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Criterion 1 – Vision/Mission and Culture Checklist

1 Vision/Mission and Culture 1 2 3 4 5 6 7


1.1 P Senior Leaders ensure that the vision and
mission meet stakeholders’ needs and to     
their satisfaction.
1.2 P Senior Leaders foster culture including a
set of values to align with the vision and    
mission of the institution.
1.3 D The vision, mission and culture are
articulated, cascaded and demonstrated for 
implementation.
1.4 C Review of the vision, mission and culture is
carried out to meet stakeholders’ needs   
and to their satisfaction.
1.5 A The vision, mission and culture, and their
development processes are improved to
 
meet stakeholders’ needs and to their
satisfaction
Overall opinion 4 1 0 5 2 0 3

Explanation

The vision of Mati Doctors College describes the desired future state of the

institution which states that “a health related institution of higher learning that is

committed to an education by participative pace of planning with emphasis on man’s

dignity, value and spirituality”. It addresses the direction of the institution and what it

wants to be in the future. While the mission of Mati Doctors College describes the

purpose of the institution and what it intends to achieve for its stakeholders. A

learning institution of higher education committed to total human development in a

socially, morally, environmentally and spiritually device human being. Lastly the

Culture of Mati Doctors College is described as an institution of higher learning that

is capable of changing attitudes and outlooks of its personnel and studentry to


develop to their fullest potentials but preserve the true moral values of highly

educated and God-Fearing individual.

Senior Leaders ensure that the vision and mission of Mati Doctors College

meet stakeholders’ needs and to their satisfaction. This needs proper and

appropriate leadership skills, wise strategies, Measurement, analysis and knowledge

management, work force and result since this will include the direction for strategic

planning and formulation of strategic goals and policies of the institution.

Clearly, senior leaders must define where the organization is headed, what

they want the organization to be, the organization’s values and acceptable behaviors

during that journey. Frequently the shortcoming is not the lack of values as many

organizations have beautiful plaques on the wall touting a fairly routine set of values

or beliefs. The shortcoming is the inability to translate the beliefs and values into

behaviors and practices and then have the discipline to practice those behaviors

everyday. The senior leaders must, at all times, role-model the behaviors they want

to see throughout the organization. When senior leaders role-model these

behaviors, they must also ensure that leaders at all levels in the organization are

role models 100% of the time for these foundational beliefs to be taken seriously. If

the leaders do not act as role models all of the time, the behaviors and culture

changes they desire in the organization will not take place. Everyone will clearly

understand that what the leader says and what they do, or will tolerate, are two

different things.

Once leaders set the organizational beliefs, vision and mission they must

communicate them so clearly that all employees understand what the organization
stands for, what the organization believes, their role, and how they are expected to

act. The organizational environment must foster, require and measure legal,

regulatory, and ethical compliance of each leader and employee.

Once leaders have established a foundation of beliefs, set the direction of the

organization, and clearly established and communicated expectations, it is then their

responsibility to create an environment where people can do their best in achieving

their objectives. Leaders need to implement specific processes to ensure

empowerment, that employees understand their level of empowerment and that they

have the opportunity to improve, innovate and learn. These processes must create

an environment for organizational, personal and workforce learning, innovation, and

competitive and role model performance. To achieve this, leaders review

performance and drive actions at short intervals. One area where leaders must be

role models is in their assessment and improvement of their personal leadership

skills. If leaders do not try to improve themselves, why should anybody else try to

improve? These senior leaders must also guide the development of future

organizational leaders, and participate in succession planning.


Criterion 2 – Leadership and Management Checklist

2 Leadership and Management 1 2 3 4 5 6 7


2.1 P Senior Leaders establishes management
structure with defined roles and
responsibilities, decision-making,     
communication and reporting to achieve the
vision, mission and culture; and strategic
goals of the institution.
2.2 D Senior leaders involve in communicating
and engaging stakeholders in driving the     
vision, mission and culture; and strategic
goals of the institution
2.3 C Review of the leadership and management    
structure of the institution is carried out.
2.4 A The leadership and management structure
of the institution are improved for
management effectiveness and to achieve     
desired levels of organisational
performance.
Overall opinion 4 3 0 4 4 0 4

Explanation

Mati Doctors College senior leaders are top management of the institution

and those reporting directly to them. That would include the Members of the Board

of Trustees headed by the chairman, Orthon Hanes P. Teodoro,MD, the secretary

Hanedina P. Teodoro, R.N., MAN, Ed.D., the treasurer Norenn Joy P. Teodoro,

R.N., R.M., M.A.N., the auditor Noreen Jane P. Teodoro-Nasiad, M.D. and the

member Norberto M. Teodoro, MD, PhD, DBA, DPA, DM-HRM, DPCOM, FPSMS,

MAED, MAT, MSc, MAN, RN, RM, RL, RT, REB, REA, EnP, RGC. They serve as a

pivotal role in guiding the organisation in achieving its strategic goals.

Organizations are set up in specific ways to accomplish different goals, and

the structure of an organization can help or hinder its progress toward accomplishing

these goals. Organizations large and small can achieve higher sales and other profit
by properly matching their needs with the structure they use to operate. The Mati

Doctors College follows a functional management structure were each portion of the

organization is grouped according to its program department and administrative

function.

Organizational structure provides guidance to all stakeholders by laying out

the official reporting relationships that govern the workflow of the institution. A formal

outline of a institution's structure makes it easier to add new positions in the

institution, as well, providing a flexible and ready means for growth. Without a formal

organizational structure, stakeholders may find it difficult to know who they officially

report to in different situations, and it may become unclear exactly who has the final

responsibility for what. Organizational structure improves operational efficiency by

providing clarity to stakeholders at all levels of an institution. By paying mind to the

organizational structure, departments can work more like well-oiled machines,

focusing time and energy on productive tasks. A thoroughly outlined structure can

also provide a roadmap for internal promotions, allowing institution to create solid

employee advancement tracks and success of the strategic goals of the institution.

The Mati Doctors College management and organizational unit focuses on

planning on management structure, organizing roles and responsibilities and

coordinating the decision making and reporting. Planning on management structure

involves defining a goal and determining the most effective course of action needed

to reach that goal. Typically, planning on management structure involves flexibility,

as the management must coordinate with all departments of the institution and

leadership in the organization. Planning also involves knowledge of the institution’s


resources. The organizing of roles and responsibilities controls the overall structure

of the institution. The organizing of roles and responsibilities structure can be the

foundation of the institution. The coordinating of decision making and reporting

controls all the organizing, planning and staffing activities of the institution and

ensures all activities function together for the good of the organization. Coordinating

typically takes place in meetings and other planning sessions with the department

heads of the company to ensure all departments are on the same page in terms of

objectives and goals.

Senior Leaders ensure that the vision and mission of Mati Doctors College

meet stakeholders’ needs and to their satisfaction. This needs proper and

appropriate leadership skills, wise strategies, Measurement, analysis and knowledge

management, work force and result since this will include the direction for strategic

planning and formulation of strategic goals and policies of the institution. Senior

leaders are usually appointed in terms of availability and this type of selection never

hiders with the function of the administration.


Criterion 3 – Human Resource Management

3 Human Resource Management 1 2 3 4 5 6 7


3.1 P Human resource planning (considering
succession, promotion, redeployment,
termination, and retirement) is carried out to     
fulfil the needs for education, research and
service.
3.2 P Recruitment and selection criteria including
ethics and academic freedom for      
appointment, deployment and promotion are
determined and communicated.
3.3 P Competences including leadership skills of
various staff categories are identified and    
established.
3.4 D Training and developmental needs of staff
are identified and activities are implemented      
to fulfil them.
3.5 D Performance management system including
rewards, recognition and
coaching/mentoring schemes is    
implemented to motivate and support
education, research and service.
3.6 C Review of the human resource plans,
policies, procedures, and schemes is    
carried out.
3.7 A The human resource plans, policies,
procedures, and schemes are improved to    
support education, research and service.
Overall opinion 3 7 0 7 7 4 5

Explanation

People are the single most important capital in higher education institution as

the quality of the institution depends on the quality of its leaders and employees. It is

important that they are recruited based on merits, qualifications and experiences that

fit with the job functions and organisational culture. Competencies of faculty

members are based on Commission of Higher Education Memorandum Orders.


The common challenges in the institution will be change, a change initiative’s

success or failure is defined by how quickly the change becomes part of the

organization’s accepted methodology and is adopted by employees. This is solved

by informing the faculty members of the incoming changes, for them to be aware

and be prepared during discussion of the students. Also communication is very

important this time, being informed of their comments and reaction about the

changes will enlightened the institution of the direct and indirect.

The teaching staff has one PhD degree holder and 5 masters degree holder

and the rest are currently enrolled to different graduate school. In terms of finances

both the institution and the faculty share the same responsibilities. This are all stated

in the MDC Faculty Manual.

For the new employee of Mati Doctors College, the administration gives them

the orientation package, which includes the presentation of the administration and a

walkthrough of the institution. When the faculty is ready for work, staff-student ratio

will be at minimum since the number of student per subject loading is never at

maximum, in case of an event which the number of student exceeds the maximum a

new set of teaching staff will be assigned.

One of the major mistakes I see in corporations is a lack of attention for the

development of a specific corporate culture. Too many Human Resource

Professionals allow the culture to set itself, which is a major mistake. As the senior

leader of the institution, one of your critical jobs is to assist in the creation and

nurturing of a preferred culture. Think high energy and high performance culture to

guide your success. Use communication to exchange information, deal with conflicts
in an open and honest manner, learn to trade off issues for the good of the whole,

and make better decisions for the good of the organization rather than maintaining

the status quo. It is your social system so make it more formalized.

It is your leadership responsibility to find the talent for current and future

needs. Find the people whose strengths match the traits needed for the job or

position to produce superior performance. Systemize the selection process and use

some objective data as part of the process. Many organizations only use subjective

processes without the insurance of objective validation. You want to be sure you

have a high performer in your interview. Being able to speak their language with

authority and authenticity helps you gain the rapport necessary to speak candidly

and openly about issues or concerns. Vigorous dialogue is a necessary

communication technique with the outcome being greater respect for each other

since issues are discussed openly and usually leading to a synergist solution to the

issue.

Anticipate more and react less. One of the major complaints I hear from

executives is their HR team reacts to people issues rather than proactively develop

ideas, standards, or improvements for the organization.


Criterion 4 – External Relations and Network

4 External Relations and Network 1 2 3 4 5 6 7


4.1 P Plan for external relations, networks and
partnerships are established to achieve the    
vision, mission and strategic goals of the
institution.
4.2 D Policies, procedures and agreements to
foster external relations, networks and     
partnerships are implemented.
4.3 C Review of the external relations, networks    
and partnerships is carried out.
4.4 A External relations, networks and
partnerships are improved to achieve the   
vision, mission and strategic goals of the
institution.
Overall opinion 0 4 0 4 2 4 2

External relations, networks and partnerships are extension of the higher

education institution. They are resources and capabilities that institution can take

advantage of and value-add to the organisation. These establishments should help

institution to achieve its strategic goals and bring benefits to stakeholders. Benefits

may include enriching students’ learning experiences, increasing student mobility,

credit transfers, improving systems and processes, cross-border education,

collaborative or joint education and research etc.

The Mati Doctors College are connected with different institutions for the

development and progress of the students. It is essential for partners to share a

common goal and to agree the hoped-for outcomes, impacts and business for their

partnership as a whole, it is also important that partners recognise and accept that

each partner organisation has the right to expect benefits that will be specific to

them. When potential partners spend time getting to know each other and thereby
deepening their understanding of each other’s priorities, individual partners feel

more able to present their specific goals.

Partnerships of external networks are chosen according to the program

offering of the institution. The partnership as a whole will benefit from each individual

partner organisation mitigating and managing risk effectively. It is therefore in the

interests of each partner to be aware of and to contribute to lowering the risk for

each partner organisation, wherever possible.

Criterion 5 – Financial and Physical Resource Management

5 Financial and Physical Resource Management 1 2 3 4 5 6 7


5.1 P System to plan, implement, audit and
D improve the financial resources of the
C institution to support its vision, mission and     
strategic goals in education, research and
A
service is established and implemented.
5.2 P System to plan, maintain, evaluate and
D improve the physical facilities and
C infrastructure such as teaching and learning
facilities, laboratories, equipment and tools    
A
etc. to meet the needs of education,
research and service is established and
implemented.
5.3 P System to plan, maintain, audit and improve
D the IT facilities and infrastructure such as
C computers, networks, backup, security and    
access rights to meet the needs of
A
education, research and service is
established and implemented.
5.4 P System to plan, maintain, evaluate and
D improve the academic resources such as
C library resources, teaching aids, online    
databases, etc. to meet the needs of
A
education, research and service is
established and implemented.
5.5 P System to plan, implement, evaluate and
   
D improve the environment, health and safety
C and access to people of special needs is
A established and implemented.
Overall opinion 1 5 0 5 5 5 0

Effectively managing financial resources has always been crucial. Before the

financial crisis, the exercise was simpler. The institution focuses on budgeting as a

key instrument by which an organization decides what it is going to do in the future

and how it is going to finance the resources required. The budgeting a plan is

forward looking. This also refers to the processes by which the receipt of revenues

and outflow of expenditures are recorded, monitored and adjusted to ensure that the

budget is managed honestly, efficiently and effectively.

Financial reports should be produced at regular intervals. The variances

should be calculated to include committed expenditure as well as actual payments. If

income or expenditure is observed to be out of line with the amounts planned then

budget managers are alerted to the possible need for action. The records are

checked for accuracy and explanations sought. The explanation may be satisfactory

so that no further action is deemed necessary. On other occasions action is called

for. The financial records are also the means of ensuring and demonstrating that

money has been spent for the purposes intended. Probity is satisfied so long as the

money has not been spent fraudulently or wastefully. The traditional financial audit

aims to ensure this and to check that systems are in place to prevent fraud and

waste. However, whether money has been spent efficiently and to achieve maximum

effectiveness within the amount available is much more difficult to assess. Auditing

for value for money is a more recent development in accounting.


Physical resource management is a crucial aspect of the overall management

of a school. The Physical resources play a key role in the attainment of the

institutions's intended objectives. A direct correlation exists between quality of school

facilities provided and performance during examination.

The financial and physical resources are the hardware of the higher education

institution. Providing adequate, relevant and up-to-date resources is essential to

support the strategic goals of education, research and service as well as to provide a

conducive and safe environment for teaching, learning and research. Effective

management and monitoring of these resources will ensure that the needs of

stakeholders are well-catered for and that the resources are well maintained and

effectively utilised.

Educational facilities are considered indispensable to the institution, they do

not only provide housing for the students but also serves as facilitating agents for all

the educational activities that take place in a school. The availability of safe, secured

and satisfactory educational facilities conversely makes the institution support its

teaching and learning process and ultimately improves the quality of basic

education. It shall include sound educational facility planning and design process to

maximize collaboration in school planning design and build a proactive facility

management program.

The IT Facilities is a more in demand facilities today, having access to other

information outside of the book gives students many different ways to learn a

concept. Faculty can come up with creative ways to teach their students that keep

them engaged. Technology has changed the learning environment so that learning
is more hands-on. Schools throughout the nation are diverse in income, and often

kids don’t always get the resources they need. The implementation of technology in

the institution helps close that gap. To maintain the functionality of the IT resources

a Computer Programmer checks the hardware every week for fast and non-hustle

usage. The internet usage is protected by password from the administration certain

information about the institution is not easily accessible to anyone. The internet

provider of the institution is Globe Telecommunication.

A library plays a very important role in promoting the progress of knowledge.

There are many people who love reading. But they can’t afford to buy books

because the prices of books are very high. A library can be considered a house of

knowledge. In dictionaries the word “library” has been defined as “a building or room

containing a collection of books”. A library renders a great service to the society. The

library is equipped with books best suited for the learning of the students which is

related to the subject offered to the program. The library is located at the main

building, 2nd floor and is occupied by the warmest Library Aid and the Librarian which

will answer to any inquiries about the book you need. Yearly subscription of the

books and journals keeps the library equipped with new and updated resource

materials. Beside the library the research office is located were students and faculty

are able to access the previous research output for their reference.

If they take to reading they will be able to refrain from evil habits such as

loitering and gambling. There are not only books, but also newspapers, magazines,

periodicals and government gazette in a library.


Criterion 6 – Internal Quality Assurance System

6 Internal Quality Assurance System 1 2 3 4 5 6 7


6.1 P Structures, roles and responsibilities and
accountability of IQA are established to    
meet the strategic goals and quality
assurance of the institution.
6.2 P Strategic QA plan encompassing strategies,
policies, stakeholders’ engagement and
activities as well as QA promotion and  
training is established to meet the strategic
goals and quality assurance of the
institution.
6.3 D The strategic QA plan is cascaded and
translated into long and short term action  
plans for implementation.
6.4 D System to document, review and
communicate QA policies, systems,  
processes and procedures is implemented.
6.5 C Key performance indicators and targets are
established to measure the performance of  
the quality assurance in the institution.
6.6 A The strategic QA planning process and key
performance indicators and targets are
 
improved to meet the strategic goals and
quality assurance of the institution.
Overall opinion 0 6 0 6 0 1 1

The institution has a primary responsibility for quality in education, research

and service. It is essential that each institution establishes a structured IQA system

that makes it effective in monitoring, evaluating and improving the quality of

education, research and service continually. The organisation of the IQA system can

be centralised, decentralised or a hybrid of both. There is no one model or system

that can fit all institutions. Each institution has to build its own system that fits best to

its history, vision and mission, culture, strategic goals, development needs, and

institutional and regulatory requirements. The IQA system should also complement

the external quality assurance system and context where the institution operates in.
Internal quality assurance of the teaching staff is done after a school year.

This is done in 2 set, the first set is gathered via questionnaire which is answered by

the students, and the second set of questions is answered by the co-faculty of the

institution. This also based on recognition of the importance of a balanced

relationship between central and decentralized responsibilities for assurance and

development of quality. Therefore, responsibility for ensuring quality in these areas is

devolved to the particular organizational subunit. Development processes take place

at a decentralized level and are incentivized centrally through respective target and

performance agreements. Quality assurance tools and procedures support these

processes by providing relevant information.

In this institution the IQA is a process that critically examines a program. It

involves collecting and analysing information about a program’s activities,

characteristics, and outcomes. Its purpose is to make judgments about a program, to

improve its effectiveness, and/or to inform programming decisions. It is important to

periodically assess and adapt your activities to ensure they are as effective as they

can be. IQA can help you identify areas for improvement and ultimately help you

realize your goals more efficiently. Additionally, when you share your results about

what was more and less effective, you help advance environmental education. A

well-planned and carefully executed IQA will reap more benefits for all stakeholders

than an evaluation that is thrown together hastily and retrospectively. Though you

may feel that you lack the time, resources, and expertise to carry out an evaluation,

learning about evaluation early-on and planning carefully will help you navigate the

process.
Evaluation tool commonly used for the IQA assessment is Likert Scale, were

respondents may be offered a choice of five to seven or even nine pre-coded

responses with the neutral point being neither agree nor disagree.

Criterion 7 – Teaching and Learning

7 Teaching and Learning 1 2 3 4 5 6 7


7.1 P System to select appropriate teaching and
learning activities that are aligned to the
educational philosophy and the      
achievement of the expected learning
outcomes is established.
7.2 D System to engage, assign and approve
academic staff deployment based on merit,      
qualification, expertise and experience is
implemented.
7.3 D Teaching and learning activities enhance
life-long learning and are constructively      
aligned to the achievement of the expected
learning outcomes.
7.4 C Teaching and learning activities are
monitored and evaluated for quality and      
improvement.
7.5 A The educational philosophy and teaching
and learning activities are improved to
achieve the expected learning outcomes,      
quality of teaching and learning and life-long
learning.
Overall opinion 2 5 3 5 5 5 5

The teaching and learning approach is often dictated by the educational

philosophy of the institution. Educational philosophy can be defined as a set of

related beliefs that influences what and how students should be taught. It defines the

purpose of education, the roles of teachers and students, and what should be taught

and by what methods. The selected teaching and learning methods should facilitate
the achievement of the expected learning outcomes, create a conducive

environment for learning, promote deep learning and motivate students to learn and

discover knowledge themselves.

One of the Educational Philosophies common in this institution is students

need to learn, Students want and need to learn as much as they need food, clothing,

and shelter. An educator's primary job is to fill that primal need for learning by

creating engaging and relevant learning experiences every day. The greatest gift a

teacher can give students is motivating them to experience repeated learning

success. Another is, students need to be active participants in learning. Students

learn best by doing, and active teaching encourages active learning. Teachers

should treat students as active participants in the learning process, providing them

with skills, like how to study, how to take notes and how to express themselves

effectively. These skills will help them be part of a high-performance learning team.

Also, students need to be encouraged to explore and research information beyond

the confines of the classroom and textbook. Students need structure and repetition

to learn. A teacher should be able to organize a standards-based lesson sequence,

successfully implement the plan, and then evaluate student learning. A teacher

should be able to create an exciting learning environment that makes it difficult for

students to not learn. A teacher should know how to include all students in learning

at their own level, and a teacher should be able to inspire the students to push

themselves to the next level. Students need information, knowledge, and skills.

Having access to knowledge resources is as important to a child's education as the


actual curriculum content. Relevant and current information must be at the teachers'

and students' fingertips to provide answers when the questions are still fresh.

The effective Use of Technology in Education has changed the face of

education and it has created more educational opportunities. Both teachers and

students have benefited from various educational technologies, teachers have

learned how to integrate technology in their classrooms and students are getting

more interested in learning with technology. The use of technology in education has

removed educational boundaries, both students and teachers can collaborate in real

time using advanced educational technologies. In this institution technology can also

serve as motivation for the students, the use of computer based instructions makes

students feel in control of what they learn. Students find it easy to learn with

technology because computers are patient compared to humans. Also the use of

Gamification educational technologies has increased students interest in learning,

teachers use educational puzzles and video games to teach students how to solve

different academic challenges, this all process makes students love to learn.

Common barrier that the institution is facing in terms of teaching and learning

is the Pupils not having enough teacher attention or time.


Criterion 8 – Student Services Support

8 Student Services Support 1 2 3 4 5 6 7


8.1 P Student services and support; and student     
monitoring system are planned.
8.2 D Student services and support; and student
monitoring system are implemented to meet     
the needs of stakeholders.
8.3 C Review of student services and support; and     
student monitoring system is carried out.
8.4 A Student services and support; and student
monitoring system are improved to meet
    
stakeholders’ needs and to their
satisfaction.
Overall opinion 1 4 4 4 1 2 4

The provision of student services and support is to create a conducive

environment for learning and to support students in their academic pursuits. Support

staff appointed to provide the student services and support should be adequate and

trained to meet the needs of students. Student monitoring system is necessary for

tracking and monitoring students’ academic performances so that appropriate

actions can be taken in a timely manner to aid student learning, improve personal

well-being and enhance educational policies and procedures.

The institution monitors student progress and performance by doing a

monthly assessment, this is helpful when monitoring the progress of individual

students across a range of learning areas, as well as tracking their achievement

throughout the semester. One great benefit of monitoring student progress is that it

allows the teacher to evaluate the effectiveness of their own teaching. If the majority

of the class is finding it difficult to understand or demonstrate a specific objective, it

may not be the ability of the students that is the issue, but the delivery method
through which the concept is being taught. It is important for teachers to assess their

own instructional strategies to see if they are working.

Before formal class start, student orientation is conducted for the student be

aware of the policies of the institution. Students who attend will be able to meet other

incoming freshmen, meet with their academic advisor, get familiar with the campus,

and participate in activities that will help them forge a bond with other incoming

freshmen. For students, orientation is a must. It helps students get accustomed to

college life with a small dose of what it will be like when they arrive.

Criterion 9 – Research Management

9 Research Management 1 2 3 4 5 6 7
9.1 P System to oversee, direct, implement,
monitor and review research activities,      
resources, research staff quality and
research related activities is established.
9.2 D Strategic approach to source for research
funding and to promote research,
innovation, collaboration, research    
excellence is implemented to achieve the
vision and mission of the institution.
9.3 C Key performance indicators are used to
evaluate the quantity and quality of    
research.
9.4 A Research management is improved to raise   
the level of research and innovation.
Overall opinion 2 4 2 4 2 1 2

Research is one of the three key pillars of higher education institutions. It is

not only critical to the development of the institution but also to the cultural,

economic, social and environmental development of the society.


The institution research program is stipulated in the Mati Doctors College

Research Manual. Research provides the foundation for the advancement of

knowledge as well as the discovery of new knowledge. It is the source of new ideas,

methods, techniques and innovation across a wide range of disciplinary and multi-

disciplinary areas. However, its contribution and impact to the development of the

university and the betterment of the society against the investment and risks

involved should be calculated.

Research output for the students is offered according to the CHED

Memorandum order of each program. For Faculty research a monetary

compensation is given if it follows the guidelines of the MDC Research Manual.

Research output must be based to the Institutional Research Agenda.

Criterion 10 – Community Engagement and Services

10 Community Engagement and Services 1 2 3 4 5 6 7


10.1 P Plan to engage community and to provide
service to meet the vision and mission of the       
university is established.
10.2 D Policies and guidelines for community    
engagement and service are implemented.
10.3 C System to measure and monitor the
community engagement and services is    
carried out.
10.4 A The provision of community service and
community engagement is improved to meet       
stakeholders’ needs and to their
satisfaction.
Overall opinion 2 4 2 4 3 4 3
Higher education institution is not only responsible for education and research

but also responsible for serving the society. Community engagement and service

provide learning opportunities to students and staff beyond the classroom. They also

expose students to a holistic experience in learning and character development. The

provision of community engagement and service should meet the vision and mission

of the institution and bring mutual benefits to the institution and the society.

The institution focuses on community empowerment, empowering them of

their ability to help themselves for the betterment of their community. Volunteering

teaches people of all ages and backgrounds compassion and understanding. It can

also be the avenue to explore areas that you express interest. Volunteering is

something that has no time limit; you can volunteer as much or as little as you’d like

or have time for and still feel some type of fulfilment from it.

This can also relate to the vision of the institution, where this can orient the

volunteers about men’s dignity. It can give back through community service because

it is extremely rewarding.

Community service is when you work for free to help benefit the public or your

community. Usually, students who choose to do community service do so as

volunteers, meaning that they choose to help out because they want to do so.

Community service can have a lot of positive effects on students, such as helping

them to develop skills, making contacts, and allowing them to improve the quality of

life of others. Participating in community service not only makes a difference to the

organization and people being served, but also makes a difference to every

student’s career prospects. Participating in community service activities helps to


enhance student resumes by allowing students to obtain work-related skills prior to

graduation, builds good references for employers in regards to community

involvement, and provides a forum to network with future potential employers. It also

helps students develop civic and social responsibility skills and become more aware

of what their community needs.


MATI DOCTORS COLLEGE
Dahican, National Highway, Mati City Davao Oriental

Rationale

The investment on higher education with standard quality is the primary

consideration of Mati Doctors College in order to develop a person who is able to

complete worldwide but still with high moral values, socially aware of his services to

community and above all to the Almighty God.

Vision

A health related institution of higher learning that is committed to an education by

participative pace of planning with emphasis on man’s dignity, value and spirituality.

Mission

A learning institution of higher education committed to total human development in a

socially, morally, environmentally and spiritually device human being.

Core Value

The value of Mati Doctors College is described as an institution of higher learning

that is capable of changing attitudes and outlooks of its personnel and studentry to

develop to their fullest potentials but preserve the true moral values of highly

educated and God-Fearing individual.