Strategic Management - Final Req.

NATIONAL COLLEGE OF BUSINESS AND ADMINISTRATION
CENTER FOR GRADUATE STUDIES IN BUSINESS & MANAGEMENT

Commonwealth Avenue corner Regalado St. Fairview, Quezon City
1. The Organization first develop the Vision and mission statement and core values was in
June 2002, the primary responsible for its development is Engineer Leonardo Corpuz,
Administrator.
2. It lasted 3 years, it was modified in December 2005. The reason why it was modified is
because of Dr. Charlie I. Carino, he believes that it can be more detailed and specific.
3. Typically, leaders will write the company’s Purpose, Mission, and Vision Statements with
inputs from the broader organization. The development process usually begins by
clarifying the purpose, then defining the mission, and then painting the vision. With the
mission, vision and values statements serving as a company’s guiding light, it is critical
for leaders to revisit and recalibrate these foundational elements periodically to help
ensure continued alignment that leads to ongoing business success.
4. As a founder or team member, setting values is an important step as you are creating a
mirror of your own value system. True values are how a person or entity acts when there
are no consequences, under duress, faced with moral dilemmas or even in a position of
power. To turn a phrase: “How does everyone act when no one is looking?”
Consider the foundation on which your business lies. What are the underlying values?
What is the mission, vision, and purpose? These are often overlooked but are important
when setting a strategy for scaling or revitalizing a business.
Creating a mission, values and vision makes a statement as to how a company and its
personnel will interact with the consumer, its colleagues and even competitors. The value,
mission and vision statements of a company are the foundation on which all business is
conducted, and decisions are made.
A purposeful statement clarifies the moral path the company should take when facing
challenges and seeking opportunity. The people within an organization should act in
accordance with the values of the company or entity. A “company is only as good as its
people,” the old saying goes. If the company has a value system where the ends justify
the means, then integrity can take a back seat to results. To some, ethics are irrelevant,
but to most, it is an important asset as reliability and trust go hand in hand.
I. Executive Summary
Bestlink College of the Philippines’s mission and vision is committed in

providing quality education to our youth. BCP meets and provides adequate
facilities and services not to mention competent and qualified instructors eagerly
and enthusiastically extending and sharing their help for the welfare of the
students. BCP vision aspires students to be a synergy of diverse and highly
qualified students interacting with dedicated scholars, teachers and practitioners in
a dynamic and student-centered environment. BCP mission offers students a
vibrant and dynamic environment from which to enter the legal profession. They
encourage students to be lifelong professionals who are actively engaged in the
development of our society. Also, they provide a strong foundation to fulfil the
dreams of their students. Bestlink College of the Philippines give students the
opportunities to concentrate on specialty areas to come up their skills, hands-on
experienced in the classroom and through public service.
II. Company Overview/ organization Background / History
The school was established in June 2002 at Sacred Heart Village, Caloocan
City, by the generous and charitable Madame Mary M. Vicente, president, and
Engineer Reynaldo Corpuz, administrator.
The school was initially named "LOG ON TODAY," but the management
change later decided to change it, as it literary sounded like an internet cafe.
Inspired by the phrase, "Be trained to be the best, be link to success," BESTLINK
came out to be more appropriate. Since Bestlink offers computer-based courses,
it was eventually decided to name the BESTLINK INSTITUTE OF INFORMATION
AND TECHNOLOGY. With its mission and vision of providing holistic training,
TESDA-accredited Bestlink started with four computer courses. These are
Computer System Design and Programming, Computerized Office management,
Computer technology and Networking, and Computer Graphics and Web
Development.
Bestlink started its operations with seven students: five from Computerized office
management and two from Computer System Design and Programming. Its first
location did not appeal positively to public patronage, so the school did not attain
the expected number of students. Bestlink started its operations with seven
students: five from Computerized Office Management and two from Computer
System Design and Programming. Its first location did not appeal positively to
public patronage, so the school did not attain the expected number of students.
During that time, Bestlink had only four faculty members: Engr. Reynaldo Corpuz,
math instructor and administrator; Mr. Vincent Carlo Garados, computer instructor
and IT coordinator; Respicio Siringan, English instructor; and Ms. Marimel Loya,
office management instructor, cashier, and student affairs and marketing
coordinator.
In 2004, Bestlink, with its new administration headed by Engr, Diosdado T.

Lleno, school director, decided to move to its new location at 1044 Brgy. Sta.
Monica Quirino Highway, Novaliches, Quezon City. This strategic location led to a
huge increase in the number of students.
In 2005, through the persistent efforts of Engr. Lleno, and Mr. Charlie Cariño as
the academic consultant, Bestlink offered an additional course, Hotel and
Restaurant Services (HRS). The course incorporates seven modules: Commercial
Cooking, Food and Beverage Service, Housekeeping, Bartending, Baking and

Pastry, Tour Guiding, and Front Office Services.
In 2007, with the continuous increase of students, Bestlink temporarily held its
classes at Annex 1 fronting the Main Building. The following year, the school
acquired three lots adjacent to Greenfield's I Subdivision. On the first lot stood a
two-storey building which used to be a bank. This was improved by Bestlink, such
that the ground floor served as the administration office and the second floor
housed the school library.
On the second lot, the original structure was remodeled into a mock hotel to
suit the needs of the school as well as serve as training facility for HRS students.
A five-storey building was constructed on the third lot to provide the increasing
number of enrollees with quality facilities in line with its vision of providing quality
education.
A new structure was added to the vacant space to serve as cooking lab-training
room of HRS students. The HRS laboratory and other facilities were transferred to
the newly built mock hotel which was inaugurated in August 2008.
Due to its continuing expansion, Bestlink started to offer the CHED ladderized
program (4-year degree courses): BSIT, BSHRM, BSOA, and BSBA major in
Marketing and Human Resource Management. The Permit to Operate (PTO) for
the first two courses was granted by CHED in 2009, and the last two courses in
2010. It can be proudly stated that these courses are now in their full swing for the
school year 2010 - 2011.
Now that the school has gained its height of success through the collaborative
participation of the faculty, staff, students, parents, and community, Bestlink has
indeed excelled to the cause of taking functional and educational leadership in this
part of the city.
- Name of the Business: Bestlink College of the Philippines
- Types of Business Organization
Bestlink College of the Philippines (BCP) is a private, non-stock, non-profit and

non-sectarian educational institution.
Socio – Economic Benefits
Bestlink College of the Philippines (BCP) encounter this problem rarely in their
lives. The researchers found out that socioeconomic factors rarely affect the
academic performance of students in BCP.
- Vision Statement
” Bestlink College of the Philippines is committed to provide and promote quality

education, with a unique, modern and researched-based curriculum with delivery
systems geared towards excellence”.
- Mission Statement
“To produce self-motivated and self-directed individual who aims for academic
excellence, God-fearing, peaceful, wealthy, productive and successful citizens”.
- Core value
FAITH, KNOWLEDGE, CHARITY, AND HUMILITY
FAITH (Fides) represents BCP’s endeavor for expansion, development, and

growth amidst the global challenges of the new millennium. It is moving forward
and lifting its fate to the hands of God for without His guidance, BCP cannot do and
deliver affordable quality education and multiply God’s grace especially to the less
fortunate youth of the land.
KNOWLEDGE (Cognito) connotes the institution’s efforts to impart excellent

lifelong education that can be used as human tool so that one can liberate
himself/herself from ignorance and poverty. Hence, all its academic offerings are
relevant tools to empower man to effectively use one’s reason, intellect and will to
face the challenges of life.
CHARITY (Caritas) is the institution’s commitment towards its clientele. Sharing
and services are the insignia of its soul, the badge of its character.
HUMILITY (Humilitas) refers to the institution’s recognition of human frailty, its
imperfection. But it’s imperfection, it learns how to move forward and learns from
do’s and don’ts of life. Simply stated it is humble to be proud to be humble.
- Goals
Raise the achievement levelof students and empower them for life-long learning.
- Objective
Instruction - Utilize upgraded curriculum of the different programs, to facilitate

complementary knowledge demanded by the global community - Use the expertise
of qualified faculty within the different fields of specialization relevant with the
different program offerings of BCP - Provide the use of sufficient and modern
materials, updated and safe facilities equipped with technologically advanced
equipment, gadgets, tools and others - Facilitate the needed exposures related to
the course requirements, through significant linkages - Incorporate value-laden
topics and lessons in all learning opportunities to produce humane learned

graduates.\
- Corporate Strategies, Business strategies and Functional Strategies:
As a growing institution, we also continue to hone our beloved Heads, Staffs

and Teachers in Bestlink College of the Philippines.
The In-Service Training for Teachers with the theme "Upskills for Teachers in
the Context of Sustaining Flexible Learning in BCP with Safe and Healthy
Environment" was attended by the School Officials, Staffs and Teachers to be ever-
ready educators as we start another School year in 2023-2024. It was held at BCP-
MV Gymnasium last August 8-10, 2023. On Day 1, The Plenary Session 1 "What
do We Want? started with a motivational talk from Dr. Leah S. Corpuz, Motivational
Speaker, with the topic "How to be a better Teacher as a Leader of the Class.
Afterwards, Dr. Milagros O. Luang, Dean-CTE Department, tackled "The Five (5)
Year Development Plan 2023-2027". After lunch time, DR. Aurora F. Fernandez,
OIC-PMED, reiterated "Institutionalizing the BCP Standard Across the Programs,"
followed by Dr. Charlie I. Cariño, Vice President for Academic Affairs, who
discussed the "Learning Continuity Plan for A.Y. 2023-2024. Then after, Dr. Ryan
M. Ignacio, Dean-CHTBAM, demonstrated "The Grading System, Class Schedule,
Teaching Load, and Assessment of Learning. The next Speakers were Ms. Sarah
C. Nogueras, OIC-Student Personnel Services, and Mr. Marc Ian M. Abuy, OIC-
Guidance and Counseling, who collaborated to discuss the "Support Services for
the Students and Faculty Safety Protocols. Lastly, Mr. Joenel L. Carlos, AAI
Technical Head, illustrated the "Learning Management System (LMS).
Bestlink College of the Philippines aims to be the best Academic Institution in

Metro Manila, we have 41,000 students, and still planning to expand the business
not in NCR but also in Bulacan.
Bestlink College of the Philippines is known for paying for its students’ tuition
fees and employing qualified instructors. It follows a research-based curriculum
and promotes top-quality education.
- Customer and Competitors Analysis
Many of the Bestlink College of the Philippines graduates have jobs and almost
all have jobs within a few months after graduating unless they choose for a specific
reason not to enter formal employment. You will acquire an education that extends
beyond the classroom curriculum.
BCP offers different Scholarship such as Tawag ng Panginoon Foundation,
AcadEx, Mv Scholar and Avon Sclorship.
- Innovation/ Research Development Plan
The Enrollment System in Bestlink College of the Philippines has a very

important role in this campus because it can manage and retrieve information,
compile data and dependencies of enrollee of the student. In this study, the
researchers conduct an innovation of system to provide a better system to avoid

errors and bad circumstances to the continuing growth of the school process. Also,
the enrollment system has a new feature to be more fully functional and stable
between students, registrar, teachers, and the entire campus.
The group implemented the systems development life cycle approach. The
important stages during the implementation of our system included the following:
planning, to prepare questionnaires to our client through qualitative research
procedure; analysis, to know the business transaction of the existing system;
design, to arrange the system similar to a flowchart, proposed user interface,
features of systems, and transitions of the system; development, to assist all
programming codes and design to develop the system; and implementation; to
guide on how to use the system by applying user manual or conducting seminars
and meetings.
Testing and Integration and Maintenance are important to evaluate our system
to ensure the effectiveness of utilizing the system to our client. The system is easier
to use and a hassle-free procedure to ensure that our client is advanced to utilize
the system. The system also has a relational database management system using
schema design, primary key, unique and foreign keys to avoid data redundancy.
In the log-in form, the researchers logged in with attempts to log in without knowing
the credentials.
The system has no deleted feature to avoid the ghosting of data feature to alter
the data effortlessly. The computerized enrollment system can help the campus to
make an easier way of enrolling the students and lessen the time-consumed and
workable process of their enrollment, to make the student files to be more
organized and secured. It also has a database to organize the information collected
by the system.
- Management Team
- Conclusion and Recommendation
With 41,000 students and hundreds of graduates under its belt, Bestlink
promises to provide students with the best tools for the best jobs in the tech
industry. Many of the Bestlink College of the Philippines graduates have jobs and
almost all have jobs within a few months after graduating unless they choose for a
specific reason not to enter formal employment. You will acquire an education that
extends beyond the classroom curriculum.
One of the problems of the General Academic students in Bestlink College of

the Philippines is how to manage their time, which causes lower grades and low
academic performance.
Lessen the tours so that the students can focus on the academic Studies.
Sometimes the students just join the tour because they believe that they can easily
pass the subject.
Higher salary for the teachers, their vision is to give quality education but with
the salary compensation of their faculty it can also affect the performance of their
faculty members. (KUNTI SWELDO, KUNTI TRABAHO).
Rev. Elvin Baldicaño Saburin

572 Kalinisan Street, Brgy. Commonwealth, Quezon City
Mobile Number: (63) 9094446284
E-mail: elvin.saburin@gmail.com
WORK EXPERIENCES
Faculty
Asia Harvesters College and Seminary 2022 – present
School Principal
Our Lord Saviour Academy Inc. 2020 – present
Guidance Officer / Prefect of Discipline

Our Lord Saviour Academy Inc. 2019 – March 2020
Values Education Coordinator

Our Lord Saviour Academy Inc. 2018 – March 2020
Junior High School Teacher / Class Adviser

Our Lord Saviour Academy Inc. 2016 – 2019
Elementary Teacher / Class Adviser

LIS Coordinator
ICT Coordinator
Preschool Teacher
Talanay Kindergarten Tutorial Center 2011 – 2013

Batasan Hills Tutorial Center 2011 – 2013
EDUCATIONAL BACKGROUND:
Master of Arts in Christian Education Major in Educational Management
Currently earned 30 units (ongoing

studies) PACE Graduate School of
Christian Education Cubao, Quezon City,
Philippines
Master of Arts in Biblical Studies (Academic Awardee, October 2021)

Asia Harvesters College and Seminary
Quezon City, Philippines
Bachelor of Arts in Christian Education Major in Values Education (March 2018)

Southeast Asia Christian College
Caloocan City, Philippines
Bachelor of Arts in Theology (March 2017)

Church Planting Movement Institute of
Missions Paranaque City, Philippines
Diploma in Christian Leadership (March

2014) Higher Ground Bible College
Malabon City, Philippines
Bachelor of Science in Information and Communications Technology Quezon City

Polytechnic University (now Quezon City University) Quezon City, Philippines.
SERVICE ELIGIBILITY
Licensed Professional Teacher (LPT) – September

2019 PRC License No: 1847357
NATIONAL ORGANIZATION POSITION
PCEC- Christian Educators’ Network (CEdNet)
– Deputy Director (2023)

Christian Educators’ Network (CEdNet) is the Commission of the Philippine
Council of Evangelical Churches on the Education Sphere of the Philippine
Society. It was launched in 2018. CEdNet exists to equip, serve and support
TEACHERS in the country.
- Segment Host – CedNet SnapCHAT aired on Light TV Channel 33
TRAINER/RESOURCE SPEAKER
Resource Speaker August 10, 2022

Lyceum Northwestern University – Pangasinan (sponsored by Vibal Publishing)
Topic: “Deepening of Content and Mastery of Skills / Lesson Planning”
Resource Speaker August 4, 2022

Kings Montessori School and Olive Grove School (Quezon City and
Bulacan) Topic: “Teaching Strategies and Assessment in Blended, Hybrid,
and Pure Online Learning Environments” (sponsored by Quipper NCR)
Resource Speaker July 28, 2022

Our Lord Saviour Academy Inc. In-Service Training
2022 Topic: “Championing the Heart of a Teacher in
YOU”
Gloders College Inc., Puerto Galera, Oriental Mindoro (sponsored by PCEC-CEdNet)

Topic: Championing Godly Education
Resource Speaker January 29, 2022

Quipper NCR Regional
Webinar Topic: “Platform and
Content Updates”
Resource Speaker January 22, 2022

PCEC – Christian Educators’ Network (CEdNet) Annual General
Assembly Topic: “The Rise of the Godly Education Advocates”
Resource Speaker October 30, 2021

PCEC – Christian Educators’ Network (CEdNet) Second National
Convention Topic: “Teach Like the Master Teacher”

RVS Achievers Academy Inc. – San Jose Del Monte,
Bulacan Topic: “Getting Ready for the New Normal of
Education”
Resource Speaker June 12, 2020

BF St. Mary’s School of San Jose Inc. - San Jose Del Monte, Bulacan
Topic: “Philippine Professional Standard for Teaching in Making of Curriculum

Mapping Through Seven Domains for New Normal of Education”

RVS Achievers Academy Inc. – San Jose Del Monte, Bulacan
Topic: “Assessing our Strategies, Overcoming the Challenges and Harnessing
Opportunities Towards K to 12”

Sarmiento Homes Academy of San Jose Del Monte
Topic: “Assessing our Strategies, Overcoming the Challenges and Harnessing
Opportunities Towards K to 12”

Our Lord Saviour Academy Inc.
Topic: “Sustaining Excellence in Teaching for the Better Normal”
Resource Speaker June 22, 2020

Topic: “Equipped to Serve in the New Normal of Education”
Resource Speaker May 22-23, 2018

Topic: “Understanding and Designing Standards-Based Classroom”
RECENT LOCAL AND INTERNATIONAL SEMINARS ATTENDED
11th SEAMEO-University of Tsukuba Symposium February

23, 2023 Theme: Technology and Values – Driven Transformation in
Education
Annual Educators' Congress (AECON) 2023 January 26-

27, 2023 Theme: Learning Recovery to Learning Resilience
SEAMEO World Teachers’ Day Webinar October

5, 2022 Topic: “The Transformation of Education Begins with
Teachers”
APSA – QC General Assembly Webinar September 30, 2022

Topic: “Re-Engineering Schools to Sustain Learning Loss Recovery”
My Messiah Publishing House and PCBS Webinar July 23,

2022 Topic: Understanding Personalities and Improving
Relationships
My Messiah Publishing House and PCBS Webinar July 2,

2022 Topic: Managing Hybrid and Blended Learning Environments
Annual Educators' Congress (AECON) 2022 January 27–28, 2022 Topic:

“Keeping It Real: Institutionalizing Evidence-Based Practices for A Learner-
Centered School”
PCEC – Christian Educators’ Network (CEdNet) January 22, 2022

Annual General Assembly
Topic: “The Rise of the Godly Education Advocates”
2021 Philippine Education Conference December 2-3, 2021

Private Education Assistance Committee (PEAC)
Topic: “Reimagining Schools and Learning Beyond COVID-19”
Reinventing Education Beyond the Pandemic December 3, 2021

by Dr. Mardy Dizon Verano (Quipper)
Flexible Learning Options: F2F and Online Set-up December 2, 2021

By Mr. Ricky Boy Limlingan
JA Leaders’ Summit November 9, 2021

Junior Achievement of the Philippines, Inc.
Topic: “Financial Literacy, Work Readiness, and Entrepreneurship”
Association of Private School Administrators - QC October 1, 2021

1st APSA QC General Assembly
Topic: “Strengthening Collaboration Through and Beyond COVID-19”
Private Education Assistance Committee (PEAC) August 23-25, 2021

2021 INSET for Junior High School Teachers (Online)
Topic: “Teaching and Assessing the K-12 Standards Across the Different
Learning Modalities”
MINISTRY EXPERIENCES
Licensed Solemnizing Officer 2022 –

December 2024 Emmanuel’s Christian Family Life Community Church
Program and Multimedia Pastor (Ordained March 2017) 2020 –

present Jesus the Mediator City Church
Youth Pastor 2017 – 2019
Jesus the Mediator City Church
Church Worker (Sunday School Teacher, Lay Leader) 2011 – 2015
Batasan Hills International Baptist Church
AFFILIATIONS:
PCEC – Christian Educators’ Network (CEdNet) 2020 – present

Position: Deputy Head
Association of Private School Association – Quezon City 2020 – present

Position: Member
ISAAL Philippines Inc. 2021 – present

Position: Member
Philippine Association for Teachers and Educators (PAFTE) 2019 – present

Position: Member
PACE Graduate School of Christian Education Student Council

Position: President 2021 – present
REFERENCES:
Dr. Samuel Sumaoang National Head
PCEC – Christian Educators’

Network Contact Number:
09456690672
Mr. Michael Camata School Director
Our Lord Saviour Academy

Inc. Contact Number:
09171441627
Rev. Ancesclo Serduar Founding Pastor
Jesus the Mediator City

Congregation Contact Number:
09754613687
EXECUTIVE SUMMARY
ORGANIZATIONS
ACCOUNTING
Module 4
NOT-FOR-PROFIT
Overview FOR GOVERNMENT
ORGANIZATIONS AND NOT-FOR-PROFIT
A non-profit organization is a group organized for purposes other than generating profit and
in which no part of the organization's income is distributed to its members, directors,
or officers. Non-profit corporations are often termed "non-stock corporations." They can take
the form of a corporation, an individual enterprise (for example, individual charitable
contributions), unincorporated association, partnership, foundation (distinguished by
its endowment by a founder, it takes the form of a trusteeship), or condominium (joint
ownership of common areas by owners of adjacent individual units incorporated under state
condominium acts). Non-profit organizations must be designated as nonprofit when created
and may only pursue purposes permitted by statutes for non-profit organizations. Non-profit
organizations include churches, public schools, public charities, public clinics and hospitals,
amateur sports organizations, political organizations, legal aid societies, volunteer services,
organizations, labor unions, professional associations, research institutes, museums, and
some governmental agencies.
For federal tax purposes, an organization is exempt from taxation if it is organized and
operated exclusively for religious, charitable, scientific, public safety, literary, educational,
prevention of cruelty to children or animals, and/or to develop national or international
sports. Social security tax is also currently optional although 80 percent of the organizations
elect to participate.
In 1990, Mrs. Leticia G. Camata received a vision from Proverbs 42:27 and donated
land to establish Jesus the Mediator Ministries. The Camata family started their first
school, Peacemaker Christian Academy, in Parang Marikina City, with a mission to build
godly character and academic excellence.
In 1995, Peacemaker Christian Academy laid the foundation for Our Lord Saviour
Academy Inc. (OLSA), a non-sectarian, co-educational, non-stock, and non-profit
educational institution. OLSA expanded its operations to cater to the urban poor
community in De Gloria Extension, Brgy. Batasan Hills Area. In 2017, OLSA expanded
its programs to neighboring public schools in Batasan Hills, offering free and quality
Christian education to graduating Grade 6 students. In 2021, OLSA established
partnerships with organizations like the PCEC - Christian Educators' Network (CEdNet)
and participated in interschool academic competitions. In 2022, OLSA introduced its
newest department, OLSA Senior High School, offering Academic Tracks and free
tuition fee programs. In 2023, OLSA established professional linkages with reputable
schools.
This school gives chance for the students that less fortunate to study from kindergarten,
elementary to senior high also this schools provides a spiritual guidance for their
students purely and truthful base with the bible, not only to students of the school but
also to all parents of their students willingly.
Company overview
Name of the business

Building Character & Academic Excellent
# 120 Munoz Street Cor. Livelihood St. Area B, Talanay

BatasanHillsQuezonCity1126

It is a Non-profit Organization that provide a Private Christian institution that offers
Kindergarten, Elementary, Jr. and Sr. High School
1990
The vision of starting a school was given to Mrs. Leticia G. Camata with a verse
from the book of Proverbs 42:27 – “ Put your outdoor work in order and get
your fields ready; after that build your house” as they obediently followed Gods
calling Mr. Benjamin and Mrs. Letica Camata donated a parcel of land situated at
Brgy. Commonwealth, Quezon City that led to the founding of Jesus the
Mediator Ministries through the leadership of pastor Boyet Serduar.
1991
After the church was founded in 1990 under the Jesus The Mediator Ministries,
They started to put up their very first school situated in Parang Marikina City, the
Peacemaker Christian Academy. This is a clear vision of the Lord to the Camata
family as they follow Gods will in their lives through his word- “itayo mo muna
and aking tahanan, bago ka pumunta sa parang”. The church and the school
started by the grace of God with the Mission and Vision of the building Godly
character and Academic Excellence in every child.
1995
The blessing of the Lord output after the establishment of the PCA that led to the
monumental ground breaking and blessing of the school grounds of Our Lord
Saviour Academy Inc. (OLSA) which was then a barren land filled with hay and tall
grasses. Despite challenges, the Mission of the Camata family flourished in all
facets.
Kindergarten and elementary courses were the first courses offered in its founding
year with a modest one-story building and quadrangle. OLSA is a non -sectarian ,
co-education, non-stock and no-profit educational institution authorized by the
Department of Education and registered in the Securities and Exchange
Commission.
2008
School operation have expanded to cater the needs of the urban poor community
in De Gloria Extension, Brgy. Batasan Hills Area through OlSA Annex
2009
The Nursery Kindergarten Courses and the Complete Secondary Courses were
given Government Recognition by the Department of Education (P – 049,s.2009;
S- 027,s.-2009)
2012
The Complete Elementary Course was given Government recognition by the
Department of Education (E- 086, s. 2012)
2016
The school was accredited by the Private Education Assistance Committee, offering
FREE TUITION FEE for incoming Grade 7 students. This monumental certification attests
to the compliance of the school with all DepEd standards, adheres to applicable DepEd
policies, and meets the requirements of the self-study procedure prescribed by the
PEAC National Secretariat ESC Certification Unit. Modern facilities and laboratories were
also provided for a nurturing environment for students to excel academically and develop
Christlike character.
2017
The school has extended its programs to neighboring public schools in Batasan Hills the San
Diego Elementary School and President Corazon C. Aquino Elementary School, offering
FREE and QUALITY Christian education to their graduating Grade 6 students. The
construction of the third floor also started to provide additional facilities for the
growing number of students.
2019
The construction of the third floor with 4 classrooms, a multi-purpose hall, and a workstation
for hands-on practical activities was completed.
2020
The school celebrated its Silver Founding Anniversary (25 years) which coincides with the
installation of the new school principal, Rev. Elvin B. Saburin, and its new school
director, Mr. Michael G. Camata. The school presidency is passed on also from Mr.
Benjamin Camata to Mrs. Leticia Camata, who served as the school directress from 1995 to
2020. By God's grace, despite the challenges posed by the pandemic, the school was able
to continue offering quality Christian education to the community through online and modular
courses.
2021
The school continuously experienced growth in numbers and established linkages through
its partnership with the PCEC - Christian Educators' Network (CEdNet) to strengthen the
godly education advocacy of the school. OLSA also expanded its horizon by joining
interschool academic competitions with its partnership with the ISAAL Philippines.
2021
2022
The school welcomed its newest department, the OLSA Senior High School with a
government permit to operate (SHS-0023 s, 2022) offering Academic Tracks (ABM,
HUMSS, and GAS). FREE TUITION FEE programs for students from public and ESC private
schools were offered in the form of vouchers.
2016
The school was accredited by the Private Education Assistance Committee, offering FREE
TUITION FEE for incoming Grade 7 students. This monumental certification attests to the
compliance of the school with all DepEd standards, adheres to applicable DepEd
policies, and meets the requirements of the self-study procedure prescribed by the
2017
The school has extended its programs to neighboring public schools in Batasan Hills – the
San Diego Elementary School and President Corazon C. Aquino Elementary School, offering
FREE and QUALITY Christian education to their graduating Grade 6 students. The
construction of the third floor also started to provide additional facilities for the
growing number of students.
2019
The construction of the third floor with 4 classrooms, a multi-purpose hall, and a workstation
for hands-on practical activities was completed.
2020
The school celebrated its Silver Founding Anniversary (25 years) which coincides with the
installation of the new school principal, Rev. Elvin B. Saburin, and its new school
director, Mr. Michael G. Camata. The school presidency is passed on also from Mr.
Benjamin Camata to Mrs. Leticia Camata, who served as the school directress from 1995 to
2020. By God's grace, despite the challenges posed by the pandemic, the school was able
to continue offering quality Christian education to the community through online and modular
courses.
2021
2021
2022
The school welcomed its newest department, the OLSA Senior High School with a
government permit to operate (SHS-0023 s, 2022) offering Academic Tracks (ABM,
HUMSS, and GAS). FREE TUITION FEE programs for students from public and ESC private
schools were offered in the form of vouchers.
2023
The school has established professional linkages, fortifying its commitment to quality
Christian education through its partnership with reputable schools such as Golden
Sunbeams Christian School, Colegio Sto. Domingo Educational Foundation Inc., and
Batasan Hills National High School
Today, OLSA stands as a testimony of God's faithfulness to His people whose heart is for
Him and His glory as it shines as a beacon of hope to the growing community of OLSAnians.
The vision lives on!

To God be the glory!
Socio- Economic Benefits
OLSA Preschool provides a foundation for lifelong learning.
At OLSA Preschool, we believe in holistic development. Our Christian education

curriculum is designed to inspire a love for learning while promoting cognitive, social,
emotional, and physical growth. We offer a play-based and child-centered approach
that focuses on hands-on exploration and interactive activities.
🏫 Conducive Facilities:
Our preschool has conducive facilities with safe and age-appropriate play areas,
spacious classrooms, and engaging learning corners. We prioritize your child's safety
and comfort, providing them with a stimulating environment to thrive in.
💡 Skilled and Caring Educators:

Our team of qualified, experienced, and compassionate educators is dedicated to
providing individual attention and support to each child. We foster a warm and inclusive
atmosphere where children feel valued, respected, and motivated to learn.
📚 Comprehensive Curriculum:
Our Christian education curriculum is carefully crafted to enhance essential skills and
knowledge. We cover various areas, including language development, math concepts,
science exploration, arts and crafts, music and movement, and social skills. Your child
will embark on an exciting journey of discovery.
Our Lord Saviour Academy has been committed to accomplishing their mission of
providing 21st century skillful learners with academic excellence and inoculate
spirituals values to become productive citizen of the country.
This school also give a chance for the children that less fortunate to study from
kindergarten, elementary to senior high also this schools provides a spiritual
guidance for their students purely and truthful base with the bible, not only to
students of the school but also to all parents of their students willingly.
Our Lord Saviour Academy envision that their students called OLSAnian is to “to
make a difference “ in his/her community by setting a Godly example in every
situation, especially during this “New Normal” Our Lord Saviour Academy aspires
to see the present and future generation of students leave the school with
character through integrating Bible in their curriculum, As Noah Webster
quoted, “Education is useless without the bible”
Vision Statement
“To produce a community of empowerment 21 st century learners through a

transformative Christ-centered education. Our seamless integration of academic
excellence and Christian values develop impactful leaders who make positive
global contributions. As premier institution, we cultivate compassionate, innovative
leaders who excel academically, embrace Christian values, and positively impact
to the world”
Mission Statement
“To empowered 21st- century learners through transformative Christ-centered

education; integrating academic excellence and Christian Values to become
impactful leaders for the country and the world.”
Core Values
Optimism – we see the positive side in every situation
Leadership – We cultivate impactful leaders who positively influence the

community and the world.
Service to Christ – We foster a Christian-centered education that nurtures faith

and spirituals growth.
Academic Excellence – We provide high academic standards and commitment

to educational excellence.
Philosophy
Educating people is a social contract and moral responsibility. The essence of

Christian education lies in the kind of individuals the student have became after
their training. Thus , Our Lord Saviour Academy , Inc., as a Christian academic
institution stands as catalyst responsibilities in the fulfillment of these social, moral
and spirituals pursuits .”
Goals and Objectives
1. INSTITUTIONALIZED AND GODLY CHARACTER AND ACADEMIC

EXCELLENCE
- Embed Christian Values Across Learning areas and school activities.
2. PRODUCED GRADUATES EQUIPPED WITH SKILLS FOR THE RAPIDLY -

CHANGING WORLD
- Apply various Christian educational practices supported by research and
collaborate with local and international organizations to meet the demands
of the changing world.
Corporate Strategies , business strategies and functional strategies
The school tied up with different organization local and international affiliates
in order for the school to accomplished and complete its vision and mission
Another the school get different accreditations to improve and upgrade their current
position in the market one of the school accreditation is the Private Education
Assistance Committee
Educational Service Contracting (ESC)

Program Desciption
Educational Service Contracting (ESC) is a partnership program by the Department of
Education (DepEd) aimed at decongesting overcrowded public junior high schools. In ESC,
the excess capacities of certified private junior high schools are “contracted” through slot
allocations for students who would otherwise have gone to public schools. The slots come
with subsidies called ESC grants, and program beneficiaries are called ESC grantees or, for
the purposes of these guidelines, simply grantees.
Role of PEAC
The Private Education Assistance Committee (PEAC) has been contracted by the DepEd to
administer the ESC and TSS programs. PEAC is the trustee of the Fund for Assistance to
Private Education (FAPE), a perpetual fund created to provide assistance to private
education in the country. PEAC is represented nationally by its National Secretariat (PEAC
NS) and in each region by its Regional Secretariats (PEAC RS).
The PEAC NS has the following responsibilities:
• Provide the infrastructure, systems, coordination and controls required for the smooth
implementation of the ESC and TSS programs
• Provide in-service training of teachers in ESC-participating JHSs and conduct
pertinent research
The PEAC RSs shall be the first line of program support to ESC-participating JHSs in the
regions.
The PEAC RS has the following responsibilities:
• Manage day-to-day implementation and coordinate its efforts with its efforts with its
RPCom and the PEAC NS
• Advise, guide and/or assist schools in complying with the guidelines
• Conduct field audits and training and mentoring sessions as may be needed in their
regions.
The Regional Program Committees (RPComs) shall oversee compliance of participating
schools in their regions with the policies and guidelines of the GASTPE programs of
assistance. It shall resolve problems that may occur and recommend measures to improve
program implementation. The RPCom in each region is composed of representatives from
DepEd and the PEAC RS with the DepEd Regional Director as Chair and the PEAC Regional
Program Director as Co-Chair.
ESC-participating JHSs shall provide grantees with education that meets or exceeds the
minimum standards set by DepEd. They shall orient grantees and their parents on the ESC,
encode correct and complete information in the ESC IMS, prepare billing statement packages,
undergo certification, and comply with these guidelines.
To sum up The Private Education Assistance Committee is on of the arm of the

government that helping the private and public school to run.
This accreditation ensures that the operation of the schools is on standard the
school said that this is one of the accreditation that the school proud because this
accreditation is different with the other accreditation like the DepEd Recognition,
DepEd recognition is a system where everyone can get and qualify while the
Private Education Assistance Committee a recognition that everyone hard got get.
Because of the Private Education Assistance Committee the school attracts more
enrolist plus the school gives a chance for those student that are less fortunate to have
chance to study in a private schools, as the school believes that having not enough
money it is really hard to study in a private school, from the number of 150 students the
school now operating 550 students from kindergarten to grade 12
Another strategy is the school has the lowest tuition fee costing 13,000 pesos plus the
voucher given by the government.
INTERVIIEW QUESTIONS
• When did your organization first Develop its vision and mission statement and
core values? Who was the primarily responsible for its development/
• How long have your current statement existed? When were they last modified?
Why were they modified at that point in time?
• By what process are your firm’s vision and mission altered?
• How your vision and mission statement and core values used in the firm?
- The mission and vision statement was developed in 1995, over the year
past by the school cope up with the changes and challenges of the
education and the community to become align with current happening and
to become relevant. Because of that the mission and Vision was revisited
and revise at this moment, actually it is the 3rd revision since 1995 the
purpose of revisiting it is to meet the changes in the surrounding and of
course with regards of the standard of education system and the
community. the responsible of the Vision and Mission Statement is the
board of justice and the school boards all the school heads and the other
stake holders.
- Before the school change the mission and Vision Statement, the school
needs to know the consensus of the parents, the student and the faculty
and to be honest the revision of the statements is last June 2023 you say
that somehow it still fresh also the school believes that mission and vision
statement sometimes need to access every now and then.
Why the Statement revised?

- As the principle said, the school needs to align and adopt to the changes,
another reason is the school observe, they see that the community now are
become far away different from before, also because of the pandemic the
school notice that the systems they used before are somehow not efficient
now. That’s why the school adopt the new learning materials mentioning
the blended learning or the online school and because of that school
proudly say that they have students internationally
How the mission and vision use in the firm.
As the mission stated

“To empowered 21st- century learners through transformative Christ-centered
education; integrating academic excellence and Christian Values to become
impactful leaders for the country and the world.”
-
The school gives teachers a training they need having the right skills, life skills
to teach with the students, like daily devotion in the morning, biblical truths
and etc. the school adds that in their school there’s no specific/bias religion
promotes. Aside from that the school conduct seminars for the parents that
will give the parents an ideas and information how to guide their children
specially in this generation now
Conclusion and recommendation
Increasing a school's profitability and popularity often involves a combination of effective

management, strategic planning, and providing high-quality education. Here are some
strategies that schools can consider to achieve these goals:
Improve Academic Quality:

Invest in hiring and retaining qualified teachers and faculty.
Offer a well-rounded curriculum that includes not just academics but also
extracurricular activities.
Implement modern teaching methods and technology to enhance the learning
experience.
Enhance Facilities:
Renovate or expand facilities to create a more attractive and functional learning
environment.
Provide state-of-the-art technology and equipment for classrooms and labs.
Marketing and Branding:
Develop a strong brand identity and marketing strategy.
Create a professional and appealing website to showcase the school's programs
and achievements.
Use social media and digital advertising to reach a wider audience.
Community Engagement:
Foster a sense of community by involving parents, alumni, and local businesses in

school events and activities. Also this is the school doing but in this time includes
with business purpose
Organize community service projects to show the school's commitment to the local
area.
Scholarships and Financial Aid:
Make sure that these programs are well-publicized and accessible.
Partnerships:
Collaborate with local businesses and organizations to provide internship
opportunities, resources, or support for school initiatives.
Forge partnerships with other educational institutions for knowledge-sharing and
joint programs.
Online Education:
Consider offering online courses or hybrid learning options to reach a broader
audience, including international students which existed now in the school.
Alumni Relations:
Develop a strong alumni network and maintain positive relationships with former
students who can give back to the school or recommend it to others.
Continuous Improvement:
Regularly assess and improve the school's programs and services based on
feedback from students, parents, and staff.
Stay up-to-date with educational trends and adapt to changing needs.
Cost Control:
Carefully manage expenses and find ways to reduce overhead costs without
compromising the quality of education.
Event Hosting:
Rent out school facilities for events, conferences, or summer camps during off-hours
to generate additional revenue.
Fundraising:
Organize fundraising campaigns, events, and alumni donations to support the
school's financial needs.
Online Reviews and Testimonials:
Encourage satisfied students and parents to leave positive reviews on websites like
Google and social media platforms.
Showcase Achievements:
Highlight the school's achievements, awards, and success stories of students and
faculty to build credibility and attract attention.
Professional Development:
Invest in the professional development of staff and faculty to ensure they stay current
with best practices in education.
Long-term success in education depends on providing a high-quality learning

experience. Prioritize the well-being and education of students above all else, and
profitability and popularity are more likely to follow as a result.
Attachment No. 1
H. Innovation / Research Development Plan
SUBJECT TO
REPUBLIC OF THE PHILIPPINES DEPARTMENI' OF FINANCE BUREAU OF INTERNAL

REVENUE
July 21,2020 REVENUB MEMoRANDUM oRDER No. { V - X-02 0
BIR Digital Transformation Roadmap 2020-2030

All Internal Revenue Officials, Employees, and Others Concerned
I. BACKGROUND
'fhe present administration's mandate is to make real and meaningful change lbr the people.
To realize this mandate, the government fbrmulated the l0-Point Socio- Economic Agenda
which outlines the priorities of the government to accelerate and sustain economic
development and fulfill its promise to achieve "AmBisysn llatin 2010" that envisions a
Matatag, Maginhawa, at Panatag na Buhay for all.
The Bureau of lnternal Revenue (BlR), as the prirnary revenue generating agency, plays an
important role in ensuring sufficient funding to meet the country's development goals and
achieve our long-term vision and aspiration. The BIR is tasked to consistently achieve
increasing revenue targets to meet equally increasing demands. Hence, BIR needs to
improve further its existing capabilities, policies, processes. and systems through digital
transformation. The BIR Digital Transformation is in response to the Secretary of Finance's
call fbr the BIR to sustain its efforts towards completely modernizing tax administration that
is consistent with the objectives of the cornprehensive tax reform program, particularly to
make tax compliance easier which is aligned with Republic Act (RA) No. l1032, "An Act of
Promoting Ease of Doing Business and Elflcient Delivery o1' Government Services".
In recognition of BIR's need to adapt to and take advantage of the fast evolving digital
economy and further improve efficiency in revenue collection. the BIR initiated activities in
2019 to prepare for its digital transformation journey and come up with a common
understanding of what the BIR envisions for 2030. Thus, a series of briefing/trainings and
consultation workshops were conducted to develop the BIR Digital Transformation (DX)
Roadmap.
ln particular. the BIR Digital Transformation Roadmap articulates how the "reengineering"
referred to in the BIR Strategy 2019-2023 can be effectively implemented. The DX Roadmap
incorporates the tools necessary to maximize existing resources at the BIR and ensure
maximized value out of the organization. The DX roadmap is anchored on three principles,
namely: (i) adopting a people first approach. (ii) instituting a process perspective. and (iii)
embracins dieital technology, with the digital transformation mindset as its foundation.
II. OBJECTIVES
This Order is issued to prescribe the BIR Digital Transformation (DX) Roadmap 2020-2030
which enumerates the programs, outcomes and corresponding timelines that will help the
BIR in carrying out its mission to improve revenue collections to fund the national government
programs and initiatives under the l0-Point Socio- Economic Agenda.
III. POLICIES AND GUIDELINES
1. The BIR Digital Transformation (DX) Roadmap for CY2020-2030 (Annex "A") shall contain
the'BIR DX Vision 2030, the DX Strategy Theme with Outcomes and the Pro.iect Timeline to
be implemented per DX Phase. to wit:
a. Phase I (2020-2023): Build the DX Foundation - Engage and build the DX culture within
the BIR in streamlining current taxpayer services;
b. Phase 2 (2024-2030): Strengthen DX in BIR - Leverage on data and digital technology

within BIR for better taxpayer services.
2. The implernentation of the two (2) BIR DX Roadmap Phases shall comprise of four (4)
ma.ior DX Themes with corresponding outcomes, as fbllows:
PHASE I (coverage : 2020-2023)
a. Theme 1: People first and elevated taxpayer experience (2020-2021) Outcomes:
• . BIR employees can readily service Thxpayer's needs and enhance Taxpayer
experience at the RDO/LTS level
• . E,levated Taxpayer experience through online registration, filing and payment,
including those into digital transactions
• . Latest tax information at Taxpayer's fingertips
• . Make use of Taxpayer data to profile and understand Taxpayer behavior
Theme 2: Anytime, Anywhere Taxpayer Service (2022-2023) Outcomes:
• . Convenient, accessible and fast registration. filing and payment for all Taxpayers
• . Service Oriented BIR
• . Enhanced information sharing across the BIR organization
• . Responsive IT architecture and infiastructure
• . 2417 TP access to BIR
Marivic Acosta-Galban, CPA, MBA, CSEE

Assistant Commissioner at Bureau of Internal Revenue Metro Manila, National Capital
Region, Philippines
A Certified Public Account and a Master in Business Administration, have written numerous
BIR Revenue Regulations especially those that pertains to withholding tax, income tax,
valueadded tax, percentage tax, and many more, responsible for the institutionalization of
the ONETT process of the BIR, have worked with the projects and programs of the World
Bank and the International Monetary Fund, and have been conducting taxation trainings
and seminars nationwide.
Currently the Assistant Commissioner for Human Resource

Development Service of the Bureau of Internal Revenue, supervising
3 divisions in the National Office (Personnel Division, Training
Management Division, and Training Delivery Division) under the HRD Service of the bureau,
and all the 20 Administrative and Human Resource Management Divisions nationwide.
Experience
Bureau of Internal Revenue

38 years 6 months
Assistant Commissioner - Human Resource Development Service
March 2022 - Present (1 year 9 months)
Quezon City, National Capital Region, Philippines
Director III
- Provides functional direction to matters concerning personnel in the areasof career
management, performance evaluation, employee's welfare, and trainings
- Develop innovative programs and advancement in human resourcemanagement through

implementing computerized and efficient methods - Supervises the 3 divisions under the
HRD Service (Personnel Division,
Training Management Division, and Training Delivery Division), and all the 20 Administrative
and Human Resource Management Divisions nationwide
Head Revenue Executive Assistant - Human Resource Development Service

October 2017 - March 2022 (4 years 6 months)
NCR - National Capital Region, Philippines
Director II
- Provides functional direction together with the Assistant Commissionerto matters
concerning personnel in the areas of career management, performance evaluation,
employee's welfare, and trainings - Develop innovative programs and advancement in
human resource management through implementing computerized and efficient methods
- Supervises the 3 divisions under the HRD Service (Personnel Division,
Training Management Division, and Training Delivery Division), and all the 20 Administrative
and Human Resource Management Divisions nationwide
Division Chief - Training Delivery Division

June 2016 - October 2017 (1 year 5 months)
Chief Administrative Officer
- Administers and implements the conduct of priority programs and courses,as well as all
other trainings such as: Information and Communications Technology (ICT) / ICT-related,
livelihood programs, and pre-retirement that will continuously upgrade the knowledge, skills,
abilities, values, and orientation of trainers, staff, and personnel.
- Monitors the conduct of training courses in the regional and district officesnationwide
- Manages and approves all articles and publications in the BIR website andportal regarding
regular and coordinated in-house training programs available
Division Chief - Taxpayer Service Programs and Monitoring Division

July 2013 - June 2016 (3 years)
Chief Revenue Officer IV
- Monitors, reviews, and evaluates the implementation of the taxpayer servicemonitoring
programs and registration process improvement, as well as external forms management
- Designs, reviews, and updates external forms in coordination with theservices or offices
concerned
- Determines and develops taxpayers' service and monitoring programs forimplementation at

the national, regional, and district offices nationwide
Technical Assistant - Project Management & Implementation Service

September 2012 - July 2013 (11 months)
- Assists in the development and implementation of the overall reform ormodernization
programs of the bureau
- Assists in the review of current practices of the BIR, in coordination withfunctional owners
with a view of identifying the necessary improvements or changes
- Discusses proposed changes with concerned functional offices in the bureauto ensure all
relevant stakeholders have input to the reform process
Technical Assistant - Office of the Commissioner

September 2009 - September 2012 (3 years 1 month)
- Assist the Commissioner of Internal Revenue in reviewing cases and docketsthat are in
need of further investigation and review
Division Chief - Withholding Tax Division

November 2000 - August 2009 (8 years 10 months)
- Develops and recommends policies, work programs, standards, guidelines and procedures
relative to the efficient and effective implementation of the withholding tax system,
documentary stamp tax system, monitoring, processing, utilization and control of Tax Credit
Certificate (TCC); monitoring and control of the use of Tax Remittance Advice (TRA) as a
mode of remittance of withholding tax by National Government Agencies (NGAs) - Monitors
and evaluates the effectiveness and efficiency by the concerned national, regional and district
offices in the determination of adherence to withholding tax rules and regulations, standards,
guidelines and procedures by the taxpayers under their respective jurisdiction in the
implementation of the withholding tax system
Interview Questions:
1. When did your organization first develop its vision and mission statements and core
values? Who was primarily responsible for its development?
➢ The vision and mission statements was developed in 1993. It was during the time
of Liwayway Vinzons-Chato.
2. How long have your current statement existed? When were they last modified? Why
were they modified at that point in time?
➢ The current statement has existed for about 7 years. It was modified on 2015 and
Revenue Memorandum Circular for the New BIR Mission and Vision Statements
and Core Values was released on December 29, 2015. The statements along with
Core Values was modified to make it a one comprehensive sentence as required
by Development Academy of the Philippines (DAP).
3. By what process are your firm’s vision and mission altered?

➢ With the assistance of DAP to make it a one comprehensive sentence, there was
seminar/session where all Directors and Assistant Commissioner presented the
statements and critics it until finally released.
4. How are your visions and mission statements and core values used in the firm?
➢ We align it on how we craft our competency level for recruitment and promotion.
Even in the process of moving to our ISO Certification, it is aligned to our mission
vision.
Name of Interviewee: Marivic A. Galban, Assistant Commissioner
I. Executive Summary
The Bureau of Internal Revenue (BIR) is a governmental agency that plays a
fundamental role in the Philippines by collecting taxes and enforcing tax laws. Its
primary mission is to ensure efficient tax collection, promote compliance, and
contribute to the government's fiscal health, enabling the funding of public services
and initiatives.
II. Company Overview / Organizational Background / History

The Bureau of Internal Revenue (BIR) was established under Reorganization
Act No. 1189 on July 2, 1904. On August 1, 1904, the Bir was formally organized and
made operational under the Secretary of Finance, Henry Ide (author of the Internal
Revenue Law of 1904), with John S. Hord as the first Collector (Commissioner). The
organization started with 69 employees, which consisted of a Collector, Vice-Collector,
one Chief Clerk, one Law Clerk, one Records Clerk and three (3) Division Chiefs.
The Bureau is mandated by law to assess and collect all national internal
revenue taxes, fees and charges, and to enforce all forfeitures, penalties and fines
connected therewith, including the execution of judgments in all cases decided in its
favor by a court of justice.
So many eras passed by but it was during the Marcos Administration that the
Bir has its golden years. The appointment of Misael Vera as Commissioner in 1965
led the Bureau to a "new direction" in tax administration. The most notable programs
implemented were the "Blue Master Program" and the "Voluntary Tax Compliance
Program". The first program was adopted to curb the abuses of both the taxpayers
and BIR personnel, while the second program was designed to encourage
professionals in the private and government sectors to report their true income and to
pay the correct amount of taxes.
It was also during Commissioner Vera's administration that the country was
further subdivided into 20 Regional Offices and 90 Revenue District Offices, in addition
to the creation of various offices which included the Internal Audit Department
(replacing the Inspection Department), Administrative Service Department,
International Tax Affairs Staff and Specific Tax Department.
Providing each taxpayer with a permanent Tax Account Number (TAN) in 1970
not only facilitated the identification of taxpayers but also resulted to faster verification
of tax records. Similarly, the payment of taxes through banks (per Executive Order No.
206), as well as the implementation of the package audit investigation by industry are
considered to be important measures which contributed significantly to the improved
collection performance of the Bureau.
On August 1, 1980, the Bureau was further reorganized under the
administration of Commissioner Ruben Ancheta. New offices were created and some
organizational units were relocated for the purpose of making the Bureau more
responsive to the needs of the taxpaying public.
It was during Commissioner Dulay’s term that significant revisions in the tax
laws were passed and implemented by the BIR through the issuance of Revenue
Regulations and other revenue issuances. The first revision was made under the Tax
Reform for Acceleration and Inclusion or TRAIN Act (per RA No. 10963), which took
effect on January 1, 2018. This was followed by the passage of the Corporate
Recovery and Tax Incentives for Enterprises (CREATE) Act per RA No. 11534, which
took effect on April 11, 2021. A Tax Amnesty Program (per RA No. 11213) was also
implemented covering tax delinquencies and unpaid Estate Tax.
With the passage of the new tax laws, Commissioner Dulay ordered the
conduct of massive tax information dissemination activities using all available
electronic media, tri-media and social media. Amidst the challenges brought by the
COVID-19 pandemic starting in 2020, the BIR pursued a Digital Transformation (DX)
Program covering the automation of the Bureau’s key internal and external processes.
It was also during Commissioner Dulay’s administration that the BIR has
received a commendation from the House of Representatives “for achieving an all-
time high of 15.14% over its tax collection target for the Fiscal Year 2020”. In House
Resolution No. 1538, it was stated that the “BlR has exceeded its tax collection target
for the Fiscal Year 2020 despite the crippling effect of the COVlD-19 pandemic on the
national economy”. A total of P 1.94 Trillion was collected by the BIR in 2020,
exceeding its goal of P 1.69 Trillion by 15% or P 255.19 Billion. The last time the BIR
reached its goal was in 2001 and 2003.
The BIR is now headed by Commissioner Romeo D. Lumagui Jr, who is
assisted by four Deputy Commissioners and 13 Assistant Commissioners. As of
December 31, 2020, it had a total permanent personnel complement of 13,135
distributed in its National Office (NO) and 22 Revenue Regions (RRs) located
nationwide.
A. Name of the Business

Bureau of Internal Revenue (BIR)
B. Type of Business organization

Government agency operating under the Department of Finance
C. Socio-Economic Benefits
The BIR serves as a crucial revenue generator, contributing to the
funding of public services, infrastructure, education, healthcare, and
government initiatives, which, in turn, enhances the socio-economic conditions
in the Philippines.
D. Vision Statement, Mission Statement and Core Values

Mission: We collect taxes through just enforcement of tax laws for nation-
building and the upliftment of the lives of Filipinos
Vision: The Bureau of Internal Revenue is an institution of service excellence

and integrity.
Core Values:
i. God Fearing
ii. Accountability
iii. Innovativeness
iv. Integrity
v. Competence
vi. Transparency
vii. Patriotism
E. Goals and Objectives

The BIR is mandated by the law to assess and collect all national
internal revenue taxes, fees and charges, and to enforce all forfeitures,
penalties and fines connected therewith, including the execution of
judgements in all cases decided its favor by the Court of Appeals and the
ordinary courts.
F. Corporate Strategies, Business Strategies and Functional Strategies

1. Attained collection targets and sustained collection growth
2. Improved taxpayer satisfaction and compliance
3. Strength Good Government
4. Improve assistance, compliance and enforcement process
5. Improved integrity and accuracy of taxpayer database
6. Improve integrity, competence, professionalism, and satisfaction of human
resource
7. Improved knowledge management
8. Optimize management resource
G. Financial Plan
The Department of Finance (DOF) has set the BIR’s CY 2023 overall collection
goal at Php 2,599.127 Billion. This collection goal, which is based on the CY 2023
Medium-Term Revenue Program (MTRP) dated December 5, 2022, is higher than
the CY 2022 actual collection by Php 256.596 Billion, or 10.95%.
H. Innovation / Research Development Plan

See attachment No. 1
I. Management Team (Table of Organization)

See attachment No. 2
J. Conclusion and Recommendation

Conclusion:
The Bureau of Internal Revenue (BIR) stands as an indispensable governmental
institution within the Philippines, entrusted with the pivotal role of tax collection and
enforcement. Its efficient tax collection efforts significantly bolster the government's
financial health, enabling the provision of crucial public services, infrastructure
development, education, healthcare, and various government initiatives. The BIR's
unwavering commitment to integrity, professionalism, and service excellence
mirrors its dedication to cultivating a culture of tax compliance and transparency.
Recommendations:
1. Sustained Innovation: The BIR should maintain its investments in technology
and digital solutions to optimize the efficiency of tax assessment and collection
procedures. The digital transition can enhance transparency, mitigate tax evasion,
and enhance taxpayer convenience.
2. Educational Outreach: To foster tax compliance, the BIR could broaden its
outreach in educating taxpayers about their obligations and the advantages of tax
payments. This can be accomplished through outreach initiatives, workshops, and
user-friendly online resources.
3. Refined Operations: Consistent review of operational processes will enable the
BIR to pinpoint areas ripe for improvement and optimization, leading to more
efficient tax collection and enforcement.
4. Performance Evaluation: Regular monitoring and reporting on key performance
indicators, such as tax collection efficiency and revenue targets, will empower the
BIR to gauge the effectiveness of its strategies and make necessary modifications.
5. Collaboration: Collaborative endeavors with other government agencies and
departments will fortify tax collection efforts and reduce tax evasion.
6. Transparency and Accountability: Ensuring transparency and accountability
within the agency's operations is pivotal to maintaining taxpayer and stakeholder
trust.
7. Human Resource Advancement: Continued investment in the training and
development of the BIR's workforce will heighten their professionalism and
competence, resulting in more effective tax administration.
Through the implementation of these recommendations, the Bureau of Internal Revenue

(BIR) can further enhance its proficiency in tax collection, fortify the
PHASE II (coverage: 2024-2030)
c. Theme 3: Strengthening the BIR Digital Organization & Infrastructure (2024- 2026)
Outcomes:
• . Continuous improvement of taxpayer services through faster adoption of digital

technology
• . 360 view ofTaxpayer
• . 360 view of personnel/records
• . Platfonn fbr tax the digital economy transactions
d. Theme 4: Leveraging taxpayer data for managing tax services (2027-2030)

Outcomes:
o Data driven collection, audit and enforcement o Offer customized TP service
3. The BIR DX Roadmap shall be composed of four (4) major programs (Annex "B")
with corresponding initiatives, as follows:
a. Innovating TP Experience and BIR Service Processes - for elevating taxpayer

experience and innovating BIR processes,
b. Enhancing Administration and Support Services of BIR - for driving efficiency on

BIR internal processes;
c. Aligning Policies to a BIR Digital Workplace - fbr refbrmulating BIR policies and
National Internal Revenue Code to enable DX in BIR.
d. Enabling the Digital Backtrone of BIR - for adopting and integrating digital
technology in BIR;
4. Offices concerned shall ensure that all other programs, pro.jects and activities to be
undertaken are aligned with the BIR DX Roadmap 2020-2030 and shall strictly refer
to this memorandum as guide.
5. The programs and initiatives under the BIR DX Roadmap for CY 2020-2030 shall
be reviewed/revisited annually and or updated as the need arises. Consequently, any
changes made thereto must be approved by the MANCOM.
IV. REPEALING CLAUSE
All revenue issuance or portions thereof inconsistent herewith are hereby repealed or
amended accordingly.
V. EFFECTIVITY
This order takes effect immediately and hereby directs all revenue officials and
employees to refer to this Revenue Issuance as their guide in executing the BIR DX
Roadmap program.
JEFFREY MAR F. SINGSON

Block 10 Lot 13 Pineapple St., Commonwealth,
Quezon City
Cell no. : 09285511218
jmfsingson.temprite@gmail.com
EDUCATIONAL BACKGROUND:
TERTIARY
NATIONAL COLLEGE OF BUSINESS AND ARTS (NCBA)
Diploma in Bookkeeping & Accounting/ 1996 – 1998
Regalado, Fairview, Quezon City
SECONDARY
COMMONWEALTH HIGH SCHOOL/1992 – 1996
Ecols St. Barangay Commonwealth, Quezon City
PRIMARY
COMMONWEALTH ELEMENTARY SCHOOL/ 1986 – 1992
Commonwealth Avenue, Quezon City
SKILLS
• Computer Literate
• CAD Measure
• Microsoft Word
• Excel
• PowerPoint
• Photoshop
RESPONSIBILITIES/JOB DESCRIPTIONS:
• Post customer payments by recording cash, and checks and entering them into the
general ledger or accounting software;
• Assists in the preparation of financial reports by collecting, analysing, and
summarizing account information and trends;
• Performs detailed research/adjustment functions;
• Maintains and balances subsidiary accounts by verifying, allocating, and posting
transactions and reconciling entries;
• Maintains and balance general ledger by transferring subsidiary account summaries,
prepares trial balance; reconciling errors;
• Updates daily cash reconciliation report; schedules check releasing and bill payments;
• Records month-end reconciliation and journal entries to include:
o bank accounts reconciliation

o adjustment of entries
o payroll registers including deductions
o cancelled cash vouchers
o liquidation of cash advance
• Prepares BIR remittance(EFPS)

o monthly VAT remittance
o monthly Withholding Tax Compensation and Withholding Tax Expanded
o quarterly and yearly IT payable
• Prepares and files annual GIS and other SEC requirements;

• Controls asset register, including insurance requirements and renewal of coverage;
real property taxes and licenses;
• Assists the Accounting Manager with BIR audit;
• Deals with rental issues: setting rental rates based on comparable market rates,
collecting and adjusting rent; requests payment of associated bills and condo dues in
a timely manner;
• Manages tenants, finding tenants and advertising vacancies, screening tenants and
running credit and character checks, prepares lease agreements including rental
deposits and post-dated rental checks; maintains rental ledgers;
• Handles and resolves tenants’ complaints, moving in and out, enforcing rules of
occupancy, handles eviction due to non-payment and any breach of lease
agreements;
• Maintains all rental properties, conducts inspection and reports to Operations Manager
any issues requiring repairs. Supervises repairs and maintenance including pest
control;
• Stores back up files of accounting records and transactions;
• Provides administrative support (such as customer telephone and email inquiries,
complaints, incoming and outgoing mail);
• Takes charge of the maintenance of office equipment including computers, copy
machines, fax machines, scanners and printers;
• Provides support for company events;
• Generates periodic and adhoc reports for Board of Directors;
• Completes paperwork in a neat, accurate, thorough and timely manner;
• Provides high level of customer satisfaction;
• Promotes and ensures adherence to ISO Quality Standards;
• Performs other duties as required.
WORK EXPERIENCES:
TEMPRITE ENGINEERING INC.
Quezon City, Philippines.

December 18. 2006 to present
Position: ACCOUNTING OFFICER
COMMONWEALTH HIGH SCHOOL MPC

Ecols St. Barangay Commonwealth, Q.C.
June 2005 – March 2006
Position: CASHIER
KATUPARAN MULTI-PURPOSE COOPERATIVE

009 Katipunan St. Barangay Commonwealth, Q.C.
July 1998 – May 31, 2003
Position: ACCOUNTING ENCODER
JOLLIBEE FOOD CORPORATION

Regalado Branch, Fairview, Quezon City
June – September 1997
Position: SERVICE CREW (GRILL MAN)
Q1: When did your organization first develop its vision and mission statements and
core values? Who was primarily responsible for its development?
Answer:
I do believe that the people behind the first develop of mission, vision & core value of temprite
engineering are the founding incorporators (the del rosario brothers) when they started to
organized/established last Nov.
18, 1965.
Your vision is your dream. It's what your organization believes are the ideal conditions for
your community; that is, how things would look if the issue important to you were completely,
perfectly addressed. It might be a world without war, or a community in which all people are
treated as equals, regardless of gender or racial background.
Whatever your organization's dream is, it may be well articulated by one or more vision
statements, which are short phrases or sentences that convey your community's hopes for
the future. By developing a vision statement or statements, your organization clarifies the
beliefs and governing principles of your organization, first for yourselves, and then for the
greater community.
There are certain characteristics that most vision statements have in common. In general,
vision statements should be:
• Understood and shared by members of the community

• Broad enough to include a diverse variety of local perspectives
• Inspiring and uplifting to everyone involved in your effort
• Easy to communicate - for example, they are generally short enough to fit on a T-shirt
The next step of the action planning process is to ground your vision in practical terms. This
is where developing a mission statement comes in. An organization's mission statement
describes what the group is going to do and why it's going to do that. An example is
"Promoting care and caring at the end of life through coalitions and advocacy."
Mission statements are similar to vision statements, in that they, too, look at the big picture.
However, they're more concrete, and they are definitely more "action-oriented" than vision
statements. Your vision statement should inspire people to dream; your mission statement
should inspire them to action.
The mission statement might refer to a problem, such as an inadequate housing, or a goal,
such as providing universal access to health care. And, while they don't go into a lot of detail,
they hint - very broadly - at how your organization might fix these problems or reach these
goals. Some general guiding principles about mission statements are that they are:
• Concise. While not as short as vision statements, mission statements generally still get their
point across in one sentence.
• Outcome-oriented. Mission statements explain the fundamental outcomes your organization
is working to achieve.
• Inclusive. While mission statements do make statements about your group's key goals, it's
very important that they do so very broadly. Good mission statements are not limiting in the
strategies or sectors of the community that may become involved in the project.
Developing effective vision and mission statements are two of the most important tasks your
organization will tackle because almost everything else you do is affected by these
statements. We hope that this section has allowed you to feel more confident in your group's
ability to create successful and inspiring vision and mission statements. Remember, think
broadly and boldly!
Q2: How long have your current statement existed? When they were last modified?
Why
were they modified at that point in time?
Answer:
From then there's no changes to present because the current officers believed that this is the
only key why the company still existing for almost 5 decades. If you're developing a business
or organization, determining a direction and establishing. Goals are critical to your success.
Creating a mission or vision statement that's specific to your venture helps your business or
organization move forward. As your organization evolves, you might feel tempted to change
your mission or vision. However, mission or vision statements explain your organization's
foundation, so change should be kept to a minimum.
Q3: By what process are your firm’s vision and mission altered?
Answer: Well, our vision, mission, and values statements form the foundation for all activities
in an organization. The vision statement describes what the organization will become in the
future. It is a broad and inspirational statement intended to engender support from
stakeholders. The mission statement defines how the organization differentiates itself from
other organizations in its industry. It is more specific than the vision statement and is intended
to show how stakeholders’ needs will be satisfied. The values statement defines how people
in the organization should behave. It provides a guideline for decision making.
Q4: How are your vision and mission statements and core values used in the firm?
Answer: Together, the vision, mission, and values statements provide direction for
everything that happens in an organization. They keep everyone focused on where the
organization is going and what it is trying to achieve. And they define the core values of the
organization and how people are expected to behave. They are not intended to be a
straitjacket that restricts or inhibits initiative and innovation, but they are intended to guide
decisions and behaviors to achieve common ends.
Reputation and References

Check out the contractor’s reputation and ask for references from past clients. This will give
you an idea of what kind of work they have done in the past and help you figure out their level
of professionalism and customer satisfaction.
Equipment and Resources

Make sure the mechanical contractor you choose has the equipment necessary to complete
your project on time and within budget.
Safety Record
Safety should be the top priority when choosing your mechanical contractor. Look for a
company with a strong safety culture and a good record of preventing accidents and injuries
on the job site.
Communication and Project Management

Effective communication and project management are critical to a successful project. Look
for a mechanical contractor that has a clear and effective process for managing projects,
communicates well with clients, and ensures work is completed on time and to the highest of
standards.
By keeping these five key factors in mind, you can be sure of selecting a mechanical
contractor capable of delivering high-quality work who will meet your needs and make your
project successful. Choose wisely and you will ensure a smooth and stress-free experience
from the beginning to the end.
Industry and Business Experience

Experience is vital when it comes to choosing a contracting service. That said, two
facts to look for are when the company began and photos of their work. Through their
photos, you’ll quickly see if the company has the industry experience to do the work
correctly. Furthermore, your company deserves to hire a well-established mechanical
contracting service, so keep an eye out for an extensive proven track record.
Testimonials
You should always read the testimonial page on a company’s website because nothing
stands stronger than reviews and testimonials. Naturally, most companies are only
going to share their best reviews, so dig a little deeper to find more reviews. No
company is perfect, so if you can’t find any negative reviews, simply ask the company
about them. Don’t forget to ask the company how they handled an unhappy customer;
their response may help you decide.
Are they timely?

Trying to get in contact with an unresponsive company is beyond frustrating. Do they
want your business or not? If you’re trying to connect with a mechanical contracting
company, they should be replying to emails, social media inquiries, and picking up their
phone. Keep in mind that a company’s timeliness is often an indicator of their work
ethic, and you can’t afford to have contractors showing up late.
Flexibility with Budgets and Work Hours

Every business has a different financial standing; some are doing very well, while
others are squeezing what they can out of their budget. A good mechanical contracting
service will be able to work within your budget. In addition, your business may need to
receive the service after work hours. That said, a good mechanical contractor will be
happy to work within your schedule within reason —just make that request known early.
While there are plenty of mechanical contractors available, that doesn’t mean they’r e
all reliable and complete good work. However, if you know what to look for in
mechanical contracting service, your chances of hiring an unreliable contractor are
significantly reduced.
COMPANY PROFILE
Company Overview/ Organization Background/ History Temprite was registered at the

Securities and Exchange Commission on November 18, 1965 with the Del Rosario brothers
as founding incorporators. Our first office and shop were in a small rented garage in Sta.
Cruz, Manila. With a starting capital of P5,000 and four skilled workers (the Del Rosario
brothers themselves), Temprite began contracting small air-conditioning and refrigeration

jobs within the Sta. Cruz neighborhood.
Our first contract was the commissioning of second-hand air-conditioning units at the Renault
Car Show Room along Marquez de Comillas Street in Manila.
More than five decades later, Temprite had evolved into a diversified mechanical contractor
specializing in the design, fabrication, installation, operation and maintenance of air-
conditioning, ventilation and refrigeration systems.
Our field of expertise extends to the commissioning of clean rooms, water pumps, waste
water treatment, solar lines, solar water heating, sprinkler, fire protection and dust collection
systems. Among Temprite’s clients today are major pharmaceuticals and
telecommunications companies as well as call centers, leisure properties and retail outlets.
In 1995, Temprite earned a Category A classification from the Philippine Contractors

Accreditation Board, owing to our commitment to service excellence in every project we
handle. Temprite is an officially accredited dealer and installer of Carrier, Trane, Mitsubishi
Electric, Airedale, LG and Daikin. We maintain strong partnership with long time suppliers
and banking institutions. From our humble beginnings until today, our fundamental direction
remains the same - to establish Temprite as a competent and reliable mechanical contractor
that renders quality work and service in every project that is awarded to us.We thank you for
considering Temprite to become your mechanical contractor.
• Name of the Business: TEMPRITE ENGINEERING INC.

• Type of Business Organization: MECHANICAL CONTRACTOR
a. Air –Conditioning
b. Ventilation
c. Refrigeration
d. Maintenance
• Socio-Economic Benefits
Economic factors such as economic cycles, labor market conditions, geographic
location, type of construction, and government regulations can impact salaries in the
construction industry. Construction is an important sector that contributes greatly in
the economic growth of a nation. The Construction Industry is an investment-led sector
where government shows high interest. Government contracts with Construction
Industry to develop infrastructure related to health, transport as well as education
sector.
• Vision Statement, Mission Statement and Core Values

a. VISION:
Our vision is to provide pioneering service through sustainable engineering
practice and customer satisfaction.
b. MISSION:
Our mission is to maintain our position as the preferred mechanical contractor
that caters to industrial, commercial and residential establishments. We aim to
consistently deliver reliable technical and management skills in our projects and
to continuously implement innovative technologies. We work collaboratively
with our customer, staff, suppliers and business partners to achieve

development for all the stakeholders in our projects.
c. CORE VALUES (P.E.A.C.E)
Provide superior quality products and services.
Ensure job safety and security as priority.
Adhere to ethical and moral standards.
Continually improve our performance.
Exceed our customers’ expectation.
• Goals and Objectives (see mission and vision statement)
Preventive maintenance of various air-conditioning units in ZPC Family Foundation
Marketing and Operations Plans
Why Do You Need an HVAC Business Plan?
When you’re running a business or even starting a business, sometimes it’s easy to get lost
in the everyday operations and never leave yourself time to think about the big picture.
Developing an HVAC business plan forces you to walk away from the details and focus on
creating your overall business goals. It is a document that takes all the ideas floating around
in your head and turns them into an action plan for starting, managing, and operating a
business.
An HVAC business plan is the best way to solidify what your goals are and how you actively
plan to achieve them. Plus, if you are looking to find an investor to help fund your business
growth, a business plan gives you a document to provide them.
Ultimately, an HVAC business plan is designed to provide you with a strategy for what to do
next with your company. Using a business plan can help you to:
• Set realistic goals

• Maintain focus on what’s important
• Raise funds for your business
• Identify your weaknesses or business threats
• Create a roadmap to success
• Develop a marketing and sales strategy
Creating Your HVAC Business Plan Template
There are thousands of HVAC business templates online. A simple Google search will garner
hundreds of options for you to use. But, it’s easy to get overwhelmed by all the options and
lose sight of what you’re really trying to accomplish.
Diving into the components of a successful business plan will help you find a template online
that will work for or give you the confidence to create your own.
• Executive Summary and Company Description

The executive summary and company description provide the framework for the entire
business plan. You need to be able to articulate exactly what your business offers, why it’s
important, and how you will differentiate yourself from the competition.
When building an executive summary, include your company’s goals and objectives, unique
selling propositions, and a short about us section. When developing this introduction to your
brand, think about the importance of speed when it comes to your overall growth after the
setbacks brought on by COVID-19. Include your unique selling points as it will be your go-to
messaging for why someone should choose your company over a competitor.
• Market Research and SWOT Analysis
This section of your HVAC business plan is probably the most important. This is your chance
to explore your market, identify opportunities, and analyze your competition. Do your due
diligence on this section so that you are educated about who your customer is and how you
can work harder to target them than what your competitors are currently doing.
Identify your target market by asking yourself where the most potential is for your business.
If you are located in a larger city, you might want to adjust your messaging and offerings to
cater to commercial properties, if you are in a more residential area, you might want to tailor
your services to the common household.
Be sure to identify a few top competitors and explore what they are doing really well and
where they are falling short. Use a SWOT analysis to pull apart your current business
structure and see how you stack up against the competitors in your area.
• Marketing Strategy and Operational Plans
Given everything you’ve learned about your target audience and your key competitors, it’s
time to develop your operational plans. How many employees will you have? How will you
manage growth? Who will be the leaders of your team? What do your financial projections
look like?
Once you have developed an operational plan for the next 6, 12, and 24 months, you can
start to create a marketing strategy that will set you apart. Break it up into phases so that you
can feel confident that you can feasibly accomplish everything in your business plan.
• Ask for Funding
If you plan to use your HVAC business plan as a jumping-off point to attract investors, this is
the section where you make your final request. Be sure to reiterate your unique selling points
and summarize your financial projections.
At the end of the day, you are the only one who has the ability to make your HVAC business
a success. Use all the tools you can at your disposal to build your HVAC business plan for
2022 that can serve as a roadmap for the coming year. Don’t let the failures or setbacks of
the past stop you from growing your company in the best way possible.
Improve Your HVAC Sales Tactics with Contractor Commerce
2022 is the perfect opportunity to update your HVAC website with just a few simple steps.
Contractor Commerce is available to support your HVAC business growth goals by making it
easier to sell your services online. Learn how simple it can be to sell filters, maintenance
agreements, tune-ups, and fully-installed systems.
Financial Plan
Innovation / Research Development Plan
Recent research efforts on project delivery have been heavily focused on using project-level
indicators to predict cost and schedule outcomes. However, specialty contractors performing
at the system level have an increasingly important role in the design and construction of
healthcare and other high-performance facilities. From curtain wall assemblies to HVAC
systems, specialty contractors possess the system knowledge and field expertise to support
delivery of energy-efficient, cost-effective systems. Therefore, this research adapted the use
of existing metrics from broader, project-level applications to a narrower building system,
focused to contextualize the importance of system delivery. A comparative case study
analysis was conducted to collect quantitative data on schedule and cost outcomes,
construction safety, and building energy performance on two large healthcare facilities. By
comparing a design-build and design-assist case, this paper demonstrates how increasing
design involvement of mechanical contractors provides opportunities to reduce cost growth,
schedule growth, and safety incidents, and improve the HVAC system performance in
healthcare projects. Contextual lessons from the design-build case are discussed and
suggested for application in other forms of project delivery.
Management Team (Table of Organization)
CONCLUSION/
RECOMMENDATION
When it comes to selecting a mechanical contractor for your next project, it’s imperative to
look for a company that has the experience, skills, and expertise needed to deliver high-
quality work. There are many options to choose from and it can be challenging to get started.
The following are 5 things to consider when choosing a mechanical contractor.
Experience and Expertise

Make sure that the mechanical contractor you choose has a proven track record of success.
Look for one that has expertise in your specific industry or project type. Check for a company
that has completed similar projects and has enough experience to handle any challenges
that may come up.
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NATIONAL COLLEGE OF BUSINESS AND ADMINISTRATION

CENTER FOR GRADUATE STUDIES IN BUSINESS & MANAGEMENT

Bestlink College of the Philippines’s mission and vision is committed in

II. Company Overview/ organization Background / History

In 2004, Bestlink, with its new administration headed by Engr, Diosdado T.

Cooking, Food and Beverage Service, Housekeeping, Bartending, Baking and

- Name of the Business: Bestlink College of the Philippines

- Types of Business Organization

Bestlink College of the Philippines (BCP) is a private, non-stock, non-profit and

Socio – Economic Benefits

” Bestlink College of the Philippines is committed to provide and promote quality

FAITH (Fides) represents BCP’s endeavor for expansion, development, and

KNOWLEDGE (Cognito) connotes the institution’s efforts to impart excellent

Instruction - Utilize upgraded curriculum of the different programs, to facilitate

topics and lessons in all learning opportunities to produce humane learned

- Corporate Strategies, Business strategies and Functional Strategies:

As a growing institution, we also continue to hone our beloved Heads, Staffs

Bestlink College of the Philippines aims to be the best Academic Institution in

- Customer and Competitors Analysis

- Innovation/ Research Development Plan

The Enrollment System in Bestlink College of the Philippines has a very

researchers conduct an innovation of system to provide a better system to avoid

- Conclusion and Recommendation

One of the problems of the General Academic students in Bestlink College of

Rev. Elvin Baldicaño Saburin

Guidance Officer / Prefect of Discipline

Values Education Coordinator

Junior High School Teacher / Class Adviser

Elementary Teacher / Class Adviser

Talanay Kindergarten Tutorial Center 2011 – 2013

Master of Arts in Christian Education Major in Educational Management

Currently earned 30 units (ongoing

Master of Arts in Biblical Studies (Academic Awardee, October 2021)

Quezon City, Philippines

Bachelor of Arts in Christian Education Major in Values Education (March 2018)

Caloocan City, Philippines

Bachelor of Arts in Theology (March 2017)

Diploma in Christian Leadership (March

Malabon City, Philippines

Bachelor of Science in Information and Communications Technology Quezon City

Licensed Professional Teacher (LPT) – September

NATIONAL ORGANIZATION POSITION

PCEC- Christian Educators’ Network (CEdNet)

– Deputy Director (2023)

- Segment Host – CedNet SnapCHAT aired on Light TV Channel 33

Resource Speaker August 10, 2022

Resource Speaker August 4, 2022

Resource Speaker July 28, 2022

Resource Speaker July 13, 2022

Gloders College Inc., Puerto Galera, Oriental Mindoro (sponsored by PCEC-CEdNet)

Resource Speaker January 29, 2022

Resource Speaker January 22, 2022

Resource Speaker October 30, 2021

Resource Speaker July 3, 2020

Resource Speaker June 12, 2020

Topic: “Philippine Professional Standard for Teaching in Making of Curriculum

Resource Speaker October 29, 2018

Resource Speaker October 29, 2018

Resource Speaker July 19, 2021

Resource Speaker June 22, 2020

Resource Speaker May 22-23, 2018

RECENT LOCAL AND INTERNATIONAL SEMINARS ATTENDED

11th SEAMEO-University of Tsukuba Symposium February

Annual Educators' Congress (AECON) 2023 January 26-