Rhean C.

Belen Term Paper for Strategic Management Executive Summary UPEPO is an extension of the University of the Philippines University that serves Masters Degree Program and is situated inside SBFC Olongapo city. It was established in response to the Olongapo City Government's request for quality education. The Memorandum of Agreement between Olongapo City and UP was signed in 1984, thereby signaling the start of the program that year. UPEPO offers the Master of Management (MM) program with

specializations in business management, educational management, and public management. The Masters Program offerings are quite a change relative to the existing Masters Program offered in the Post graduate schools in the city of Olongapo market which is quite too specific in each Field of Study. Commoners think that a Masters degree program in UP is very extensive and difficult to the point that regular students could hardly pass the subjects offered. Moreover the price offering per unit is believed to be expensive compared to the other schools in Olongapo.This assumption prevails throughout the people of Olongapo and nearby provinces so there is not much demand for Masters Degree. With influx of foreigners particularly Koreans whose investment boost SBMA call for more investor, it simultaneously opened the door for schools offering language English proficiency. The market created a good alternative for UPEPO to diverse the institution from master school to special language tutorial or classes whose graduates are possible target for master degree.

However, the Management under the directorship of Prof. Roberto should start evaluating Strategic Key Points in order to survive competition being offered by the other university/College. The potential of UPEPO is great. Treats can be remedied by strong and well prepared, enforced strategic plan.

History of UPEPO History of Lyceum of Subic Bay Lyceum of Subic Bay, Inc. is a non-stock, non-profit educational institution established in the heart of Subic Bay Freeport Zone in June 2003. During the first year of its operation, the institution was registered in the Securities and Exchange Commission (SEC) as National College of Science and Technology, Inc. (NCST) with Mr. Alfonso E. Borda as its first President and Chief Executive Officer. The school started with five lecture rooms, one computer laboratory, a small HRM-THRO laboratory and a small library with two hundred sixty (260) officially enrolled students. Fifteen of them were full scholars working as Student Assistants. With the meager budget allocated for its operation the school was able to furnish all rooms with brand new air conditioning units for comfortable learning environment. The influx of multinational companies within the Free Port Zone demanded dynamic curriculums to respond to the needs of the industry. In April 2005 the Board of Trustees approved the change of the name of the school from National College of

Science and Technology (NCST) to Lyceum of Subic Bay to respond to broadened course offerings. Henceforth, Lyceum of Subic Bay moves on with confidence, to be the countrys leading pillars for nation building through excellent globally competitive tertiary education. Vision To be an institution where education contributes to the empowerment of students impacting change for responsive national and global developments. Mission The fulfilment of our vision is inspired by our passion for educational excellence producing well-rounded and productive individuals, enriching the quality of life for a better world of the new generation. Core Values (1) Excellent and Dynamic Service- We commit to excellence in the performance of our services through a dynamic educational programs and modernization of resources for global competitiveness. (2) Educational Partnership- We enter into sustainable alliance with earnest parents and zealous learners creating a community of responsible partners in nation building.

(3) Human Resource Development- We equip and empower our human resource through continues training for personal and professional development, creating a workforce responsive to the demands of changes and innovations. (4) Moral and Spiritual Leadership- We pursue moral and spiritual leadership inspiring students to embrace our core values anchored in the unchanging truth of the Word of God. Environmental Context (1) Social- community and demographics One third of students receive scholarship through the Student Assistance Programme Increasing enrollments Strong and supportive student council and parent involvement Enthusiastic professional staff team consisting of effective full-time teachers and school support staff Productive partnerships with local community groups, local schools and cluster groups, local council and government representatives and international educational organisations. (2) Educational Provision of a vibrant and productive education

Excellent further education pathways established and successful job placements for students

Many enhancement and enrichment opportunities for students such as competitions, after-school activities, and sporting activities

(3) Technological Increased use of computers for student learning Provision of computer suites throughout the school Internet use Staff computer use

(4) environmental- grounds and facilities Classrooms are conducive to effective learning Grounds are well established Establishment of a newly surfaced multipurpose hall Vacant areas well established and functional

SWOT Analysis Strengths Strengths were defined as those organisational components that support strong educational practices in Lyceum of Subic Bay. These components may consist of

personnel, facilities, equipment, programmes, structures (communication, decisionmaking, etc.), or the organisation of schools. Community Resources There was a strong perception that the college utilizes and accepts parent volunteers. There exists a strong community spirit, support, and resources for the college. The college has well maintained facilities and instructional equipment. School Programs School support programs (e.g. Learning Resource Center, Special Education, Before and After School, etc.) for students were given multiple positive responses. These programs perceived as offering opportunities for students. Teaching materials and curriculum were noted as providing a fabric for instruction with available collaboration among administration, and guidance personnel/programmes. Class size is conducive to effective instruction. School Personnel School personnel received overwhelming acknowledgement for their commitment, knowledge, quality, and care for students. It was perceived that school personnel developed relationships, collaborated, were flexible and welcoming. Weaknesses

Weaknesses were defined as those organizational components that distract support from strong educational practices in Lyceum of Subic Bay. These components may consist of personnel, facilities, equipment, programs, structures (communication, decision-making, etc.), or the organization of schools. Community Resources/Perceptions of District

the need for community/family involvement and informing community members about the programs and operations of the college.

School Programs/Programming

Learning School resources should be matched to low-socioeconomic students with extended learning opportunities offered to gifted students.

There is a need for more general education support staff.

School Personnel

Establishing clear expectations, consistent recognition, and a clear process for teacher evaluation.

A more responsive and staff-oriented human resource management Competitive pay for teachers.

Professional Development

more coordinated, job embedded, on-going, focused professional development for teachers and paraprofessionals are needed.

The lack of follow through on professional development ideas/training and the use of in-house experts.

Professional development for paraprofessionals or their participation in teacher professional development activities should be reviewed.

Communication

More communication, collaborative work, and understanding of curriculum and curriculum related issues are needed.

Communication between administration and teachers should be enhanced.

Opportunities Opportunities were defined as those outside resources that support the attainment of goals and support the educational practices/operations of the college. These components may consist of people, facilities, equipment, programs, legislation, and organizations. Community Resources/Perceptions of District

Using the community as a resource to support the resources included parent volunteers, community presenters, and capitalizing on the personnel, programs, and services of other educational institutions

School Programs/Programming

specialized programs/services, curriculum work, and technology are opportunities.

Professional Development

Professional development is a strong potential for the college.

School Personnel

School personnel are flexible, collaborating, and developing relationships that support opportunities for instruction and learning in the college.

External Threats External threats for the college were defined as those outside influences that distract the college from attaining its goals. These influences may consist of people, facilities, equipment, programs, legislation, and organizations. Community Resources/Perceptions of District

increasing population, family stresses/competing lifestyles, parental dictation of policy, and the under valuing of education

Misinformation/non-information concerning college programs and the need for community based social programs

Budget

Budget development under difficult economic times at the local, state, and national level

Resulting budget impacts (elimination of key programs and people) and possible budget cap

Given the findings of the SWOT survey, strategic planning should be conducted around the following five areas: Community Resources/Perceptions of District SWOT findings perceived Lyceum of Subic Bay as having strong community spirit providing community support, and resources for the college as evidenced by the involvement of parent volunteers. This support and parent volunteer base needs to be identified and may be a starting point to foster the opportunity for strengthening the parent volunteer program, family involvement/communication, and to develop a listing of possible community presenters. By strengthening parental/family involvement negative attitudes/perceptions about education, budgeting, and devaluing education would be lessened. The key is to defining strategies for involving/informing community members and a support system for implementing/maintaining those strategies. School Programs/Programming The strength of Lyceum of Subic Bay is in its specialized programs. The college should review these programs in an effort to grow these programs (improve, expand,

inform. Content area instruction should be clearly defined/refined on an on-going basis for employees and community members. Strengthening the delivery (what and how) and understanding (why) of instruction for employees and community members would help to address the need and the rationale for specialized programming and funding. School Personnel Lyceum of Subic Bay personnel were perceived as committed, knowledgeable, and flexible individuals who collaborate to provide a quality educational program to students. Lines of communication among teachers and with administrators are well established. Performance expectations, compensation, and recognition need to be set for employees that maintain and attract quality educators. Lines of communication/decision-making at/among all levels of the organization need to be accurate, consistent, well established, and recognized. Efforts in these areas would help to maintain and foster employee performance and satisfaction. Students and parents need to be aware and acknowledge academic and behavioral expectations. Professional Development Lyceum of Subic Bay employees need to access consistent, on-going, jobembedded, and meaningful professional development. Research should be undertaken to seek available private professional development funding sources. Strategies for professional development delivery should be explored, including in-house experts and

Professional Learning Communities. Existing professional development strategies need to be acknowledged and known. Long-term Planning/Facilities The college should create, promote, and enact a known vision with focused support on professional development, instruction, learning, programs, and facility development/usage. Such a vision and action would provide clarity for members of the college and the community. This would help to sustain and promote educational efforts and initiatives in Lyceum of Subic Bay. The strategic planning procedure will produce a restatement of the vision and mission of Lyceum of Subic Bay. It is as stated: (vision) Lyceum of Subic Bay will be a leader among educational institutions by building on its traditions of innovation, problem solving and interdisciplinary collaboration to meet the changing needs of society; (mission) "To provide a practical, transformative, and excellent education that creates well-rounded thinkers in a diverse, inclusive environment, guided by principles of community, simplicity, peace, integrity, and putting emphasis on the creative problem solving, enthusiasm, experience, and global perspectives needed to advocate positive change in the world. This strategic plan asks the entire Lyceum of Subic Bay community to approach education holistically and to include, among its goals, a range of extra-curricular and cocurricular experiences and internships for students. These experiences will be documented and recorded with electronic portfolios. This plan involves faculty and staff

in generating opportunities for students to pursue an education that improves them through experiences, both inside and outside the classroom, and introduces them to new visions and dreams for themselves and the world in which they live. By 2011, Lyceum of Subic Bay should create a center for ethical problem solving. "Ethical" means that decisions will be driven by the college's core values. In this context, the word, "ethical," is synonymous with values. "Problem solving" involves students in courses and teams using their talents and life experience with faculty guidance to address authentic, often real world, problems. The center will pilot one or more projects that relate directly to the accomplishment of this plan: 1. "The Lyceum of Subic Bay Endeavor" -- A group of staff, faculty, students,

and community members will study models for this program and how best to implement it on the campus. 2. "Transforming the Lyceum of Subic Bay Community: Living our Values" --

a group of staff, faculty, students, community members, and alumni will study how to move the college toward its goal of becoming an inclusive, holistic institution that prepares students for civic and business enterprise beyond the college.

Expanding the Academic Community As a second continuing aim, the college should aspire to expand its academic community. The college will further increase enrollment and leverage partnerships with

other colleges and universities. Since the college intends to remain a primarily undergraduate institution, it should only develop graduate programs in collaboration with others. The 21stCentury knowledge economy requires that those who do not have college degrees earn them; and those with baccalaureate degrees must continue on the path of learning. This college should embrace both objectives and welcomes individuals of all ages who have the desire and need for intellectual growth and development. More growth is not an end in itself. As the college continues to grow, it will become not just larger, but better. Unless Lyceum of Subic Bay receives many major gifts in the very near future, the foremost way to achieve our high academic and financial goals (e.g., improve our faculty salaries relative to our peers and competitors, reduce our short and long-term debt, and repair our aging facilities) is to use the revenue generated from a larger enrollment. If the growth envisioned in this plan occurs along with other initiatives (e.g., ethical problem solving, "The Lyceum of Subic Bay Endeavor") Lyceum of Subic Bay will be able to achieve:

improved admission selectivity and yield; increase in faculty with more courses and sections to deepen the existing

curriculum;

increases in staffing for the career services, and other academic support

programs;

better programming and staffing in admission, athletics, campus life, and other

student services;

new or renovated facilities including a fitness center, multi-purpose and office

facilities, and residential spaces; and

higher student satisfaction from not only the foregoing achievements but also

growth that focuses on improved retention and not just new students. Growth will also makes the college more diverse, expands its geographic representation, and improves its competitive position relative to larger colleges or universities while still preserving a small college size and ambience. Growth does not mean lower standards since we expect to maintain, and even improve, the number of applicants and admission selectivity. The experience of the past six years provides evidence of the college's ability to improve student quality while continuing to grow. Most importantly, growth gives more students the opportunity for a Lyceum of Subic Bay education and prepares even more students to make a difference in the world. Operational Support In addition to these strategic objectives, Lyceum of Subic Bay should aim to improve in areas considered more tactical and operational but still crucial to the health of the institution, such as building community. Community is not related to size -examples abound of large and small colleges with excellent and poor senses of community. It is as much related to creating the opportunities and spaces for fun and fellowship that this plan proposes. We also need to pay for the plan and increase our financial resources. Toward those ends, our plan includes the following operational objectives:

Lyceum of Subic Bay will achieve a balanced operating budget by 2011,

including the costs of the strategic plan.

Lyceum of Subic Bay will upgrade its facilities, infrastructure, and physical plant. Plan Revenues and Expenses The plan will generate incremental operating revenues. The major sources are

the increased enrollment generated by the expected capital campaign. Additionally, the strategic plan identifies funding for capital projects. The timing of this strategic plan is very significant. The plan provides the opportunity for Lyceum of Subic Bay to strengthen itself by addressing both internal challenges and important strategic issues facing the college and higher education in the years just ahead.