MESSAGE OF THE PRESIDENT

In response to national and worldwide advancements in higher education, the Batanes State College articulates its innovative goals and aggressive spirit for achieving quality in this Strategic Plan. This document is a product of arduous series of meetings and brainstorming. Undeniably, this is a tapestry of visionary minds and calculated risks in order to catapult BSC onto the taller pedestal. This eight-year Strategic Plan (2023-2030) is crucial since it outlines the college’s course of action until 2030. Administrators’, instructors’, employees’, students’, parents’, alumni’s, and other stakeholders’ contributions are included to the maximum extent possible. Moreover, a special team of minds led the crafting of this academic blueprint.

Modesty in aspiration cannot be a virtue when it comes to educating young people for a world that has become tremendously complex and competitive. Despite the fact that we are not the best funded institution by any stretch of the imagination, we have not been dissuaded nor have we lowered our standards. This administration stands on a firm belief that there is no substitute for quality and no excuse for failing to achieve it. Thus, we have to exude creativity and use all the people and limited resources at our disposal.

This administration’s commitment to make BSC metamorphose from its current state is converted in this strategic plan. I am with firm belief that our institution will be ready to take on the challenges of the 21st Century in the areas of the arts and culture, agriculture, science and technology, and professional and technical disciplines even amidst our geographical isolation. In order to ensure that BSC is not lagging behind or is not left in the dust by the advancements being made elsewhere in the field of higher education, we have committed ourselves to achieving the highest level of classification for State Universities and Colleges under the CHED-DBM classification system.

As a gender-responsive institution, BSC promotes gender equality among its constituents. New perspectives are likewise highlighted and new Vision and Mission are presented alongside new strategic objectives geared towards the college becoming an Academic Leader and Institutions Builder, focusing on revitalizing further human resource; physical and financial viability; market driven responsive curricula; techno-preneurship; and the competitiveness of graduates in the local, national, and international arenas.

Fiscal restraint and caution will be matched with chutzpah to tap alternative sources of revenue, optimize spending according to Budget Utilization Rate targets, and transform BSC into a collection of economic entities able to contribute to its own coffers. BSC is situated in an island, but BSC is definitely not an island. With this, we use in this plan the yardsticks of external agencies that measure our performance, excellence, and quality. For instance, this plan is peppered with strategies on how to surpass and satisfy our “aggressiveness” in terms of external accreditation, certification, and rating programs. These include the International Organization for Standardization (ISO), Institutional Sustainability Assessment (ISA), ASEAN University Network – Quality Assurance System (AUN-QA), SUC Leveling, PBB Requirements (AO 25), Land Use Development and Infrastructure Plan (LUDIP), Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME HRM) of the Civil Service Commission, and the AACCUP accreditation of program offerings. By adhering to the stringent requirements of these assessing institutions and systems, we are determined to catapult BSC onto the bracket of impactful universities and colleges in the Philippine archipelago!

PRESIDENT’S REPORT 2024