ALCU COMMISSION ON ACCREDITATION SURVEY FORM

AREA I: GOVERNANCE AND ADMINISTRATION

Name of Institution: ___________________________________________________

Location: ___________________________________________________________

College Focused in this Survey: __________________________________________

SUMMARY OF RATINGS
NUMERICAL DESCRIPTIVE
SUB-AREAS
RATING RATING
A. Administrative Organization
B. Academic Administration
C. Administration of Non-Academic Personnel
D. Financial Management
E. Supply Management
F. Records Management
G. Institutional Planning and Development
H. Linkages and Networking
TOTAL:
AREA MEAN:

Evaluation Done By:

____________________________

____________________________

____________________________

____________________________

Date Completed:

___________________________

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 EVALUATIVE CRITERIA

An educational institution should have an administrative organization which

facilitates the attainment of its vision, mission, goals and objectives.

Administration and governance of LCU’s are unique. The LGU’s have very
important roles to play as they are tasked in creating the charter that rules operation.

A. Administrative Organization

An educational institution should have a governing body that will be responsible

in formulating the general policies of the institution. The policies of the Board should be
implemented through a sufficient number of regularly appointed and qualified officials.
An official document should contain a detailed description of the organizational set-up of
the whole institution and/or the college(s)/units under survey.

B. Academic Administration

The academic personnel (Deans, Area Heads, and Faculty) should be

academically qualified. The faculty organization should be supportive of the institutional
goals and objectives to promote quality education.

C. Administrative Non-Academic Personnel

The Administration should be supported by adequate staff or qualified non-

academic personnel with specific roles.

Employment procedures are well defined and followed. Genuine concern for
employees is evident in: just terms of employment, an orientation and a development
program, good working conditions, a mechanism for dialogue and grievance procedure.
A system of supervision and evaluation helps both the institution and the employees
themselves.

D. Financial Management (Finance, Cash, Budget, Accounting Office)

The fiscal administration of the institutions should be well-organized and

managed by qualified and competent personnel. Business functions must be well
delineated to ensure its attainment of educational objectives and fiscal integrity and
economy of the institution.

E. Supply Management(Procurement, Inventory Control)

Supply Management includes the listing of total requirements of the institution as

well as inventories and distribution of materials.

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F. Records Management

A system of records keeping should be in place for easy retrieval and reference.

G. Institutional Planning and Development

Sound institutional planning and subsequent development require concern for

and attention to the following: the vision, mission, goals and objectives of the school,
awareness of national, regional and local needs.

There is a need for adequate allocation of resources, participation of the whole

academic community in the planning process formal documentation of all plans and the
progress of implementation for periodic review and updating, and the appointment and
supervision of an institutional officer who shall be responsible for the coordination of the
planning activity.

H. Linkages and Networking

The institution has an official responsible for linkages and networking. The
effectiveness of public relations is to be considered a criterion for administrative
excellence and expand institutional linkages and networking for the purpose of
generating resources and promoting employability.

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 RATING SYSTEM

Numerical Descriptive Evaluation

Evaluation
5 Excellent (E): Full compliance to the criterion with substantial
number of good practices serving as model for others
4 Very Good (VG): Full compliance to the criterion which
demonstrates good practices
3 Good (G): Compliance to the criterion
2 Fair (F): Minimal compliance to the criterion needing
improvement
1 Poor(P): Very minimal compliance to the criterion needing much
improvement to overcome weaknesses
0 No Provision (NP): Missing but must be included

RATING SYSTEM

The rating system is based on a numerical evaluation of 0-5 points with 5 points
as the highest rating, 1 is the lowest rating and 0 if there is no provision/ none existence
of the specified item/s in the institution/ program being evaluated.

Apart from numerical evaluation there are also descriptive evaluation that
indicates the provision, conditions or characteristics found in good colleges/programs.
Not all of them, however, may be specifically necessary, or even applicable in every
college. While a college may lack some of the items listed, it may have other
compensating features. The descriptive evaluation is intended to provide the factual
bases for a fair evaluation of the different aspects of the school’s instructional program.
This survey instrument makes use of a Likert scale for facility of understanding and
administration.

The computation of ratings in every area are as follows;the accreditor will give a
rating ranging from 0-5 in every item/ criteria/standard. The ratings at each
item/criteria/standards under Input, Process and Outcome are totaled. The sum is
divided by the number of items summed up in order to get the Inputs Mean, Process
Mean and Outcome Mean. The Inputs Mean is multiplied by 20%, the Process Mean is
multiplied by 30% and the Outcomes Mean is multiplied by 50%. The sum total of all the
product of the Inputs Mean, Process Mean and Outcomes Mean is the final rating in a
sub-area. The total of all the Sub-area ratings divided by the number of Sub-areas is the
Area Final Rating.

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I. COMMENTS
A. BEST PRACTICES

In the space provided, list briefly the technique, method, or process being
practiced by the institution/college in a particular program/area, that through experience
or research has been proven the most efficient and effective way to accomplish desired
result that is often used for benchmarking.

________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________

B. OPPORTUNITIES FOR IMPROVEMENT

In the space provided, list briefly any remark concerning matters not sufficiently
treated which needs to be taken into consideration for the improvement in the overall
performance of the institution/ program.

________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
____________________________________________________________

II. RECOMMENDATIONS

In the space provided, indicate suggestions or proposed changes or plans as to

the best course of action to further improve the area/s found deficient.

________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________
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 GOVERNANCE AND ADMINISTRATION

A. ADMINISTRATIVE ORGANIZATION

The official documents contain a detailed description of the organizational set-up

of the whole institution and of the colleges(s)/units under survey. (These documents
should be the statutes or university code of the school, and/or the current
Faculty/Administrative Manual. Other documents which further clarify the administrative
organization or which show past developments may be presented). The description
(illustrated by an organizational chart) should include the following data: (Reference:
CHED CMO 32 series of 2006 specifies the composition of the Governing Board).

IPO IPO
SUB-AREA
RATING MEAN
A. ADMINISTRATIVE ORGANIZATION
(Policy Making, Qualification Standards,
Organization and Processes)
INPUT/S:
1. 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.

2. The Board includes at least seven members (for Local

College)/nine members (for Local University) and is
composed of, but not limited to, President of the Faculty
Association, President of the Supreme Student Council/
Government, President of the Alumni Association,
Chairman of the Sanggunian Committee on Education,
ALCU representative, CHED representative, business/
industry partner and DOST representative (for Local
University).

3. The administrative officials include the following:

a. President

b. Vice President/s

c. Finance/ Budget Officer

d. Accountant

e. Human Resource Manager

f. Registrar

INPUTS MEAN
(20%)
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 PROCESSES:
1. 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.

2. The institution monitors the program implementation that is

stipulated in the Strategic Action Plan.

3. The administrative officials are appointed in accordance

with the Civil Service Commission (CSC) Qualification
Standards and other pertinent memorandum circulars.

4. The Board performs its duties and functions as stipulated

in the University/College Charter or Code.
PROCESSES MEAN
(30%)
OUTCOMES:
1. The VMGO is clearly practiced by all members of the
institution.

2. Strategic Plans / Action Plan are cascaded up to the

lowest member of the institution.

3. Professional, qualified and competent top management

officials are employed by the institution.

4. Sound and clear policies are in place to guide the

institution in carrying out its operations and programs.
OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________

Sub-Area Evaluation Rating

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 IPO IPO
SUB-AREA
RATING MEAN
B. ACADEMIC ADMINISTRATION
(Policy Making, Qualification Standards,
Organization and Processes)
INPUT/S:

1. 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

2. 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

4. There is a Faculty Federation/Faculty Club supportive of

the institutional goals and objectives to promote quality
education.
(Not sure if this is really part of the academic
administration)

3. 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:
1. 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

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2. 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:
1. There is university-wide awareness of the organizational
structure, qualification standards, performance evaluation
metrics, training programs and other institutional
processes.

2. The systems are fully implemented.

3. Professional, qualified, competent faculty members and

academic officials/employees are recruited/ developed/
retained.

4. Improved faculty performance as evidenced by the

performance evaluation and increasing number of
awardees.

5. Implemented Faculty Development Program

OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
______________________________________________

Sub-Area Evaluation Rating

Page | 9
 IPO IPO
SUB-AREAS
RATING MEAN
C. ADMINISTRATION OF NON-ACADEMIC
PERSONNEL

INPUT/S:
1. 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.

2. There is an Orientation Program provided to new Non-

Academic personnel.

3. Duties of each employee are clearly defined.

4. The terms of employment are defined according to law as

shown in the copy of the Contract of Non-Academic
Personnel/Job Order

5. There is a development program for non-academic

personnel.

6. There is a performance evaluation of non-academic

personnel.

7. 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.

9. There is a committee for handling complaints, dialogue and

grievance.

10. There are different types of CSC approved leaves and

entitlements for all categories of personnel.

INPUTS MEAN
(20%)

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 PROCESSES:
1. 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
1
disseminated, understood and implemented
2 Satisfaction of employees
3 Low rate of turn-over of personnel
4 List of promoted employees
5 There are sufficient staff, with appropriate qualifications, to
provide the administrative services necessary to support its
mission and objectives.
OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________

Sub-Area Evaluation Rating

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 IPO IPO
SUB-AREA
RATING MEAN
D. FINANCIAL MANAGEMENT
(Finance, Cash, Budget & Accounting Office)

INPUT/S:
1. 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
2. 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.
3. 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.
4. . 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.
5. 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.

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6 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:
1. 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:
1. Efficient Fund Management
2. Collection Efficiency
3. Successful implementation of projects and programs as
stipulated under Annual Investment Plan, APP and PPMP
4. Audited accounting records and financial statements
5. Functional supply management system.
6. Functional requisition and purchasing procedures.
OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
_______________________________________________
______________________________________________
_______________________________________________
_______________________________________________

Sub-Area Evaluation Rating

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 IPO IPO
SUB-AREA
RATING MEAN
E. SUPPLY MANAGEMENT

INPUT/S:
1. The Institution has a Supply and Property Management
Officer or its equivalent.
2 There are qualified personnel in the office.
3 The functions, duties and responsibilities of the office,
head and staff are clearly defined.
5. There is a periodic inventory of supplies and equipment.
6. There is a distribution system of supplies and equipment.
7. There are Memorandum Receipts for supplies and
Acknowledgement Receipt of Equipment.
8. There are Inventory Records.

INPUTS MEAN
(20%)
PROCESSES:
1. The institution follows a process/procedure that functionally
allocates, procures, distributes and maintains supplies with
proper documentation.
2. The institution implements a periodic physical inventory of
supplies and other assets.
PROCESSES MEAN
(30%)
OUTCOME:
1. Optimized resource (equipment and supplies) utilization
2. Safeguarded assets
3. Organized distribution of supplies
4. Updated files of supply
5. Physical inventory
6. Reliable inventory of supplies
OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
__________________________________________

Sub-Area Evaluation Rating

Page | 14
 IPO IPO
SUB-AREA
RATING MEAN
F. RECORDS MANAGEMENT

INPUT/S:
1. 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.

2.
INPUTS MEAN
(20%)
PROCESSES:
1. 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.
2. The institution conducts special training for records
management.

3. 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
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 k. Research Outputs of Students: University/College
Library, Records Office, College/Department concerned

PROCESSES MEAN
(30%)
OUTCOMES:
1. Organized usage and archival of raw data and
computerized data that supports critical operation of the
institution

2. Fast and efficient retrieval of data/documents

OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
______________________________________________

Sub-Area Evaluation Rating

IPO IPO
SUB-AREA
RATING MEAN
G. INSTITUTIONAL PLANNING AND DEVELOPMENT

INPUT/S:
1. The institution has a Planning and Development Office.

2. The institution has a Planning and Development Officer or

its equivalent.

3. There are qualified personnel in the office.

4. The functions, duties and responsibilities of the office, head

and staff are clearly defined.

6. 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%)
Page | 16
 PROCESSES:
1. The institution regularly conducts a planning exercise that
aims to review the VMGO and institutional strategies

2. The Planning and Development office maintains the

following:
a. Strategic Plan

b. Tactical Plan

c. Operational Plan

3. The Institution formulates mechanisms for periodic review

of plans

3. The planning and development office periodically monitors

the implementation and development of the plans and
programs.

PROCESSES MEAN
(30%)
OUTCOME/S:
1. The strategic plans are cascaded down to the lowest level
of employee

2. Institutional strategies are successfully implemented.

OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
_______________________________________________
_______________________________________________
_______________________________________________
______________________________________________

Sub-Area Evaluation Rating

IPO IPO
SUB-AREA
RATING MEAN
H. LINKAGES AND NETWORKING

INPUT/S:
1-. The institution has a Linkages and Networking Office.

2. The institution has a Linkages and Networking Officer or its

equivalent.
3. There are qualified personnel in the office.

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 4. The functions, duties and responsibilities of the office, head
and staff are clearly defined.

5. The office has a copy of the list of linkages and networking.

6. The office has a copy of Memorandum of Agreement

(MOA)/ Memorandum of Understanding (MOU).

INPUTS MEAN
(20%)
PROCESSES:
1. 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:
1. Responsive and collaborative program/undertaking that
meets the requirements of:

1. internal/external stakeholders
2. the institution and its industry partners

OUTCOMES MEAN
(50%)
BEST PRACTICE/S:
______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________

Sub-Area Evaluation Rating

Documents, Information and Exhibits Needed

1. Administrative Manual
2. Copy of Charter signed by the Sanggunian
3. Organizational Chart of the BOR/BOT
4. List of the Board Members’ Official Titles and Sectoral Representations
5. Updated Personal Data Sheet (PDS or CV) of the BOR/BOT
6. Copy of Appointment/Designation of the officials
7. List of Administrative Officials and Degrees Earned and qualification
8. Executive Order by Mayor to identify members of the Board Administrative
Officials
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9. Deployment Order/Appointment/Board Resolution/Detail Order/Background and
Academic Credentials of the appointed officials
10. Copy of the Organizational Structure of the Academic and Non Academic
Personnel
11. Official Transcript of Records (TOR), Certificates and Diplomas, Certificate of
Attendance/ Participation in Seminars and Trainings and Commendations of the
designated Deans/ College Heads
12. Copy of the Duties and Responsibilities Duties and Responsibilities of the
College Dean/Head
13. Appointment/Designation of the College Dean/ Designation of the College Dean
Signed by the President
14. List of Deans or College Heads and their Qualification (c/o HR)
15. Official Transcript of Records (TOR), Certificates, Diplomas, Licenses,
Membership in Professional Organization and IDs, Certificate of Attendance/
participation in Seminars and Trainings and Commendations of the designated
Assistant Dean/ College Heads
16. List of Area Coordinators and Their Qualifications
17. Copy of Duties and Responsibilities of Area Coordinators
18. Official Transcript of Records (TOR), Certificates, Diplomas, Licenses,
Membership in Professional Organization and IDs, Certificate of Attendance/
Participation in Seminars and Trainings and Commendations of the designated
Area Coordinators/ Area Chair
19. Official Transcript of Records (TOR), Certificates, Diplomas, Licenses,
Membership in Professional Organization and IDs, Certificate of Attendance/
Participation for Seminars and Trainings and Commendations of the designated
Librarian
20. Diploma and Official Transcript of Records (TOR), Membership to Professional
Organization, Certificate of Attendance/ Participation in Seminars and Trainings
and Commendations of the designated Dean of Students Affairs
21. Organizational Chart, By-Laws and Constitution, Security and Exchange
Commission (SEC) Registration, Officers Profile, Activities and Minutes of
Meetings of the Faculty Federation/ Faculty Club
22. Copy of the Faculty Evaluation by the immediate superior, students, self and
peer
23. Merit and Promotion Plan,
24. Performance Based Awards, Service Awards, Awards of Excellence
25. ALCU Merit System
26. List of Awardees of Performance Excellence Programs
27. Minutes of the meetings by the board and Board Resolution regarding the list of
awardees
28. Program, Photos, Payroll and other relevant documentations related to awards
/recognition
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29. Copy of Orientation Program for New Non-Academic Personnel (Photos and
Documentation)
30. Training Calendar
31. Training Management Policy
32. Copy of the Duties and Responsibilities of Non-Academic Personnel
33. Copy of Development Program for Non-Academic Personnel
34. Copy of Accomplished Forms for Evaluation for Non-Academic Personnel
35. Establishment of PERC
36. Copy of Procedure for Promotion of Non-Academic Personnel
37. CSC- Qualification Standards
38. MC 19 s.2005 and other pertinent CHED and CSC provision related to promotion
39. List of employees promoted,
40. Copy of Workers Health Certificate
41. Copy of Potable Water Analysis
42. Safety Audits
43. Hazard Payroll
44. Fire Safety Certificate
45. Sanitation Permit
46. Disaster Preparedness Program with proper documentation (Pictures and
Communication)
47. Copy of Grievance Procedure and Complaint Handling (Grievance Committee
Functions) Omnibus Rules Book V implementing EO 292 of CSC
48. Minutes of Meetings and Copy of Resolution created by the Grievance
Committee
49. Incident Reports (Sample Cases)
50. Existence of Committee on Decorum and Investigation (CODI)
51. Flowchart/Procedure of application for leave
52. Copy of Leave Forms, Omnibus rules on Leave CSC
53. Customer satisfaction Survey, Employees Satisfaction Survey
54. Copy Of Organizational Chart of Finance Office (Existence of Finance Office And
Flowchart)
55. Copy of Duties And Responsibilities of Personnel in Accounting and Finance
Office
56. Organizational Chart and Job Description/Duties and Responsibilities of each
staff
57. Supply Management Procedures with Forms
58. Actual Requisition Procedures / Approved Request / Flowchart
59. Inventory Report; Delivery Report; Annual Procurement Plan
60. Flowcharts; Refund Samples; Student Handbook
61. Collection Procedure/System For Students’ Related Transactions
62. Copy Of Procedure Of Budget Preparation Flowchart, Budget Proposals
63. Copy of Forms Used to Tabulate All Data Needed
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64. Copy Of Projection, Financial Planning, Annual Investment Plan
65. Copy of the team members who did the budget preparation
66. Copy of a Memorandum designating a particular team who did the
Budgeting Process and Minutes Of Meetings
67. Copy of Procedures for Quarterly Budget Reviews
68. Copy of Duties and Responsibilities of Accounting Personnel
69. Copy of Bookkeeping Procedures
70. Communication Letters, Financial Documents, Ledgers
71. Copy of Liquidation/Reconciliation Policies and Procedure
72. Samples of Liquidate Reports and COA Reports
73. Copy of Procedures for the Expenditure Control of the General Fund
74. Audit Observation Report
75. Copy of Procedures for the Expenditure Control of Institution Trust and Other
Funds
76. Expenditure Report
77. Copy of the Total Requirement of the Institutions and the Priorities.
78. Copy of Periodic Inventories Conducted and Procedures for Periodic Inventories
79. Memorandum Report
80. Copy of Procedures for Allocating Supplies to Colleges and Offices
81. Request Forms, Accomplishment Report of SPMO
82. Appointment/ Designation letter of the appointed administrative officials
83. Delivery Receipt, ARE/MR, Periodic Inventory Slip, Requisition Slip, Stock Card
84. Copy of the Records of Inventory
85. Existence of Record Management Office
86. Budget priorities as shown in the approved budget for the program and actual
allocation for the past 2 years.
87. College policies on the confidentiality/security of records.
88. Copy of the Supervisory Program of the Dean.
89. Development Plans: Strategic Plan, Tactical Plan, and Operational Plan
90. Guidelines/Procedures in budget preparation.
91. List of members of the Administrative and Academic Councils or their equivalent
92. List of personnel responsible for planning and development and their respective
qualifications.
93. Minutes of faculty meetings
94. Minutes of meetings of the Administrative and Academic Councils.
95. Performance Evaluation System/Scheme for the non-teaching staff
96. Plantilla of Personnel for the Administrative and Academic Staff
97. Qualification Standards for the Administrative and Academic Personnel

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