CPSC Strategic Plan 2018-2023

Introduction

The Colombo Plan Staff College (CPSC), an intergovernmental organization
based in Manila, Philippines, has been at the forefront of human resource
development initiatives in the Asia-Pacific region since its establishment in
1973. The organization has contributed significantly in strengthening technical
vocational education and training (TVET) through the years by ensuring the
high quality of TVET delivery, contributing to the sustainable development of
the workforce and ensuring a multi-stakeholder cooperation to bring in common
aspirations, interests and concerns for the betterment of TVET systems.
In continuation of the previous practices on institutional strategic planning to
chart its next five-year plan, CPSC adopted a multi-stage consultative process
that involved the participation of experts, administrators and officials from the
different agencies, offices and institutions of TVET. CPSC solicited opinions,
validations and ideas of the invited guests from member countries and partner
organizations to ensure that the activities and expectations stated in this plan will
truly address anticipated concerns and trends for the next five years.

Overview of the CPSC Strategic Plan 2018-2023 Process

CPSC SWOT ANALYSIS 2018-2013

STRENGTHS

• Vast experience in conducting programs and projects in TVET in CPSC’s 43
years of existence

• Complete training amenities that are conducive for teaching and learning
• Hardworking and multi-skilled staff
• Existing system and procedures in program planning, development and

implementation that are customer-focused
• Strong linkages and partnerships within and among member countries, and local

and international development partners
• Well-established quality management system that is ISO Certified
• Vast network of experts and resource speakers that are composed of former

faculty members and other competent experts
• Established systematic strategic planning process (corporate planning)
• Unique work culture

OPPORTUNITIES

• TVET is becoming high priority which results in increase of demand for new
training programs and vocational pedagogy

• Collaborative undertakings with development partners through expansion of
network and strengthening of partnerships

• Expansion of colombo plan membership which in effect, would enable us to
invite more potential MCs to join CPSC

• Global trends towards skilled workforce
• Increasing trends related to quality assurance through accreditation
• Emerging new technology in T&D, using online training platform and multimedia

which can be used for more cost-effective training implementation
• Possible investment opportunity for endowment fund for passive income

generation and capital preservation.
• Hosting offerings by other MCs, providing new facilities and other operational

requirements for CPSC
• Economic development of MCs which would result in increased membership

contribution
• Demographic dividend in CPSC member countries and its potential benefits in

the diversification and supply of labor force.
• Increasing clamor for accreditation in member countries

WEAKNESSES

• Insufficient number of professional staff to implement the programs on various
themes/thrust areas

• Insufficient TVET-related research undertakings and publications
• Inadequate income generating programs yield insufficient income for CPSC
• Facilities and infrastructure are not of international standard (old building, and

not up to date technology equipments)
• Limited staff development opportunities
• No niche area in training services (jack of all trades)
• Poor quality of internet infrastructure resulting in slow internet speeds
• High cost in maintaining the old infrastructure of the college.

THREATS

• Withdrawal of membership and increase in unpaid membership contributions
• Member country contributions are not coming as scheduled
• Inflation, but no significant increase in membership contributions
• Other TVET capacity building training providers (i.e. Intl orgs, private and other

gov’t TTIs)
• Emerging new technology in Training and Development; using online training

platform that results in decreased demand for face to face teaching
• Decrease in clientele for customized programs for income-generating activities

CPSC Quality Policy Q-CULTURE

CPSC is committed to provide quality Q-uality services
programs, products and services C-ustomer focus
to its numerous partners and U-tilization of research feedback
stakeholders in the field of technical L- ifelong learning
vocational education and training T- echnology transfer
(TVET). It also emphasizes in U- nison of stakeholders
internalizing and upholding a quality R-esource optimization
culture that shall be directed towards E-nvironment-friendly practices
the adoption and maintenance
of international standards of
performance. This will be done
through teamwork and cooperation,
anchored on a well-established
quality management system
designed to meet customer needs,
as embodied by our new quality
policy, the CPSC Q-CULTURE.

CPSC CORE VALUES

Q-S m i l e CPSC is composed of a
myriad of cultures united in a
Q-uality services with ... common aspiration for TVET.

S-cholarly Initiatives It integrates this unique
characteristic to its
M-ulticultural Environment commitment for advocating
for a high quality TVET. In
I-ntegrity addition, CPSC believes in
transforming and enhancing
L-eadership and participatory customer experience through
the warm hospitality and
decision making dedication of the CPSC family.

E-mpathy and care for clients These realizations form the
core of CPSC’s beliefs- the
CPSC Q-SMILE.

CPSC STRATEGIC PLAN

2018-2023

The CPSC Strategic Plan 2018-2023 is a product of a multi-stage
process in which consultative meetings and gatherings were
organized from July to November 2017 to facilitate the discussion
of ideas, concerns and strategies for CPSC’s new 5-year direction.

During these gatherings, deliberations on the relevance and
significance of the vision, mission goals and objectives were
embarked in order to come up with a draft output which will be
presented to the Senior Executives of TVET, representing member
countries and partner organizations. Roundtable sessions and
workshops were organized within these gatherings in order
to obtain an output that is clear and concise. The outputs also
considered the emerging trends in TVET at the present, with the
anticipation that CPSC can truly benefit on them in the next five
years.

The consultative process started with a training needs analysis
which involved the circulation of survey forms to the program
alumni, liaison officers, partners and other stakeholders. Circulated
on March 2017, these survey forms obtained the responses of
the stakeholders on the different trends in TVET as well as their
expectations for CPSC in the next five years. The results were
synthesized and forwarded as inputs to the National Consultation
Meeting and Workshop (NCMW) held in CPSC on July 13, 2017.
Twelve administrators from the host country were invited to lay
the initial work on the draft vision-mission-goals and objectives, as
well as discuss the possibilities for CPSC to maximize its presence
in the country and in the region.

The output generated by the NCMW participants was then carried
over to the Experts’ Meeting (EM) which was held from September
20 to 21, 2017. Twenty (20) invited guests from some of the
member countries, as well as experts from the UNESCO Institute
of Lifelong Learning Network, were invited to further assess
the suggestions of the NCMW participants. Their responses
were collected, deliberated and further improved by the CPSC
management on a meeting held on November 13, 2017, and was
validated by the participants of the Senior Executives’ Conference
from December 9 to 11, 2017.

The CPSC vision, mission, strategic goals and objectives, which
were outputs of the series of aforementioned meetings, were
approved during the 104th Governing Board meeting held on
January 25, 2018.

CPSC Vision 2018-2023

“ The Inter-governmental

TVET Leader for Sustainable

”Development

CPSC Mission 2018-2023

“ Transforming TVET towards

Sustainable Societies through
Outcome-Based Quality Training,
Accreditation, Research and Image

”Building for stakeholders

Goal, Objectives and Strategies

Goal: Enhance the quality of TVET programs and services for
sustainability and global competitiveness

Objective 1: Strengthen capacity of TVET institutions of the member
countries

Strategies:

1A: Organizing TVET development programs for capacity building of
member countries

1B: Strengthening research work and publications
1C:Further improving institutional leadership and management, and

quality assurance through international accreditation of TVET
providers

Objective 2: Develop network and partnership between TVET stakeholders

Strategies:

2A: Strengthening communication and collaboration with and among
member countries

2B: Exploring synergic partnerships and networking between
development partners, TVET institutions both public and private, and
other relevant organizations

Objective 3: Ensure effective and efficient governance and management
Strategies:

3A: Ensuring an accountable strategic management system
3B. Enabling effective and efficient resources management

List of Activities
per Strategy

Objective Strategy Activities

Objective 1 Strategy 1A
Strengthen
capacity Organizing TVET 1. Conduct thirty (30) regional training programs for the capacity
of TVET development building of human resources in TVET.
institutions of programs for
the member capacity building 2. Conduct at least fifty (50) in-country programs.
countries of member
countries 3. Conduct at least five (5) international TVET conferences.

4. Conduct at least forty (40) national/international seminars/
workshops on TVET.

5. Conduct at least twenty (20) customized programs for TVET
professionals, businesses, industries and other partners.

6. Conduct at least five (5) special programs to member
countries.

7. Develop Professional Internship Program for International
Experience (PIPIE) to at least 10 beneficiaries.

8. Develop and pilot-test at least one online teacher training
program.

Strategy 1B

Strengthening 1. Develop at least one collaborative research proposal per year.
research work and
publications 2. Conduct at least one research project every two years.

3. Publish one research paper by faculty or staff in educational
journals at least once a year.

4. Publish at least one TVET journal, book or proceedings every
year.

5. Develop at least one training manual/program book per
program.

6. Conduct training needs assessment of the member countries
for CPSC programs.

7. Conduct one impact assessment of CPSC and APACC
programs.

Strategy 1C 1. Support member countries in developing or updating

qualification frameworks to ensure pathways to higher

Further improving education and employment aligned with the regional and

institutional international frameworks such as the AQRF.

leadership and 2. Facilitate APACC’s adoption of a separate strategic plan.
management,
and quality 3. Facilitate at least five (5) exchange programs of faculty/TVET
assurance through professionals.
international
4. Promote APACC services in member countries in TVET-related

accreditation of fora, workshops, conferences and seminars.

TVET providers 5. Accredit TVET institutions from at least one additional member
country.

6. Facilitate benchmarking of at least one TVET institution to
other APACC-accredited institutions in member countries per
year.

7. Prepare TVET institute quality standard guideline (QSG)

Objective Strategy Activities

Objective 2 Strategy 2A 1. Enrich the information on TVET institutions, resource
Develop Strengthening persons, alumni, TVET experts, and industry partners for
network and communication the dissemination of CPSC activities through a consolidated
partnership and collaboration database.
between TVET with and among
stakeholders member countries 2. Establish at least one CPSC Asia Pacific Technical and
Vocational Education Center (CAPTVEC) in a member country.

3. Establish a digital platform on content development and get
member countries to contribute, update, share and disseminate
TVET content in at least one discussion forum in one year.

4. Develop online platforms for course delivery, discussion, and
feedback.

5. Publish or feature success stories of TVET implementation by
member countries.

6. Share publications and information related to TVET to all
member countries.

7. Develop promotional strategies of CPSC activities to the
member countries.

Strategy 2B

1. Renew twenty (20) MoUs/MoAs with development partners

Exploring synergic and private and public TVET institutions.
partnerships 2. Sign ten (10) new MoU/MoA with development partners and

and networking private and public TVET institutions.

between 3. Ensure that at least 50% of all conferences, programs and

development seminars are conducted on a collaborative approach.

partners, TVET 4. Involve private sectors/enterprises in at least one activity or

institutions both program every year.

public and private, 5. Undertake at least one joint project with development partners/
and other relevant other organizations annually.

organizations

Objective 3 Strategy 3A

Ensure effective Ensuring an 1. Involve CPSC staff and stakeholders in strategic plan
and efficient accountable development process.
governance and strategic
management management 2. Prepare yearly plan of operations (YPO) and other periodic
system reports.

3. Conduct regular policy/management meetings.
4. Conduct midterm review of the 5-year strategic plan.
5. Develop strong criteria to select appropriate participants in

different CPSC programs and activities.
6. Manage staff development programs ensuring at least 30

hours of professional development of staff members per year.
7. Continue the ISO 9001 certification status.

Strategy 3B 1. Generate at least USD 400,000 in gross revenues from
Enabling effective customized programs and other income-generating activities.
and efficient
resources 2. Encourage the reactivation of at least one inactive member
management country and expand membership to at least one new member
country.

3. Implement programs in a cost-sharing approach, having at
least 20% of the total cost shouldered by partner organizations
or member countries.

4. Ensure the compliance of financial systems to internal control
and external audit.

5. Obtain at least two seconded faculty members to CPSC.
6. Continue with the 5 Pillars of a Green TVET institution: (1)

green campus; (2) green technology; (3) green community; (4)
green research; and (5) green culture.
7. Establish a preventive repair and maintenance system and
continuously upgrade existing infrastructure and facilities.

Colombo Plan Staff College
Strategic Plan 2018-2023
Logical Framework

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

GOAL

Enhance the quality of TVET Quality TVET programs and services will be End of course reports (for A continuous request of programs
programs and services for enhanced and increased by 20% as compared programs), Periodic reports and activities coming from the
sustainability and global to that of 2013-2018. (Midyear, annual, biennial member countries.
competitiveness reports),
A continuous realization of CPSC’s
List of researches, publications role as an academic organization.
and other development activities
organized. A productive partnership between
CPSC and other organizations that
List of partners tapped by CPSC continues to enforce the need for a
and the degree of cooperation South-South Cooperation among
between them. countries.

OUTCOMES: Certifications and affirmations Upholding CPSC’s core values and
gained as evidence for efficient quality policy to ensure efficient and
Objective 1: Capacity of TVET Quality TVET institutions of the member and effective governance. effective governance.

institutions in the member countries countries will be increased. Their image and Programs, reports, papers Cooperative countries and agencies
and presentations done and are necessary.
disseminated by CPSC to its
strengthened reputation in the national and international level stakeholders.

will be improved. 80% of their stakeholders will

be satisfied and enrollment levels will increase

by 20-30%.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

Objective 2: Strong networks A strong, productive and healthy partnership Productive and gainful activities A common realization to achieve
and partnerships between TVET between CPSC and its network of countries, agreed and organized by CPSC the South-south Cooperation
stakeholders established institutions and organizations under the South- and its member countries. initiative.
South cooperation scheme. Number of partners
will be increased by 20%.

Objective 3: Effective and efficient CPSC partners and clients satisfaction level will Physical and third-party A harmonious and efficient working
governance and management in be equal or more than 85%. evidence that certifies culture in CPSC that continues
place CPSC’s adherence to quality to uphold quality management
management. principles.
OUTPUTS:

1A: Organized TVET development 150 programs conducted to the member End-of-course reports, periodic CPSC development programs
addresses the training needs of the
programs for capacity building of countries; 10 beneficiaries of PIPIE; 1 internship organization reports. member countries

member countries program developed; 1 online program developed

1B. Strengthened research work 2 research projects developed in partnership Research reports, publications, Research and publication initiatives
and publications with development partners; 150 program books papers and presentations should target emerging trends
developed; 1 publication finished and distributed created. in TVET. Yet TVET is a dynamic
to the stakeholders; 5 research papers sector that will require a consistent
submitted by the CPSC faculty to other journals. follow-up and observation from
researchers and administrators.

1C: Improved quality of institutional Strategic plan for APACC implemented; 1 List of institutions processed for Institutions will be ready and eager
management and assurance additional country subscribing to APACC; 5 APACC accreditation. to subject their operations to
through accreditation and positive outcomes of APACC promotional APACC scrutiny.
certification of TVET providers activities; Facilitated the benchmarking of 5
TVET institutions; Implemented the TVET QSG.

2A: Strengthened networking and Updated and consolidated database for CPSC in List of activities embarked CPSC and its member countries
communication with the member are well-established to execute
countries place; 1 CAPTEV initiative established; 1 digital by CPSC in strengthening its common activities.

platform on content development formulated relationship to the member

and enforced; 1 publication of a TVET success countries.

story implemented; 5 positive outcomes of TVET

promotional activities.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions
CPSC and its partners are well-
2B: Explored and established 20 MoUs/MoAs renewed; 10 new MoUs/MoAs List of activities embarked established to execute common
synergic partnerships and established with development partners. At least by CPSC in strengthening its activities.
networking between development half of CPSC programs implemented under relationship new and existing
partners, TVET institutions both a cost-sharing scheme; 5 activities involving partners CPSC’s reputation as an
public and private, and other the private sector organized; 5 projects with organization that implements
relevant organizations development partners organized. quality management systems must
be maintained
3A: Ensured an accountable All stakeholders participated in the development Periodic management reports,
strategic management system of the CPSC strategic plan; Organized 5 certifications Countries and stakeholders not re-
Yearly Plan of operations and annual reports. questing for the programs of CPSC
Organized 2 midyear reports; Organized 60 due to lack of budget or adverse
management meetings; Staff development political situation.
programs regularly given to staff; Regular
certification of CPSC to the ISO 9001 standards.

3B:Enabled effective and efficient At least 400000 USD of gross revenues coming Periodic management reports,
resources management from customized programs and other income- certifications
generating activities; 1 inactive member country
or 1 new country closely involved in CPSC as
a full member; 100% of programs implemented
under the cost-sharing approach; 1 green
certification for CPSC acquired; Continuous
compliance to the financial audits; Regular
maintenance of CPSC infrastructure and
facilities.

ACTIVITIES 1. At least 6 regional programs conducted Annual and midyear reports;
annually. End-of-course reports
1A:
1. Conduct thirty (30) regional 2. At least 10 in-country programs conducted Annual and midyear reports;
annually. End-of-course reports
training programs for the
capacity building of human
resources in TVET.

2. Conduct at least fifty (50) in-
country programs.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

3. Conduct at least five (5) 3. At least 1 international TVET conference Annual and midyear reports;
End-of-course reports
international TVET conferences. annually.

4. Conduct at least forty (40) 4. At least 8 national/international programs

national/international seminars/ annually. Annual and midyear reports;
End-of-course reports
workshops on TVET.

5. Conduct at least twenty (20) 5. At least 4 customized programs conducted to
customized programs for TVET TVET professionals annually.
professionals, businesses,
industries and other partners. Annual and midyear reports;
End-of-course reports

6. Conduct at least five (5) special 6. At least 1 special program conducted to the

programs to member countries. member countries annually. Annual and midyear reports;
End-of-course reports
7. Develop Professional Internship 7. At least 2 beneficiaries of PIPIE annually.
Program for International Annual and midyear reports;
Experience (PIPIE) to at least End-of-course reports
10 beneficiaries.

8. Develop and pilot-test at least 8. At least one internship program developed Annual and midyear reports;
one online teacher training for new TVET graduates in any identified End-of-course reports
program. priority areas for TVET by 2023.

1B: 1. Developed at least one research proposal in Terms-of-reference; Gantt chart Changing research interest be-
1. Develop at least one partnership with development partners. tween CPSC and its stakeholders.

collaborative research proposal
per year.

2. Conduct at least one research 2. Conducted one internal research project at Terms-of-reference; Gantt chart Various levels of motivation for the
CPSC staff and faculty to publish
project every two years. least once in two years. regularly.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

3. Publish one research paper by 3. One research paper formulated by the staff or Paper and presentations Risk of non-response of
faculty or staff in educational respondents to the questionnaires
journals at least once a year. faculty published in a reputable educational submitted to reputable sent by CPSC.

journal annually. educational journals

4. Publish at least one TVET 4. One publication finished and disseminated to Physical and online copy of the
journal, book or proceedings
every year. the stakeholders by 2023. publication

5. Develop at least one training 5. At least one training manual/program book Training manual/program book
manual/program book per developed per program. both physical and online copy.
program.

6. Conduct training needs 6. One training needs assessment initiative Training needs assessment
assessment of the member
countries for CPSC programs. conducted to the member countries by 2023. report; Survey forms

7. Conduct one impact 7. One impact assessment exercise conducted Impact assessment reports;
assessment of CPSC and
APACC programs. by 2023. Survey forms;

1C: 1. Updated and enhanced qualification Information on qualification
1. Support member countries frameworks of member countries, in systems compiled and gathered.
conjunction to the requirements of the AQRF,
in developing or updating by 2023.
qualification frameworks to
ensure pathways to higher 2. Implemented APACC strategic plan by 2023. APACC strategic plan Varying interest of potential
education and employment member countries for third-party
aligned with the regional and accreditation.
international frameworks such
as the AQRF.

2. Facilitate APACC’s adoption of
a separate strategic plan.

3. Facilitate at least five (5) 3. At least one exchange program of faculty/ Terms-of-reference Varying institutional scenarios that
exchange programs of faculty/ TVET professionals annually. may or may not require mandatory
TVET professionals. accreditation from third-party
providers.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

4. Promote APACC services in 4. At least one positive outcome of the APACC News reports; publicity materials Institutional issues or challenges
member countries in TVET- promotional activities annually. that may prevent or discourage
related fora, workshops, undergoing the accreditation
conferences and seminars. process.

5. Accredit TVET institutions from 5. At least one additional member country Signed MoU/MoA of APACC and
member country
at least one additional member subscribing to APACC by 2023.

country.

6. Facilitate benchmarking of 6. Facilitated the benchmarking exercise of at Implemented QSG
at least one TVET institution least one TVET institution annually.
to other APACC-accredited
institutions in member countries
per year.

7. Prepare TVET institute quality 7. Implemented one TVET QSG by 2023. Consolidated database
standard guideline (QSG).

2A:

1. Enrich the information on 1. A consolidated, updated database is

TVET institutions, resource maintained, with information in the database

persons, alumni, TVET experts, updated at least annually.

and industry partners for

the dissemination of CPSC

activities through a consolidated

database.

2. Establish at least one CPSC 2. One CAPTVEC initiative established in a News reports; Physical evidence Possible lack of resources or
Asia Pacific Technical and member country by 2023.
Vocational Education Center of CAPTVEC center motivation to establish CAPTVEC.
(CAPTVEC) in a member
country.

3. Establish a digital platform on 3. A digital platform on content development Online evidence of digital
content development and get formulated annually. One discussion forum platform
member countries to contribute, on TV ET organized annually.
update, share and disseminate
TVET content in at least one
discussion forum in one year.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

4. Develop online platforms for 4. One online platform for course delivery, Online evidence of digital The take-off of digital platforms and
platform processes on content development
course delivery, discussion, and discussion or feedback enforced and versus the traditional or mainstream
way can have a different impact to
feedback. implemented by 2023. the program recipients.

5. Publish or feature success 5. One publication featuring a success story of Physical or online evidence of a
publication
stories of TVET implementation TVET implementation by member countries

by member countries. by 2023.

6. Share publications and 6. At least share information related to TVET to Physical or online evidence of a Varying interests in partnership
information related to TVET to all member countries in all forms annually.
all member countries.
publication agreements between CPSC and its

partners.

7. Develop promotional strategies 7. At least one positive outcome of the CPSC

of CPSC activities to the promotional activities annually. News reports; publicity materials Varying interests in partnership
agreements between CPSC and its
member countries. partners.

2B: 1. At least 4 MoUs/MoAs with development MoUs and MoAs renewed
1. Renew twenty (20) MoUs/MoAs partners renewed annually. annually

with development partners
and private and public TVET
institutions.

2. Sign ten (10) new MoU/MoA 2. At least 2 new MoUs/MoAs signed with MoUs and MoAs signed with
with development partners development partners annually. new development partners
and private and public TVET annually
institutions.

3. Ensure that at least 50% of all 3. At least 50% of all CPSC programs, Financial reports; End-of-course
conferences, programs and
seminars are conducted on a initiatives and seminars conducted under the reports
collaborative approach.
cost-sharing scheme or in collaboration.

4. Involve private sectors/ 4. At least one activity involving the private Annual reports; Midyear reports;
enterprises in at least one sector/enterprise organized annually. End-of-course reports
activity or program every year.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

5. Undertake at least one joint 5. One joint project with development partners Annual reports; Midyear reports;
project with development
partners/other organizations organized annually End-of-course reports
annually.

3A: 1. 100% participation of all targeted End-of-program reports Countries may have a different
1. Involve CPSC staff and perspective or take on the term
stakeholders in strategic plan development. “collaboration”, with varying
stakeholders in strategic plan expectations.
development process.

2. Prepare yearly plan of 2. Yearly plan of operations, annual reports, Printed evidences of reports; Changing directions or perspectives
operations (YPO) and other in the understanding of the term
periodic reports. midyear reports and other reports organized “strategic planning”

3. Conduct regular policy/ 3. At least 1 regular management meeting Minutes of the meeting Unforeseen or unplanned
management meetings. every month. circumstances that can hamper
institutional operations.

4. Conduct midterm review of the 4. One midterm review exercised organized in Results of the midterm review Varying requirements of the staff
with regards to training needs.
5-year strategic plan. 2020.

5. Develop strong criteria to select 5. Criteria developed and enforced in selecting Report of the selection Change in direction and perspective
appropriate participants in appropriate participants in CPSC programs committee with regards to the ISO certification.
different CPSC programs and and activities
activities.

6. Manage staff development 6. Staff development programs given to staff List of staff development Different challenges in
programs ensuring at least annually. programs, initiatives and implementing customized programs
30 hours of professional beneficiaries and other income-generating
development of staff members activities.
per year.

7. Continue the ISO 9001 7. A regular certification of CPSC to the ISO Audit reports and physical Varying interest from other
certification status. 9001 standards. evidences of certifications countries with regards to
partnership with CPSC.

Vision: “The Inter-governmental TVET Leader for Sustainable Development”

Mission: “Transforming TVET towardsSustainable Societies through Outcome Based Quality Training, Accreditation,
Research and Image Building for stakeholders “

Strategic Component Key Performance Indicators Means of Verification Risks & Assumptions

3B 1. At least 80000 USD of gross revenues from Financial reports; end-of-course
1. Generate at least USD 400,000 customized programs and other income- reports
generating activities annually.
in gross revenues from
customized programs and other
income-generating activities.

2. Encourage the reactivation 2. At least one inactive member country MoU/MoA signed between

of at least one inactive engaged or at least one new member country CPSC and inactive member

member country and expand by 2023. country/new member country

membership to at least one new

member country.

3. Implement programs in a 3. 100% of the programs implemented under a Financial reports; End-of-course
cost-sharing approach, having
at least 20% of the total cost-sharing approach. reports
cost shouldered by partner
organizations or member
countries.

4. Ensure the compliance of 4. Certification of CPSC’s compliance to Audit reports; Physical Varying interest in faculty
financial systems to internal external financial audit.
control and external audit. evidences of audit compliance. secondment.

5. Obtain at least two seconded 5. At least one seconded faculty applications Applications received Challenges in implementing
faculty members to CPSC. accepted and processed by CPSC annually. maintenance of the college’s
infrastructure.

6. Continue with the 5 Pillars 6. At least one certification for CPSC being a Physical evidence of Possible relocation of CPSC to
of a Green TVET institution: “green TVET institute” certification. other member countries.
(1) green campus; (2)
green technology; (3) green
community; (4) green research;
and (5) green culture.

7. Establish a preventive repair 7. A regular repair and maintenance system Physical evidence of repair and
and maintenance system and enforced by the college in its infrastructure maintenance activities; Annual
continuously upgrade existing and facilities. report; Midyear report.
infrastructure and facilities.

CPSC Interested Parties (Stakeholders)

Name (Government, Organization, Objectives (Why interested)
Individual)
Directly involved in providing CPSC
DIRECT services
1. Governing Board Members

2. CPSC Team

3. Member Countries (MCs) Provision of financial support to CPSC

4. Lead Government Agencies for Recipients of services from CPSC
TVET of (MCs)
Resource persons of CPSC services
5. TVET Institutions Provision of opportunities for customized
6. TVET Professionals/Participants programs and consultancy projects
7. TVET Experts (Resource Pool)
Provision of support in strengthening
8. Other TVET Institutes/Projects quality of CPSC programs and opportunity
for collaboration in implementing
INDIRECT programs

1. Development Partners (ADB, Source of policy inputs and provision
UNESCO, UNEVOC, ILO, etc.) of venue for industry exposure to
participants
2. Industries and Enterprises (e.g Provision of quality materials, tools,
Toyota, Hotels) equipment and other services

3. Suppliers Ensuring good governance and financial
management
4. External Auditors (Quality
Management System and
Financial)

5. Department of Education (DepEd)
and Philippine Sports Commission Site of CPSC Building
(PSC)