A study of the financial management of the Sts. Peter & Paul Technical Institute, Sorsogon, Sorsogon

• Main Author: Arevalo, James L.
• Format: text
• Language: English
• Published: Animo Repository 1977
• Subjects: Education > Finance; School management and organization; Sts Peter & Paul Technical Institute (Philippines) > Finance; Educational Administration and Supervision; Educational Assessment, Evaluation, and Research; Finance and Financial Management
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/467
• Institution: De La Salle University

v. 1. The financial management study of Sts. Peter and Paul Technical Institute (SPPTI) used the analytical and descriptive methods of research. Data and information were obtained through personal interviews with the incumbent school cashier-registrar. Other information and facts were gathered from school records, files, bulletins, reports to the Bureau, from the NEDA (National Economic Development Authority) and from the Bureau of Census and Statistics Office, Manila. The writer's experiences and empirical knowledge about the school's financial operations were also considered in this study. The financial management of SPPTI is weak and is far from sound and useful. There is no definite financial planning and control systems. The financial policy is concentrated on letting both ends meet without any concrete plan to secure additional revenues for the school. Budgeting needs adequate financial records and a sound knowledge of the factors which affect the future operations of the school. Participation from all the administrative officials of the school in the preparation of the budget is wanting. The inadequacy of financial records does not give a clear picture of the financial position of the school every end of the school year. It gives no sufficient basis for financial planning and control. It may even lead to fraud and other irregularities. Certainly, tuition fees cannot remain at the current rate. It has to be raised if the school wants to provide adequate facilities and high quality of instruction. v. 2. This proposal comes up with a formal organizational structure providing for an organizational chart or design of its administrative, teaching, non-teaching and special services personnel and a written document showing : 1) job descriptions to delineate roles and functions of each position contained in the organizational chart, 2) definitions of lines of authority and responsibility, 3) provision for delegation of authority and responsibility to subordinates, 4) effective relationships among all positions, and 4) opportunities for all subordinates to participate effectively for the attainment of their personal goals consonant with the over-all goals of the institution. v. 3. This case study illustrates the importance of academic and non-academic aspects of personnel management of a school and the effects of a school's administrative structures on the management of a school. The case involves high faculty turnover and termination. Termination orders were issued by the School Director on the basis of the students' evaluation. One teacher countered one such termination and decided to file charges with the Department of Labor. The following alternative actions are open to the School Director : a. Disregard his accusations against one, Ms. Elsa Relativo and take steps towards an amicable settlement. b. Call an emergency meeting and discuss matters more openly. c. Reinstate Ms. Elsa Relativo. d. Consult the Bishop regarding the policy of his office pertinent to the School. e. Continue with his accusations against Ms. Elsa Relativo and if possible elevate it to the Courts. f. Irrevocably terminate the services of Ms. Elsa Relativo. g. Terminate the services of Mr. Juanito Catindig, a relative of the School Director and who was retained even if he had a low rating in the students' evaluation. h. Resign. The author suggested steps a to d as the best actions.