MANJUYOD NATIONAL HIGH SCHOOL

DEVELOPMENTAL LAND SCAPE

SWOT ANALYSIS
presented to

VIRGINIA E. LASCUESTA, PH.D.

Professor

As partial fulfillment of the subject

Ph.D EM 626 – Development Perspectives

in Educational Management

by

ZACKY ZACARIAS L. CADORNA II

Ph.D – Educational Management

Summer 2019
Zacky Zacarias L. Cadorna II
Ph.D – EM
Subject: Ph.D EM 626 – Development Perspectives
in Educational Management

Developmental Landscape of
Manjuyod National High School
I. Background

Manjuyod National High School is located at Sundo-an, Manjuyod, Negros Oriental, about 400 meters
away from the National Highway or five to ten minutes-walk to reach its destination from Manjuyod Rizal’s
Park, the main land mark of the Municipality of Manjuyod. The school is an implementing unit with 65
teaching force, 8 Filipino, 10 Mathematics, 10 Science, 10 English, 12 TLE, 7 MAPEH, and 8 Araling
Panlipunan teachers. Out of the 65 teaching personnel are 8 Department Heads (7 Master teachers, 1
Teacher 3) who coordinated their respective departments under the direction of supervision of the School
Head. It has also non – teaching personnel. The School runs its operation closely the same as the Division
Office, for it has CID and SGOD designate who help the principal oversee the implementation of curriculum
and programs. It has also Administrative Officer, Bookkeeper and Disbursing Officer who help the School
Head in Fiscal Management.

Before, it was a private institution known as Central Negros Academy (CNA) established in 1947
founded by Don Daniel Sycip, a prominent man of Manjuyod. Then, in year 1993 it became Manjuyod High
School when the local government of Manjuyod headed by the Ex - Mayor Jose A. Baldado availed the
free basic education program of the government, wherein the first school building constructed was SEDP.
In year 1999, the name has then changed to Manjuyod National High School. There was also a plan of
changing its name in honor to Rodolfo Baldado, the father of Ex – Mayor Jose A. Baldado, who was also a
Mayor of Manjuyod, but the move wasn’t realized.

Manjuyod National High School consists of Junior and Senior Secondary Curriculum which covers the
land area of 2.6 Hectares and at present the student population is 2,166. The Senior High School offers 3
tracks such as TVL, HUMMS, and ABM.

Most of the teachers of Manjuyod National High School are using audio-visual presentation in
facilitating teaching-learning situations. In fact, almost all classrooms are mounted with LED TVs or
projectors and speakers. It has also laboratory rooms for cookery, computers and science. Wide rooms
for SMAW and Carpentry are also available for demonstration of skills and trainings.

To cater the booming students’ population, new buildings are being proposed and constructed.
However, due to lack of planning, the establishments of infrastructure are poorly setup. Drainage system
is also not given importance. Thus, the school campus always suffers flood during heavy rains.

Despite of its weaknesses, Manjuyod National High School is always chosen to hold secondary schools
district and congressional level competitions.

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 II. SWOT ANALYSIS

Internal External
Strengths Opportunities
A. HUMAN A. HUMAN
1. Big Students’ Population – The more the enrollees, the 1. Very supportive LGU, and
bigger the funds allocated from the government for Barangay Officials
the school MOOE to be used for its operations. 2. Cooperative and kind
2. Well performing Non – Teaching Personnel Businessmen
(Administrative Officer, Bookkeeper, Disbursing 3. Expert on different fields
Officer, ADAS, Data Encoder, Etc.) in fiscal operations professionals such as
of the school which other schools do not have. managers, social workers,
3. Dedicated and well-trained Department Heads who lawyers, engineers,
help execute and oversee school’s instruction psychologist and doctors.
programs and operations.
4. Very active SSG Officers. B. NON-HUMAN
5. Dependable Security Personnel and Watch Men which 1. “Trend-Gliding” Computer
deliver 24/7 services. Cafés/Shops.
6. Very functional Parent-teacher association. 2. Bakeshops
B. NON-HUMAN 3. Very functional Catering
1. New, high-end, and dependable computer sets Services
and internet connections which help teachers and 4. Beach/Beach Resorts
students do research for teaching-learning 5. Recreational Gyms
situations.
2. Very conducive for learning audio-visual
classrooms which aid teachers lessen their
burdens in presenting lessons through ICT
Integrations.
3. Spacious Welding and Cookery Rooms with
adequate equipment and facilities.
4. Well lighted and ventilated, new and standard
classrooms.
5. Wide Lot area (2.6 Hectares)
Weaknesses Threats
A. HUMAN A. HUMAN
1. Very low NAT Results 1. Presence of Thieves
2. High Drop-out Rate 2. Presence of Gangs
3. High number of frustration level learners 3. Presence of gamblers
4. Teachers’ guidance and counseling 4. Presence of Notorious and
5. irresponsible individuals
B. NON-HUMAN B. NON-HUMAN
1. Collapsing perimeter fence. 1. Internet cafés
2. Poor drainage system. 2. Geographic Location
3. Gambling den – billiard, Deck
Card Games, “Hantak”
4. Other recreational
establishments

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 III. Five – Year Improvement Plan

The presentation below on Priority Improvement Areas, General Objectives, Root Causes, Strategies
and Interventions for Manjuyod National High School Improvement Plan is set to be accomplished for a
period of 5 years from School Year 2019 – 2020 to School Year 2023 to 2024.

Priority General Root causes Strategy/ Intervention/ Activity Time Frame/

Improvement Objectives Timelines
Areas:
WEAKNESSES
(HUMAN)
1. Low NAT To increase 1. Students’ 1. Convene Department Heads YEAR 1
MPS the National poor reading from different fields to develop SY 2019 - 2020
Achievement comprehension. innovative strategies that may
Test (NAT) 2. Lack of help develop students’ reading
MPS from reading review comprehension skills.
46.74% to materials. 2. Instruct Teachers to apply YEAR 1 - 3
75% for a 3. Multiple co- ICT Integrations in facilitating SY 2020 – 2021 to
period of 5 curricular and reviews. SY 2022 - 2023
years. extra-curricular 3. Ensure all curricular and non- YEAR 1 - 5
activities that curricular activities must be SY 2019 – 2020 to
affect teaching- done without disruption of SY 2023 - 2024
learning contact classes. Thus, number of
time. teaching hours will be
religiously observed.
2. High Drop- To reduce 1. Poor 1. Task Department Heads to YEAR 1 - 5
out Rate the school’s academic devise and initiate teaching SY 2019 – 2020 to
dropout rate performance. methods and strategies that SY 2023 - 2024
from 4.51% 2. Lack of school shall enhance students’
to 1 % in a monitoring team academic performance in
span of three for SARDOs. different subjects.
years 3. Financial 2. Organize a monitoring team YEAR 1 - 5
problems. which shall compose of SY 2019 – 2020 to
4. Lack of Teachers, Parents and SSG SY 2023 - 2024
teachers’ officers that will monitor,
guidance and suggest, and execute
counseling. appropriate interventions to
save SARDOs.
3. Ask help from LGUs/Local YEAR 1 - 5
officials to come up with SY 2019 – 2020 to
solution on Students at Risk of SY 2023 - 2024
Dropping due to financial
problems.
3. Ask help from experts on YEAR 1 - 2
guidance and counseling to SY 2019 – 2020 to
conduct training/seminar for SY 2020 - 2021
teachers.

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3. High To decrease 1. Poor reading 1. Task English Master Teacher YEAR 1 - 5
number of the comprehension. to devise and initiate activities SY 2019 – 2020 to
frustration frustration 2. Lack of that shall enhance students’ SY 2023 - 2024
level readers level readers motivation in reading comprehension.
from 5.27% reading. 2. Ask help from PTA and Local YEAR 1 – grade 7
to 1% in 3. Lack of Official to buy reading YEAR 2 – Grade 8
English reading materials for students. YEAR 3 – Grade 9
within three materials in 3. Allocate funds from School YEAR 4 – Grade
years. school and at MOOE to acquire reading 10
home. materials. SY 2019 – 2020 to
SY 2023 - 2024
4. Take advantage of the audio- SY 2019 – 2020 to
visual materials in delivering SY 2023 - 2024
lessons that shall improve
reading comprehensions.
4. Teachers’ To train 1. Poor Ask help from experts on YEAR 1 – Junior
guidance and 100% of commitment guidance and counseling like HS
counseling teachers on towards work. from NORSU professors to YEAR 2 – Senior
skills effective 2. Laid-back conduct training/seminar for HS
guidance and attitude. teachers.
counseling 3. Lack of SY 2019 – 2020 to
for a period training. SY 2020 – SY 2021
of five years.

Priority General Root Strategy/ Intervention/ Activity Time Frame/

Improvement Objectives causes Timelines
Areas:
WEAKNESSES
(NON-HUMAN)
Collapsing To construct 1. Lack of 1. Ask help from the local YEAR 1 –
perimeter fence standard and planning government officials of Manjuyod to Surveying of
and poor safe 2. Lack of address school’s problems on area and
drainage system perimeter Budget perimeter fence and drainage planning.
and drainage 3. Not system.
system. prioritized. SY 2019 - 2020
2. Ask help from PTA and other YEAR 2 – 5
concerned stakeholders to Constructions
donate/contribute for the of perimeter
constructions of standard perimeter fence and
fence and drainage system. drainage
3. Prioritize in MOOE the allocation system.
of budget for purchasing materials to
be used for fence and drainage CY 2020 - 2024
constructions. Thus, mobilize the
non-teaching personnel to do the
transactions.

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Priority General Root causes Strategy/ Intervention/ Time Frame/
Improvement Areas: Objectives Activity Timelines
THREATS
A. HUMAN To protect 1. Gambling 1. Ask help from municipal YEAR 1
Presence of thieves, the school Dens police to crack down the SY 2019 - 2020
gangs, gamblers, children illegal gambling operations
notorious and from the 2. Lack of anti- in the community.
irresponsible dangers crime 2. Coordinate with YEAR 1 - 5
individuals may bring operations barangay officials on the SY 2019 – 2020 to
by the regular patrol operations of SY 2023 - 2024
delinquent 3. No regular the barangay police
individuals patrol of especially during class days.
of the barangay 3. Instruct security guards YEAR 1 - 5
community. police. and watchmen to be SY 2019 – 2020 to
vigilant always to prevent SY 2023 - 2024
offending individuals to
cause troubles inside the
school campus.
4. Coordinate with PTA and YEAR 1 - 5
SSG to come up with SY 2019 – 2020 to
programs and activities SY 2023 - 2024
that shall prevent the
association of students to
delinquent individuals.
B. NON-HUMAN To avoid 1. Lack of Since the school has big YEAR 1 – Area
1. Internet cafés students to recreational space for establishments, Survey and
2. Gambling den – cut/skip establishments coordinate with the local Planning
billiard, Deck Card classes due in the campus. school board to construct SY 2019 – 2020
Games, “Hantak” to engaging 2. No gymnasium that shall be
3. Other recreational resting/waiting used for different YEAR 2 – 5
recreational games areas during recreational games and Constructions of
establishments outside the vacant periods. sports, and also to recreational gyms
school 3. Lack of clubs construct benches around and benches
premises. that address the corners in the campus
students’ that serve as students’ SY 2020 - 2021
interests. resting and waiting areas. to SY 2023 - 2024

Coordinate SSG Officers to YEAR 1

organize different clubs SY 2019 - 2020
that shall address students’
interests.

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IV. Source of Funds
The planned initiatives plotted above are the results of the crucial examination and
analysis of Manjuyod National High School’s SWOT. Expenses for materials and other
resources relevant to the implementation of the projects are subjects to the availability of
Manjuyod National High School’s MOOE and other local/school funds as laid out in the
school’s Annual Improvement Plan (AIP.

The school shall also outsource income from internal and external stakeholders through
fund raising activities and donations.

V. Monitoring and Evaluation

To ensure the smooth and religious conduct of the activities for the five-year
improvement plan, the management shall designate personnel preferably department heads
to closely monitor the programs. Evaluations shall be directed right after the conduct of each
activity, in which program flows, substance, quality and other relevant details shall be rated
by the participants. The data of which including suggestions and recommendations shall be
compiled, analyzed and treated accordingly for the improvement of the programs.