calendar of Scheduled Trip
 Design Layout
 Evaluation Form for Job Request
 Evaluation Form for Staff Performance
 FMSS Form No. 8
 FMSS Guidelines on Project Implementation
 Inspection Report
 IT Equipment Borrower’s Logbook/Equipment Logbook
 MWO Form 2
 Technical Specifications and Cost Estimate
 Trip Ticket
 Vehicle Dispatch Pass
 Work Accomplishment Report

5. Human Resource Management and Development Services

 Application for Provident Benefits (APB) Claim
 Application for Retirement
 Certificate of Disclosure
 Clearance Form
 Contract of Service
 Daily Time Record (DTR)
 Declaration of Pendency/Non-Pendency
 GSIS Clearance
 GSIS Form/Letter
  GSIS Loan Application Form
 Letter of Request (Special Order including honoraria, evening services,
etc.)
 Letter of Resignation
 Monthly Service Report
 Notice of Acceptance of Resignation
 Notice of Step Increment
 Notice of Vacancy
 Payroll for Extra Teaching Load
 Personal Data Sheet of Faculty and Staff/Employee Profile Records
(including Curriculum Vitae, Diploma, Birth Certificate, Marriage
Certificate, PAGIBIG, SSS, SALN, etc.)
 Personal Services Itemization and Plantilla of Personnel (PSIPOP)
 Prosecutor’s Clearance from Place of Work and Residence
 Report on Load Form
 Resignation Letter
 Retirement Letter
 Service Record
 Special Order (Salary Increase, Promotion, Proportional Vacation Pay,
etc.)
 Staff Status Report
 Statement of Leave Credits
 Terminal Leave Form
 Travel Authority Form
 University Teaching/Workload Guidelines

6. Management Information Services Office and the University Archives and

Records Management Unit
 Mail/LBC/Package Logbook
 MIS Service Form
 Payment Voucher
 Record Book for Received and Released Files
 Request Form
 Request Logbook
 Subpoena
Office of the Vice President for Research, Planning and Quality Assurance
1. Center for Planning and Quality Assurance
 CPQA Procedure Manual on Internal Standard Operational
Procedures/Processes
 Individual Performance Commitment and Review (IPCR)
 Office Performance Commitment and Review (OPCR)
 PNU CHED Normative Funding Documents as submitted to CHED
 PNU Performance-Based Bonus as submitted to CHED
 PNU SUC Levelling Documents as submitted to the Commission on Higher
Education (CHED)
 Program Performance Profiles (PPP)

2. Educational Policy Research and Development Center

  Application Form EPRDC No. 15
 Application Form EPRDC No. 16
 Application Form EPRDC No. 17
 Application Form EPRDC No. 18
 Application Form EPRDC No. 20
 Call for Nominations and Applications
 Certificate of Compliance
 Consolidated Report of Ratings
 EPRDC Form
 In-house Review results
 List of potential predatory journals (website)
 PNU Research Manual
 Progress Report Form
 Proposal Review Results
 REC Evaluation Results
 REC Form/s
 Record Book
 Research Compliance Submission Form
 Research Consultation Form
 Research Proposal Format
 Research Review Results
 Result of External Review
 Rubrics of Evaluation of Proposal
 Scoring Sheets
 Summary Report on Evaluation
 Technical Report

3. Graduate Research Office

 Evaluation Results
 Graduate Research Office (GReSO) Oral Defense Form
 Graduate Research Office (GReSO) Title Defense Form
 List of Advisees
 List of Advisers
 Needs Analysis Questionnaire
 Needs Analysis Survey Results
 RCBW Proposal
 Research Ethics Guidelines
 Technical Report

4. Publication Office
 Application Form
 Instruction for Authors
 Journal Accreditation Application Form
 Journal Archives
 Journal Issues
 Journal Templates
 Peer Reviewer Form
  Procedure Manual for Authenticity Testing for Articles submitted to Journals
Managed by the University Curriculum Management and Instructional
Materials Office
 Procedure Manual for Distribution of Printed Copies
 Procedure Manual for Evaluation of Services
 Procedure Manual for Formatting and Layouting of an Article
 Procedure Manual for Formatting of a Journal Issue
 Procedure Manual for Language and Grammar Editing
 Procedure Manual for Online Publishing
 Procedure Manual for Review
 Procedure Manual for Submission of Manuscripts
 Publication Ethics
 Review results of Journal’s Evaluation
 Submission Checklist
 Submission History

5. Research Center for Teacher Quality

 Cash Advance Form
 Details and List of Bidders
 Evaluation Reports
 Financial Reports
 Fund Transfer Advice and Acknowledgement Receipt
 Implementation Reports
 List and utilization report on equipment
 List and utilization report on supplies
 Liquidation Report
 Monitoring Reports
 Monthly Acquittal Report
 Project Proposals
 Remittance Form
 Report Drafts
 Report Review Results
 Reports of Approved Project-related or Center Activities
 RCTQ Form 1 (Request Form)
 RCTQ Form 2 (Purchase Request Form)
 Request for Cash Replenishment
 Request to SiMERR
 Staff Monitoring and Evaluation Report
Office of the Vice President for University Relations and Advancement
1. Alumni Relations and Services Office
 Alumni Information Form
 Alumni Membership ID
 Alumni Survey Form
 Annual Yearbook
 Clearance Form
 Evaluation Forms
 List of PNU Alumni Association Members
  List of PNU Graduates and Alumni
 PNU Alumni Association Constitution and By-laws
 Tracer Study Form
 Visit and Transaction Logbook

2. Campus Development Office

 Campus Documents

3. Community Partnership and Extension Office

 NSTP Class List
 NSTP Module

4. Linkages and International Office

 Concept Paper
 Evaluation Form
 List of Requirements
 List of Accepted Students
 Memorandum of Agreement (MOA)
 Program Proposal

5. Promotion and Business Development Office

 Business Proposal
 Institutional Gift and Token Logbook
 ITL Books Form
 ITL Students Monitoring Form
 LET Certification
 LET Final Coaching Program Registration Form
 LET Review Coaching Materials
 LET Review Program Registration Form
 NQESH Review Program Registration Form
 NQESH Review Program Coaching Materials
 PBDO Merchandise Sale Logbook
 PBDO Records Monitoring Folder
 Request Form for Institutional Gifts and Tokens

6. University Events Management and Public Relations Office

 Concept Paper
 Online Registration Form for Venue Rental
 Request for Vehicles/Request for use of University vehicles
 Request for Venue Reservation
General References and Documents

 Attendance Sheets
 Circulars
 Communication Letters
 Conference Programs
 Evaluation Forms
 Evaluation Report
  Incoming/Outgoing Documents Logbook
 Invitations
 Line Item Budget
 Order of Payment
 PNU Citizen’s Charter
 Philippine Normal University (PNU) Strategic Development Plan
 (SDP) 2012 - 20
 PNU Strategic Performance Management System (SPMS)
 Project Proposals
 Request Form
 Request for Cash Advance and Honoraria
 Request for Travel Authority
 University Calendar of Activities
 University Circular No. 7
 University Memoranda
 University Memorandum 51, s. 2016
 University Memorandum 102, s. 2016
External Documents

 CHED’s Normative Funding Scheme – Joint Department of Budget and

Management (DBM) and Commission on Higher Education (CHED) Circular
No. 2, s. of 2004.
 Citizen’s Charter – Based on Republic Act No. 8495 (An Act to improve the
efficiency in the delivery of government services to the public by reducing
Bureaucratic red tape preventing graft and corruption).
 Civil Service Commission Memorandum Circular No. 6, Series of 2002
(Revised Policies on the Grant of Loyalty Award)
 Commission of Higher Education (CHED) Memoranda
 Commission on Audit (COA) Rules on Local Travel
 CSC Form 6 for Terminal Leave
 CSC Resolution no. 1302242 dated October 1, 2013
 DBM National Budget Circular No. 549 dated October 21, 2013
 DepEd K-12 Curricula
 GSIS Memorandum Circular No. 002, Series of 2014
 ITR
 ISO 9001: 2015 Quality Management System (QMS) Guidelines
 Memorandum Circular No. 6, s. 2012 that provided guidelines in the
establishment and implementation of an agency’s SPMS.
 Performance-based Bonus (PBB) – Memorandum Circular No. 2016-1, s.
2016 issued by the Inter-Agency Task Force on the Harmonization of the
National Government Performance Monitoring, Information and Reporting
System based on Administrative Order No. 25, s. 2011 and Executive Order
No. 80 and No. 201.
 Philhealth Member Registration Form
 Program Accreditation Guidelines by the Accrediting Agency of Chartered
Colleges and Universities in the Philippines (AACCUP), Inc.
 Republic Act No. 10154 dated July 14, 2011
 Republic Act No. 9258/IRR of R.A. No. 9258
 State Universities and Colleges (SUC) Levelling by the Commission on
Higher Education (CHED) – CHED and Department of Budget and
Management (DBM) Joint Circular 12345 s. 2016, April 13, 2016
 SUC Horizontal Typology by the Commission on Higher Education (CHED)
based on CMO # 46, s. 2012.
 Annex 2

The Organizational Context

2.1 Analysis of PNU’s Strengths, Weaknesses, Opportunities, and Threats

Area Theme Strength Weakness Opportunity Threat

Culture of
competitiveness
Being the
Field of among national
National
specialization and international
Center for
of the faculty is Higher
Teacher
limited. Educational
Pedagogical Education
There is no Institutions
orientation (NCTE)
differentiation (HEIs); The
provides
of the work ranking of
opportunities
load based on universities
for faculty
rank. requires PNU to
development.
raise the bar
much higher.

Faculty There is no
Faculty
ample time to The
members are
do other availability of
willing to
academic continuing Budget cut/not
multi-task
activities due education enough state
and work
to non- programs for subsidy
Instruction beyond
academic both faculty
official hours.
tasks. and staff.

Demoralization
Academic
due to weak Culture of
freedom and The new
promotion complacency
culture of administration
system and and apathy
consultation
low salaries

No branding
and not well
Competition
packaged; Availability of
Curricular among Tertiary
Do not new markets
programs are Educational
Curricula and adequately for teacher
strong. Institutions
other cater to education
(TEIs)
programs international
students

The faculty Time to revise ICT revolution Not enough

member has to be in tune and the funds
 a sense of with the time; coming of e-
ownership of Online and university
the current other non-
curriculum traditional
because it programs are
underwent limited.
extensive
consultation.
Continuing The structure The new Resistance to
education is weak to administration change
and non- allow new
traditional programs to be
programs are developed.
available

Availability of
local
government
PNU The student
and Bad politics and
students are population is
congressional peace and order
"easy" to not national in
funds and situation
manage. character.
funds through
public-private
partnership

PNU students
are generally
PNU
perceived to Availability of
students
be good in student
generally Competition
methodology programs in
have access among
but weak in local and
to a variety of universities
Students content and international
co-curricular
poor in universities
activities.
communicating
in English.

Protection of
students from
sexual
Availability of harassment,
student abusive faculty
Linkages and Not enough
services and and staff, and
networking funds
student corrupt
organizations practices is
weak.

Willingness Not enough Availability of Research

Research
of faculty time and research incentive
 members to incentive for incentives provided by the
do research and funds University pales
researches in comparison
with
opportunities
outside such as
LET review and
publication.

Government
rules may not
There is a
Limited The allow what is
unit to
Research research to administration’s required of PNU
ensure bias toward
Output and influence to become a
research research
Dissemination policy-makers research
output.
university.

Limited
There is a Emphasis on Traditional
research to
research research as management
impact teacher
agenda. an NCTE philosophy
education
Limited
There is a research to
Being published
PNU track and Availability of
in refereed
research monitor ISI journals
journal is tough.
journal. institutional
performance
The process
Research
Availability of of Competition
coordinators
college consultation among
and graduate
research to discuss universities to
students are
coordinators University get the best
not optimized.
issues
Universities are
Availability of pouring
incentives to Inadequate Public-private resources into
do a infrastructure partnership research which
Research
research PNU may not be
Development
able to match.
and
There are Linkages and
Infrastructure
faculty Need to networking
Not being visible
members capacitate and openness
in the research
who can be faculty to
network
research members collaborative
mentors. research
There is an Overlaps
Ranking of
entire office between
universities Lack of funds for
devoted to academics and
requires PNU research
research research
to benchmark
headed by a create
 Vice confusion and to be
President. inefficiency competitive
Alumni both in
Alumni not
Alumni are the country
optimized and Government
Alumni well- and abroad
not sufficiently rules
positioned. are willing to
serviced
help.
Funding
agencies are
Very active Weak
willing to Competition for
Extension Extension and diverse extension
support funds
programs framework
innovative
programs.
Has access
Strategic There is
to the UN High
Linkages and network and national and
system, maintenance
Networking linkage agenda global trend to
specifically relationship
are not clear network.
UNESCO
PNU rate is not
competitive to
encourage
faculty to be
Visible in published by
Competitive
basic PNU; ICT revolution
market
education Faculty not
publishing
much scientific
and technical
books.
Website is
operational Website is not
Publication
and there is optimized and
access to a the media Emerging Online is
few affair unit is online culture fleeting.
broadcast operating as
and print ad-hoc.
media.
PNU press has
There is an
no products. It
available unit There is a
is operating as
that does ready market Government
a printing
printing for PNU rules
office.
needs of the products.
Infrastructure
University.
is weak.
Administrative The new Dearth of
There is no
Support administration competent
The staff staff
is being people to join
Staff generally development
particular PNU due to low
love PNU. to continuously
about salaries
upgrade the
competence
 skill level of
staff.

The
management
systems are
not
Government How much
benchmarked Benchmarking
rules serve leeway does the
Systems and with with other
as bases of universities
government
Procedures performing
procedures structure allow?
universities;
and systems.
PNU operates
as an oral
tradition.

Weak ICT and

Active Board management requirements How much
Policies of Regents information for autonomy does
(BOR) system transparency PNU have?

Too much tasks

tend to set aside
Not strong to
dialogues on
withstand the
Institutional Relatively Consultation management
change of
Change free process philosophy and
administration
organizational
values and
culture.
Available unit
The ICT
through MIS Bias of the
Infrastructure program is not
to promote new
and systematic and Limited funds
ICT in the administration
Technology benchmarked
University toward ICT
with the best.
Based on No financial
government analysis; Planning
Resistance
procedures System has process
leakages.
PNU is
Fiscal Health
allowed to
There is a
generate and There is no Government
market for
maintain revenue plan. rules
PNU.
income.

One of the
better Cut on state
Campus No campus PNU as an
campuses in subsidy for
Environment development NCTE
Manila capital outlay
2.2. Action Plans to Address Identified Threats/Risks

1.1 To solidify stakeholders’ support in pursuit of excellence, innovations, influence and

impact.

1.1.1 Develop and implement a comprehensive internal stakeholders’ engagement

program that shall regularly orient them on the PNU’s mission, vision, values,
standards, and systems to ensure their translations into expected behaviours;
1.1.2 Build a culture of excellence by strengthening the culture or research among
faculty, staff, and students and other key players of the University;
1.1.3 Develop a shared leadership and management philosophy, principles, and
values appropriate for building an institutional culture consistent with and in
support of PNU’s vision and mission.

1.2 To institutionalize quality assurance mechanisms that ensure compliance with

international standards of excellence and implement PNU’s distinctive competence in
all the products and services.

1.2.1 Create a Quality Assurance Center which shall ensure that defined standards
are met.
1.2.2 Implement the requirements of normative financing scheme, NBC 461 and other
national issuances as minimum standards to be met.
1.2.3 Ensure the University system’s compliance with relevant laws and policies.
1.2.4 Adopt ISO 9001:2015 for the education sector to guide PNU in improving its
management system.
1.2.5 Utilize the QS (Quacquarelli Symonds) ranking system to transform PNU as a
globally-respected University.
1.2.6 Develop an appropriate measure of academic performance for teacher
education university through collaboration with other TEIs abroad.

1.3 To employ proven management technologies and systems as solutions to providing

quality, reliable, and efficient academic and administrative support services to sustain
the University’s competitiveness.

1.3.1 Develop and implement an ICT plan that shall modernize PNU’s services and
ensure seamless data generation and utilization by internal and external
stakeholders.
1.3.2 Integrate and synchronize office operations based on clearly defined University
planning system.
1.3.3 Implementing efficient and effective internal financial control system and related
governance processes that provide clear and appropriate oversight of the
University.
1.3.4 Improve the efficiency and effectiveness of resources and infrastructure support
services, and when necessary, outsource services which are not core functions
of the University.
 1.3.5 Create an enabling environment (e.g. structure/personnel requirement) to
support the articulated reforms; administrative positions must be consistent
with 2020 and 2030 administrative services.
1.3.6 Develop and provide access to high quality library and information services
targeted to enrich student learning experiences and lifelong pursuits, and to
advance the University’s research endeavours.

1.4 To promote a distinct and widely recognized PNU brand as being the source of
responsive innovations in teacher education.

1.4.1 Embed the PNU brand in the activities of the faculty, staff, and students with
emphasis on “qualities of graduates”.
1.4.2 Develop and implement information and communication program to promote
the PNU brand to key institutional, national and international audiences.
1.4.3 Optimize the cyberspace to promote PNU and enhance its reputation.
1.4.4 Preserve the University’s glorious tradition in a performing arts and literature
by giving full support and inspiration to performances and publication of
performing groups, drama clubs, literary circles, and writers’ organizations.
1.4.5 Preserve the institutional memory by telling and re-telling stories about the
best practices, tradition, and the past.

1.5 To transform PNU as an internationally-recognized leader in teacher education.

1.5.1 Develop an internationalization program that shall increase the number and
expand the diversity of foreign students and faculty.
1.5.2 Develop an international relation strategic plan to ensure a strong position
within the global teacher education network and academic community.
1.5.3 Develop and produce scholarly work and products that attract international
audience.
1.5.4 Position PNU as a hub for academic activities and exchanges relevant to
teacher education and basic education to ensure its international presence.
1.5.5 Participate in the international network of TEIs to promote collaboration and
partnership in the conduct of research, extension, and production.

1.6 To optimize collaboration and partnership with public and private institutions and
organizations to support effective and efficient delivery of University functions.

1.6.1 Strengthen the partnership with alumni as significant stakeholders of the

University.
1.6.2 Maximize the national TEI network in the conduct of research, extension, and
production to expand the reach of PNU leadership.
1.6.3 Promote individual and institutional linkages and network that will ensure
active engagement of faculty and PNU in multi-disciplinary, professional and
scientific communities.
1.6.4 Support PNU students’ leadership in national and international student
academic communities.
1.6.5 Pursue opportunities afforded by public-private partnerships to increase and
diversify University resources.
1.7 To develop well-planned products and services that are of value to stakeholders.

1.7.1 Provide quality product solutions to national and global educational issues and
demands.
1.7.2 Create the relevant unit/s for the development, marketing, and protection of
PNU products and services.
1.7.3 Comply with standards for product development, marketing, and protection.

1.8 To respond effectively and innovatively to the needs, demands, and requirements of
the different stakeholders to actualize/demonstrate the University's relevance and
leadership.

1.8.1 Provide academic and support services to ensure the effective transition of
students to various levels in higher education and increase student retention
and success.
1.8.2 Broaden the PNU Main campus’ national intake of a select group of students
through aggressive recruitment, scholarship, and promotion program to
expand PNU’s scope of impact.
1.8.3 Develop PNU campuses as regional hubs in teacher education offering
programs peculiar to concerned regions of the country.
1.8.4 Expand the impact of PNU’s extension service program through cascading
leadership in the network of TEI extension offices.
1.8.5 Provide structures that will maximize opportunities that respond to the
demands of a knowledge-based society toward e-PNU as a University’s future
at the soonest possible time.
1.8.6 Provide research-based solutions to address challenges to quality education
and other concerns related to educational reforms.

1.9 To embed in the University system the value of environmental sustainability,

continuing growth, and forward thinking.
1.9.1 Institute a financial sustainability program that supports the University’s
strategic goals.
1.9.2 Develop and implement a Strategic Asset Management Plan which identifies
key priorities, opportunities and constraints relating to physical environment,
information and communications technology, and equipment/ infrastructure
requirements for the University’s projected development.
1.9.3 Implement, monitor, evaluate and adjust the University’s Master Plan as a
measure for sustainability.
1.9.4 Develop legislative agenda for the University’s growth and sustainability.

1.10 Ensure an enriching, fair, and healthy work environment which promotes professional
growth and career advancement for faculty and staff, and guarantee a steady supply
of highly competent human resources.

1.10.1 Upgrade the system of recruitment to ensure a pool of human resource with
high level of expertise.
1.10.2 Provide opportunities for professional growth, leadership, faculty, and staff
development in an environment that values excellence.
1.10.3 Recognize and reward performing faculty and staff.
1.10.4 Identify, encourage and proactively manage faculty and staff to ensure that
performance standards are met.
1.10.5 Increase the number of faculty with high level expertise trained from reputable
universities in the country and abroad.
1.10.6 Maintain a faculty profile that has 2/3 in teacher education and 1/3 of the
faculty in pure disciplines to ensure diversity of expertise.
 Annex 3

List of Relevant Interested Parties, Their Descriptions and Issues/Requirements,

and Action Plans to Address Their Issues

3.1 List of Relevant Interested Parties, and Their Descriptions, and Issues/Requirements

Due to their effects on PNU’s ability to consistently provide products and services that meet
customer and applicable statutory and regulatory requirements, PNU has determined the
interested parties and their requirements that are relevant to its Quality Management System.

PNU monitors and reviews the information about these interested parties and their relevant
requirements.

Customers

PNU’s customers are its graduate and undergraduate students and employees, parents, and
alumni, among others.

Graduate and undergraduate students require quality education. PNU’s students are pre-service
and in-service teachers. They need to have depth in content and to be innovative teachers and
educational leaders with appropriate technological skills to meet the demands of an advanced
information technology society.

Employees, including faculty and administrative staff, of the University, parents and alumni are
also its customers. PNU is required to deliver quality services for them.

Members of the faculty need good services and assistance from the administration and
administrative staff so that they can deliver quality education to PNU’s primary customers. They
need continuous trainings on various facets of education to keep abreast of the current trend and
issues on education. Likewise, they require to be given good support services and assistance by
other members of the PNU community in order to perform their functions, not only in instruction,
but in research, production and extension, as well.

Further, the University’s administrative employees require support from the administration so that
they can continually be updated of their needs in order to help their units to function efficiently
and effectively and ensure that performance expectations are met. .

Moreover, the parents and alumni require availing of good services from the members of the PNU
community. PNU needs to satisfy them in terms of the services and other requirements that they
may have from the University.

Other than those interested parties mentioned above, there are other customers with other
requirements from the University as discussed below.
Other Customers

1. National Institutions/Agencies/Organizations

Name of Institution/Agency Issues/Requirements

On-site Graduate Degree/Specialization
Training for Public Elementary Teachers
Department of Education
Capacity Building for SPED Teachers

Good Service
Teacher Education Institutions (TEIs)
Training for Teachers
Development Bank of the Philippines Scholarship Program and Partnership for
National Commission on Indigenous People Indigenous Cultural Communities (ICCs)/
Indigenous People (IP) Students
Department of Education
Module Writing for OFW Pre-Service
Teachers
Department of Labor and Employment
Extension Project: Sa Pinas, Ikaw and
Ma’am/Sir

2. International Educational Institutions and Other Organizations

Country Name of Institution Issues/Requirements

Australia Queensland University of Joint academic and scientific
Technology venture exchange program
Academic Exchange
Joint Research Projects,
Sanata Dharma University Symposium and Conference
Short-course training programs

Academic Exchange
Joint Research Projects,
State University of Goronta Symposium and Conference
Short-course training programs
Indonesia
Exchange of research scientists
and faculty
members
Exchanges of student and
credits
Universitas Malaysia Perlis
Exchange of academic
materials and other
information
Participation in seminars and
academic
 meetings
Special short-term training
program

Special Programs
Research Degrees
Universitas Ubudiyah Indonesia Tutor Exchange
Resource Sharing

Student Exchange Program

Kansai University
Student Exchange Program
Educational and Scientific
Osaka Prefecture University
Cooperation

Osaka University Graduate

Japan
School and School of Academic Exchange
Engineering
Queensland University of Joint academic and scientific
Technology venture exchange program
Tokyo Gakugei University Student Exchange Program
Teaching of Nihonggo
Japan Foundation (Manila)
Language
Academic and Cultural
Malaysia Universitas Malaysia Perlis Exchange

Academic Exchange
Joint Research Projects
Siam University
Symposium and Conference
Short-course training programs
Suan Dhusit Rajabhat Scientific, Educational and
University Cultural Exchange
Academic Exchange
Joint Research Projects
Suratthani Rajabhat University
Symposium and Conference
Thailand
Short-course training programs
Academic Exchange
Joint Research Projects
Rajamangala University
Symposium and Conference
Short-course training programs
Office of the Secondary
Education Service Area for English Language Proficiency
Chonburi and Rayong Training Cultural Exposure
Provinces
Academic Exchange
Joint Research Projects
Chinju National University
Symposium and Conference
Korea
Short-course training programs
Academic Exchange
Dongseo University
Joint Research Projects,
 Symposium and Conference
Short-course training programs
Academic Exchange
Gwangju National University of Joint Research Projects,
Education Symposium and Conference
Short-course training programs
Establishment of Philippine
Institute of APEC Collaborative
Secretariat at PNU
Education
Kyung-Nam College of Teaching of Korean Language
Information and Technology at PNU
Customized English
Trans-Educ League Exposure/Enhancement
Program
Daegu National University of
Academic Exchange
Education
China University of Political Academic and Cultural
Science and Law, China Exchange
Academic Exchange
China
Joint Research Projects,
Guangdong University, China
Symposium and Conference
Short-course training programs
Academic Exchange
Joint Research Projects,
Iraq Salahaddin University
Symposium and Conference
Short-course training programs
Bangladesh Daffodil International University Academic Collaboration
Province of Gyeongsangbuk-do, Multicultural Children's
Korea and Vietnam DNUE, and Can Tho University Education and Social
of Vietnam Development
Ministry of Education of Timor Development and Capacity
Timor Leste
Leste Building Programs for Teachers
Selected TEIs in the ASEAN ASEAN Teacher Education
ASEAN
Region Network
Ministry of Education, Culture
Spain
and Sports
Valdosta State University
Merced Community College Joint cooperative educational
District and research programs for
Los Angeles Community faculty and students
College District
Mount Saint Mary College
Ohlone College
USA
Exchange of faculty and
students for study and research
California State University Joint research projects
Exchange of information and
academic publications
Tennessee Renewable Energy International Exchange
and Economic Council Program
3. External Providers

The University’s external providers of both products and services require good services from
the concerned units as well. They need to be informed of the products and services that PNU
require from them. Likewise, they need to be informed of the statutory and regulatory
requirements that PNU must comply to enable them to do what the University requires and
expects from them. Finally, they need to be notified of their performance as external providers
so that they can continually improve to meet PNU’s requirements and expectations.

3.2 Plans to Address Issues/Requirements

3.2.1 Shared Vision of Excellence

To solidify stakeholders’ support in pursuit of excellence, innovations, influence and

impact.

3.2.1.1 Develop and implement a comprehensive internal stakeholders’ engagement

program that will regularly orient them on the PNU mission, vision, values,
standards, and systems to ensure their translations into expected behaviours.
3.2.1.2 Build a culture of excellence by strengthening the culture or research among
faculty, staff, and students and other key players of the University.
3.2.1.3 Develop a shared leadership and management philosophy, principles, and
values appropriate for building an institutional culture consistent with and in
support of PNU’s vision and mission.

3.2.2 Quality Assurance

To institutionalize quality assurance mechanisms that ensure compliance and

international standards of excellence and implement PNU’s distinctive competence in
all the products and services.

3.2.2.1 Create a Quality Assurance Center which will ensure that defined standards are
met.
3.2.2.2 Implement the requirements of normative financing scheme, NBC 461 and other
national issuances as minimum standards to be met.
3.2.2.3 Ensure the University system’s compliance with relevant laws and policies.
3.2.2.4 Adopt ISO 9001: 2015 for the education sector to guide PNU in improving its
management system.
3.2.2.5 Utilize the QS (Quacquarelli Symonds) ranking system to transform PNU as a
globally-respected university.
3.2.2.6 Develop an appropriate measure of academic performance for teacher
education university through collaboration with other TEIs abroad.

3.2.3 System-based Solutions

To employ proven management technologies and systems as solutions to providing

quality, reliable, and efficient academic and administrative support services to sustain
the University’s competitiveness.
 3.2.3.1 Develop and implement an ICT plan that will modernize PNU services and
ensure seamless data generation and utilization by internal and external stakeholders.
3.2.3.2 Integrate and synchronize office operations based on clearly defined university
planning system.
3.2.3.3 Implementing efficient and effective internal financial control system and related
governance processes that provide clear and appropriate oversight of the University.
3.2.3.4 Improve the efficiency and effectiveness of resources and infrastructure support
services, and when necessary, outsource services which are not core functions of the
University.
3.2.3.5 Create an enabling environment (e.g. structure/personnel requirement) to
support the articulated reforms; administrative positions must be consistent with 2020
and 2030 administrative services.
3.2.3.6 Develop and provide access to high quality library and information services
targeted to enrich student learning experiences and lifelong pursuits, and to advance Formatted: Font: (Default) Arial
the University’s research endeavours. Formatted: Left, Space After: 10 pt, Line spacing:
Multiple 1.15 li, Outline numbered + Level: 4 +
3.2.4 Branding Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment:
Left + Aligned at: 0.69" + Indent at: 1.19"
To promote a distinct and widely recognized PNU brand as being the source of
Formatted: Font: (Default) Arial
responsive innovations in teacher education.
Formatted: List Paragraph, Outline numbered + Level:
3.2.4.1 Embed the PNU brand in the activities of the faculty, staff, and students with 4 + Numbering Style: 1, 2, 3, … + Start at: 2 +
emphasis on “qualities of graduates”. Alignment: Left + Aligned at: 0.69" + Indent at: 1.19"
1.1.1 3.2.4.2 Develop and implement information and communication program to Formatted: Left, Space After: 10 pt, Line spacing:
promote the PNU brand to key institutional, national and international Multiple 1.15 li, Outline numbered + Level: 4 +
audiences. Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment:
Left + Aligned at: 0.69" + Indent at: 1.19"
3.2.4.2
3.2.4.3 Optimize the cyberspace to promote PNU and enhance its reputation. Formatted: Font: (Default) +Body (Calibri)
1.1.2 . Formatted: Font: (Default) Arial
1.1.3 PPreserve the University’s glorious tradition in a performing arts and literature
Formatted: Font: (Default) Arial
by giving full support and inspiration to performances and publication of
Formatted: Font: (Default) Arial
performing groups, drama clubs, literary circles, and writers’ organizations.
3.2.4.4 Formatted: Font: (Default) Arial, Bold, Font color: Black
1.1.43.2.4.5 Preserve the institutional memory by telling and re-telling stories about Formatted: Outline numbered + Level: 3 + Numbering
the best practices, tradition, and the past. Style: 1, 2, 3, … + Start at: 4 + Alignment: Left + Aligned
at: 0.46" + Indent at: 0.96"

1.23.2.5 Internationalization Formatted: Font: (Default) Arial, Bold

Formatted: Indent: Left: 0.69", Space After: 0 pt, Line
To transform PNU as an internationally-recognized leader in teacher education. spacing: single, No bullets or numbering
Formatted: Outline numbered + Level: 4 + Numbering
Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned
at: 0.69" + Indent at: 1.19"
1.2.1 Develop an internationalization program that will increase the number and
expand diversity of foreign students and faculty. Formatted: Font: (Default) Arial
3.2.5.1 Formatted: Space After: 0 pt, Line spacing: single,
1.2.2 Develop an international relations strategic plan to ensure a strategic position Outline numbered + Level: 4 + Numbering Style: 1, 2,
within the global teacher education network and academic community. 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.69"
3.2.5.2 + Indent at: 1.19"
Formatted: Font: (Default) Arial
 1.2.3 Develop and producing scholarly work and products that attract international
audience.
3.2.5.3 Formatted: Font: (Default) Arial
1.2.4 Position PNU as a hub for academic activities and exchanges relevant to
teacher education and basic education to ensure its international presence.
3.2.5.4 Formatted: Font: (Default) Arial
1.2.53.2.5.5 Participate in international networks of TEIs to promote collaboration and
partnership in the conduct of research, extension, and production.

1.33.2.6 Collaboration and Partnership Formatted: Outline numbered + Level: 3 + Numbering

Style: 1, 2, 3, … + Start at: 5 + Alignment: Left + Aligned
To optimize collaboration and partnership with public and private institutions and at: 0.46" + Indent at: 0.96"
organizations to support effective and efficient delivery of University functions.
Formatted: Indent: Left: 0.69", Space After: 0 pt, Line
spacing: single, No bullets or numbering
Formatted: Outline numbered + Level: 4 + Numbering
1.3.1 Strengthen partnership with alumni as significant stakeholders of the University. Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned
3.2.6.1 at: 0.69" + Indent at: 1.19"
1.3.2 Maximize national TEI network in the conduct of research, extension, and Formatted: Font: (Default) Arial
production to expand the reach of PNU leadership. Formatted: Space After: 0 pt, Line spacing: single,
3.2.6.2 Outline numbered + Level: 4 + Numbering Style: 1, 2,
1.3.3 Promote individual and institutional linkages and network that will ensure active 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.69"
engagement of faculty and PNU in multi-disciplinary, professional and scientific + Indent at: 1.19"
communities.
3.2.6.3 Formatted: Font: (Default) Arial
1.3.4 Support PNU students’ leadership in national and international student
academic communities.
3.2.6.4 Formatted: Font: (Default) Arial
1.3.53.2.6.5 Pursue opportunities afforded by public-private partnerships to increase
and diversify University resources.

1.43.2.7 Product and Service Development Formatted: Outline numbered + Level: 3 + Numbering
Style: 1, 2, 3, … + Start at: 5 + Alignment: Left + Aligned
To develop well-planned products and services that are of value to stakeholders. at: 0.46" + Indent at: 0.96"
Formatted: Indent: Left: 0.69", Space After: 0 pt, Line
spacing: single, No bullets or numbering

1.4.1 Provide quality product solutions to national and global educational issues and Formatted: Outline numbered + Level: 4 + Numbering
demands. Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned
3.2.7.1 at: 0.69" + Indent at: 1.19"
1.4.2 Create the relevant unit/s for the development, marketing, and protection of Formatted: Font: (Default) Arial
PNU products and services. Formatted: Space After: 0 pt, Line spacing: single,
3.2.7.2 Outline numbered + Level: 4 + Numbering Style: 1, 2,
1.4.33.2.7.3 Comply with standards for product development, marketing, and 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.69"
protection. + Indent at: 1.19"

1.53.2.8 Responsiveness to Stakeholders Formatted: Outline numbered + Level: 3 + Numbering

Style: 1, 2, 3, … + Start at: 5 + Alignment: Left + Aligned
at: 0.46" + Indent at: 0.96"
 To respond effectively and innovatively to the needs, demands, and requirements Formatted: Indent: Left: 0.69", No bullets or
of the different stakeholders to actualize/demonstrate the University's relevance and numbering
leadership.

Formatted: Outline numbered + Level: 4 + Numbering

Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned
1.5.1 Provide academic and support services to ensure the effective transition of at: 0.69" + Indent at: 1.19"
students to various levels in higher education and increase student retention Formatted: Font: (Default) Arial
and success.
3.2.8.1
1.5.2 Broaden the PNU Main campus’ national intake of select group of students
through aggressive recruitment, scholarship, and promotion program to expand
PNU’s scope of impact.
3.2.8.2
1.5.3 Develop PNU campuses as regional hubs in teacher education offering
programs peculiar to the region.
3.2.8.3 Formatted: Font: (Default) Arial
1.5.4 Expand the impact of PNU extension service programs through cascading
leadership in the network of TEI extension offices.
3.2.8.4 Formatted: Font: (Default) Arial
1.5.5 Provide structures that will maximize opportunities that respond to the demands
of a knowledge-based society toward e-PNU as a University’s future at the
soonest possible time.
3.2.8.5 Formatted: Font: (Default) Arial
1.5.63.2.8.6 Provide research-based solutions to address challenges to quality
education and other concerns related to educational reforms.

1.63.2.9 Sustainability Formatted: Font: (Default) Arial, Bold, Font color: Black
Formatted: Outline numbered + Level: 3 + Numbering
To embed in the University system the value of environmental sustainability,
Style: 1, 2, 3, … + Start at: 5 + Alignment: Left + Aligned
continuing growth, and forward thinking. at: 0.46" + Indent at: 0.96"
Formatted: Font: (Default) Arial, Bold
Formatted: Indent: Left: 0.69", No bullets or
1.6.1 Institute a financial sustainability program that supports the University’s numbering
strategic goals.
Formatted: Outline numbered + Level: 4 + Numbering
3.2.9.1
Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned
1.6.2 Develop and implement a Strategic Asset Management Plan which identifies at: 0.69" + Indent at: 1.19"
key priorities, opportunities and constraints relating to physical environment,
information and communications technology, and equipment/ infrastructure Formatted: Font: (Default) Arial
requirements for the University’s projected development.
3.2.9.2 Formatted: Font: (Default) Arial, Font color: Black
1.6.3 Implement, monitor, evaluate and adjust the University Master Plan as a
Formatted: Font color: Auto
measure for sustainability.
3.2.9.3 Formatted: Font: (Default) Arial
1.6.43.2.9.4 Develop a legislative agenda for the University’s growth and sustainability. Formatted: Font: (Default) Arial, Font color: Black
Formatted: Font: (Default) Arial
1.73.2.10 Human Capital
Formatted: Outline numbered + Level: 3 + Numbering
Style: 1, 2, 3, … + Start at: 5 + Alignment: Left + Aligned
at: 0.46" + Indent at: 0.96"
Ensure an enriching, fair, and healthy work environment which promotes professional Formatted: Indent: Left: 0.69", No bullets or
growth and career advancement for faculty and staff, and guarantee a steady supply of numbering
highly competent human resources.

Formatted: Outline numbered + Level: 3 + Numbering

Style: 1, 2, 3, … + Start at: 5 + Alignment: Left + Aligned
1.7.1 Upgrade the system of recruitment to ensure a pool of human resource with at: 0.46" + Indent at: 0.96"
high level of expertise. Formatted: Outline numbered + Level: 4 + Numbering
3.2.10.1 Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned
1.7.2 Provide opportunities for professional growth, leadership, faculty, and staff at: 0.69" + Indent at: 1.19"
development in an environment that values excellence.
3.2.10.2 Formatted: Font: (Default) Arial
1.7.3 Recognize and reward performing faculty and staff.
3.2.10.3 Formatted: Font: (Default) Arial
1.7.4 Identify, encourage and proactively manage faculty and staff to ensure that
performance standards are met.
3.2.10.4 Formatted: Font: (Default) Arial
1.7.5 Increase the number of faculty with high level expertise trained from reputable
universities in the country and abroad.
3.2.10.5 Formatted: Font: (Default) Arial
1.7.63.2.10.6 Maintain a faculty profile that has 2/3 in teacher education and 1/3
of the faculty in pure disciplines to ensure diversity of expertise.
 Annex 4

4.1 Types and Descriptions of Externally-provided Products and Services

4.1.1 Products

Equipment – physical resources that serve to equip a person or thing in performing a

function or an activity, like laboratory equipment, office/classroom appliances, medical
and dental equipment, housekeeping and sport equipment, among others.

Furniture and fixtures - movable items that are being used to furnish an office or a
classroom like chairs, tables, cabinets, etc.

Supplies and materials – consumables (common supplies) that are being used
regularly within, but not limited to, offices, classrooms, laboratories, medical/dental
center, and gymnasium during business operations like paper, clips, ink, board erasers,
balls, drugs and medicines, chemicals, etc.

General merchandise – supplies (other than common supplies) that are being used for
PNU’s vehicles, for electrical, mechanical, and plumbing works, and cleaning PNU’s
properties.

Food stuff and bakery products – substances that are suitable for consumption as
food for PNU’s administration, faculty and administrative staff.

4.1.2 Services

Consultancy – individual person or agency that offers professional or legal advices in a

particular discipline to PNU.

Engineering services – these include plumbing, electrical, and mechanical works for
the PNU environment.

Janitorial services – cleaning and maintenance tasks of janitors from an outsourced

agency contracted to maintain cleanliness at PNU’s buildings, classrooms and offices.

Security services – services provided by an outsourced agency to ensure adequate

security for the entire University including its members, guests, properties, and
environment.

Construction and repairs – work done at a site undertaken by a contractor/sub-

contractor including the restoration of a damaged PNU’s property to an acceptable or
usable condition.

Hotel board and lodging – a situation where a person/group of persons is provided

with a place (other than PNU) to stay at as well as regular meals, in return for payment.

Vehicular repairs – procedures that are being carried out to remedy

mechanical/electrical failure of PNU’s vehicles.
 Printing – production of books and other printed instructional materials authored by
PNU faculty members.

Lamination – the process of covering something with a clear layer of plastic for
protection.

Waste treatment and disposal – activities done to treat solid wastes and dispose of
garbage and other waste products of PNU.

4.2 Extent of Control of Externally-provided Products and Services

4.2 Purchase of Products

The processes for the purchase of products that are being provided by external
providers follow three phases, namely, requirements review, purchasing process, and
verification of purchased products.

Phase 1. Requirements Review (End-user/Customer-related Processes)

Determination of requirements related to the Product

The initial determination of End-user/Customer Requirements is established at the

Purchase Requisition (PR) stage of the Project.

BAU shall ensure that all customer requirements are adequately defined and
documented and that PNU has the ability to meet any and all requirements prior to
entering into a contract with an external provider.

To accomplish this, BAU staff shall determine the following:

 Requirements specified by the end-user (as stated in either their Quotation

Documentation, Purchase Orders, or reference to Customer Specific Supplier
Manuals/Specifications);

 Requirements not stated (may be accomplished through conversations with the

customer) to determine the use of the product;

 Statutory and regulatory requirements applicable to the product (i.e. all applicable
government, safety and environmental regulations applied to the acquisition,
storage, handling, recycling, elimination or disposal of materials); and

 Any additional requirements considered necessary by PNU (i.e. credit checks,

confirmation of a purchase agreement to assure financial responsibility).

Review of requirements related to the Product/External Services

BAU shall review and evaluate the requirements related to the product. This review shall
be conducted prior to PNU’s commitment to supply a product to the end-user (e.g.
acceptance of contracts or orders, acceptance of changes to the contracts or orders)
and shall ensure the following:
  Product requirements are defined, (e.g. What is being requested by the
customer; What product requirements apply; What design or development
activities are involved; If any statutory or regulatory entities would apply that is not
already accounted for, and what their requirements would be; What materials are
required; What facilities would be required to achieve the work; What costs
would be incurred by PNU to accomplish the work);

 Contract or order requirements differing from those previously expressed are

resolved; and

 PNU has the ability to meet all of the requirements specified by the end-user.
The
records of the results of these reviews and actions arising from the reviews shall
be maintained in accordance with the PNU’s QMS Guidelines on the Control of
Documented Information.

Customer Communication

PNU has established and maintained the methods for the effective communication with
end-users/customers in relation to product information, customer contracts, and
customer feedback/complaints.

 Product information is controlled and communicated to the end-users/customers

via brochures, product literature, quotations, and the company’s web-site; and

 Contracts and their handling (including amendments) are communicated to the

end-users/customers.

Phase 2. Purchasing Process

PNU shall communicate to external providers/suppliers its requirements for the products
to be provided the University

PNU ensures that the ordered products to be provided conform to specified purchase
requirements.

Suppliers shall undergo the bidding process following appropriate statutory and
regulatory requirements, if applicable. They shall be evaluated for initial, as well as
ongoing, performance by the University’s Bids and Awards Committee (BAC). BAC
shall evaluate and select suppliers based on their ability to supply products in
accordance with facility requirements. The specific criteria for selection, evaluation and
re-evaluation are clearly defined. If found in order, BAC shall prepare, sign and
recommend approval of Resolution for Mode of Procurement (if applicable). The
University President shall approve the resolution.

The records of the results of initial and ongoing evaluations and any necessary actions
arising from these evaluations shall be maintained in accordance with the University’s
QMS Guidelines on Control of Records Procedure.
BAU shall prepare the Purchase Order, have it signed by concerned units, and seek
approval of the University President. BAU shall post the Notice of Award to PhilGEPS
and coordinate with the Supply and Property Unit (SPU) to inform the winning
provider/supplier of the following: the approval of products and their release;
competence, including any required qualification of persons; the external providers’
interactions with PNU; control and monitoring of the external providers’ performance to
be applied by PNU; and verification or validation activities that PNU, or a specific
customer, intends to perform at the external providers’ premises.

Purchasing Information

The purchasing information shall clearly describe the products to be purchased,

including, where appropriate, the following:

 Requirements for approval of products, procedures, and processes;

 Requirements for qualification of personnel; and
 Quality management system requirements.

The purchasing activities are more clearly defined in the Procurement Processes of BAU
which are included in the processes of AS.

Phase 3. Verification of Purchased Product (Receiving Inspection)

PNU has established and implemented inspection and other activities necessary for
ensuring that the purchased product meets specified purchase requirements.

The purchased product may be subject to receiving inspection activities as defined in the
associated Procedure and Work Instruction Manual of SPU/FMSS and Internal Audit
Office (IAO).

Where PNU or its customer intends to perform verification at the supplier’s premises, the
purchasing documents shall state the intended verification arrangements and methods
of product release.

Statutory and Regulatory conformity

All purchased products used in the product realization process will conform to applicable
statutory and regulatory requirements.

Incoming product conformity to requirements

In order to assure the quality of the purchased product, PNU shall perform any of the
following incoming inspection activities:

 Receipt and evaluation of statistical data (verification of supplier quality/test data

against end-user Standards);
 Receiving inspection and/or testing performed by SPU (for supplies and
materials) or FMSS (for infrastructure) and IAO:
 Evaluation of products against defined and documented specifications;
  Material/Part evaluation by a designated Unit to confirm data provided by the
supplier and ensure conformity to product requirements.

4.3 Availing of Externally-provided Services

The processes for availing externally-provided services follow three phases, namely,
requirements review, pre-contracting process, and signing of contract.

Phase 1. Requirements Review (End-user/Customer-related Processes)

Determination of requirements related to the External Services

This sub-phase follows the procedures for determining the requirements related to the
product as discussed in the above Clause 2.1.

Review of requirements related to the External Services

BAU shall review and evaluate the requirements related to the external services. This
review shall be conducted prior to PNU’s commitment to avail of a service by the end-
user and shall ensure the following:

 The service requirements are defined, (e.g. What is being requested by the
customer; What service requirements apply; What design or development
activities are involved; If any statutory or regulatory entity would apply that is
not already accounted for, and what their requirements would be; What
facilities would be required to achieve the service; What costs would be
incurred by PNU to avail of the service);

 The contract or order requirements differing from those previously expressed

are resolved; and

 PNU has the ability to meet all of the requirements specified by the end-user.

The records of the results of these reviews and actions arising from the reviews shall be
maintained in accordance with the University’s QMS Guidelines on Control of
Documented Information.

Customer Communication

PNU has established and maintained the methods for the effective communication with
end-users/customers in relation to customer contracts and other customer
feedback/complaints.

The service information is controlled and communicated to the end-users/customers.

The contracts and their handling (including amendments) are communicated to the end-
users/customers.
Phase 2. Pre-contracting Process

PNU shall communicate to external providers/suppliers its requirements for the services
to be provided to the University.

PNU ensures that the services to be provided conform to the requirements specified by
the end-users.

The suppliers shall undergo the bidding process following appropriate statutory and
regulatory requirements, if applicable. They shall be evaluated for initial, as well as
ongoing performance by the end-user and BAC-Technical Working Group. The end-
user and BAC-TWG shall evaluate and select suppliers based on their ability to deliver
services in accordance with the end-user requirements. The specific criteria for
selection, evaluation and re-evaluation are clearly defined. If found in order, BAC-TWG
shall prepare, sign and recommend approval of Resolution to Avail of Services (if
applicable). The University President shall approve the resolution.

BAU shall prepare the Purchase Order, have it signed by concerned units, and seek
approval of the University President. BAU shall post the Notice of Award to the
PhilGEPS and coordinate with the winning provider/supplier for the following: the
approval of services to avail of; competence, including any required qualification of
persons; the external providers’ interactions with PNU; control and monitoring of the
external providers’ performance to be applied by PNU; and verification or validation
activities that PNU, or specific customer, intends to perform at the external providers’
premises.

Contract Information

The contract information shall clearly describe the services to avail of, including, where
appropriate, the following:

 Requirements for approval of services, procedures, and processes;

 Requirements for qualification of personnel; and
 Quality management system requirements.

Phase 3. Contract Signing

BAU manages the signing of a contract between and among the service provider, end-
user and PNU.

Statutory and Regulatory Conformity

All externally-provided services shall conform to applicable statutory and regulatory

requirements.
4.4 Supplier Monitoring

PNU shall monitor the ongoing performance of its suppliers as a means of ensuring that
the suppliers are consistently providing products and services that meet specified
purchase order requirements.

The methods and criteria for monitoring include, but may not be limited to:

 Conformity of delivered products and availed services to requirements;

 Customer complaints and/or disruptions including field returns from the end-user;
 Delivery schedule performance (including incidents of premium freight);
 Special status customer notification related to quality or delivery issues.

4.5 Records of the Results of Evaluations and Actions Taken

The records of the results of initial and ongoing evaluations and any necessary actions
arising from these evaluations shall be maintained in accordance with the University’s
QMS Guidelines on Control of Records Procedure.
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable

SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target Process Owner/ Accountability
Strategic
Finance and Initiatives
Institutional
Administration Strategic Measures/ Success Frequency of Evidence/ Accountabl to be to be
MISSION Perspective Strategic 2017 2018 2019 Responsible
Strategic Indicators Monitoring Records e Consulted Informed
Objectives
Objectives
Functioning as
Functioning as the
Nurturing innovative the National Good
National Center 50% of 75% of 100% of record of stakeholder
teachers, educators, and SOCIAL IMPACT Center for % of TEI served once Governance VPFA Ruth all Directors
for Teacher public TEIs public TEIs public TEIs registration s
education leaders Teacher Program
Education
Education
VALUES
Institutional
% of stakeholders surveyed who survey Performance all
80% 85% 90% quarterly VPFA Carl all Directors
rate FA services as very good results Measure personnel
Initiative
customer
customer
satisfaction
Responsiveness to satisfaction
customer is achieved
STAKEHOLDER Stakeholders is achieved
satisfaction and one
PERSPECTIVE (how level of activities that promote and one survey Customer Care concerned
TRUTH, EXCELLENCE, and Stakeholder is achieved rating of quarterly VPFA Roda stakeholder
do our customer responsiveness rating of results Program offices
SERVICE satisfaction by every surprise is
stakeholders see delight is
unit achieved
us?) achieved by
by every
every unit
unit
% of customer feedback and Helpdesk concerned stakeholder
Leadership in 80% 85% 90% monthly PNU Helpdesk VPFA Ella
complaints addressed report offices s
Teacher Education # of activities informing monthly PNU Basic
1 every 1 every 1 every HRMDS stakeholder
in ASEAN stakeholders on University monthly operations Orientation VPFA Ruth
semester quarter month Director s
processes report Program
VISION
Institutional
% of administrative units whose survey Performance all
80% 85% 90% quarterly VPFA Carl all offices
customer rating is very good results Measure personnel
Initiative
# of activities conducted monthly PNU Basic
1 every 1 every 1 every HRMDS stakeholder
promoting ethical behavior and monthly operations Orientation VPFA Ruth
semester quarter month Director s
PNU VMVO report Program
# of activities that promote monthly
Academic 1 every 1 every 1 every stakeholder
Operational culture of innovation and monthly operations PNU DREAM VPFA Ruth EBO
Excellence with semester quarter month s
excellence in foresighting report
Pioneering
finance and
Programs in # of activities that promote monthly PNU Basic
By 2022, PNU shall be an administration 1 every 1 every 1 every OSASS, all stakeholder
INTERNAL PROCESS Teacher Education customer engagement and
semester quarter month
monthly operations Orientation VPFA Rachel
Directors s
internationally recognized
PERSPECTIVE communication report Program
and nationally responsive
(what must we # of activities that ensure
teacher education monthly
excel at?) operational excellence thru 1 every 1 every 1 every stakeholder
university monthly operations PNU DREAM VPFA Ruth EBO
planning, innovation, and semester quarter month s
report
intelligent risk taking
monthly PNU Basic MIS and
# of activities that ensure 1 every 1 every 1 every stakeholder
monthly operations Orientation VPFA Ruth HRMDS
institutional knowledge is shared semester quarter month s
report Program Directors
legal # of legal, accreditation, and survey Due Diligence all
80% 85% 90% quarterly VPFA Cesar all offices
Product and compliance regulatory risks addressed results Initiative personnel
Service monthly
conducive and # of activities for emergency 1 every 1 every 1 every all
Development as monthly operations PNU DREAM VPFA Rachel AS Director
safe learning preparedness semester quarter month personnel
education report
and work % of stakeholders satisfied with
solutions survey PNU 3.0 FMSS and AS stakeholder
environment the learning and work 80% 85% 90% quarterly VPFA Rachel
results Program Directors s
environment
QUALITY OBJECTIVE
Quality assured
Quality Assured
and enhanced
and Improved PQA infused PQA ready PQA PQA survey QA and QI all
administrative # of QA standards met semestral VPFA Ruth all Directors
Management FA system FA system recognized instrument Program personnel
and financial
System
system
# of administrative offices with Monthly PNU Link all
3 all offices all units monthly VPFA Ruth all FA units
MIS Report Program personnel
# of units that have systematic UARMU Head
all FA Monthly PNU Link all VPFA
Integrated data and records collection and all FA units all units monthly VPFA Roda and MIS
offices Report Program staff
information management Director
Systems-Based management # of units that have performance Monthly PNU Link stakeholder
3 all offices all units monthly VPFA Carl all Directors
Solutions system for relevant reports and analysis Report Program s
# of reports that track daily all Monthly PNU Link HRMDS and stakeholder
decision HRMDS 2 campuses monthly VPFA Carl
INNOVATION AND operations campuses Report Program MIS Directors s
support
LEARNING Monthly PNU Link stakeholder
# of units with data sharing 3 all offices all units monthly VPFA Ruth MIS Director
PERSPECTIVE (how Report Program s
Monthly PNU Link stakeholder
Deliver sound and strategic can we continue to # of activities to secure data 1 2 quarterly monthly VPFA Ruth MIS Director
Report Program s
management of the improve and create
PNU branding in
university’s financial value?) Branding for
finance and # of administrative units with all FA Monthly stakeholder
resources and oversee all Increased Visibility all FA units all units monthly PNU Brand VPFA Rachel all Directors
administrative PNU branding project offices Report s
aspects of the University’s and Awareness
system
administrative functions to Good # of administrative units with
strengthen and align central professional linkage with relevant and all FA Monthly HRMDS all
Strategic relationship all FA units all units monthly Staff Extend VPFA Rachel
administrative and financial oversight agencies and offices Report Director personnel
functions with the Collaboration and with relevant organizations
University's core functions Partnership and oversight # of activities that benefit
thrice a activity all
of research, instruction, agencies and communities and promote once a year twice a year annual Staff Extend VPFA Rachel all Directors
year report personnel
extension, and production. organizations societal well being
90% of
90% of
# of units with full staff offices with HRMDS stakeholder
plantilla 100% monthly PSIPOP HR PRIME VPFA Ruth
complement full staff Director s
filled up
complemen
# of activities that strengthen monthly HRMDS stakeholder
1 2 3 monthly HR PRIME VPFA Ruth
succession planning report Director s
Human Capital Institutional
Maintain and
Management for # of performance evaluation once every once every once every Performance HRMDS
develop high quarterly report VPFA Carl all offices
High Performance activities quarter quarter quarter Measure Director
performing
and Initiative
faculty and staff
Professionalism # of activities that reward once a HRMDS stakeholder
once a year once a year quarterly report HR PRIME VPFA Ruth
performance year Director s
extension, and production.

Human Capital
Maintain and
Management for
develop high
High Performance
performing
and
faculty and staff
Professionalism

% of underperformers benefitting HRMDS stakeholder

85% 90% 95% quarterly report HR PRIME VPFA Ruth
from intervention Director s
# of activties that promote
once a HRMDS stakeholder
organizational learning and once a year once a year report HR PRIME VPFA Ruth
year Director s
sharing

Asset
Increased assets of the University 10% 25% 40% quarterly report Management VPFA Ruth all Directors EBO
Program
50%
Responsiveness to internal and 75% 85% Due Diligence concerned
decrease in quarterly AOM VPFA Roda OVPFA
external audits decrease decrease Initiative offices
observation
90% Good FMS Director
Financial Sound 90% budget 90% budget stakeholder
Budget utilized budget monthly BU Report Governance VPFA Ruth and Budget
utilization utilization s
Perspective (how strewardship of utilization Program Officer
Sustainability
do we manage and university Monthly Good FMS Director
# of financial reports to track stakeholder
grow resources?) resources 4 8 10 monthly Financial Governance VPFA Ruth and Budget
performance s
Report Program Officer
Good
# of loss and cost mitigation Activity stakeholder
1 2 3 Governance VPFA Ruth all Directors
activities report s
Program
Good
# of activities to manage supply Activity stakeholder
1 2 3 Governance VPFA Ruth AS Director
chain report s
Program
 AS 2017 OPCR

SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target
Strategic Process Owner/
Institutional Strategic Finance and Administration Strategic Frequency of Evidence/ Initiatives Accountability
MISSION Perspective AS Strategic Objectives Strategic Measures/ Success Indicators 2017 2018 2019
Objectives Objectives Monitoring Records

Nurturing innovative teachers, Functioning as the National

Functioning as the National Center for Functioning as the National Center # of administrative activities conducted that record of Good Governance
educators, and education SOCIAL IMPACT Center for Teacher 1 2 3 once BAU
Teacher Education for Teacher Education promote PNU as the NCTE registration Program
leaders Education

VALUES
Institutional
% of administrative council members rating AS survey
80% 85% 90% quarterly Performance Measure All AS units
services as very satisfactory results Initiative
Responsiveness to
Stakeholders
# of AS units that promoted customer survey Customer Care
Stakeholder satisfaction 2 3 5 quarterly PPU, UHSU
satisfaction results Program

STAKEHOLDER PERSPECTIVE
TRUTH, EXCELLENCE, and # of AS units that promoted customer 1 delight, 1 2 delight, 2 survey Customer Care
(how do our stakeholders Stakeholder satisfaction 1 delight semestral PPU
SERVICE responsiveness surprised surprised results Program
see us?)

Maintain an administrative service % of stakeholders surveyed rated AS services Helpdesk

80% 85% 90% monthly PNU Helpdesk All AS units
that is responsive and focused on as very satisfactory report
Leadership in Teacher addressing needs and expectations
Education in ASEAN of stakeholders in a culture of % of customer feedback and concerns Helpdesk
transparency, accountability, and 80% 85% 90% monthly PNU Helpdesk All AS units
addressed report
quality
twice a once a once a Minutes of
# of management meeting conducted monthly Housekeeping All AS units
month week week meeting
twice a once a once a Attendance
# of management meeting attended monthly Housekeeping All AS units
month week week Sheet
Monthly
# of management report submitted 6 8 10 monthly Housekeeping All AS units
report
VISION

Adequate and timely provision of

Operational excellence in finance and administrative services required by Institutional
% of AS services required by instruction/ Survey
Academic Excellence with administration instruction/ extension/research 80% 85% 90% quarterly Performance All AS units
extension/research provided on time results
By 2022, PNU shall be an Pioneering Programs in services Measure Initiatve
INTERNAL PROCESS
internationally recognized and Teacher Education
PERSPECTIVE (what must we
nationally responsive teacher
excel at?) Internally and externally assured and
education university Quarterly Due Diligence
legal compliance enhanced administrative services % of legal and regulatory risks addressed 80% 85% 90% quarterly All AS units
Report Initiative
compliant with quality and legal
Product and Service
conducive and safe learning and work Operations
Development as education # of activities for emergency preparedness 3x a year 4x a year 4x a year semestral PNU DREAM SSSMU
environment report
solutions conducive and safe work station
% of stakeholders satisfied with the work Survey
80% 85% 90% quarterly PNU 3.0 Program All AS units
station results

QUALITY OBJECTIVE

Quality Assurance Quality

Quality assured and enhanced ISO survey
Embedded Management Quality assured and enhanced AS # of AS units ISO ready 2 3 5 semestral Assurance BAU and UHSU
administrative and financial system instrument
System Program

Integrated information management Monthly PNU Link

Provide adequate Systems-Based Solutions ICT enabled administrative services # of AS units with MIS 2 3 5 monthly SPU and UHSU
system for decision support report Program
service requirements INNOVATION AND
of all administrative LEARNING PERSPECTIVE
and academic units in (how can we continue to Branding for Increased PNU branding in finance and PNU branding compliant Operations
improve and create value?) Visibility and Awareness # of AS units with branding project 2 3 5 semestral PNU brand BAU and PPU
support of their administrative system administrative services report
performance targets Good professional relationship with Good professional relationship with % of AS staff with professional linkage/ relevant Monthly
30% 50% 75% monthly Staff Extend All AS Units Staff
Strategic Collaboration and agency report
relevant and oversight agencies and relevant and oversight agencies and
Partnership % of AS staff participating in extension Activity
organizations organizations 30% 50% 75% annual Staff Extend All AS Units Staff
program Report
Human Capital Management Maintain a highly competent,
Maintain and develop high performing Operations
for High Performance and committed, ethical, and efficient AS % of AS staff undergoing training 75% 80% 90% quarterly Staff Extend All AS Units Staff
faculty and staff report
Professionalism workforce responsive to the needs
Monthly
% of reduction of absenteeism 10% 20% 30% monthly Staff Extend All AS Units Staff
report

Activity Good Governance

Ensure that the University # of loss and cost mitigation activities All AS Units
1 2 3 quarterly report Program
Financial Perspective (how acquisitions are cost efficient,
Sound strewardship of university
do we manage and grow Sustainability environment-friendly, and effective; Activity Good Governance
resources
resources?) that these are managed to provide # of activities to manage supply chain 1 2 3 quarterly report Program All AS Units
the best value for money
 2017 Accounting Unit OPCR

SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target
Strategic Process Owner/
Perspective Institutional Strategic Finance and Administration Strategic Frequency of Evidence/ Initiatives Accountability
MISSION AS Strategic Objectives BAU Strategic Objectives Strategic Measures/ Success Indicators 2017 2018 2019
Objectives Objectives Monitoring Records
Nurturing innovative Functioning as the National Good
Functioning as the National Center for Functioning as the National Center Functioning as the National Center # of BAU activities conducted that promote
teachers, educators, and SOCIAL IMPACT Center for Teacher 1 2 3 annually Activity report Governance
Teacher Education for Teacher Education for Teacher Education PNU as NCTE
education leaders Education Program

VALUES
Institutional
% of administrative council members rating Performance
Stakeholder satisfaction Stakeholder satisfaction 80% 85% 90% quarterly Survey Results
BAU services as VS Measure
Initiative
Responsiveness to
Stakeholders # of BAU activities that promoted customer Customer Care
1 2 3 Quarterly Survey Results
satisfaction Program

# of BAU activities that promoted customer 1 delight, 2 delight, Customer Care

1 delight semestral Survey Results
responsiveness 1 surprise 1 surprise Program

STAKEHOLDER PERSPECTIVE % of stakeholders surveyed rated BAU Helpdesk

TRUTH, EXCELLENCE, and 80% 85% 90% monthly PNU Helpdesk
(how do our stakeholders Stakeholder satisfaction service as very satisfactory Report
SERVICE
see us?)
% of customer feedback and concerns Helpdesk
Maintain an administrative service that Maintain a procurement service that is 80% 85% 90% monthly PNU Helpdesk
addressed Report
is responsive and focused on responsive and focused on addressing
addressing needs and expectations of needs and expectations of twice a once a once a Minutes of
Leadership in Teacher # of management meeting conducted monthly Housekeeping
stakeholders in a culture of stakeholders in a culture of month week week meeting
Education in ASEAN
transparency, accountability, and transparency, accountability, and
quality quality twice a once a once a Attendance
# of management meeting attended monthly Housekeeping
month week week Sheet

monthly
# of management report submitted 6 8 10 monthly Housekeeping
report
VISION

Adequate and timely procurement Institutional

Academic Excellence with Adequate and timely provision of
Operational excellence in finance and services of goods and services % of requests for goods and services Performance
Pioneering Programs in administrative services required by 80% 85% 90% Quarterly Survey Results
administration required by academic and research procured on time Measure
Teacher Education instruction and research services
services Initiative
By 2022, PNU shall be an
INTERNAL PROCESS
internationally recognized
PERSPECTIVE (what must we
and nationally responsive Internally and externally assured and
excel at?) RA 9184 compliant procurement Quarterly Due Diligence
teacher education university Legal Compliance legal compliance enhanced administrative services % of legally compliant procurement 90% 95% 95% Quarterly
service report Initiative
compliant with quality and legal

Improved protection of University

Product and Service # of BAU activities promoting sound
conducive and safe learning and work property through sound procurement PNU 3.0
Development as education conducive and safe work station procurement of goods and services, 1 2 3 Quarterly Activity Report
environment of goods and services, infrastructure infrastructure and consulting services Program
solutions
and consulting services

QUALITY OBJECTIVE
Internally assured and enhanced
Quality Assurance Quality
Quality assured and enhanced procurement services which is ISO Survey
Embedded Management Quality assured and enhanced AS % of accomplishment of ISO preparation 80% ISO ready semestral Assurance
administrative and financial system compliant quality and with legal Instrument
System Program
requirements
Integrated information management monthly PNU Link
Systems-Based Solutions ICT enabled administrative services ICT enabled procurement services % of ICTization of BAU processes 25% 50% 75% monthly
system for decision support report Program
Branding for Increased PNU branding in finance and PNU branding compliant PNU branding compliant procurement Operations
# of BAU activities/projects with branding 1 2 3 semestral PNU brand
Visibility and Awareness administrative system administrative services services report
Procure goods and Good professional relationship with Good professional relationship with Good professional relationship with
Strategic Collaboration and % of BAU staff with professional monthly
services compliant with INNOVATION AND relevant and oversight agencies and relevant and oversight agencies and relevant and oversight agencies and 30% 50% 75% monthly Staff Extend
Partnership linkage/relevant agency report
government LEARNING PERSPECTIVE organizations organizations organizations
requirements / R.A. (how can we continue to Maintain a qualified and competent,
improve and create value) Maintain a highly competent,
9184 within the Human Capital Management committed with ethical, and efficient
Maintain and develop high performing committed, ethical, and efficient AS % of BAU staff participating in extension
relevant time for High Performance and BAU personnel responsive to the 30% 50% 75% annual Activity report Staff Extend
faculty and staff workforce responsive to the needs program
Professionalism needs and expectations of
and expectations of stakeholders
stakeholders
Operations
% of BAU staff undergoing training 75% 80% 90% quarterly Staff Extend
report

monthly
% of reduction of absenteeism 10% 20% 30% monthly Staff Extend
report

Ensure that the University

Ensure that the University Good
procurement of goods and services,
# of lost and cost mitigation activities 1 2 3 quarterly Activity report Governance
Financial Perspective (how acquisitions are cost efficient, infrastructure and consulting services
Sound strewardship of university Program
do we manage and grow Sustainability environment-friendly, and effective; are cost efficient, environment-
resources
resources) that these are managed to provide friendly, and effective; that these are
the best value for money managed to provide the best value for
money Good
# of activities that promote cost-efficient
1 2 3 quarterly Activity report Governance
and environment-friendly
Program
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target Process Owner/ Accountability
Finance and
Frequency Strategic
Institutional Administration FMS Strategic Strategic Measures/ Evidence/ Accountabl to be to be
MISSION Perspective 2016 2017 2018 2019 of Initiatives Responsible
Strategic Objectives Strategic Objectives Success Indicators Records e Consulted Informed
Monitoring
Objectives
Functioning as
Nurturing innovative
Functioning as the Functioning as the the National # of reports submitted Good
teachers, educators,
SOCIAL IMPACT National Center for National Center for Center for to relevant offices on 50% 75% 80% 90% Quarterly Logbook Governance Director Unit Heads VPFA President
and education
Teacher Education Teacher Education Teacher time Program
leaders
Education
VALUES
% of stakeholders Institutional
surveyed who rate FMS Performance
75% 80% 85% 90% Quarterly Survey Result Director Unit Heads VPFA all FMS staff
services as very Measure
satisfactory Initiative
customer
customer
Responsiveness to satisfaction is
satisfaction is
Stakeholders customer achieved and Customer Care
level of activities that achieved and at
satisfaction is at least one and
STAKEHOLDER promote customer no target least one rating Quarterly Survey Result Director Unit Heads VPFA all FMS staff
achieved by the rating of Engagement
TRUTH, PERSPECTIVE responsiveness of delight is
Stakeholder Stakeholder office surprise is Program
EXCELLENCE, and (how do our achieved by the
satisfaction satisfaction achieved by
SERVICE stakeholders see office
the office
us?) Customer Care
% of customer feedback and
and complaints 75% 80% 85% 90% Quarterly Survey Result Engagement Director Vanessa Unit Heads Ella
Leadership in addressed Program
Teacher Education in (helpline)
ASEAN HR PRIME (PNU
# of activities informing
Basic HRMDS
stakeholders on 75% 80% 85% 90% Quarterly Survey Result Director Unit Heads stakeholders
Orientation Director
University processes
Program(
VISION
% of transactions
completed within Good
75% 80% 85% 90% Quarterly Logbook Director Unit Heads VPFA all FMS staff
relevant and expected Governance
time
# of activities that
promote good Good
one two three four Quarterly Survey Result Director Unit Heads VPFA stakeholders
governance in PNU Governance
financial transactions
Operational
Academic Excellence Operational
excellence in # of planning,
with Pioneering excellence in
financial innovation implemented technical
Programs in Teacher finance and one two three four Yearly PNU DREAM Director Unit Heads VPFA stakeholders
management to improve process and report
Education administration
services address risks
# of activities that Customer Care
By 2022, PNU shall promote customer communicatio and
be an one two three four monthly Director Unit Heads VPFA stakeholders
engagement, feedback, n outputs Engagement
internationally and communication Program
INTERNAL
recognized and % of requests for
PROCESS PNU Basic
nationally technical finance- Approved
PERSPECTIVE 75% 80% 85% 90% Yearly Orientation Director Unit Heads VPFA stakeholders
responsive teacher related service provided Activities
(what must we Program
education university satisfactorily
excel at?)
# of information
communicatio Good
activities conducted to one two three four monthly Director Unit Heads VPFA stakeholders
n outputs Governance
promote transparency
# of management
Minutes of
meetings organized and one one one one weekly Housekeeping Director Unit Heads VPFA all FMS staff
Meeting
attended
compliant with 100 % of
80 % of Audit
financial 90 % of Audit Audit
observation
management % of audit observations observation observation Replied Due Diligence
50% of AOM acted on
Product and Service legal compliance standards in the addressed
Memorandum
Memorandum is Memorandum
Quarterly
Comments Initiative
Director Unit Heads VPFA President
Development as is acted to on
entire PNU acted to on time is acted to on
education solutions time
system time
conducive and safe
conducive and
learning and work # of FMS staff practicing 5S orientation done 50% 80% 90% Semi annual Survey Result Housekeeping Director Unit Heads VPFA all FMS staff
safe work station
environment
# of activities for
Technical
emergency one two three four yearly PNU DREAM Director Unit Heads VPFA all FMS staff
Report
preparedness
QUALITY OBJECTIVE
Quality assured
Quality Assurance Quality assured
and enhanced Approved QA and QI
Embedded and enhanced # of FMS units ISO ready 3 ISO certified ISO certified ISO certified Yearly Director Unit Heads VPFA all FMS staff
administrative and Activities Program
Management System FMS
financial system

# of FMS automation Certification

1 2 3 4 Yearly PNU LINK Director Unit Heads MIS all FMS staff
FMS MIS for activities implemented from MIS
Integrated
decision support
information % of records organized
Systems-Based 2016 and 2017 Certification
management and updated into FMS no target 2015 records 2018 records Yearly PNU LINK Director Unit Heads MIS all FMS staff
Solutions records from Director
system for decision database
Provide sound support # of monthly operations Monthly
2 6 8 10 Monthly Housekeeping Director Unit Heads VPFA all FMS staff
stewardship of Good report submitted report
university resources housekeeping Daily report on in/out of
no target 15/month 20/month 24/month Monthly logbook Housekeeping Director Unit Heads VPFA all FMS staff
and ensure that the INNOVATION AND transactions
university complies LEARNING PNU branding in PNU branding
Branding for
with good fiscal PERSPECTIVE finance and embedded in # of FMS units with Certification
Increased Visibility no target 1 2 3 Yearly PNU Brand Director Unit Heads VPFA all FMS staff
governance (how can we administrative FMS programs branding project from VPRPQA
and Awareness
continue to system and initatives
Good # of FMS staff with
improve and Good professional HRMDS
create value?) professional professional linkage/ 1 3 5 8 Semi annual Certification Staff Extend Director Unit Heads VPFA
Strategic relationship with Director
relationship with relevant agency
Collaboration and relevant and
relevant and # of FMS staff
Partnership oversight agencies
oversight participating in no target 3 5 8 Semi annual Certification Staff Extend Director Unit Heads VPFA/VPURA all FMS staff
and organizations
agencies and extension program

# of FMS staff HRMDS

6 8 8 8 Semi annual Certification HR PRIME Director Unit Heads VPFA
Continuing staff undergoing training Director
Human Capital Maintain and
development and
Management for develop high
culture of # of activities that
High Performance performing faculty HRMDS
professionalism strengthen succession no target 1 2 3 Yearly HR record HR PRIME Director Unit Heads VPFA
and Professionalism and staff Director
and competence planning
% of underperformers
HRMDS
benefitting from no target no target 80% 90% Yearly logbook HR PRIME Director Unit Heads VPFA
Director
intervention

# of activities
Asset
implemented to Approved
no target 1 2 3 Yearly Management Director Unit Heads VPFA President
increase or optimize Proposal
Program
assets of the University
% of internal and
Good
external audit no target 75% 80% 90% Yearly Report Director Unit Heads VPFA President
Prudent and Governance
Financial observations addressed
compliant
Perspective (how Sound strewardship Asset Administrative
stewardship of
do we manage Sustainability of university 90%
university Budget utilized 90% 90% 90% Quarterly SAOB Management Director Unit Heads VPFA Council
and grow resources Program Members
financial
resources?)
resources Asset
# of loss and cost Approved
1 2 3 4 Yearly Management Director Unit Heads VPFA stakeholders
mitigation activities Activities
Program
Asset Administrative
# of activities to Approved
no target 1 2 3 Yearly Management Director Unit Heads Services VPFA
manage supply chain Activities
Program Director
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable

SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target Process Owner/ Accountability

Finance and Strategic Initiatives

Institutional Administration Strategic Measures/ Success Frequency of Evidence/ to be to be
MISSION Perspective FMSS Strategic Objectives 2017 2018 2019 Responsible Accountable
Strategic Objectives Strategic Indicators Monitoring Records Consulted Informed
Objectives
Functioning as
Nurturing innovative Functioning as the the National Adequate and responsive
% of mplementaation of the Master
teachers, educators, and SOCIAL IMPACT National Center for Center for facilities to function as PNU 3.0
Plan as NCTE
education leaders Teacher Education Teacher NCTE
Education

VALUES
% of stakeholders surveyed who
Technical Support Services
Responsiveness to rate FMSS as very good
STAKEHOLDER
Stakeholders
TRUTH, EXCELLENCE, and PERSPECTIVE (how Stakeholder Stakeholder satisfaction in level of activities that promote
SERVICE do our stakeholders satisfaction FMSS services customer responsiveness
see us?) Leadership in Customer Care Program
% of customer feedback and
Teacher Education
complaints addressed
in ASEAN
VISION

# of activities that promote

customer engagement and
communication Space Rationalization,
Installation, &
# and timeliness of repairs and Infratsructure
maintenance work accomplished Management Program
(carepentry, plumbing, aircon
maintenance, painting, etc)
Operational
Operational excellence in
excellence in # of activities implemented towards Waste, Energy and
facilities management
finance and transforming into green PNU Conservation Management
Academic administration services
Excellence with
Pioneering Space Rationalization,
By 2022, PNU shall be an Timeliness of FMSS services Installation, & Infratsructure
INTERNAL PROCESS Programs in
internationally recognized Management Program
PERSPECTIVE (what Teacher Education
and nationally responsive
must we excel at?)
teacher education university
Space Rationalization,
# of activities to ensure quality
Installation, & Infratsructure
service from FMSS contractors
Management Program

# of activities for emergency

PNU DREAM
preparedness
legal and standards Compliance and
legal compliance
compliance # of legal, accreditation, and Sustainability Buildings
regulatory risks addressed and Grounds
Maintenance
conducive and
Product and Service conducive and safe
safe learning and % of stakeholders satisfied with the
Development as
work
learning and work learning and work environment
PNU 3.0
education solutions environment
environment
QUALITY OBJECTIVE
% of accomplsihment of ISO
Quality assured ISO ready FMSS
Quality Assured and preparation
and enhanced Compliance and
Improved
administrative Sustainability Buildings and
Management % of accomplishment of
and financial Standards complaint Grounds Maintenance
System accreditation and SUC levelling
system facilities requirements
Integrated
Systems-Based FMSS MIS for decision # of activities toward ICTization of
information Technical Support Services
Solutions support FMSS
management
PNU branding in
Branding for PNU branding embedded
finance and # of FMSS related branding
INNOVATION AND Increased Visibility in FMSS programs and PNU Brand
Ensure a healthy and administrative activities
LEARNING and Awareness initaitives
conducive learning and system
PERSPECTIVE (how
working environment for Good
can we continue to
the University’s improve and create professional
Good professional # of staff withmembership in
stakeholders. value?) Strategic relationship with
relationship with relevant relevant organization or who
Collaboration and relevant and PNU Extend
Partnership oversight
and oversight agencies and have particiapted in extension
agencies and organizations service
organizations

Human Capital
Maintain and Continuing staff
Management for # of staff with attendance in
develop high development and culture
High Performance training HR PRIME
performing of professionalism and
and
faculty and staff competence
Professionalism
# of staff with complete PPE

# of utilities conservation and loss Waste, Energy and

mitigation activities implemented Conservation Management

Financial Perspective Sound Developmental and

(how do we manage strewardship of sustainable management
Sustainability
and grow university of University facilities and % of budget utilization Good Governance Program
resources?) resources utilities
# of activities implemented for the Compliance and
sustainability of physical plant and Sustainability Buildings and
other facilities Grounds Maintenance
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable

SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target Process Owner/ Accountability

Finance and Strategic Initiatives

Institutional Administration Strategic Measures/ Success Frequency of Evidence/ to be to be
MISSION Perspective HRMDS Strategic Objectives 2017 2018 2019 Responsible Accountable
Strategic Objectives Strategic Indicators Monitoring Records Consulted Informed
Objectives
Functioning as
Nurturing innovative Functioning as the the National Functioning as the National
teachers, educators, and SOCIAL IMPACT National Center for Center for Center for Teacher
education leaders Teacher Education Teacher Education
Education

VALUES

Responsiveness to Stakeholder satisfaction in

STAKEHOLDER
Stakeholders
TRUTH, EXCELLENCE, and PERSPECTIVE (how Stakeholder human rsource
SERVICE do our stakeholders satisfaction management and
Leadership in
see us?) development services
Teacher Education
in ASEAN
VISION

Strengthen PNU's
organizational culture
around its core values of
truth, excellence, and
service towards
Academic achievement of shared
Excellence with Operational
vision of excellence
Pioneering excellence in
Programs in auxiliary services
Teacher Education Develop a culture of
By 2022, PNU shall be an customer and stakeholder
INTERNAL PROCESS
internationally recognized
PERSPECTIVE (what responsiveness through
and nationally responsive
must we excel at?) the continuing practice of
teacher education university
transparency,
accountability, and quality

legal compliance legal compliance legal compliance

conducive and Develop a culture of

Product and Service
safe learning and innovation among the
Development as
work workforce towards
education solutions
environment
product development
QUALITY OBJECTIVE
Quality Assured and Quality assured
Improved and enhanced ISO and PQA ready HRMDS
Management administrative
Integrated
Systems-Based HRMDS MIS for decision
information
Solutions support
management
PNU branding in
Branding for
finance and PNU branding compliant
Increased Visibility
Ensure an enriching, fair, administrative workdforce
and Awareness
and healthy working system
environment which INNOVATION AND Maintain a workforce that
promotes professional LEARNING Good values continuous learning
growth and career professional
PERSPECTIVE (how and innovation through
advancement for faculty can we continue to Strategic relationship with
partnership and
and staff and guarantee a improve and create Collaboration and relevant and
collaboration with relevant
value?) Partnership oversight
steady supply of highly agencies and agencies, professional
competent and satisfied organizations organizations, and private
human resources. institutions
Maintain and sustain an
Human Capital
Maintain and exceptionally performing
Management for
develop high workforce with the
High Performance
performing mindset, heartset, and
and
faculty and staff skills set that PNU
Professionalism
deserves

Develop a culture of
"malasakit" among the
workforce for the
Financial Perspective Sound University's resources,
(how do we manage strewardship of growth, and sustainability
Sustainability
and grow university
resources?) resources Efficient and productive
use of financial resources
for highly competent
personnel services
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable

SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target Process Owner/ Accountability

Finance and Strategic Initiatives

Institutional
Administration Strategic Measures/ Success Frequency of Evidence/ to be to be
MISSION Perspective Strategic MIS Strategic Objectives 2016 2017 2018 2019 Responsible Accountable
Strategic Indicators Monitoring Records Consulted Informed
Objectives
Objectives
Functioning as
Functioning as the
Nurturing innovative the National
National Center ICTized PNU to effectively # of units In the entire system
teachers, educators, and SOCIAL IMPACT Center for 2 5 10 15
for Teacher function as NCTE ICTized
education leaders Teacher
Education
Education
VALUES
% of stakeholders surveyed who
80% 85% 90% 95%
rate MIS as very good
85% 85%
Responsiveness to customer customer
STAKEHOLDER 90% + 1
Stakeholders Stakeholder satisfaction in 85% satisfaction satisfaction
TRUTH, EXCELLENCE, and PERSPECTIVE (how Stakeholder level of activities that promote customer
customer +1 +1 Customer Care Program
SERVICE do our stakeholders satisfaction MIS services customer responsiveness deligth
see us?) satisfaction customer customer
activity
delight surprise
activity activity
Leadership in
% of customer feedback and
Teacher Education 75% 80% 85% 90%
complaints addressed
in ASEAN
VISION

# of activities that promote

customer engagement and 1 2 3 4
communication

timeliness of technical support within the within half within two within the
activities to stakeholders day dday hours hour

# of activities implemented
2 3 4 5
towards transforming into epnu

# of activities to ensure quality

MIS related services, supplies,
1 2 3 4
and equipment provided by
contractors
current
% of implementation to digitze current year current year
current year year + 3
Academic annual PNU records + 1 year + 2 years
Operational years
Excellence with
excellence in Operational excellence in
Pioneering % of satisfied stakeholders
finance and MIS services 25%
Programs in surveyed for accessibility of PNU 50% 75% 80%
By 2022, PNU shall be an administration surveyed
INTERNAL PROCESS Teacher Education records for QA and QI purposes
internationally recognized
PERSPECTIVE (what
and nationally responsive inventory of
must we excel at?)
teacher education university IT and
% of legal, accreditation, and
records 25% 50% 75%
regulatory risks addressed
security risks
done

# of reports submitted 4 6 8 10

# of management meetings once a Jackie and

2x a month 3x a month 4 x a month Housekeeping Program Director staff staff
attended month Jessica

# of management meetiings once a

2x a month 3x a month 4 x a month
conducted month

legal % of licenses and subscription

Legal compliance legal compliance 50% 75% 80% 85%
compliance renewed on time
Product and
conducive and ICT enabled conducive
Service % of stakeholders satisfied with
safe learning
Development as and safe learning and the ICT enabled learning and work 80% 85% 90% 95%
and work
education work environment environment
environment
solutions
QUALITY OBJECTIVE
% of accomplishment of ISO ISO ISO
Quality assured ISO read MIS 50% 100%
Quality Assured preparation certified certified
and enhanced
and Improved
administrative
Management % of accomplishment of
and financial Quality assured and level 4 level 5 level 5
System accreditation and SUC levelling 75%
system enhanced MIS ready preparation ready
requirements

# of administrative offices with entire PNU

1 3 6
MIS main
current
updated digitization of university current year current year
current year year + 3
Integrated Integrated information records + 1 year + 2 years
years
information management system for two report
Systems-Based # of reports that track daily once a once a
management decision support once a year once a
Solutions operations quarter month
system for month
decision support
INNOVATION AND all FA entire
Ensure the University’s # of units with data sharing 2 units 4
LEARNING offices university
information management # of activities implemented to
PERSPECTIVE (how MIS Security 1 2 4 6
system is integrated and secure PNU IT system
can we continue to
effectively improving the improve and create Branding for PNU branding in PNU branding embedded in
University processes. value?) Increased finance and
MIS programs and # of branding products produced 1 2 4 6
Visibility and administrative
Awareness system
initaitives

Good
professional Good professional % of staff with membership in
Strategic relationship
relationship with relevant relevant organization or who
Collaboration and with relevant 25% 50% 75% 100
and oversight agencies and have particiapted in extension
Partnership and oversight
agencies and organizations service
organizations

Human Capital Continuing staff

Maintain and
Management for
develop high development and culture of % of staff with attendance in
High Performance 25% 50% 75% 100
performing professionalism and training
and
faculty and staff competence
Professionalism

HRMDS
% of reduction of absenteeism Jackie and
Staff productivity 75% 80% 85% 90% Housekeeping Director Director/ Staff
and tardiness Jessica
VPFA

Financial Sound
Perspective (how strewardship of % of budget utilization 90% 92% 94% 96%
Sustainability Best value for money MIS
do we manage and university
grow resources?) resources # of activities implemented for
1 2 3 4
the sustainability of IT system
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target
Strategic Process Owner/
Perspective Institutional Strategic Finance and Administration Strategic Frequency of Evidence/ Initiatives Accountability
MISSION AS Strategic Objectives PPU Strategic Objectives Strategic Measures/ Success Indicators 2017 2018 2019
Objectives Objectives Monitoring Records
Nurturing innovative Functioning as the National Job Order; Good
Functioning as the National Center for Functioning as the National Center Functioning as the National Center # of PPU support activities conducted that
teachers, educators, and SOCIAL IMPACT Center for Teacher 1 2 3 once Monthly Governance
Teacher Education for Teacher Education for Teacher Education promote PNU as the NCTE
education leaders Education Report Program

VALUES
Institutional
% of administrative council members rating Survey Performance
80% 85% 90% quarterly
PPU services as very satisfactory Results Measure
Initiative
Responsiveness to
Stakeholder satisfaction Stakeholder satisfaction Stakeholder satisfaction
Stakeholders # of PPU activities that promoted customer Survey Customer
1 2 3 quarterly
satisfaction results Care Program

# of PPU activities that promoted customer 1 delight, 1 delight, Survey Customer

1 delight semestral
responsiveness 1 surprise 1 surprise results Care Program
STAKEHOLDER PERSPECTIVE
TRUTH, EXCELLENCE, and Maintain an administrative service that
(how do our stakeholders Maintain press and printing services
SERVICE is responsive and focused on
see us) that is responsive and focused on
Leadership in Teacher addressing needs and expectations of twice a once a once a Minutes of
addressing needs and expectations of # of management meeting attended monthly Housekeeping
Education in ASEAN stakeholders in a culture of month week week meeting
clients in a culture of transparency,
transparency, accountability, and
accountability, and quality
quality

twice a once a once a Attendance

# of management meeting conducted monthly Housekeeping
month week week Sheet

Monthly
# of management report submitted 6 8 10 monthly Housekeeping
Report
VISION

Adequate and timely provision of Quality and timely provision of Institutional

Academic Excellence with
Operational excellence in finance and % of stakeholders rating PPU services as Survey Performance
Pioneering Programs in administrative services required by printing press services required by 80% 85% 90% quarterly
administration very satisfactory Results Measure
Teacher Education instruction and research services instruction and research services
By 2022, PNU shall be an Initiative
INTERNAL PROCESS
internationally recognized
PERSPECTIVE (what must we
and nationally responsive
excel at?)
teacher education university
Internally and externally assured and
Quarterly Due Diligence
Legal Compliance legal compliance enhanced administrative services legal compliance % of ethical and legal compliance observed 80% 85% 90% quarterly
Report Initiative
compliant with quality and legal
Product and Service
conducive and safe learning and work PPU services that protect the % of printed PNU materials properly Quarterly Due Diligence
Development as education conducive and safe work station 80% 85% 90% quarterly
environment University's intellectual property secured and delivered to client Report Initiative
solutions
QUALITY OBJECTIVE

Internally and externally assured and

Quality Assurance Quality
Quality assured and enhanced enhanced printing press services ISO survey
Embedded Management Quality assured and enhanced AS % of business processes documented 80% ISO ready semestral Assurance
administrative and financial system compliant with quality and legal instrument
System Program
requirements

Press and printing services aided

Integrated information management Monthly PNU link
Systems-Based Solutions ICT enabled administrative services
with appropriate and innovative % improved ID printing service 80% 85% 90% monthly
system for decision support report Program
Provide quality and INNOVATION AND technologies and systems
timely printing press LEARNING PERSPECTIVE Branding for Increased PNU branding in finance and PNU branding compliant Press services compliant with PNU Operations
# of projects that promote PNU brand 1 2 3 semestral PNU brand
services that meet the (how can we continue to Visibility and Awareness administrative system administrative services branding standard report
needs of the clientele improve and create value?) Good professional relationship with Good professional relationship with Good professional relationship with
Strategic Collaboration and Activity
relevant and oversight agencies and relevant and oversight agencies and relevant and oversight agencies and % of staff with professional linkage 20% 30% 50% annually Staff Extend
Partnership Report
organizations organizations organizations
Maintain a qualified and competent,
Maintain a highly competent,
Human Capital Management committed with ethical, and efficient
Maintain and develop high performing committed, ethical, and efficient AS Activity
for High Performance and PPU personnel responsive to the % of staff participating in extension program 30% 50% 75% annually Staff Extend
faculty and staff workforce responsive to the needs Report
Professionalism needs and expectations of
and expectations of stakeholders
stakeholders
% of staff undergoing trainings Operations
75% 80% 90% quarterly Staff Extend
report
% of absenteeism reduction Monthly
10% 20% 30% monthly Staff Extend
report

Ensure that the University Ensure that the press and printing Good
Activity
supplies, materials and equipment are # of loss and cost mitigation activities 1 2 2 Quarterly Governance
Financial Perspective (how acquisitions are cost efficient, Report
Sound strewardship of university cost efficient and environment- Program
do we manage and grow Sustainability environment-friendly, and effective;
resources friendly; and effective; that these are
resources?) that these are managed to provide managed to provide the value for
the best value for money money Good
Activity
# of actitivities to manage supply chain 1 2 2 Quarterly Governance
Report
Program
 2017 BRPU OPCR

SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target
Strategic Process Owner/
Perspective Institutional Strategic Finance and Administration Strategic Frequency of Evidence/ Initiatives Accountability
MISSION AS Strategic Objectives SPU Strategic Objectives Strategic Measures/ Success Indicators 2017 2018 2019
Objectives Objectives Monitoring Records
Nurturing innovative Functioning as the National Good
Functioning as the National Center for Functioning as the National Center Functioning as the National Center # of SPU support activities conducted that Activity
teachers, educators, and SOCIAL IMPACT Center for Teacher 1 2 3 once Governance
Teacher Education for Teacher Education for Teacher Education promote PNU as the NCTE Report
education leaders Education Program

VALUES
Institutional
% of Administrative Council Members rating Survey Performance
80% 85% 90% quarterly
SPU services as Very Satisfactory Results Measure
Initiative
Responsiveness to
Stakeholder satisfaction Stakeholder satisfaction Stakeholder satisfaction
Stakeholders # of SPU activities that promoted customer Survey Customer Care
1 2 3 quarterly
satisfaction Results Program

# of SPU activities that promoted customer 1 delight, 1 delight, Survey Customer Care
1 delight semestral
responsiveness 1 surprise 1 surprise Results Program

STAKEHOLDER PERSPECTIVE Maintain a supply and property

TRUTH, EXCELLENCE, and Maintain an administrative service that
(how do our stakeholders management services that is
SERVICE is responsive and focused on
see us?) responsive and focused on addressing
Leadership in Teacher addressing needs and expectations of % of stakeholders surveyed rated as SPU Helpdesk
needs and expectations of 80% 85% 90% monthly PNU Helpdesk
Education in ASEAN stakeholders in a culture of services as very satisfactory report
stakeholders in a culture of
transparency, accountability, and
transparency, accountability, and
quality
quality

% of customer feedback and concerns Helpdesk

80% 85% 90% monthly PNU Helpdesk
addressed report

twice a once a once a Minutes of

# of management meeting conducted monthly Housekeeping
month week week meeting
twice a once a once a Attendance
# of management meeting attended monthly Housekeeping
month week week Sheet

monthly
# of management report submitted 6 8 10 monthly Housekeeping
report
VISION

Adequate and timely provision of Institutional

Academic Excellence with Adequate and timely provision of
Operational excellence in finance and supply and property management % of stakeholders rating SPU services as Survey Performance
Pioneering Programs in administrative services required by 80% 85% 90% Quarterly
administration services required by instruction and very satisfactory Results Measure
Teacher Education instruction and research services
research services Initiative
By 2022, PNU shall be an
INTERNAL PROCESS
internationally recognized
PERSPECTIVE (what must we
and nationally responsive
excel at?) Internally and externally assured and Internally and externally assured and
teacher education university
enhanced administrative services enhanced supply and property % of legally compliant documents Quarterly Due Diligence
Legal Compliance legal compliance 80% 85% 90% Quarterly
compliant with quality and legal management services compliant with submitted within the reglementary period report Initiative
requirements quality and legal requirements
Product and Service
conducive and safe learning and work % of stakeholders satisfied with the work Survey PNU 3.0
Development as education conducive and safe work station conducive and safe work station 80% 85% 90% Quarterly
environment station Results Program
solutions
QUALITY OBJECTIVE

Internally and externally assured and

Quality Assurance Quality
Quality assured and enhanced enhanced supply and property ISO survey
Embedded Management Quality assured and enhanced AS % of business process documented 80% ISO ready semestral Assurance
administrative and financial system management services compliant with instrument
System Program
quality and legal requirements
Manage university Integrated information management ICT enabled Supply and Property Monthly PNU Link
Systems-Based Solutions ICT enabled administrative services % of inventory system operational 50% 75% 90% monthly
property to ensure best system for decision support Management Services report Program
value for its money and INNOVATION AND Branding for Increased PNU branding in finance and PNU branding compliant PNU branding compliant supply and Operations
provide for the needs LEARNING PERSPECTIVE Visibility and Awareness administrative system
# of projects that promote PNU branding 1 2 3 semestral
report
PNU brand
administrative services property management services
of the faculty, staff, and (how can we continue to
students through timely improve and create value?) Good professional relationship with Good professional relationship with Good professional relationship with
Strategic Collaboration and % of staff with professional Monthly
delivery of goods and relevant and oversight agencies and relevant and oversight agencies and relevant and oversight agencies and 30% 50% 75% monthly Staff Extend
Partnership linkage/relevant agency report
organizations organizations organizations
services
Maintain a highly competent, Maintain a highly competent,
Human Capital Management
Maintain and develop high performing committed, ethical, and efficient AS committed, ethical, and efficient SPU % of SPU staff participating in extension Activity
for High Performance and 30% 50% 75% annual Staff Extend
faculty and staff workforce responsive to the needs workforce responsive to the needs program Report
Professionalism
and expectations of stakeholders and expectations of stakeholders

Operations
% of SPU staff undergoing training 75% 80% 90% quarterly Staff Extend
report
Monthly
% of reduction of absenteeism 10% 20% 30\% monthly Staff Extend
report

Good
Ensure that the University Ensure that the University acquisitions # of loss and cost mitigation activities Activity
1 2 2 quarterly governance
Financial Perspective (how acquisitions are cost efficient, are cost efficient, environment- report
Sound strewardship of university program
do we manage and grow Sustainability environment-friendly, and effective; friendly, and effective; that these are
resources
resources?) that these are managed to provide managed to provide the best value for
the best value for money money Good
Activity
# of activities to manage supply chain 1 2 2 quarterly governance
report
program
SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target
Strategic Process Owner/
Perspective Institutional Strategic Finance and Administration Strategic Frequency of Evidence/ Initiatives Accountability
MISSION AS Strategic Objectives SSSMU Strategic Objectives Strategic Measures/ Success Indicators 2017 2018 2019
Objectives Objectives Monitoring Records
Nurturing innovative Functioning as the National a secure and safe PNU functioning as Good
Functioning as the National Center for Functioning as the National Center # of SSSMU support activities conducted that Annual
teachers, educators, and SOCIAL IMPACT Center for Teacher the National Center for Teacher 1 2 3 once Governance
Teacher Education for Teacher Education promote PNU as NCTE Report
education leaders Education Education Program

VALUES
Institutional
Responsiveness to % of administrative council members rating Survey
80% 85% 90% Annually Performance
Stakeholders SSSMU services as very satisfactory Results
Measure
Institutional
# of SSSMU activities that promote Survey
1 2 3 Annually Performance
customer satisfaction Results
Measure
Institutional
STAKEHOLDER PERSPECTIVE # of SSSMU activities that promote customer Survey
TRUTH, EXCELLENCE, and 1 2 Annually Performance
(how do our stakeholders Stakeholder satisfaction Stakeholder satisfaction Stakeholder satisfaction responsiveness Results
SERVICE Measure
see us?)
twice a once a once a Minutes of
# of management meeting attended Monthly Housekeeping
month week week meeting

twice a once a once a Attendance

# of management meeting conducted Monthly Housekeeping
month week week Sheet

Leadership in Teacher Monthly

# of management report submitted 6 8 10 Monthly Housekeeping
Education in ASEAN Report
VISION

Adequate and timely provision of Risk

# of fatality cause by unsafe area of the
administrative services required by Effective security and safety system 0 0 0 Monthly Assessment PNU DREAM
university
instruction and research services Survey

Academic Excellence with

Operational excellence in finance and
Pioneering Programs in Maintain an administrative service
administration
Teacher Education that is responsive and focused on
By 2022, PNU shall be an
INTERNAL PROCESS addressing needs and expectations Maintain a security and safety Operations
internationally recognized # of activities for emergency preparedness 3x a year 4x a year 4x a year Semestral PNU DREAM
PERSPECTIVE (what must we of stakeholders in a culture of conscious campus Report
and nationally responsive
excel at?)
teacher education university transparency, accountability, and
quality
Internally and externally assured and standards based and legally
% of SSSMU services compliant with Quarterly Due Diligence
Legal Compliance legal compliance enhanced administrative services compliant campus security and 80% 85% 90% quarterly
standards and legal requirements Report Initiative
compliant with quality and legal safety system
Product and Service
conducive and safe learning and work safe and secure work stations and # of successful breaking and unauthorized Monthly
Development as education conducive and safe work station 0 0 0 Monthly PNU DREAM
environment learning environment entry Report
solutions
QUALITY OBJECTIVE
Quality Assurance Quality
Quality assured and enhanced ISO ready security and safety ISO Survey
Embedded Management Quality assured and enhanced AS % of business process documented 80% 100% ISO ready Semestral Assurance
administrative and financial system services instrument
System Program
Integrated information management ICT enabled security and safety Operations PNU Link
Systems-Based Solutions ICT enabled administrative services Database of visitors and vehicles 80% quarterly
system for decision support system Report Program
Branding for Increased PNU branding in finance and PNU branding compliant # of SSSMU activity/project with PNU Operations
Provide a safe and PNU branding compliant SSSMU 1 2 3 Semestral PNU Brand
Visibility and Awareness administrative system administrative services branding Report
secure academic and INNOVATION AND
Good professional relationship with Good professional relationship with Good professional relationship with
learning environment LEARNING PERSPECTIVE Strategic Collaboration and Operations
relevant and oversight agencies and relevant and oversight agencies and relevant and oversight agencies and % of SSSMU staff with professional linkages 100% 100% 100% quarterly Staff Extend
for all the faculty, staff, (how can we continue to Partnership Report
organizations organizations organizations
students and PNU improve and create value)
visitors Maintain a qualified and competent,
Maintain a highly competent, Operations
Human Capital Management committed with ethical, and efficient % of SSSMU staff undergoing training 100% 100% 100% quarterly Staff Extend
Maintain and develop high performing committed, ethical, and efficient AS Report
for High Performance and SSSMU personnel responsive to the
faculty and staff workforce responsive to the needs
Professionalism needs and expectations of
and expectations of stakeholders
stakeholders Operations
% of reduction of absenteeism 10% 20% 30% quarterly Staff Extend
Report

Ensure that the security services

Ensure that the University supplies, materials and equipment Good
Activity
acquisitions are cost efficient, are cost efficient, environment- # of loss and cost mitigation activities 1 2 3 quarterly Governance
Financial Perspective (how Report
Sound strewardship of university Program
do we manage and grow Sustainability environment-friendly, and effective; friendly, and effective; that these are
resources managed to provide the best value
resources) that these are managed to provide
the best value for money for money Good
Activity
# of activities to manage supply chain 1 2 3 quarterly Governance
Report
Program
 2017 UHSU OPCR

SOCIETAL GOAL Poverty reduction and empowerment of the poor and vulnerable
SECTORAL GOAL Enhanced knowledge and skills, attitudes, and values of Filipinos to lead productive lives Annual Target
Strategic Process Owner/
Perspective Institutional Strategic Finance and Administration Strategic Frequency of Evidence/ Initiatives Accountability
MISSION AS Strategic Objectives UHSU Strategic Objectives Strategic Measures/ Success Indicators 2017 2018 2019
Objectives Objectives Monitoring Records
Nurturing innovative Functioning as the National Good
Functioning as the National Center for Functioning as the National Center Functioning as the National Center # of UHSU support activities conducted that record of
teachers, educators, and SOCIAL IMPACT Center for Teacher 1 2 3 once Governance
Teacher Education for Teacher Education for Teacher Education promote PNU as the NCTE registration
education leaders Education Program

VALUES
Institutional
% of Administrative Council Members rating Survey Performance
Stakeholder satisfaction Stakeholder satisfaction Stakeholder satisfaction 80% 85% 90% quarterly
UHSU services as Very Satisfactory Results Measure
Initiative

Responsiveness to # of UHSU activities that promoted customer Survey Customer

1 2 3 quarterly
Stakeholders satisfaction results Care program

# of UHSU activities that promoted customer 1 delight, 1 delight, Survey Customer

1 delight semestral
responsiveness 1 surprise 1 surprise results Care program

Main an administrative service that is

responsive and focused on addressing Maintain university health service that
needs and expectations of is responsive and focused on % of stakeholders surveyed rated UHSU Helpdesk
STAKEHOLDER PERSPECTIVE 80% 85% 90% monthly PNU Helpdesk
TRUTH, EXCELLENCE, and stakeholders in a culture of addressing the basic medical and services as very satisfactory report
(how do our stakeholders transparency, accountability, and dental needs of the PNU community
SERVICE
see us?) quality

Helpdesk
% of customer feedback concerns addressed 80% 85% 90% monthly PNU Helpdesk
report

Leadership in Teacher
Education in ASEAN
twice a once a once a Minutes of
# of management meeting conducted monthly Housekeeping
month week week meeting

twice a once a once a Attendance

# of management meeting attended monthly Housekeeping
month week week Sheet

monthly
# of management report submitted 6 8 10 monthly Housekeeping
report
VISION

Adequate and timely provision of Adequate and timely provision of Institutional

Academic Excellence with
Operational excellence in finance and % of stakeholders rating UHSU services as Survey Performance
Pioneering Programs in administrative services required by basic medical and dental services to 80% 85% 90% quarterly
administration Very Satisfactory results Measure
Teacher Education instruction and research services stakeholders
By 2022, PNU shall be an Initiative
INTERNAL PROCESS
internationally recognized
PERSPECTIVE (what must we
and nationally responsive
excel at?) Internally and externally assured and University health services compliant
teacher education university % of health services compliant with Quarterly Due Diligence
Legal Compliance legal compliance enhanced administrative services with stnadards and legal 80% 85% 90% quarterly
standards and legal requirements report Initiative
compliant with quality and legal requirements
Product and Service
conducive and safe learning and work % of stakeholders satisfied with the work Survey PNU 3.0
Development as education conducive and safe work station conducive and safe work station 80% 85% 90% quarterly
environment station results Program
solutions
QUALITY OBJECTIVE
Promote health among INNOVATION AND Quality assured and enhanced basic
Quality Assurance Quality
PNU faculty, staff, and LEARNING PERSPECTIVE Quality assured and enhanced medical and dental services ISO Survey
Embedded Management Quality assured and enhanced AS % of business process documented 100% ISO ready Semestral Assurance
students and sanitary (how can we continue to administrative and financial system compliant with approved health Instrument
System Program
campus improve and create value?) standards and guidelines
ICT enabled medical and dental
Integrated information management records system, documented % of students' medical and dental records semestral PNU Link
Systems-Based Solutions ICT enabled administrative services 80% 85% 90% Semestral
system for decision support processes and services aided with encoded in the database report Program
innovative technologies
PNU branding compliant medical and
Branding for Increased PNU branding in finance and PNU branding compliant % of PNU graduates with good dental Operations
dental services that promotes health 80% 85% 90% Semestral PNU Brand
Visibility and Awareness administrative system administrative services hygiene Report
and well being
Good professional relationship with Good professional relationship with Good professional relationship with
Strategic Collaboration and % of staff with professional Monthly
relevant and oversight agencies and relevant and oversight agencies and relevant and oversight agencies and 30% 50% 75% monthly Staff Extend
Partnership linkage/relevant agency report
organizations organizations organizations

Maintain a highly competent, Maintain a competent, efficient and % of UHSU staff participating in extension Activity
Human Capital Management 30% 50% 75% annual Staff Extend
Maintain and develop high performing committed, ethical, and efficient AS committed medical and dental staff program Report
for High Performance and
faculty and staff workforce responsive to the needs responsive to the medical and dental
Professionalism
and expectations of stakeholders concerns of the PNU community Monthly
% of reduction of absenteeism 10% 20% 30% monthly Staff Extend
report

Ensure that the University Ensure that the medical and dental Good
Activity
services supplies, materials and # of loss and cost mitigation activities 1 2 3 quarterly Governance
Financial Perspective (how acquisitions are cost efficient, Report
Sound strewardship of university equipment are cost efficient, Program
do we manage and grow Sustainability environment-friendly, and effective;
resources environment-friendly, and effective;
resources?) that these are managed to provide that these are managed to provide the
the best value for money best value for money Good
Activity
# of activities to manage supply chain 1 2 3 quarterly Governance
Report
Program
 Part 4: QUALITY OBJECTIVES MONITORING

Actual
Success Indicators Ratings Remarks
Programs and Sub- Accomplishments
SDP Unit's Objectives MFO
Programs Quality Targets Measurements Achieved - Not
Q1 Q2 Q3 Q4 Effectiveness Timeliness Efficiency
Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Achieved

SDP 1 - Shared Vision of Excellence

Implement innovations* that

will strengthen the ONE
D1S1. Develop and implement a PNU System
comprehensive internal stakeholders'
*UEMPRO
engagement program that will regularly *SOP Manual of the
(ONE PNU Program of
orient them on the PNU mission, vision, different programs
Activities)
values, standards, and systems to ensure conducted by the PNU
their translations into expected behaviors. Campuses (e.g.
Graduation Rites)

D1S2.4. Improving teaching and learning

through: (a) setting high and attainable
teaching performance targets as basis for
planning, review, and monitoring
outcomes for improvement; (b)
conducting periodic curricular review in all
the campuses; (c) integrating research in
course development and delivery; (d) Propose/Sustain policies for
*CDO with UCMIMO
intiating innovations in curriculum, collaboration with the Hubs
instruction, and assessment integrating
research in course development and
delivery; (e) maximizing the use of
information and communication
technology (ICT) in teaching and learning;
(f) insitutionalizing professional sharing of
faculty.

Assert leadership roles in

D1S2.5. Pursuing a leading role through
local and foreign
networking both professional and *LIO
organizations to which the
institutional aligned with its mandate.
University is affiliated with

Provide necessary
assistance to increase the
D1S2.6. Inculcating the value of
number of partnerships with
community extension service and spirit of
institutions, communities, *CPEO
volunteerism to promote national
and other key players in the
development.
quest for societal
transformation

D1S3. Develop a shared leadership and

Intensify the promotion of
management philosophy, principles, and
extension programs and
values appropriate for building an *CPEO
services to include all
institutional culture consistent with and in
members of the Community
support of PNU's vision and mission.

SDP 2 - Quality Assurance

 Supervise the Domain in its
D2S1. Create a Quality Assurance Center
adherence to the quality
which will ensure that defined standards *URA with ISO
standards set forth by the
are met.
University

Gather relevant data to

serve as input in the
development of tools for
*LIO
measuring academic
performance for teacher
D2S6. Develop an appropriate measure education university
of academic performance for teacher
education university thru collaboration with
other TEIs abroad.
Broaden international
linkages to include the
various stakeholders of the *LIO
University - students, faculty,
staff, alumni, Hubs, etc.

Integrate and synchronize

D3S2. Integrate and synchronize
operations of offices in the
office operations based on clearly
URA domain vis-à-vis othe
defined university planning system
offices in the university

Strengthen existing policies

D4S1. Embed the PNU brand in the on PNU Branding of
activities of the faculty, staff, and students Excellence for both *PBDO
with emphasis on "qualities of graduates". academic and non-
academic programs

Maximize the use of the

PNU website in promoting
programs and activities in
D4S3. Optimize the cyberspace to
and out of the institution, as *UEMPRO with MISO
promote PNU and enhance its reputation.
well as those involving the
other stakeholders of the
University

D4S4. Preserve the University's glorious

tradition in the performing arts and Prioritize programs,
literature by giving full support and activities and proposals that
inspiration to performances and are geared toward the *UEMPRO
publication of performing groups, drama promotion of the University's
clubs, literary circles, and writers' history and tradition
organization.

SDP 5 - Internationalization

D5S2. Develop an international relations Extend affiliation with

strategic plan to ensure a strategic teacher education networks
position within the global teacher and academic communities *LIO
education network and academic beyond the Southeast
community. Asian region
 Promote the PNU
D5S4. Position PNU as hub for academic Campuses as ideal venues
activities and exchanges relevant to for education-related
*URA with CDO
teacher education and basic education to activities that are anchored
ensure its international presence. on the specialization of
theHubs

SDP 6 - Collaboration and Partnership

D6S1. Strengthen partnership with alumni Ensure the active

as significant stakeholders of the participation of the alumni in *ARSO
University the activities of the University

D6S2. Maximize national TEI network in

the conduct of research, extension, and Facilitate extension activities
*URA with CPEO
production to expand the reach of PNU among national TEIs
leadership.

Obtain scholarships, grants

and/or other forms of
D6S3. Promote individual and institutional support to entice the
linkages and networks that will ensure various members of the
active engagement of faculty and PNU in Community to engage in *URA, LIO and PBDO
multi-disciplinary, professional and activities relevant to the
scientific communities development of the
University and its
stakeholders

SDP 7 - Product and Service

Development

Intensify the marketing

strategies for the review
D7S1. Provide quality product solutions to
programs (e.g. BLEPT,
national and global educational issues *PBDO
NQESH) of the University to
and demands.
encourage enrollment from
non-PNUans

Steer promotions towards

D7S2. Create the relevant unit/s for the
the lesser known products
development, marketing, and protection of *CDO with PBDO
and services of the
PNU products and services.
University

D7S3. Comply wih standards for product Align products and services
*PBDO
development, marketing, and protection. with ISO requirements

SDP 8 - Responsiveness to
Stakeholders
 Assist in the implementation
D8S3. Develop PNU Campuses as
and evaluation of the
regional hub in teacher education offering *CDO
program offerings in the
programs peculiar to the region.
Campuses

D8S4. Expand the impact of PNU

extension service program thru Facilitate a seminar for TEI
*URA, CPEO and LIO
cascading leadership in the network of extension offices
TEI extension offices.

SDP 9 - Sustainability

Create new or Expand

D9S1. Institute a financial sustainability existing projects to help
program that supports the University's increase the income to be *PBDO
strategic goals. utilized for the attainment of
PNU's strategic goals

SDP 10 - Human Capital Management

D10S2. Provide opportunities for

Conduct activities for the
professional growth, leadership, faculty
professional growth of the *URA
and staff development in an environment
members of the Domain
that values excellence.

Help members of the

D10S4. Identify, encourage, and
Domain demonstrate
proactively manage faculty and staff to
exemplary performance by *URA with HRMDS
ensure that performance standards are
sending them to relevant
met.
seminars or similar activities

Ave Effect Ave T Ave Effi

Summary of Ratings

Final Average Rating

Final Adjectival Rating

Approved by:

Date Date
CPQA Head of Agency
 Republic of the Philippines
Philippine Normal University
The National Center for Teacher Education
Cadiz City, Negros Occidental

OFFICE PERFORMANCE COMMITMENT AND REVIEW (OPCR)

I, BERT J. TUGA, Executive Director and Provost, commit to deliver and agree to be rated on the attainment
of the following targets in accordance with the indicated measures for the period January to December, 2017

Signature Date
Approved by:
Date

Vice President for _________________________________________

5 Outstanding
4 Very Satisfactory
3 Satisfactory
2 Unsatisfactory
1 Poor

Page 1 Part 1
Part 2: QUALITY OBJECTIVES

Programs Success Indicators

Unit's Quality SUC Frequency of Records
SDP and Strategic Actions and Sub- MFO Quality Targets Measurements
Objectives Levelling Monitoring Evidences
Programs Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency
SDP 1 - Shared Vision of
Excellence

D1S1. Develop and

To ensure that 100% of
implement a comprehensive % of faculty, staff
faculty, students and
stakeholders'engagement Curricular and students Memorandum,
staff have undertaken 100% by Term
program that will regulalrly Program oriented on Programs, Photos
orientation on
orient them on the PNU VMGO
University VMGO.
VMGO

MFO 3: Research Services

Number of research studies number of Certification from
3% Yearly
completed researches EPRDC
D1S2.1 strengthening the To conduct researches % of research studies completed in % of researches Certification from
42% Yearly
culture of research by faculty, and publish them with Faculty the last 3 years completed EPRDC
staff, students and other key ISI, Scopus and CHED Research % of research outputs published in % of researches Certification from
players of the university accredited Journals 4 (qty) Yearly
a recognized journal published EPRDC
% of
Certification from
% of research completed on time 4 (qty) research Yearly
EPRDC
completed
Writeshop for
International
6 faculty to have 6 faculty have
Raising research performance Journal
Strengthen Faculty published in ISI or published in ISI or
of faculty in ISI and other Publication Yearly
Research Capability other refereed other refereed
refereed journals and
journals journals
instructional
materials
Strengthening faculty and at least 9 faculty- 9 faculty-
student research partnership Faculty-Student student student
to inculcate the value of Research collaborative collaborative Yearly
research in knowledge Collaboration research research
creation conducted conducted
MFO 1: Higher Education
Services
number of list of graduates
Total number of graduates 240 Yearly
graduates from Registrar
% of total graduates that are in
priority courses list of graduates
To ensure 95% passing 100% % of graduates in Yearly
from Registrar
D1S2.2 - focusing effort rate in the Licensure Curricular priority courses
toward improving Examination for Program Average passing % of licensure
performance in the LET Teachers (LET) passing rate of
exams by SUC graduates/national results of LET
90% graduates in the Yearly
ave % across all disciplines from PRC
LET
covered by SUC
accreditation
% of programs accredited at Level 100% (1/1) % of programs Yearly certification from
AACCUP
50 Retakers for 50 Retakers for
the September the September
D1S2.2. Focusing effort
Intensive 2017 and 2017 and August and
toward improving
Pass the LET Review for January 2018 January 2018 December
performance in national and
Retakers LET to have LET to have 2017
international measures of
undergone LET undergone LET
quality education such as the
Review Review
Licensure Examination for
Teachers, normative One Week One Week
financing, and at least in one Intensive Review Intensive Review August 2017
international ranking system, GO for Excellence Top the LET for Academic for Academic (Second
etc. Awardees Awardees Week)
conducted conducted

D1S2.4 improving teaching

and learning through:
 75% of syllabi in 75% of syllabi in
Two-Day Summer
conducting periodic curricular each curricular each curricular
curriculum and syllabi May 2017
review in all the campuses offerings offerings
review
reviewed reviewed
proposal of Green
initiating innovations in propose Green
Curricular Teacher
curriculum, instruction and Teacher Education 90% 90% Yearly
Program Education
assessment Curriculum
Curriculum
Customized
offer customized Curricular
50% 50% Yearly Graduate Program
graduate program Program
offered

85% of Faculty 85% of Faculty

members to members to
institutionalizing professional Faculty Professional have have
Yearly
sharing of Faculty Sharing per Term participated in participated in
the Professional the Professional
sharing sharing

ensure that 50% faculty

have engaged in
D1S2.6 Inculcating the value extension activities Memorandum,
Community
of community extension Programs, Photos,
and MFO 4 - Technical Advisory 50% of faculty and
service and spirit of 100% by Term Attendance,
Institutional Extension Services staff
volunteerism to promote Certificates,
Ensure that all faculty, Extension
national development Evaluation
students and staff are
involve in the community
extension activities

SDP 2 - Quality Assurance

D2S2. Implement the
To have the academic
requirements of normative Planning and Period of accreditation
program/s accredited
funding scheme, NBC 461 Quality 100% (1/1) % of program Validity of certification from
by AACCUP at Level IV
and other national issuances Assurance accreditation AACCUP
Phase I
as standards to be met

D2S3. Ensuring the ensure the compliance

university's system of the university with the
100% compliance
compliance with relevant laws current and existing laws
and policies and policies

establish a Quality appointments and

Assurance Unit in the TORs of unit head
Campus and members

approved
last quarter of
apply for ISO 14001 application
2017
documents

Work for the ISO 14001

D2S4. Adopt ISO 14001 for Planning and Supporting
accreditation on 70% 70%
Environmental Management Quality 70% 70% end of 2017 Documents for
environment completion completion
System Assurance ISO 14001
management System
SDP 3 - Systems-Based
Solution
SDP 3 - Systems-Based
Solution D3S1. Develop assist the academic unit
100% of the
and implement an ICT plan in ensuring that all % of faculty
Media and 100% submission faculty Records of Grades
that will modernize PNU faculty members are submitted their % of grades every end of
Information of grades in the submitted from Registrar,
services and ensure submitting grades of grades in submitted Term
Literacy PWEBBS their grades online outputs
seamless data generation and students thru the PWEBBS
on time
utilization by internal and PWEBBs system on time
external stakeholders

80% of the faculty 50%

uses online mode increase of
% of faculty
of augmenting faculty ad
promoting
establish data classroom staff % of faculty using data traffic,
university- 2nd quarter of
management system in instruction like promoting online modes of downloads, online
basd the year
the campus utilizing EDMODO university- teaching views
program
and the likes, HR based
online
database of programs
faculty and staff online

Create a CEGTE number of CEGTE

50% 50% Yearly
D3S5. Create an enabling collection of books book collections
environment (e.g.
structure/personnel
requirement) to support the
articulated reforms;
administrative positions must
be consistent with 2020 and
2030 administrative services
D3S5. Create an enabling
environment (e.g.
structure/personnel
requirement) to support the
articulated reforms;
administrative positions must
be consistent with 2020 and
2030 administrative services Improve library copies of learning
Curricular
services and learning 50% 50% Yearly materials /
Program
resources resources

SDP 4 - Branding

D4S1. embed the PNU brand

University
in the activities of the faculty, Embed the PNU brand PNU brand is
Events and Every end of Sample
staff, and students with in all acitivities of the embedded in % of activities
Public Term documents
emphasis on "qualities of Faculty 100% of activities
Relations
graduates"

SDP 5 - Internationalization

D5S1. Develop an
internationalization program Organize an 1 International 1 International 1 Internaional
Internationaliz
that will increase the number International Research Research Forum Research Forum Research Forum
ation
and expand diversity of Forum organized organized held
foreign students and faculty

D5S2. Developing an
international relations Six faculty Six faculty
strategic plan to ensure a members to have members to have
International Paper
strategic position within the presented paper presented paper Yearly
Presentation
global teacher education in international in international
network and academic conference conference
community
 D5S5. Participate in To achieve 50%
international network of TEIs membership of faculty
to promote collaboration and in at least 1 Internationaliz Proof of
50% of faculty 50% of faculty Yearly
partnership in the conduct of international ation membership
research, extension and professional
production. organization

apply for at least one

international
organization as EGTE
and one membership to 1 international documents and
international organinzation certificate of
organization specializing membership membership
on environment
education as an
institution

SDP 6 - Collaboration and

KRA 3 50% 50% MOU
Partnership

D6S1. Strengthen partnership

Organize Alumni Alumni Copy of Alumni
with alumni as significant 50% 50% Yearly
Networking Program directory
stakeholders of the University

D6S2. Maximize national TEI

1 International 1 International
network in the conduct of Launch 1 International Collaboration SEC Registered
Professional Professional
research, extension, and Professional and linkages Yearly International
Organization Organization
production to expand the Organization (ISEGTEA) program Organization
launched launched
reach of PNU leadership
D6S3. Promote individual and
institutional linkages and
network that will ensure active 100% of faculty with
Academic
engagement of faculty and national and/or 100% of faculty % of faculty Yearly Certificates
Networking
PNU in multi-disciplinary, international linkages
professional and scientific
communities

D6S5. Pursue opportunities Colllaborate with Non

afforded by public-private Governmental
partnerships to increase and Organizations (NGOs)
diversify University 50% 50% MOU
for the public-private
resources. partnership on programs
and projects.

SDP 7 - Product and

Service Development

D7S1. Provide quality product Curricular

solutions to national and Conduct in-service Program / 1 in-service 1 in-service 1 in-service
1 term
global educational issues and training Linkage training conducted training conducted training held
demands Program
LET Review
Program 2017,
Final high
2 LET Reviews, 1
Coaching satisfactory registration,
develop and expand KRA3. Final Coaching, 1
Program, to excellent % of increase in client photos, liquidation
environment-responsive Services to MFO 4. Training and Extension NQESH Review, 1
NQESH2017, evaluation income and client satisfaction twice a year reports, narrative
services that bears the the Data Regional Action
Regional result of intake rating reports, evaluation
PNU brand and quality Community Research Training-
Action programs results
Workshop
Research from clients
Training-
Workshop
 establish environment-
responsive business
high
opportunities that at least 10 apparel
satisfactory
identifies the Merchandise and souvenir customer
to excellent reports, photos,
university as the Sale, Rent-to- items are on sale, satisfaction annually
customer income statements
environment and Own bicycles bought 5 units of rating
satisfaction
green technology bicycle
rating
education hub in the
region

MFO 2 - Advance Education

Services
number of List of graduates
Total number of graduates 25 graduates Yearly
D8S1. Provide academic and from Registrar
support services to ensure the
To achieve 90% rate of % of graduates engaged inn List of employed
effective transition of students
employment of Alumni employment within 6 months of 95% % of graduates Yearly graduates from
to various levels in higher
graduates within 6 Program graduation Alumni Office
education and increase
months of graduation % of students who rate timeliness of Data on Student
student retention and % of
education delivery/supervision as 85% Yearly Evaluation of
success. students
good or better Faculty
% of students who finished
% of Data from
academic programs according to 90% Yearly
students Registrar
the prescribed time frame
90% 90%
implementation of implementation of
Implement Green Co-curricular List of activities for
co-curricular co-curricular Yearly
OBCCUP Program Green OBCCUP
program for program for
students students
 100% of 100% of
Updating of
Tracking Students' students have students have
Students' Yearly
Performance (TSP) individual individual
Portfolio
portfolio portfolio

D8S3. Develop PNU Visayas

as Environment and Green Embed Environment and
Technology Education Green Technology
offering environment COURSE
courses in all PNU 70% 70%
education in the region and SYLLABI
Teacher Education
althroughout the country.
Curricular Programs..

MFO 4 - Technical Advisory

50% 50% MOU
Extension Services

No. of persons trained weigthed by Number of Records from

105 Yearly
the length of training persons CPEO
No. of persons provided with Number of Records from
3 Yearly
technical advice persons CPEO
% of trainees who rate the training Records from
95% % of trainees Yearly
D8S4. Expand impact of PNU course as good or better CPEO
To achieve targets Community
extension service program
relevant to MFO 4 and
thru cascading leadership in % of clients who rate the advisory Records from
(Technical Advisory Institutional 90% % of trainees Yearly
the network of TEI extension services as good or better CPEO
Extension Services) Extension
offices. % of requests for training
% of Records from
responded to within 3 days of 90% Yearly
requests CPEO
request
% of request for technical advice % of Records from
85% Yearly
that are responded within 3 days requests CPEO
% of persons who received training
or advisory services who rate % of Records from
95% Yearly
timeliness of service delivery as persons CPEO
good or better
 One Faculty
One Faculty member
Faculty member have have
Capability continuing continuing
EGTE Certified Building and enrolment in enrolment
Scholarship Ph D in in Ph D in
program Environmenta Environmen
l Education tal
Education

SDP 9 - Sustainability

D9S2. Developing and

implementing strategic asset
management plan which accomplish necessary
identifies key priorities, documents for the titling
opportunities and constraints of PNU Visayas land
Asset
relating to physical area and process land title, sample
Management quarterly
environment, information and documents for the documents
Program
communication technology, construction of the
and equipment and million-budget EGTE
infrastructure requirements for bldg.
the university's projected
development
 utilize available spaces
Green high
for the promotions and
Learning 50% of the green satisfactory
practices that shows the
Spaces (Eco- learning spaces to excellent % of operation rating of clients
university's environment
tourism are operational rating of
and green technology
Park) clients
hubness

D9S3. Implementing,
monitoring, evaluating and process for the approval University approved documents of the
adjusting the univerity's of the campus master Campus campus Yearly approved campus
master plan as a measure of plan Master Plan master plan master plan
sustainability
 Develop and
implement a
initial phase
comprehensive
KRA3. construction of
environment- documents,
Management eco-park, green 2nd quarter
responsive reports, photos
of Resources learning spaces
management system
and organic farm
being the EGTEH hub
in the region

partner with DOST in documents,

one energy-audit 2nd quarter of
energy audit of the certification of
with DOST the year
campus energy audit

started BSP Hall

renovate BSP Hall and and student
Student Center and center renovation photos, pertinent
2nd quarter
repair of Covered and repair of documents
Court Roofing covered court
roofing,

develop a plan for

converting HE Building guest house and
into Guest House and green classroom last quarter plan in place
plan for a Green plan created
Classroom

100% of faculty have

SDP 10 - Human Capital pursued education
Management Transcripts;
and/or attended training 100% of faculty 100 % of faculty Yearly
D10S2. Provide opportunities Certificates
for professional growth, Provide training for Faculty
leadership, faculty and staff Faculty on CEGTE Development
development in an
environment that values
excellence
Management
D10S2. Provide opportunities
for professional growth, Faculty
leadership, faculty and staff Development
development in an
environment that values
Develop a Faculty/Staff 1 Development 1 Development Copy of
excellence
Development Plan Plan Plan Development Plan

11 faculty are 11 faculty are

enrolled in Ph. enrolled in Ph.
Scholarship D. courses or D. courses or
Faculty Capability
Program for have availed have availed Yearly
Building
Faculty grants for grants for
dissertation dissertation
writing writing
90% of faculty and staff
Faculty and Attendance,
have attended GAD- 90% of faculty and 90% of faculty and
Staff Yearly Certificates,
related staff staff
Development Evaluation
training/seminar/forum

D10S4. Identifying, Strategic 50% human

develop a campus
encouraging and proactively Performance resource
human resource
managing faculty and staff to Management development plan
development plan
ensure that performance System developed
standards are met
Part 3: QUALITY PLAN

Resources Needed
Unit's Quality Applicable Procedures/Work
Activities/Strategies Time Frame Accountable
Objectives Alloted Budget Equipment Instructions/Guidelines
Persons
Writeshop for
Strengthen Faculty International Journal
Yearly 50,000.00 DA, FTD, FGSTER
Research Capability Publication and
instructional materials
Two-Week Intensive August and DA, FTD, BDO,
Pass the LET 70,000.00
Review for Retakers December 2017 Faculty
One Week Intensive FTD, Unit
August 2017
GO for Excellence Review for Academic 100,000.00 Coordinators and
(Second Week)
Awardees faculty

Two-Day Summer
Review of curriculum and DA, FTD, FGSTER,
curriculum and May 2017 150,000.00
syllabus conducted Faculty
syllabi review

propose Green
Teacher Education Yearly 100,000.00 EDP, DA, FTD
Curriculum

offer customized
Yearly EDP,DA, FGSTER
graduate program

Faculty Professional
per term 15, 000.00 EDP, DA, FTD
Sharing per Term
 Faculty, Staff and
Encourage submission of
student of the
Ensure that all faculty, Community Extension
350,000.00 different Academic
students and staff are proposals by academic
(P50,000.00 per Programs. Dean for
involve in the unit . Ensure Yearly
Academic Academics and
community extension implementation by
Program) EGTE, Associate
activities monitoring the activities
Deans, CEGTE
of every unit.
Director

2nd-3rd EDP, DA, DFA, FTD,

apply for ISO 14001 300, 000.00
quarter FGSTER
Work for the ISO Work for the
Executive Director
14001 accreditation on development of green
500,000.00 and Provost Dean
environment Teacher Education
(estimate from for Academics and
management System Curriculum. End of 2017
CHED Innovation EGTE, Associate
- Develop the PNU
Grant ) Deans, CEGTE
Visayas into a green
Director
Campus
To ensure that all
faculty members are
submitting grades of DA, FTD, FGSTER,
students thru the Faculty
PWEBBs system on
time
Embed the PNU brand Enhance the university's
and hub in all acitivities policies by encouraging
of the Faculty the PNU Visayas
Commuity to use PNU
branded schools materials All throughout EDP, DA, FTD,
150, 000.00
and equipment. the year FGSTER
- Use the original PNU
Seal and Flag in all the
Activities

Faculty, staff and

Make the Faculty, staff
Send faculty, staff and students, Executive
and students visible in
students to participate in Director and
the regional and All throughout
the different academic 150,000.00 Provost, Dean for
national activities the year 2017
and environmental Academics and
through their
activities and competition EGTE, Director for
particiaption
both in the regional and Finance, BDO
national levels.
To achieve 50% Encourage membership of
membership of faculty faculty at least 1
in at least 1 international professional EDP, DA, DFA,
organization. 2017 100, 000.00
international Faculty
professional
organization
apply for at least one
international
organization as EGTE
and one membership
January - EDP, DA, DFA, FTD,
to international 200, 000.00
December 2017 FGSTER
organization
specializing on
environment education
as an institution

International Paper EDP, DA, DFA,

2017 250, 000.00
Presentation Faculty
Develop the culture of
Network with at least 1 Faculty, staff and
research, extension and
national TEI and 1 students, Executive
production among faculty
Environmental Director and
members through
Organization in the 2017-2018 500, 000.00 Provost, Dean for
networking with National
conduct of research, Academics and
TEIs and Environmental
extension and EGTE, Director for
Organization
production Finance
Encourage all faculty to
engaged in collaborative
Faculty, staff and
academic and
Ensure that all faculty students, Executive
environmental activities
have engaged in Director and
by tapping universities
collaborative academic 2017-2018 500, 000.00 Provost, Dean for
and environmental
and environmental Academics and
organization for their
activities. EGTE, Director for
research, extension and
Finance
production
Launch 1 International
Professional EDP, DA, DFA,
2017 50, 000.00
Organization Faculty
(ISEGTEA)

Encourage all academic

units to collaborate with
Colllaborate with Non Executive Director
Non Governmental
Governmental 250,000.00 per and Provost Dean
Organization in pursuit of
Organizations (NGOs) academic unit to for Academics and
their research, extension 2017-2018
for the public-private be sourced from EGTE, Associate
and procduction activities
partnership on NGOs Deans, CEGTE
programs and projects. Director, Unit Heads

Conduct in-service EDP, DA, DFA, FTD,

training FGSTER, BDO
develop and expand
environment-
January - EDP, DA, DFA, FTD,
responsive services 200, 000.00
December 2017 FGSTER
that bears the PNU
brand and quality

establish
environment-
responsive business
opportunities that
identifies the January -
consignment basis EDP, DFA, BDO
university as the December 2017
environment and
green technology
education hub in the
region
 Develop Green Teacher
Executive Director
Embed Environment Education Curriculum for
and Provost Dean
and Green Technology PNU Visayas
1.5 M ( CHED for Academics and
courses in all PNU 2017-2018
Innovation Grant) EGTE, Associate
Teacher Education
Deans, CEGTE
Curricular Programs..
Director

Implement Green
2017 100, 000.00 DA, FTD, OSS
OBCCUP
Tracking Students'
2017 2, 000.00 DA, FTD
Performance (TSP)

Faculty Capability Building DA, FTD, FGESTER,

EGTE Certified 2017
and Scholarship program Faculty

utilize available spaces

for the promotions and
practices that shows January - EDP, DA, DFA,
500,000.00
the university's December 2017 FTD,FMAS, CEGTE
environment and green
technology hubness

Provide training for DA, DFA, FTD,

2017 200, 000.00
Faculty on CEGTE CEGTE

utilize available spaces

for the promotions and
practices that shows January - EDP, DA, DFA,
500,000.00
the university's December 2017 FTD,FMAS, CEGTE
environment and green
technology hubness
process for the
January - EDP, DA, DFA,
approval of the
December 2017 FTD,FMAS, CEGTE
campus master plan
partner with DOST in
January - EDP, DA, DFA,
energy audit of the 300, 000.00
December 2017 FTD,FMAS, CEGTE
campus
renovate BSP Hall
and Student Center
and repair of
Covered Court January - EDP, DA, DFA,
Roofing December 2017 300, 000.00 FTD,FMAS

develop a plan for

converting HE
Building into Guest
House and plan for a
January - EDP, DA, DFA,
Green Classroom
December 2017 200, 000.00 FTD,FMAS, CEGTE
Faculty Capability
2017 DA, FTD
Building

90% of faculty and staff

Head of GAD,
have attended GAD-
2017 P20,000.00 Director of CEGTEH, Projector, Laptop
related
Asso Dean, Dean
training/seminar/forum
Part 4: QUALITY OBJECTIVES MONITORING

Programs and
Unit's Objectives Success Indicators Actual Accomplishments Ratings Remarks
Sub-Programs

Quality Targets Measurements

Achieved - Not
Q1 Q2 Q3 Q4 Effectiveness Timeliness Efficiency
Achieved
MFO Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency

Ensure that all

% of faculty,
faculty, students
Community and staff and Every
and staff are Every end Every end Every end
Institutional 100% students end of
involve in the of Term of Term of Term
Extension oriented on Term
community
VMGO
extension activities

Work for the ISO

14001
Planning and
accreditation on 70% 70%
Quality 70% 70% Quarterly Quarterly Quarterly Quarterly
environment completion completion
Assurance
management
System

PNU brand
Embed the PNU
University is Every
brand and hub in % of Every end Every end Every end
Events and embedded end of
all acitivities of the activities of Term of Term of Term
Public Relations in 100% of Term
Faculty
activities

Make the Faculty, Faculty, Staff Every end Every end Every end Every
50% of faculty % of faculty
staff and students and Students of Term of Term of Term end of
To achieve 50% Internationalizati 50% of Every end Every end Every end Every
% of faculty
membership of on faculty of Term of Term of Term end of
Network with at
least 1 national TEI
and 1 Environment
Community and
Organization in the
Institutional 50% 50% Yearly Yearly Yearly Yearly
conduct of
Linkages
research,
extension and
production

Ensure that all

faculty have
engaged in Academic and
100% of
collaborative Environmental % of faculty Yearly Yearly Yearly Yearly
faculty
academic and Networking
environmental
activities……
10% of the 10% of the
Yearly Yearly Yearly Yearly
students students

Colllaborate with
Non Governmental
Organizations
(NGOs) for the
50% 50% Yearly Yearly Yearly Yearly
public-private
partnership on
programs and
projects.
Embed
Environment and
Green Technology
courses in all PNU 70% 70%
Teacher Education
Curricular
Programs..

MFO 4 - Technical Advisory

Extension Services
To achieve targets
relevant to MFO 4 Community and
(Technical Institutional 50% 50% Quarterly Quarterly Quarterly Quarterly
Advisory Extension Extension
Services)

No. of persons trained weigthed by Number of

105 Quarterly Quarterly Quarterly Quarterly
the length of training persons
No. of persons provided with Number of
3 Quarterly Quarterly Quarterly Quarterly
technical advice persons
% of trainees who rate the training
95% % of trainees Quarterly Quarterly Quarterly Quarterly
course as good or better

% of clients who rate the advisory

90% % of trainees Quarterly Quarterly Quarterly Quarterly
services as good or better

% of requests for training responded % of

90% Quarterly Quarterly Quarterly Quarterly
to within 3 days of request requests

% of request for technical advice % of

85% Quarterly Quarterly Quarterly Quarterly
that are responded within 3 days requests

% of persons who received training

or advisory services who rate % of
95% Quarterly Quarterly Quarterly Quarterly
timeliness of service delivery as persons
good or better
Ave Effect Ave T Ave Effi
Summary of Ratings
 Summary of Ratings
Final Average Rating
Final Adjectival Rating

Approved by:

Date Date Date

CPQA Head of Agency
Part 2: QUALITY OBJECTIVES
Success Indicators Resources Needed Applicable Success Indicator Actual Accomplishments Ratings Remarks
SDP and Unit's Programs Frequency Activities Procedures/
Quality Targets Measurements Records/ Alloted Accountable Work Quality Targets Measurements
Strategic Quality and Sub- MFO of and/or Time Frame Equipment Effectivenes
Evidences Budget Persons Instructions Q1 Q2 Q3 Q4 Timeliness Efficiency Achieved - Not Achieved
Actions Objectives Programs Monitoring Strategies Effectivenes Effectivenes s
Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Timeliness Efficiency Timeliness Efficiency
s s
SDP 2 - To craft
Quality ARSO
Compliance
Assurance Manual and Completion
ARSO of ARSO
D2S4. Adopt ensure that of ARSO ARSO
Manual will Manual to January to Procedure
ISO ISO Coding is Manual in Director and
be approved the Annual December 5,000.00 Manual
9001:2015 included in accordance Staff, ISO
before the Procedure 2017 processes
Quality the with the ISO Unit
end of 2017 Manual for
Managemen documentati requirements
ISO
t System on for unified
(QMS) for the management

Recognize
alumni who Awarding
Souvenir Eminent
have lived up Eminent Ceremony ARSO,
Programs, Gawad Sulo 250,000.00 Alumni
to the ideals Alumni conducted September- UEMPRO,
Annual Documentation for Emiinent (requires Procedure
of PNU - awarded during the January PBDO, CTD,
and technical Alumni funding) and
TRUTH, annually 1st quarter VPURA
reports Guidelines
EXCELLENCE of the year
and SERVICE
SDP 4 -
Branding
D4S5.
Preserve the Enhance
institutional multi-modal PNU batch
memory by Kamustahan,
mechanisms alumni and Number of
telling and re- Documentations Balitaan at ARSO
to organizations alumni January to Batch
telling stories and reports on Kasiyahan Director &
strengthen that wants to gatherings Annual December 30,000.00 Gathering
about the the activity/ (KBK) - Batch Staff,
alumni have their participated/ 2017 Procedures
best gathering Alumni UEMPRO
involvement gatherings in assisted
practices, Gathering
in University PNU
tradition, functions
and the past.
To pay
Feature PNU
homage and
alumni from the
give honor to
past and the
the
present Number of PNU PNU
extraordinar Documentation
educational featured Annual Torchbearers September 50,000.00 ARSO & CTD Torchbearers
y legacy of all and tarpaulins
leaders and alumni Exhibit Guidelines
PNU alumni
learn from their
who have
zealous
lived up to
examples
the ideals of

Partnership
with PNU Privilege
Capture the ARSO PNU Alumni
establishments Number of Card Logbook, PNU Alumni January to
power of Director and FIRST/
to give a wide renewing and Annual MOA of FIRST/ December 20,000.00
alumni and Staff, PBDO, FRIENDS
variety of new members partnered FRIENDS 2017
friends VPURA Procedures
benefits in the establishments
privilege card

Establish a
Percentage of
solid Old and recent
respondents Consolidated
partnership alumni who Online Tracer Carrying out
over the total data of the January to ARSO
with the have not yet Study, Survey the tracer
number of Annual employability of December 20,000.00 Director and
alumni to filled up the Forms, Social study
graduates per graduates and 2017 Staff, MISO
create online tracer Media procedure
year by tracer study
researches study
program
and study

Develop a
well- Develop a
functioning systematic Alumni Alumni
Managemen Percentage January to ARSO Alumni
alumni database for Alumni Database Database
t Information of project Annual December 130,000.00 Director and Database
database data storage Directory Managemen Managemen
System completion 2017 Staff , MISO System
system for of alumni t/ Directory t Processes
secured data information
storage

PNU CAMP
Create (Campus ARSO
Documentations
campus Number of Alumni Director and
Meetings with and technical PNU CAMP
alumni hubs Annual Managemen September 70,000.00 staff , CDO
the other hubs reports of the Procedures
management participated t Program), PNU hubs &
meetings
programs PNU VPURA
Federation

Initiate a
Create a
PNU Alumni
Federated
Federation Documentations ARSO
Alumni Meetings
and help and technical One PNU Director and Alumni
Constitutional initiated with
organize Annual reports of the Alumni May 20,000.00 Staff, CDO, Federation
by- laws for other alumni
alumni conference, Federation PNUAA, Procedures
Federated groups
association of Logbook VPURA
SDP 6. - Alumni
PNU in the
Collaboratio Philippines Association
n and
Partnership Provide
D6S1. opportunities Participation of
ARSO, PNU Alumni
Strengthen for alumni for alumni who At least 10
Documentations
PNU Alumni
AA, Continuing
partnership their wants to widen alumni Annual
of the event
Continuing April 5,000.00
UEMPRO, Education
with alumni personal their skills and participants Education
VPURA Procedure
as significant growth and leadership
stakeholders development
of the
University
Encourage
students' Attract and Consolidated PNU ALIVE
January to
volunteerism recruit 10 volunteers data of events ARSO, procedures
Annual PNU ALIVE December 30,000.00
and develop volunteers in recruited and reports of VPURA and
2017
leadership the unit volunteers guidelines
skills
partnership
with alumni
as significant
stakeholders
of the
University

To build an
outdoor
museum that Documentations
Rehabilitate the ARSO
is of plans and
campus' stretch January to Director and
environment Amount of cheque PNU Alumni 500,000.00 Alumni Park
along Ayala Blvd Annual December Staff, Cashier
ally, socially donation donation given Park (to be raised) Procedures
in a sustainable 2017 , FMSS, BAU,
and to alumni
manner VPURA
economically donors
sustainable
andprovide
To that is
support on
Interested
the
alumni who
University
wants to
projects to Cheque January to ARSO, Ways to
contribute and Amount of PNU Alumni 500,000.00
improve the Annual donation and December Cashier, Donate &
donate to fund raised Donations (to be raised)
quality of documentations 2017 VPURA Contribute
certain projects
education
and needs of
and
the University
competitiven
ess of the

Percentage January to Project

PNU Project ARSO,
of project December 70,000.00 Catalogue
Catalogue VPURA
completion 2017 processes

To restore
and relive
Alumni who
the history of
wants to
PNU through
contribute and Cheque Restoration January to
its Torch as Amount of ARSO, PNU Restoration
donate to the Annual donation and of Torch December To be raised
symbol of the fund raised AA process
restoration of documentations Monument 2017
National
the Torch
Center for
Monument
Teacher
Education
Part 2: QUALITY OBJECTIVES
Success Indicators Resources Needed Applicable Success Indicator Actual Accomplishments Ratings Remarks
SDP and Activities Procedures/W
Unit's Quality Programs and Quality Targets Measurements Frequency of Records Quality Targets Measurements
Strategic MFO and/or Time Frame Alloted Accountable ork
Objectives Sub-Programs Monitoring Evidences Equipment Q1 Q2 Q3 Q4 Effectiveness Timeliness Efficiency Achieved - Not Achieved
Actions Strategies Budget Persons
Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency
SDP 1 - Shared To efficiently
Vision of provide
Excellence assistance on
D1S1. the
Developing implementatio created and
and n of activities implemented
implementing designed by provided a monitoring
appropriate
a the timely scheme on All requests monitoring
monitoring
comprehensiv canmpuses assistance on the related to the scheme duly
scheme January -
e internal that will requests conduct of activities are approved;
in place monthly December 20,000.00
stakeholders’ instill greater related to the PNU VMGO facilitated on file copies
and 2017
engagement awareness on coduct of integration time and as of related
fully
program that the VMGO of activities as and Hub scheduled. requests;
efficient.
will regularly the University scehduled; promotion
orient them on and the activities of
the PNU distinct ive the campuses.
mission, role of the
vision, values, campuses as
standards, hubs; to
and systems regularly
To provide
efficient Information Information
coordination dissemination on upcoming
D1S2. Building
with the on activities activities done
a culture of
respective necessitating at least two
excellence by inventory
offices at PNU involvement of months before
strengthening two month checklist of
Manila on the campuses the schedule;
the culture of s before activities
activities is efficiently Coordination
research the coordinated 10,000.00
related to facilitated; with PNU
among faculty, schedule. and related
culture of Efficient offices done to
staff, students requests
excellence- coordination ensure
and other key facilitated.
building and with the participation
players of the
enhancing to offices at PNU of the
university.
ensure full Manila done campuses on
participation on time. the activities
and
(OBTEC
Summit )
Assist the
submitted assessment of
campuses in UCMIMO
Schedule of syllabi and the OBTEC
meeting the January to representative
the actual Per Term in assessment curricular 10,000.00
quality December s and CDO
conduct of the Trimester program
assurance set 2017 Director,
activities Published
SDP 2 - Quality by the Faculty
materials IM
Assurance university.
development
PNU as One and
D2S3. Ensure
Accomplished
the university
Research Research
systems'
Implement the integrating Capacity
compliance
university's standard Building
with relevant
QA system at policies
laws and Schedule of CDO Director
the campuses January -
policies the actual and Campus
in Annually December 60,000.00
conduct of Faculty and
coordination Standardizatio 2017
activities Staff
with the Documentatio n of university
VPRQA and n of rituals rituals
CPQA

1. Provide
technical
SDP 3. System-
assistance
Based Solution
and services
to the
D3S2.
campuses, satisfaction of
Integrate and CDO Director
such as, but our pnu
synchronize and IT
not limted to, colleagues in January to
office PNU Campus continued Personel of
faciltating the Sustained the campuses December 60,000.00
operations Website service to pnu the Campus
official service 2017
based on campuses and MIS of
communicatio
clearly Main Campus
n, requests,
defined
queries and reports of the Follow up of
university Actual date of Every month
other updates on the work updates
planning the creation of
information creation of the
system the website
from the website
campuses to
SDP 4 -
Branding To monitor
D4S1. embed that all
PNU brand is Systematic
the PNU brand activiies of
Mark the PNU embedded in % of activities Sample monitoring of 5,000.00
in the the PNU
Brand 100% of documents activities in
activities of campuses
activities PNU campuses
the faculty, embed the
staff, and PNU brand
students
SDP 5 with
Internationaliz
To assist the Visiting of
ation
campuses in different
linking with Institution CDO Director
D5S5.
different Documentatio that will help and staff
Participate in Must have January to
agencies in At least one n and promote better
international Benchmarking linked with an December 50,000.00
the country agency linked Technical collaboration Campus
network of agency 2017
and abroad to Report to enhance the Provost,
TEI's to
help build and role of the Faculty
promote
establish the campuses as
collaboration
different Hubs HUBS
and
partnership
SDP 6 - in Assist highly
Collaboration qualified PNU
and faculty Completion of
Partnership scholars of documents as Daily within
Excellence of January to CDO Director,
D6S4. Support the campuses required in completed the period of Approved Processing of
PNU Faculty December 5,000.00 Provost and
the PNU in the their documents the documents documents
Scholars 2017 staff
students processing of scholarship application
leadership ín documents program
national and needed for
international their
SDP 7 -
Product and
Service
Development
SDP 8-
Responsivenes
s to
To coordinate Conducts
Stakeholders
and target plans CDO Director,
synchronize and functions Documentatio
D8S3. Develop Monitoring of Provost,
the strategic Monitoring of of the campus n and
PNU campuses as needed campus 5,000.00 Faculty,
plans of the campus SDP as scheduled Accomplishme
as regional functions students and
campus with high level nt Report
hub in teacher staff
functions as performance Accomplished
education
regional hub in accordance function and January to
offering
programs to their school plans as December
peculiar to the calendar schedule 2017
SDP 9-
Sustainability
 To monitor
and asssit
compliance by
SDP 10- the campus
Human Capital hubs with the
Management system of
recruitment,
D10S6. promotion, Validation of
Coordination
Maintain a reward, qualification
with
faculty profile performance immediate of faculty
campuses on
that has 2/3 in evaluation, processing of upon the approved applicants to CDO Director
the system of as needed as required 5,000.00
teacher retirement and application approval application be accepted in and staff
human
education and benefits for papers appropriate
resource
1/3 of the the faculty
management
faculty in pure faculty and positiion
disciplines to staff and the
ensure required 2/3
diversity of in teacher
expertise education and
1/3 of the
faculty in pure
disciplines to
Part 2: QUALITY OBJECTIVES
Success Indicators Resources Needed Applicable Success Indicator Actual Accomplishments Ratings Remarks
SDP and Quality Targets Measurements Activities Procedures/ Quality Targets Measurements
Unit's Quality Programs and Frequency of Records
Strategic MFO and/or Time Frame Accountable Work
Objectives Sub-Programs Monitoring Evidences Alloted Budget Equipment Q1 Q2 Q3 Q4 Effectiveness Timeliness Efficiency Achieved - Not Achieved
Actions Strategies Persons Instructions/
Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency
Guidelines
SDP 1 - Shared
Vision of
Excellence
D.1S2.6
Copies of Extension 1) At least 5
Inculcating the To produce
Technical Manual/ volunteers
value of students Prof. Serafin No. of
Report; Youth Camp Agenda and immersed in
community equipped with January - Arviola and Students
Annual Attendance, and Team 100,000.00 Japhet Constitution the IP Activity
extension strong December trained vs.
Communicatio Building for of By-law of Community Evaluation
service and leadership & 2017 Verencio actual targets
n Exchanges & ExCEL ExCEL and 2.) At least
spirit of volunteerism Dajao trained
Photos Student 10 children
volunteerism skills
compiled. Manual tutored
to promote
national
development
Prof. Serafin
ExCEL
Arviola First Quarter
Volunteers for
/CPEO 1). At least 1 of 2017 each
Extension
Faculty Staff/ volunteer unit will
Projects January - Extension
Noelle can assigned have an
Monthly Attendance (Deployment of December 70,000.00 Manual/
Nazareno/ in each assigned
ExCEL 2017 Agenda
Uziel faculty/instit Volunteer (at
Volunteers for
Rotaquio/Jap ute/office least 3 per
each Faculty/
het Verencio unit)
Institute/ Units)
Dajao

Prof. Serafin
Disaster Risk Arviola
Copies of
Asistance Relief /CPEO
Technical recruit and
(DEAR) - Faculty Staff/
Report; train 30 new
Implementation January - Noelle Extension
Attendance, QRT
bi-annual of training/ December 20,000.00 Nazareno/ Manual/
Communicatio members/
seminar of the 2017 Uziel Agenda
n Exchanges & student
Quick response Rotaquio/
Photos volunteers
team Japhet
compiled.
volunteers Verencio
Dajao

To ensure
6.
strong
Collaboration
partnership
and
between PNU
Partnership Prof. Serafin
extension
D6S2. Copies of Arviola
programs to
Maximize Technical Collaboration /CPEO
the CSR arm of
National TEI Report; with GOs, NGOs Faculty Staff/
other Extension at least 1
network in the Annual Attendance, group, private Noelle
government 50,000.00 Manual/ collaboration
conduct of Communicatio companies for Nazareno/
agencies; Non- Agenda for 2017
research, n Exchanges & advocacy Uziel
government
extension and Photos campaign Rotaquio/Jap
organization
production to compiled. het Verencio
or private
expand the Dajao
companies for
reach of PNU
sustainble
Leadership
projects to
communities

Prof. Serafin
Maximize To ensure
Arviola
National TEI acive Copies of
/CPEO
network in the participation Technical Participation to
Faculty Staff/
conduct of with South Report; SMEC organized
Noelle Extension at least 1
research, Manila Attendance, projects/ PAEPI
Annual 50,000.00 Nazareno/ Manual/ collaboratio
extension and Education Communicatio Registration
Uziel Agenda n for 2017
production to Consorsume - n Exchanges & and
Rotaquio/
expand the Extension Photos Conferences
Japhet
reach of PNU Committee compiled.
Verencio
Leadership and PAEPI
Dajao
Prof. Serafin
Arviola
/CPEO
To ensure ISO
Faculty Staff/
3. SYSTEMS- robust data- Guidelines/
Noelle
BASED management Extension Data Extension
10,000.00 Nazareno/
SOLUTIONS program for Management Manual/
Uziel
D3S1 Develop extension Extension
Rotaquio/
and implement services Agenda
Japhet
an ICT plan that
Verencio
will modernize
Dajao
PNU services
and ensure To ensure a Prof. Serafin
seamless data well- Arviola
generation and coordinted Monthly
/CPEO
utilization by planning and Plenary -
Faculty Staff/
internal and monitoring Coordination Extension
Noelle
external Meetings with 10,000.00 Manual/
meeting Nazareno/
stakeholders among Extension Agenda
Uziel
Coordinators
university Rotaquio/Jap
and Partners
extension het Verencio
coordibators Dajao

Responsiveness
to
Stakeholders
Prof. Serafin
D8S4 Copies of
To ensure ASQUE Arviola /
Expanding the Technical
sustainability (Strategies) Noelle at least 300
impact of PNU Report;
of partnership Paglaum: One Nazareno/ Extension teachers
extension Attendance,
between PNU Quarterly PNUan for 125,000.00 Uziel Manual/ trained (at
service Communicatio
and adopted Everyone (My Rotaquio/ Agenda least 8 hours
program thru n Exchanges &
schools/divisi home, my Japhet of training)
cascading Photos
on. School) STEP 1 Venrencio
leadership in compiled.
Dajao
the network of
TEI extension
offices )

Prof. Serafin
Arviola
Copies of
ACTLIFE /CPEO
Technical
(Strategies) Faculty Staff/
Report;
Paglaum: One Noelle Extension At least 100
Attendance,
Quarterly PNUan for 125,000.00 Nazareno/ Manual/ parents
Communicatio
Everyone (My Uziel Agenda trained
n Exchanges &
home, my Rotaquio/
Photos
School) STEP 2 Japhet
compiled.
Verencio
Dajao

To ensure
sustainability
of partnership
between PNU
and adopted
communities
 Prof. Serafin
At least 100
Arviola
Copies of ASQUE & children
/CPEO
Technical ACTLIFE trained -
To ensure Faculty Staff/
Report; Paglaum: One School
sustainability Noelle Extension
Attendance, PNUan for 125,000.00 Nazareno/ initiated; At
of partnership Quarterly Manual/
Communicatio Everyone (My least 50
between PNU Uziel Agenda
n Exchanges & home, my children
and adopted Rotaquio/
Photos School) STEP 3 trained -
communities Japhet
compiled. (Strategies) Community
Verencio
initiated
Dajao

At least 50
Prof. Serafin
Copies of participants
Arviola /
Technical trained per
Faculty/ Noelle
Report; faculty/instit
Institute/Unit Nazareno/ Extension
Attendance, 400,000.00 Uziel ute/unit (FAL,
Quarterly Based Manual/
Communicatio FES, FSTEM,
Extension Rotaquio/ Agenda
n Exchanges & FBESS, CFLEX,
Projects Japhet
Photos CGSTER,
Verencio
compiled. IPHERDS, ITL
Dajao
& SIKM

Transparency Prof. Serafin

and Copies of Arviola
Copies of
accountability Technical /CPEO
Technical At least one
audit between Report; STEP-UP! Faculty Staff/
Report; STEP-UP
partners and Attendance, Workshop Noelle Extension
Attendance, Activity for
clear & Annual Communicati Series 250,000.00 Nazareno/ Manual/
Communicatio 2017 (last
Systematic on Step-Up Uziel Agenda
n Exchanges & quarter of
implamentati Exchanges & Rotaquio/
Photos 2017
on of Photos Japhet
compiled.
extension compiled. Verencio
projects. Dajao

4. BRANDING
D4S2 Develop Prof. Serafin
and implement Arviola
To ensure
information an /CPEO
visibility of Compass, Development of
communicatio Faculty Staff/ 1 AVP
the AVP Making Bi-Annual Issue
n program to Noelle Extension developed -
accomplishme Annual for Extension of January - 100,000.00 Nazareno/
promote the Manual/ Extension
nts of and ExCEL Compass/Crafti December 2017
PNU brand to Uziel Agenda and for ExCEL
Extension Volunteer ng of AVP
key Rotaquio/ Volunteers
Services of the Program Presentation
institutional, Japhet
university
national and Verencio
international Dajao
audiences

Prof. Serafin
To ensure
Arviola
visibility of
4. BRANDING /CPEO
the
D4S3 Optimize Faculty Staff/
accomplishme
the cyberspace Social Media Noelle Extension
nts of
to promote as a tool for 5,000.00 Nazareno/ Manual/
Extension
PNU and information Uziel Agenda
Services of the
enhance its Rotaquio/
university
reputation Japhet
through social
Verencio
media
Dajao

5.
INTERNATIONA
LIZATION
Prof. Serafin
D5S4 Position
Arviola
PNU as hub for
To ensure /CPEO
academic International
visibility of Faculty Staff/
activities and Summit on
PNU Extension Noelle Extension
exchanges Education for Summer
Programs in 20,000.00 Nazareno/ Manual/
relevant to Sustainable 2017
the Uziel Agenda
teacher Development
international Rotaquio/
eductaion and (ISESD)
arena Japhet
basic
Verencio
education to
Dajao
ensure its
international
presence
1,460,000.00
 Part 4: QUALITY OBJECTIVES MONITORING

Programs
Actual
SDP Unit's Objectives and Sub- Success Indicators Ratings Remarks
Accomplishments
Programs
Quality Targets Measurements Effective Timeline Efficienc Achieved -
Effectiven Timelines Efficienc Effectivene Timeline Efficienc Q1 Q2 Q3 Q4
MFO ess s y ss ss y
ness ss y Not Achieved

To facilitate the
SDP 1 - Shared Vision of implementation if the
Performance-
Excellence government's
Based
D1S2.3. Defining faculty Performance-based
Incentive
and staff accountability incentive system for
System
as basis for performance the faculty and staff.
(PBIS)
evaluation

SDP 2 - Quality Assurance

To facilitate the
implementation of
PNU SPMS
D2S1. Create a Quality
Assurance Center which To facilitate the
will ensure that defined processess involved
Planning and
standards are met. in Academic Program
Quality
Accreditation
Assurance

To facilitate the
D2S2. Implement the consolidation and
requirements of submission of reports
normative funding relevent to CHED
scheme, NBC 461 and Normative Funding
other national issuances Scheme
as standards to be met
 To facilitate the
D2S4. Adopt ISO processess involved
9001:2015 Quality in preparation for the
Management System ISO 9001:2015 QMS
(QMS) for the education Certification
sector to guide PNU in
improving its
management system

To facilitate the
processess involved
SDP 3 - Systems-Based in the development of
Solution University units'
D3S2. Integrate and annual plan of action
synchronize office using the SPMS/ISO
operations based on integrated planning
clearly defined university template
planning system.

SDP 4 - Branding Embed the PNU

D4S1. embed the PNU brand in all acitivities
brand in the activities of of the CPQA Planning and
the faculty, staff, and Quality
students with emphasis Assurance
on "qualities of
graduates"
To provide technical
SDP 5 assistance to the
Internationalization linkages and
D5S2. Develop an international ofice in
University
international relations the development of
Events and
strategic plan to ensure a University's
Public
strategic position within inernational relation
Relations
the global teacher strategic plan
education network and
academic community
 To participate in an
SDP 6 - Collaboration international training
and Partnership on quality assurance
D6S3. Promote individual conducted by
and institutional linkages professional
and network that will organizations
Internationaliz
ensure active
ation
engagement of faculty
and PNU in multi-
disciplinary, professional
and scientific
communities

To facilitate the
consolidation and
SDP 8- Responsiveness
submission of
to Stakeholders
required reports and
Respond effectively and
documents by the
innovatively to the needs,
various government
demands, and Academic
agencies(CHED,DBM
requirements of the Networking
,CSC)
different stakeholders to
actualize/demonstrate
the University's relevance
and leadership.

To monitor and
SDP 9 - Sustainability initially evaluate the
D9S3. Implement, implementation of
monitor, evaluate and Strategic
adjust the University Development Plan of
Strategic Development the various university
Plan as a measure of units
sustainability
 To attain 100%
SDP 10 - Human Capital involvement of faculty
Management and staff in
D10S2. Provide professional
opportunities for development
professional growth, activities
leadership, faculty and
staff development in an
environment that values
excellence

Ave
Effect Ave T Ave Effi
Summary of Ratings

Final Average Rating

Final Adjectival Rating

Approved by:

Date Date
CPQA Head of Agency
 Part 4: QUALITY OBJECTIVES MONITORING

Programs
Actual
SDP Unit's Objectives and Sub- Success Indicators Ratings Remarks
Accomplishments
Programs
Quality Targets Measurements Effective Timeline Efficienc Achieved -
Effectiven Timelines Efficienc Effectivene Timeline Efficienc Q1 Q2 Q3 Q4
MFO ess s y ss ss y
ness ss y Not Achieved

To facilitate the
SDP 1 - Shared Vision of implementation if the
Performance-
Excellence government's
Based
D1S2.3. Defining faculty Performance-based
Incentive
and staff accountability incentive system for
System
as basis for performance the faculty and staff.
(PBIS)
evaluation

SDP 2 - Quality Assurance

To facilitate the
implementation of
PNU SPMS
D2S1. Create a Quality
Assurance Center which To facilitate the
will ensure that defined processess involved
Planning and
standards are met. in Academic Program
Quality
Accreditation
Assurance

To facilitate the
D2S2. Implement the consolidation and
requirements of submission of reports
normative funding relevent to CHED
scheme, NBC 461 and Normative Funding
other national issuances Scheme
as standards to be met
 To facilitate the
D2S4. Adopt ISO processess involved
9001:2015 Quality in preparation for the
Management System ISO 9001:2015 QMS
(QMS) for the education Certification
sector to guide PNU in
improving its
management system

To facilitate the
processess involved
SDP 3 - Systems-Based in the development of
Solution University units'
D3S2. Integrate and annual plan of action
synchronize office using the SPMS/ISO
operations based on integrated planning
clearly defined university template
planning system.

Embed the PNU

SDP 4 - Branding brand in all acitivities
D4S1. embed the PNU of the CPQA
brand in the activities of Planning and
the faculty, staff, and Quality
students with emphasis Assurance
on "qualities of
graduates"

To provide technical
SDP 5 assistance to the
Internationalization linkages and
D5S2. Develop an international ofice in
the development of University
international relations
Events and
strategic plan to ensure a University's
Public
strategic position within inernational relation
strategic plan Relations
the global teacher
education network and
academic community
SDP 6 - Collaboration To participate in an
and Partnership international training
D6S3. Promote individual on quality assurance
and institutional linkages conducted by
and network that will professional
organizations Internationaliz
ensure active
ation
engagement of faculty
and PNU in multi-
disciplinary, professional
and scientific
communities
To facilitate the
consolidation and
SDP 8- Responsiveness submission of
to Stakeholders required reports and
Respond effectively and documents by the
innovatively to the needs, various government
demands, and agencies(CHED,DBM Academic
requirements of the ,CSC) Networking
different stakeholders to
actualize/demonstrate
the University's relevance
and leadership.

To monitor and
SDP 9 - Sustainability initially evaluate the
D9S3. Implement, implementation of
monitor, evaluate and Strategic
adjust the University Development Plan of
Strategic Development the various university
Plan as a measure of units
sustainability
 To attain 100%
SDP 10 - Human Capital involvement of faculty
Management and staff in
D10S2. Provide professional
opportunities for development
professional growth, activities
leadership, faculty and
staff development in an
environment that values
excellence

Ave
Effect Ave T Ave Effi
Summary of Ratings

Final Average Rating

Final Adjectival Rating

Approved by:

Date Date
CPQA Head of Agency
 Success Indicators Resources Needed Applicable Success Indicator Ratings Remarks
Actual Accomplishments
Procedures/Work
SDP and Strategic Unit's Quality Frequency of Activities and/or Strategies Time Frame
Programs and Sub-Programs MFO Quality Targets Measurements Records Evidences Accountable Instructions/ Quality Targets Measurements
Actions Objectives Monitoring Alloted Budget Equipment Achieved - Not
Persons Guidelines Q1 Q2 Q3 Q4 Effectiveness Timeliness Efficiency
Achieved
Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency Effectiveness Timeliness Efficiency

The University Week University Week (Eucharistic

To ensure that the is properly Celebration, President's Day,
ISO-approved
university week is documented and PAGKILALA, Outstanding Faculty
500,000.00 Procedures shall be
celebrated for one posted on the PNU and Employee, Gawad Sulo, Best
(requires funding) strictly implemented
Academic Week of Website and Social researchers, PhD graduate
and followed
January. Media two weeks incentive awards, Innovation
after the event. Award)

To ensure that the

Commencement
Activities will be
properly 1,500,000.00
implemented; Torch Commenceent (about 660,000.00
Commencement Activities (Torch ISO-approved
Ceremony, Acitivties are subsidized by
Ceremony, ITL Commencement Procedures shall be
Baccalauareatte documented and undergraduate
Exercises, Undergraduate and strictly implemented
Mass, Hooding posted two weeks students and
Graduate Ceremony and followed
Ceremony, Gawad aft.er the events 100,000.00 from
Parangal and graduate students)
Commencement
Exercises from
March to April.

Activities of the
To ensure that the Grand Alumni
Grand Alumni Homecoming are ISO-approved
Homecoming in April properly 20,000.00 Procedures shall be
Grand Alumni Homecoming
will be implemented documented and strictly implemented
in cooperation with posted on the and followed
PNU AA and ARSO. website two weeks
after the event

UNIVERSITY EVENTS To ensure that the

Freshmen
Freshmen ISO-approved
Orienation Program
Orientation program Procedures shall be
is documented and a Freshmen Orientaion Program 10,000.00
SDP 4 - Branding will be implemented strictly implemented
D4S1. Embed the PNU To ensure that the report posted on the
in cooperation with and followed
brand in the activities of activities and PNU Website.
OSASS in June.
the faculty, staff, and traditions of PNU are
students with emphasis preserved while
on "qualities of promoting PNU.
graduates"
Activities for the
Foundation Week
To ensure that the will be properly
ISO-approved
Foundation Week is documented and a
750,000.00 Procedures shall be
celebrated for the report will be posted Foundation Week Celebration
(requires funding) strictly implemented
whole month of on the PNU Website
and followed
September. and Social Media
two weeks after the
event.

Activities for the

Teacher's Month
To enusue that the celebrattion are well-
ISO-approved
Teacher's Month is documented and a
500,000.00 Procedures shall be
celebrated for the report will be posted Teacher's Month Celebration
(requires funding) strictly implemented
whole month of on the PNU website
and followed
October. and Social Media
through Facebook,
twitter.

Activities are
To ensure that the
properly ISO-approved
Christmas activites
documented on the 300,000.00 Procedures shall be
are implemented Christmas Activities
PNU Website two (requires funding) strictly implemented
for the first three
weeks after the and followed
weeks of December.
events.

To ensure the initial

consultation and Initial consultation
implementation of and implementation ISO-approved
the PNU Brand in of the PNU Brand to PNU Brand in Correspondences, Procedures shall be
PNU BRANDING 20,000.00
activities, all activities, Activities, and Other Events strictly implemented
correspondences, correspondences, and followed
and other activities and other activities.
will be followed

1. Manage content of the

electronic board and the regular
presentation 2.
To ensure that the
Publication of University Events (1. Monitor update of bulletins
Publication of ISO-approved
DIGITAL/ ELECTRONIC MEDIA; 2. Social The university boards
University events Procedures shall be
Media, PNU website, and Facebook website is updated 3. Manage content of the 35,000.00
imlemented are strictly implemented
account, Gmail, radio, and television on a regular basis. University website of PNU main
posted on the and followed
) campus
university website.
4.Coordinate in the creation of
the website of the different
campuses

1. Manage the electronic records

Database of events, public relations To ensure that the
Process and of reservation of University ISO-approved
and branding (1. Venue process or
procedures of venue function rooms and halls; Procedures shall be
Reservations; 2. photo albums, procedures of venue 5,000.00
reservations are 2. make photo albums, and strictly implemented
sliders, newsletters, featured reservations are
properly managed compilation of sliders, and followed
To ensure that articles ) properly managed.
SDP4 - Branding D4S2. newsletters and featured article
information are
Develop and implement
properly
information and
disseminated and
communication program To ensure that the
communicated to
to promote the PNU student and faculty
key institutional, Managing media relations ISO-approved
brand to key initiated activities' All faculty- and
national, and Information gathering ( Student Manage the data submitted by Procedures shall be
institutional, national, reports are student-initiated 5,000.00
international Initiated activities, faculty initiated scoopers, students and faculty strictly implemented
and international gathered and reports are posted
audiences. activities) and followed
audiences. posted on PNU
wesbsite.

To ensure that the

Update weather condition and flood Weather updates Disseminate announcement of ISO-approved
updates for weather
water level (Information regarding suspension of classes through Procedures shall be
condition are 15,000.00
Dessimination, Announcement of cancellation of text blast, social media account, strictly implemented
properly
cancellation of classes) classes is posted and broadast media and followed
disseminated.
 communicated to
to promote the PNU
key institutional,
brand to key
national, and
institutional, national,
international
and international
audiences.
audiences.

To ensure that the

Bulletin boards and ISO-approved
Other Projects (BULLETINS, Bulletins, corporate
corporate video are PNU Corporate Video and Procedures shall be
Information boards and tarpaulin video are updated 300,000.00
updated and posted Bulletin Boards strictly implemented
stand, Corporate Video ) and posted on the
on the PNU website and followed
PNU website .

To ensure that PNU 1. Manage content of the

ISO-approved
PNU Media Relation SOCIAL website and PNU website and University website of PNU main
Procedures shall be
MEDIA ( PNU website, and facebook Facebook accounts Facebook accounts campus 2. 0
strictly implemented
To ensure proper account ) are updated and are updated Manage branding design of fb
and followed
SDP4 - Branding D4S3. utilization of PNU posted online. announcements
Optimize the cyberspace Website and Social
to promote PNU and Media to promote
enhance its reputation PNU events and
activities
To ensure that the
All University events Manage the uploading of ISO-approved
university events
Information activity Dissemination and activities are information through PNU Procedures shall be
and activties are 0
(Posting of University Calendar) displayed at the website, social media accounts, strictly implemented
displayed on the
University Calendar Gmail, and text blast and followed
University calendar.
 Resources Needed
Allotted Budget
SDP and Strategic Unit's Quality Programs and Sub- SUC Leveling as per Univ.
Actions Objectives Programs Targets Alloted Budget Planning Nov. 18,
2017 Accountable 2016
2017 2018
2019 Delivery Units
Gender &
Research Development P50,000.00 GAD
GResO; EPRDC 50,000.00 GAD Funds
Completion Research Grant, PBB Funds
Target - 55
KRA 2.Research
at least 12 ISI/Scopus PO/EPRDC/Gre
Capability; 2.3 12+ ISI/Scopus 12+ Scopus/ISI 1M from the
publication; PBB SO/Faculties/Ca 1,000,000.00
Research publication publication university
Target- 87 mpuses
Publication
APHERJ/AsTEN
KRA 2.Research All journals
Normal Lights Journal approved
Capability; 2.3 applied for
approved for CHED for CHED VPRPQA/PO
Research Journal
Incubation Journal Incubation
Publication Challenge
Journal

KRA 2. Research
Capability; Research EPRDC/Facultie
5+ citations 10+citations 15+citations
Exercise overall Citations by book s
D1. Shared Vision
supervision on authors
of Excellence.
timely completion
of quality Visibility Through KRA 2. Research
Solidify internal
researches and Research Capability; Research 50,000.00 for EPRDC/Facultie
stakeholders' 150+citations 200+ citations 250+citations 50,000.00
effective delivery of Publication in ISI Citations in Citation Award s
support in pursuit
research services; Journals refereed journal
of excellence in a
Raise the quality of /pioneering
culture of
research of the research
scholarship,
university/ Increase
collegiality, and
externally funded
accountability.
researches
 timely completion
of quality Visibility Through
Solidify internal
researches and Research
stakeholders'
effective delivery of Publication in ISI
support in pursuit
research services; Journals
of excellence in a
Raise the quality of /pioneering
culture of
research of the research 11+international 11+
scholarship,
university/ Increase 11+ international
collegiality, and paper international 700,000.00;
externally funded paper
accountability. presentation;15+natio paper 300,000.00 for EPRDC/Facultie
researches presentation;15+ 1,000,000.00
KRA 2. Research nal;15+regional, PBB presentation;15 national/regional s
national;15+regio
Capability; 2.4 Target - 77 paper +national;15+re presentation
nal
Research-based presentation gional
paper presentation
Faculty Research
Forum / Graduate 30,000 70,000.00 EPRDC/GResO 100,000.00
Research Forum

KRA 2. Research
2 Accomplished P502,902.20 Fund
Capability and 1 HEDF Research 2 externally VP for
Research on or from NRCP; 1.5M external
Output;2.2 facilitated within funded research Research; 2,002,902.20
before due date Fund from CHED funding
Externally funded approved time frame approved EPRDC/RCTQ
under NRCP Grant HEDF
research

D2. Quality Benchmarking; ISO 4,000,000.00

2.3M
Assurance. certification;RQAT VP for
Center of Accreditation;
Promote quality compliance; Internal Level Research;
Excellence; SUC 1.4M QA;
Institutionalize culture within the KRA 1: Quality and Quality Assurance 4/Institutional CPQA;ISO
quality assurance PNU system; Relevance of Leveling 5; AUN- 300,000 Bench
System of the accreditation;PQA Coordinator,
mechanisms that Establish the Quality Assurance Instruction ; 1.7 University QA Institutional Marking/QA
in Education Faculties,Camp
Assessment Training; 400,000
ensure compliance internal quality Accreditation established; SPMS uses; VPFA
SPMS c/o VPFA
to national and assurance system in Status; 1.8 COE Implementation
international the university 1,800,000.00
standards of Quality Assurance
1.8M CPQA
excellence Summit (400 pax)
D3. System-Based Creation of 80% of units
Solution. Employ 80% of units under 90% of VPRPQA under VPRPQA Directors of the
Internal Structure
proven VPRPQA domain has delivery units' domain has different units
for OVPRPQA’s
management Provide quality and internal office internal structure functioning under VPRPQA
offices
technologies and efficient systems' structure put in place internal office domain
systems as solution to sustain structure
solutions to University's
providing quality, competitiveness
reliable, and
efficient academic
and administrative
D3. System-Based
Solution. Employ
proven
management Provide quality and
technologies and efficient systems'
systems as solution to sustain
solutions to University's 259,000.00 from TNL
competitiveness On-line Journal Funds
providing quality, Publication 204,000.00;
Management; Open PO (income
reliable, and System Efficiency 55,000.00
Management System generating)
efficient academic
and administrative
Ensure that PNU
80% of 90% of Directors of the
brand is reflected in 75% of
projects/outputs projects/outputs different units
SDP 4 Branding all projects and PNU Branding projects/outputs
reflects PNU reflects PNU under VPRPQA
outputs of the reflects PNU Brand
Brand brand domain
delivery units
VPRPQA 200,000.00
Round Table 1 international 1 international
D5.
Increase visibility P200,000.00 from delivery units
Internationalizatio Discussion with research forum research forum
and recognition of the university
n. Transform PNU hosted APEC delegate hosted hosted
the PNU in the Internationalizatio
as internationally
international/natio n of Research International 1,095,000.00 deferred
recognized leader 395,000.00;
nal community Graduate Research implementa
in teacher 700,000.00 (from GResO; EPRDC
through research Fellow; Faculty tion
education the University)
Research Fellow

KRA 2. Research Brain-based 1,000,000.00

BRAENS Program Collaborative
Capability and Laboratory and 1M from the VPRPQA;
Benchmarking and Brain-based
Output; 2.1 infrastructure university GReSO;Faculty
Capacity Building researches
Research Center established
Teacher Quality 5,000,000.00 external
Teacher Quality
Teacher Quality Study; Pre- funds
Study; Pre-service
Study; Pre-service service
Outcome Teacher 5M; 6M;7M RCTQ
Outcome Teacher Outcome
Education
Education Program Teacher
Program
Education
3,500,000.00 external
Development of
Assessment Tools for
funds
Research 3.5M c/o DFAT RCTQ
Collaboration KRA 2. Research Elementary Teachers
D6. Collaboration Capability and in ARMM completed
and Partnership. Output; 2.2
Optimize Externally Funded
collaboration and Research
Strengthen local,
partnership with
national and
public and private
international
 Research
Collaboration KRA 2. Research
D6. Collaboration Capability and
and Partnership. Output; 2.2
Philippine Philippine 51,000,000.00 external
Optimize Externally Funded
Philippine Teacher Teacher Teacher funds
collaboration and Research
Strengthen local, Education Reference Education Education
partnership with Reference 51M RCTQ
national and Framework Phase 1 Reference
public and private Framework
international completed Framework Phase
institutions and Phase 3
research 2 completed
organizations to completed
collaboration and Dissemination
support effective HERRC
linkage 80% questionnaires of of Results;
and efficient collaborative CHED-HERRC
delivery of HERRC research Policy VPRPQA
research funds
University project retrieved recommendatio
completed
functions ns adopted by
150,000.00
KRA 4. CHED Institutional NRCP
Management of Research Award CHED Republica Institutional/ 150,000.00 c/o VPRPQA/EPRDC
Research Awards
Resources; 4.4 received; PNU Award Received Achievement PNU - STF /Faculties
Institutional Awards Research Awards Award received

1 international
1 international
higher
KRA 3. Services to 1 international higher higher education
education
the Community; 3.1 education research research forum
Leadership in research forum VPRPQA; P-
active forum conducted conducted within
Research conducted P-HERC funding HERC
linkages/partnershi within the year; the year;
Consortium within the year; Secretariat
ps with other consortium registered increased
recognition of
organizations and established membership of
consortium in
consortium
the national
5+ Pioneering at least 2 at least 3 4M Pioneering & 6,000,000.00 from STF &
Research under PBRG pioneering pioneering PBRG 6 from GAA
6; 1 Policy Research research research 2016 Budget; 2M
under PBRG 7 completed for completed; PBRG7 2017
VPRPQA/EPRDC
patenting Pioneering budget
/GReSO
research in
Visibility through neuro-science
Research KRA 2. Research education
D7. Product and Production and Capability; 4.6 started; 11
Service Quality Invention,
Development Assurrance of Patent,Commerciali
Product and zation
Services
 Visibility through
Research KRA 2. Research
D7. Product and Production and Capability; 4.6
Service Quality Invention, Journal Production 366,350.00 TNL; 366,350 from TNL
Development Assurrance of Patent,Commerciali 314,750.00 314,750.00 from
PO
Product and zation APHERJ; 54,350.00 APHERJ
Services 54,350.00 AsTEN Funds from
Authenticity Software 330,000.00 330,000.00 from TNL
PO Funds
University Research 20,000 c/o Press 20,000.00
Agenda 2016-2018 EPRDC/Facultie
Brochure s

PPST adopted by
CHED and DepEd,
PPST adopted by at other PPST influenced
least 1 org CHED and stakeholders; national
RCTQ Funds RCTQ
DepED, 3NS, other PPST elaborations educational
SUCs in different policy
KRA 2. Research disciplines of
Capability; 2.3 COEs
Completed research-
based paper 2 Teacher 3 Teacher 5,000,000.00 external funding
1 Teacher Assessment assessment tools Assessment
D8. Researches tool based on PPST based on Tools based on
Responsiveness to providing data for adopted by PPSTadopted by PPSTadopted by 500,000.00 RCTQ
Stakeholders policy holders RCTQ
CHED, DepED,3NS or CHED, CHED, funds
other stakeholders DepED,3NS or DepED,3NS or
other other
stakeholders stakeholders

Research Training
40,000.00
Packages for 3 TEIs
IGP EPRDC
(should appear in APP
with budget)

89,000.00
GreLab Software 89,000.00 (Nvivo) GResO
 Policies and
Guidelines fully
Operations Operational
Operations Manual of Manual based on
all Delivery Units operational; Operational
approved; Research Research Manual;
Incentives for Paper Incentives for Research
Presentation and Paper Incentives for
Sustainability of Publication; Research Presentation; Paper
research and Awards;established Research Awards; Presentation
D9. Sustainability
quality culture in IQA and Publication; and Publication;
the Academe IQA operational Research
Awards;IQA fully
operational

186,000.00
Research Capability
Building Program for 60,000.00;
EPRDC; GResO
Faculty, Staff & 126,000.00
Graduate Students

300,000.00
KRA 4.
Professional Professional Professional
Support university's Management of Professional
Development Development Development
aim of developing Resources; 4.3 Development Training PHP300,000 from VPRPQA
Training Program Training Program Training
D10. Human highly competent Faculty and Staff Program for the the university delivery units
for the VPRPQA for the VPRPQA Program for the
Capital human resource Development VPRPQA domain
domain domain VPRPQA domain
Management. Program
Ensure an
enriching, fair, and
healthy work
environment
which promotes
professional
growth and career
advancement for
faculty and staff
and guarantee a
D10. Human
Capital
Management.
Ensure an
enriching, fair, and
healthy work all faculty under all faculty under
all faculty under the
environment the domain as the domain as
KRA 4. domain with
which promotes officers of officers of
Management of membership to
professional Membership in international international
Resources; 3.b intrenational VPRPQA
growth and career Professional professional professional
attendance to professional delivery units
advancement for Organizations organization/orga organization/org
training and organization and
faculty and staff nizers of anizers of
conferences attended training and
and guarantee a training/conferen training/confere
conferences
steady supply of ce nces
highly competent 250,000.00
human resource
1Annual
Annual Planning 1Annual Planning 1Annual Planning PHP250,000 from VPRPQA
Planning
Workshop Workshop Workshop the university delivery units
Workshop

(all in
shaded in
Total 16,465,000.00 yellow)