AREA I

GOVERNANCE AND ADMINISTRATION

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SUMMARY OF RATINGS

SUB-AREA

D
 AREA I
GOVERNANCE AND ADMINISTRATION

SUB-AREA

A. ANALYSIS FOR INSTITUTION

INPUT/S:

The Vision and Mission of the institution are clearly stated.

The Goals and Objectives of the Institution are anchored on the Vision and Mission.

They are adapted to the educational needs of the local, regional and National communities.

The bulletins of information are up-to-date and accessible.s

INPUTS MEAN 20%

PROCESSES:

Provisions are made for institutional planning:

i. Short-term
ii. Medium-term
iii. Long-term

5 - if the 3 are present

4 - if only 2 are present
3 - if only 1 is present

The institution includes among its objectives a specific program for the development of moral character
and personal discipline of its students, which are properly integrated with the academic program.

The institution provides opportunities and resources for the guidance of its students towards the
discovery of a satisfying and community-oriented vocation in life.
The institution provides opportunities for alumni to pursue continuing personal and professional growth
and development.

PROCESSES MEAN 30%

OUTCOMES:

The institution is responsive to current social needs.

Responsive institutional management strategies and policies addressing the local, regional and national
educational needs, both in the short, medium and long-term scenarios.

OUTCOMES MEAN 50%

SUB-AREA EVALUATION RATING

SUB-AREA

B. OBJECTIVE OF EACH COLLEGE

INPUT/S:

The Goals and Objectives of the College(s)/Unit are anchored on the Vision and Mission.

The goals and objectives are in harmony with the national goals and desirable Filipino cultural values.

They are adapted to the educational needs of the local regional and national communities

The college(s)/unit(s) provide(s) opportunities for alumni to pursue continuing personal and professional
growth and development.

INPUTS MEAN (20%)

PROCESSES:
The college(s)/unit(s) include(s) among its objectives a specific program for the development of moral
character and personal discipline of its students which are properly integrated with the academic
program.

The college(s)/unit(s) provide(s) opportunities and resources for the guidance of its students towards
the discovery of a satisfying and community-oriented vocation in life.

PROCESSES MEAN 30%

OUTCOMES:
The college(s)/unit(s) is/are responsive to current social needs.

Responsive college-based management strategies and policies addressing the local, regional and
national educational needs, both in the short, medium and long-term scenarios. Responsive college-
based management strategies and policies addressing the local, regional and national educational
needs, both in the short, medium and long-term scenarios.

OUTCOMES MEAN 50%

SUB-AREA EVALUATION RATING

SUB-AREA

C. ACCEPTANCE BY THE STAKEHOLDERS

INPUTS

All faculty and stakeholders are informed of the goals and objectives of the institution through a proper
orientation/induction program.

Faculty members and other stakeholders actively participate in the revision of the goals and objectives
of the institution.

INPUTS MEAN 20%

PROCESSES:

Faculty members and other stakeholders support the goals and objectives of the school.
 PROCESSES MEAN (30%)

OUTCOMES:

Well-informed and committed faculty and other stakeholders.

OUTCOMES MEAN (50%)

SUB-AREA EVALUATION RATING

SUB-AREA

D. CONSISTENCY BETWEEN GOALS, OBJECTIVES AND ACTIVITIES

INPUT/S:

There are activities that are consistent with the goals and activities

INPUTS MEAN (20%)

PROCESSES:
There is harmony between actual educational policies and activities and the stated:
a. Goals and objectives of the Institution
b. Goals and objectives of the Colleges/Units

There is mechanism that assures that activities are aligned with the institutions goals and objectives

PROCESSES MEAN (30%)

OUTCOMES:

Synergized implementation of Institutional/College/Unit Goals.

OUTCOMES MEAN (50%)

SUB-AREA EVALUATION RATING

SUMMARY OF RATINGS

SUB-AREA

ANALYSIS FOR INSTITUTION

OBJECTIVE OF EACH COLLEGE

ACCEPTANCE BY THE STAKEHOLDERS

CONSISTENCY BETWEEN GOALS, OBJECTIVES AND ACTIVITIES

TOTAL

AREA FINAL RATING

 IPO IPO
RATING MEAN

5
 5

IPO IPO
RATING MEAN

5
 5

IPO IPO
RATING MEAN

5
 5

IPO IPO
RATING MEAN

5
RATING

20

5
 Association of Local Colleges Universities
Commission on Accreditation
Institution:
Program Surveyed:
Date of Survey:

Rating Weight Weighted Average REMARKs

Area VI: Community Extension And Services Score Score

A. Community Extension and Services #REF! 5 #REF! #REF! #REF!

Average #REF!

Rating Weight Weighted Average REMARKs

Area VII: Research Score Score
4 #REF! #REF! #REF!
A. Priorities and Relevance #REF!
B. Funding, Institutional Support and Other Resources #REF!
C. Research Outputs #REF!
D. Publication, Dissemination and Utilization #REF!
E. Impact of Research on Community Development #REF!
Average #REF!

Rating Weight Weighted Average REMARKs

Area VIII: Library Score Score
4 #REF! #REF! #REF!
A. Administration and Personnel #REF!
B. Collections #REF!
C. Budget #REF!
D. Service and Use #REF!
E. Physical Set Up #REF!
F. Technology #REF!
Average #REF!

Rating Weight Weighted Average REMARKs

Area IX: Laboratories Score Score
4 #REF! #REF! #REF!
A. Science Lecture Room
B. Laboratory Rooms in General #REF!
C. Specific Laboratory Requirements #REF!
D. Safety #REF!
E. Equipment and Safety #REF!
F. Maintenance and Improvement #REF!
G. Special Provisions #REF!
Average #REF!

Rating Weight Weighted Average REMARKs

Area X: Physical Plant Score Score
3 #REF! #REF! #REF!
A. School Site #REF!
B. Campus #REF!
C. Building/Services #REF!
D. Classrooms #REF!
E. Office, Faculty and Function Rooms #REF!
G. General Assemblyand Athletic Facilities #REF!
H. Medical/Dental Clinic #REF!
I. Food Services Areas #REF!
J. Student Center #REF!
Average #REF!

AUDITORIUM (OPTIONAL)
F. Auditorium - Average

Weight Weighted Average

GRAND TOTAL REMARKs
Score Score

45 #REF! #REF!
 AREA I
GOVERNANCE AND ADMINISTRATION

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SUMMARY OF RATINGS
SUB-AREA
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 AREA I
GOVERNANCE AND ADMINISTRATION

SUB-AREA

A. ADMINISTRATIVE ORGANIZATION (Policy Making, Qualifications Standards, Organization

and Processes
INPUT/S:
The Board of Regents/Board of Trustees which is the policy making body of the school is chaired by the
Local Chief Executive or his duly designated representative and vice-chaired by the President of the
University/College
The Board includes at least seven Members of the Board shall include Distinguished Citizens, of the
Local Community, the Academe, the Sanggunian, Industry Partners, Stakeholders, and other
appropriate sectoral representation, or whichever is required by the Charter or the ordinance of the
institution.
The Administrative Officials should include the following:
a. President
b. Vice President/s
c.Finance/Budget Officer
d. Accountant
e. Human Resource Manager
f. Registrar
INPUTS MEAN 20%
PROCESSES:
The institution, through its governing structure, conducts annual planning that includes all sectors of the
institution in order to:
a. review and revisit its Vision, Mission, Goals and Objectives (VMGO);
b. formulate and provide Annual Investment Plan, Annual Procurement Plan, Medium Term
Procurement Plan and other similar documents.
The institution monitors the program implementation that is stipulated in the Strategic Action Plan.
The administrative officials are appointed in accordance with the Civil Service Commission (CSC)
Qualification Standards and other pertinent memorandum circulars.
The Board performs its duties and functions as stipulated in the University/College Charter or Code.

PROCESSES MEAN 30%

OUTCOMES:
The VGMO is clearly practiced by all members of the institution.
Strategic Plans / Action Plan are cascaded up to the lowest member of the institution.
Professional, qualified and competent top management officials are employed by the institution

Sound and clear policies are in place to guide the institution in carrying out its operations and programs.
 OUTCOMES MEAN 50%
SUB-AREA EVALUATION RATING

SUB-AREA

B. ACADEMIC ADMINISTRATION
Policy Making, Qualification Standards, Organization and Processes
INPUT/S:
Academic Administration Officials include the following:
a. Deans
b. Assistant Deans or Assistant College Heads and where appropriate,
c. College Secretary
d. Area Coordinators or Area Chairs,
e. Department Head
The following Academic Officials have the academic qualifications as prescribed by the appropriate
CHED and CMO 40 , s. 2008 for the program accredited:
a. Deans/College Heads
b. Assistant Deans
c. Area Coordinators/Area Chairs
d. Dean of Student Affairs
There is a Faculty Federation/Faculty Club supportive of the institutional goals and objectives to
promote quality education.
There is a mechanism for
a. regular and periodic performance evaluation of faculty and other academic personnel.
b. rewards, awards and incentives for service excellence.
c. faculty development and training
INPUTS MEAN (20%)
PROCESSES:
The Institution periodically reviews and enhances its organizational structure, qualification standards,
performance evaluation metrics, training programs and other institutional processes as mandated by
law and as duly approved by the Board of Regent/ Board of Trustees
The Institution regularly conducts the following:
a. performance evaluation of faculty and other academic personnel;
b. granting of rewards, awards and incentives for service excellence; and
c. faculty development and training .
PROCESSES MEAN 30%
OUTCOMES:
There is university-wide awareness of the organizational structure, qualification standards, performance
evaluation metrics, training programs and other institutional processes.
The systems are fully implemented.
Professional, qualified, competent faculty members and academic officials/employees are
recruited/developed/retained.
Improved faculty performance as evidenced by the performance evaluation and increasing number of
awardees
Implemented Faculty Development Program
OUTCOMES MEAN 50%
SUB-AREA EVALUATION RATING

SUB-AREA

C. ADMINISTRATION OF NON-ACADEMIC PERSONNEL

INPUTS
There are clearly defined hiring procedures for non-academic personnel as shown in their Hiring
Procedure and in the creation of Personnel Selection Board (PSB) or its equivalent.
There is an Orientation Program provided to new Non-Academic personnel.
Duties of each employee are clearly defined.
The terms of employment are defined according to law as shown in the copy of the Contract of Non-
Academic Personnel/Job Order
There is a development program for non-academic personnel.
There is a performance evaluation of non-academic personnel.
There is a Ranking System for administrative personnel as evident in the following documents:
a. Copy of Procedure for Promotion of Non-Academic Personnel;
b. CSC- Qualification Standards;

c. MC 19 s.2005 and other pertinent CHED and CSC provision related to promotion; and

d. List of employees promoted.

There is a committee for handling complaints, dialogue and grievance.
There are different types of CSC approved leaves and entitlements for all categories of personnel.

INPUTS MEAN 20%

PROCESSES:
The Institution implements well-defined procedures/processes on the following:
a. recruitment, selection and hiring ;
b. orientation program ;
c. personnel development ;
d. performance evaluation ;
e. ranking and promotion ;
f. health and safety ;
g. grievance and complaint handling ;
h. leave administration ; and
i. others, please specify__________________________

PROCESSES MEAN (30%)

OUTCOMES:
The Institutional procedures/processes are clearly disseminated, understood and implemented
Satisfaction of employees
Low rate of turn-over of personnel
List of promoted employees
There are sufficient staff, with appropriate qualifications, to provide the administrative services
necessary to support its mission and objectives.
OUTCOMES MEAN (50%)
SUB-AREA EVALUATION RATING

SUB-AREA

D. FINANCIAL MANAGEMENT
INPUT/S:
The following offices that supervises business activities and financial transactions of the institution are in
placed:
a. Finance Office
b. Budget Office
c. Accounting Office
Each of the above office has the following:
a. specific and clearly defined functions of the office;
b. professionally qualified head;
c. adequate plantilla positions for staff; and
d. clearly defined functions, duties and responsibilities of the head and staff.

The Finance Office:

a. has personnel who are responsible for collections and remittance to the Local Government Unit;
b. has personnel who are responsible for banking and other related functions;
c. has officials who are responsible for the custody of the collections and the records;
d. has officials who are responsible for advances and drawdowns of the appropriations;
e. has personnel who look after requests and acquisitions of supplies from the LGU;
f. has officials who are responsible for preparing reports and submitting of reports;
g. has a service procedure for all types of student transactions such as: tuition, miscellaneous and
other fees and charges, refunds, clearances and evaluations for exams and graduation.

The Budget Office:

a. Has a team that is responsible for the preparation of formal annual budget of the institution.
b. Has officials who are responsible for the implementation of the institution’s expenditure plan.
In the Accounting Office:
a. There is an existing functional system of bookkeeping.
b. There is a liquidation/reconciliation system.
c. There are officials responsible for complying with auditing requirements and controls.
d. There are officials who are responsible for preparing reports and financial statements of the
University.

The Institution has mechanisms/systems for the following:

a. mechanism to rectify shortfalls in supplies of materials, equipment, and tools.
b. system of data gathering for budget preparation and consolidation.
c. mechanism for revenue projection for the coming academic year.
d. system for conducting institutional quarterly budget reviews.
e. mechanism for expenditure control of General Funds.
f. mechanism for the expenditure control of the institution trust and other funds.
INPUTS MEAN (20%)
PROCESSES:
The Institution, through its designated unit, conducts the following key processes:
a. Collection and remittance
b. Banking
c. Supplies Management
d. Budget preparation and review
e. Bookkeeping – General Funds
f. Liquidation and reconciliation
PROCESSES MEAN (30%)
OUTCOMES:
Efficient Fund Management
Collection Efficiency
Successful implementation of projects and programs as stipulated under AIP, APP and PPMP
Audited accounting records and financial statements
Functional supply management system.
Functional requisition and purchasing procedures.
OUTCOMES MEAN (50%)
SUB-AREA EVALUATION RATING

SUB-AREA

E. SUPPLY MANAGEMENT
INPUT/S:
The Institution has a Supply and Property Management Officer or its equivalent.
There are qualified personnel in the office.
The functions, duties and responsibilities of the office, head and staff are clearly defined.
There is a periodic inventory of supplies and equipment.
There is a distribution system of supplies and equipment.
There are Memorandum Receipts for supplies and Acknowledgement Receipt of Equipment.
There are Inventory Records.
INPUTS MEAN (20%)
PROCESSES:
The institution follows a process/procedure that functionally allocates, procures, distributes and
maintains supplies with proper documentation.
The institution implements a periodic physical inventory of supplies and other assets.
PROCESSES MEAN (30%)
OUTCOMES:
Optimized resource (equipment and supplies) utilization
Safeguarded assets
Organized distribution of supplies
Updated files of supply
Physical inventory
Reliable inventory of supplies
OUTCOMES MEAN (50%)
SUB-AREA EVALUATION RATING

SUB-AREA

F.   RECORDS MANAGEMENT

INPUT/S:
The institution has a Records Management Office with the following:
a. qualified Records Management Officer or its equivalent ;
b. adequate qualified personnel;
c. clearly defined functions, duties and responsibilities of the office, head and staff;and
d. computers for records management.
INPUTS MEAN (20%)
PROCESSES:
The Institution implements a record management system that ensures data integrity/data privacy, and
which can be referenced either manually and/or with the aid of automation
The institution conducts special training for records management.
The Records Office maintains the following:
a. Minutes of Board of Regents Meeting(BOR)/Board of Trustees(BOT):University/College Secretary
Office or its equivalent
b. Minutes of Academic Council Meeting: Vice President for Academic Affairs or its equivalent
c. Minutes of Departmental Meeting: College/Department or its equivalent
d. Faculty Directory: Human Resource Management Office or its equivalent
e. Records of Faculty Qualifications: Human Resource Management
f. Summary of Enrolment by Class, Gender and Course: Registrar’s Office
g. Student Listings: Registrar’s Office, Information Technology Center, College/Department concerned
h. Student Statistical Data: Registrar’s Office, Information Technology Center, College/Department
concerned
i. Records of Psychological Tests Administered: Human Resource Management Office
j. Research Outputs of Faculty: University/College Library/Research Office, College/Department
concerned
k. Research Outputs of Students: University/College Library, Records Office, College/Department
concerned
PROCESSES MEAN (30%)
OUTCOMES:
Organized usage and archival of raw data and computerized data that supports critical operation of the
institution
Fast and efficient retrieval of data/documents
OUTCOMES MEAN (30%)
SUB-AREA EVALUATION RATING

SUB-AREA

G. INSTITUTIONAL PLANNING AND DEVELOPMENT

INPUT/S:
The institution has a Planning and Development Office.
The institution has a Planning and Development Officer or its equivalent.
There are qualified personnel in the office.
The functions, duties and responsibilities of the office, head and staff are clearly defined.
The institutional plans are directed towards realization of its VMGO addressing the city/local
development plan, regional and national development plan, the Millennium Development Goals and the
ASEAN Integration 2015 Goals.
INPUTS MEAN (20%)
PROCESSES:
The institution regularly conducts a planning exercise that aims to review the VMGO and institutional
strategies
 The Planning and Development office maintains the following:
a. Strategic Plan
b. Tactical Plan
c. Operational Plan

The Institution formulates mechanisms for periodic review of plans

The planning and development office periodically monitors the implementation and development of the
plans and programs.
PROCESSES MEAN (30%)
OUTCOME/S:
The strategic plans are cascaded down to the lowest level of employee
Institutional strategies are successfully implemented.
OUTCOMES MEAN (50%)
SUB-AREA EVALUATION RATING

SUB-AREA

H. LINKAGES AND NETWORKING

INPUT/S:
The institution has a Linkages and Networking Office.
The institution has a Linkages and Networking Officer or its equivalent.
There are qualified personnel in the office.
The functions, duties and responsibilities of the office, head and staff are clearly defined.
The office has a copy of the list of linkages and networking.
The office has a copy of Memorandum of Agreement (MOA)/ Memorandum of Understanding (MOU).

INPUTS MEAN 20%

PROCESSES:
The Office in-charge of linkages and networking performs a review, tracking and evaluation of
MOA/MOU of all its Industry-Partners.
PROCESSES MEAN (30%)
OUTCOME:
Responsive and collaborative program/undertaking that meets the requirements of:
1.1 internal/external stakeholders
1.2 the institution and its industry partners
OUTCOMES MEAN (50%)
SUB-AREA EVALUATION RATING

SUMMARY OF RATINGS
SUB-AREA
ADMINISTRATIVE ORGANIZATION
ACADEMIC ADMINISTRATION
ADMINISTRATION OF NON-ACADEMIC PERSONNEL
FINANCIAL MANAGEMENT
SUPPLY MANAGEMENT
RECORDS MANAGEMENT
INSTITUTIONAL PLANNING AND DEVELOPMENT
LINKAGES AND NETWORKING
TOTAL
AREA FINAL RATING
 IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5
5
5
5
5
5
5.00

5
updated postings of various positions
5 submitted to CSC

5.00

5
5 update MDTP from 2019-2021
5
5
 5
5.00

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5 updated Organizational Chart

5 there are 2 faculty associations

5.00

5.00

5
properly oriented
5 Provided information needed

5
Provided percentage of on-going and doctorate faculty
 4
provide some incentives to increase motivational drive of faculty
4 revisit faculty development and identify that are already implemented
4.60
4.80

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5
Updated CSC
5
5
5
4 updated trainings and seminar
4 performance evaluation should included

5
5
4.78

5.00
 5
4 rate of satisfaction of employees
4 percentage rate of turn-over
4 indicated succession plan for this promoted employees

4
provided addition
4.20
4.56

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5
 5

5.00

5.00

4 percentage in utilization
5
5
5
5 quarterly report provided
5
4.83
4.92

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5
5
5
 5
5
5
5
5.00

5
It has standardized format
5 It has inventory management control
5.00

5
5 Assets are monitored physically
5
5
5
5
5.00
5.00

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5.00

5
5
 4 on going faculty directory

4.67

5
5
5.00
4.90

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5
5
5
5

5.00

5
provided already
 5

5
5
properly monitored
5.00

5
5 partially implemented
5.00
5.00

IPO IPO
IPO
SUB- RATIN
MEAN
RATING G

5
5
5
5
5

5
5.00

4
partially evaluated
4.00

4 programs for Stakeholders

4.00
4.20

RATING
5.00
4.80
4.56
4.92
5.00
4.90
5.00
4.20
38.37
4.80
y implemented
 COMMUNITY AREA VI SERVICES
EXTENSION

4
5

3
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3
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5
6
7

8
 COMMUNITY AREA VI SERVICES
EXTENSION

SUB-AREA

COMMUNITY EXTENSION SERVICES

INPUT/S:

Organization
1. The institution has a separate Extension Service Office
2. The Extension Service Office is headed by a qualified faculty member/administrative employee
3. The Extension Office has support staff who are qualified, competent and sufficient in number.

The institution’s educational philosophy, policies, programs and services provide for community services
anchored on local and national development plans.
The institution has outreach programs, projects and activities based on the following key development
areas:

a. Environment
b. Disaster preparedness
c. Entrepreneurship
d. Values Formation
e. Health and Sanitation
f. Education
g. Recreation
h. Gender and Development

The institution has resources that it shares with the community.:

a. government agencies
b. non-government organizations
c. business/commerce and industry partners
d. church groups
e. the general population
f. other groups
The institution has various forms of Extension Services such as the following:

a. provides financial aid and other assistance to needy

students;
b. Participates in the government and non-governmental organization activities;
c. participates in the work of related to educational and religious activities;
d. participates in the works related to civic and cultural
activities; and
e. undertakes its own community service projects involves all sectors of the college community in such
services (administration, faculty, students, alumni, parents and guests).
Rating Scale:
5 - All of the mentioned services are conducted
4 - Four (4) of the mentioned services are conducted
3 - Three (3) of the mentioned services are conducted
2 - Two (2) of the mentioned services are conducted
1 -One of the mentioned services is conducted

The institution has NSTP Projects that benefits the immediate communities where it is located.

INPUTS MEAN 20%

PROCESSES:
The institution’s educational philosophy, policies, programs and services are made known to the
community such as :
a. parents and students;
b. alumni;
c. other colleges and universities;
d. government entities; and
e. private educational agencies.

The institution plans and implements a mechanism to evaluate its community extension services.

The institution disseminates community programs /projects/activities to different stakeholders such as:
a. parents and students;
b. alumni;
c. other colleges and universities;
d. government entities; and
e. private educational agencies.
The institution acknowledges the conditions and needs of the outside community as evidenced in the
following:
a. Community needs assessment surveys ;
b. Course Practicum/Apprenticeship Requirements as shown in their Program of study/ curricular
program
c. Co-curricular activities;
d. Meetings with public and private community;
e. Research Studies;
f. Social Orientation; and
g. Exposures/Immersion.

The institution conducts an integrated Extension Program that includes the following components:
1. Training Programs- non-degree and non-credit courses offered by a college or unit;
2. Technical assistance and advisory services – to agencies, organizations, association and other
groups;
3. Communication/information services
4. Community Outreach Activities
5. Technology transfer, utilization and commercialization
(CMO 8 series of 2008)

The institution conducts community outreach program that promotes satisfactory relations/linkages with
various sectors of the community such as:

a. Other Educational Institutions

b. Government Agencies
c. Non-Government Agencies

The institution conducts outreach programs, projects and activities that cover:

a. national level;
b. regional level;
c. local level; and
d. barangay.

PROCESSES MEAN 30%

OUTCOMES:

Improved quality of life of the people in the community/ communities served

Strengthened partnership, networking and linkages with the community extension partners

Good relationship with the internal and external communities through support resources
Sustained impact of community extension programs

Participative leadership and people empowerment

Heightened civic consciousness.
Outreached programs, projects and activities on said key development areas
Development Impact- contribution of the program to regional/national development and productivity of
the society based on thefollowing:
a. technologies transferred or utilized,
b. policies developed and applied, and
economic and social benefits derived from the program
OUTCOMES MEAN 50%
SUB-AREA EVALUATION RATING

AREA FINAL RATING

 IPO
IPO IPO
SUB-
RATING MEAN
RATING

on going accomplishment
5 reports

provided Budget on 2019-

5 2021
 Provide a Calendar of
4 Activities for Extension
program

4.83

5 provided websites

provided with survey

5 evaluation during community
extension activity

5 provided with website

 Communication letter is
4 needed for program followed
by evaluation

provided with Calendar of

5 Activities

provided with survey

5 evaluation during community
extension activity

Redcross Certificate from

5 2019-onwards

5 4.86

provided with interviews with

5 the benefeciaries

Provided partnership with

5 DOST and other industries

4 Testimonial needed from community

 Data Results from the
Evaluation, Sustainable
4 program of Starbooks
provided by DoST
4 Certificate of benefeciaries to follow
5 provided training programs in Sewing from San Miguel Corporation
5 accomplished Community Extension Festival

Provided partnership with

5 DOST and 5M worth of
project for laboratories

4.63
4.74
\
4.74