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AREA IX
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QUALITY ASSURANCE CULTURE
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PARAMETERS
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A.
Planning
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B.Structure of Quality Assurance
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C.Monitoring and Evaluation of Quality Assurance
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D.Sustainability of Quality Assurance
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SUC :
PARTIDO STATE UNIVERSITY
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Campus :
Goa Campus
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Date of Actual Survey : September 22-26, 2025
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IndicatorsSystem – Implementation – Outcome MeanParameter Mean
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PARAMETER A: PLANNING
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SYSTEM – INPUTS AND PROCESSES
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S.1The Institution has a definite policy on quality assurance.5
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S.2The institution has a broad access and assessment of the external environment. 4
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S.3There are defined processes and strategies of quality assurance based on the policy.5
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4.666666667
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IMPLEMENTATION
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I.1The policies are translated into specific plans for improving the quality of academic programs.5
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I.2The quality assurance policies are operationalized for effective governance and management.5
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I.3The policies are operationalized in the form of definite procedures.4
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I.4The quality assurance projects/activities are implemented in accordance with the quality assurance plan. 5
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4.75
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OUTCOME/S
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O.1There is a well-designed Quality Assurance Plan.5
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O.2Manual of Procedures on Quality Assurance is functional.5
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O.3An Institution that blends with the environment and meets the development of the environment is observed. 4
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O.4The institution has a well coordinated planning and implementation of the quality assurance programs.5
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4.75
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4.722222222
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BEST PRACTICES:
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Embedding Quality in the Strategic Direction of the University
Partido State University ensures that its quality assurance culture is firmly embedded in the Strategic Plan 2023–2028, approved by the Board of Regents. The Plan integrates quality objectives into instruction, research, and extension, making QA not a stand-alone activity but a driving force behind institutional development. This alignment guarantees that every unit and program contributes to the achievement of measurable performance indicators linked to national development priorities, CHED mandates, and international benchmarks.
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Participatory and Consultative QA Planning
The University adopts a composite approach to planning, blending top-down policy direction with bottom-up inputs from academic units, support offices, faculty, staff, and students. Management review meetings, consultations, and planning workshops ensure inclusiveness and transparency in decision-making. This participatory process creates a sense of ownership among stakeholders, fostering a strong QA culture where everyone is accountable for results.
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Data-Grounded and Evidence-Based Decision Making
Planning at ParSU is anchored on systematic data collection, monitoring, and analysis. The University Planning Office consolidates reports from colleges and units, tracking performance against physical targets and deliverables. Data from AACCUP accreditation, ISO audits, and internal quality reviews serve as a solid evidence base for refining operational and strategic decisions. This practice enhances efficiency, ensures regulatory compliance, and strengthens the cycle of continuous improvement.

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Integration of Futures Thinking and Strategic Foresight
Beyond addressing present requirements, ParSU’s planning incorporates futures thinking to anticipate emerging challenges in higher education, technology, climate resilience, and sustainability. The Strategic Plan includes scenario-based projections and risk-responsive strategies, preparing the University to adapt to global academic shifts. This foresight ensures that QA interventions remain relevant, forward-looking, and supportive of institutional resilience.
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Institutionalization of a Robust Quality Management System (QMS)
ParSU sustains its ISO 9001:2015 certification and is preparing for ISO 21001:2018 to institutionalize standardized quality processes. The QMS Manual and QA Procedures Manual guide operations across all units, ensuring consistency, accountability, and continual improvement. The system includes internal audits, management reviews, customer satisfaction measurement, and corrective actions—all of which strengthen the culture of quality and embed QA into daily operations.
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Comprehensive Accreditation and Benchmarking Efforts
QA planning is concretized through systematic preparations for AACCUP program accreditation, institutional accreditation, CHED RQAT evaluations, ISA, and the Philippine Quality Award (PQA). Emerging initiatives such as participation in QS Stars, THE Impact Rankings, and WURI demonstrate the University’s commitment to global competitiveness. These efforts not only serve compliance but also benchmark ParSU against national and international standards, ensuring relevance, credibility, and continuous growth.
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Innovative Systems that Support QA Culture
The University has developed and deployed innovative in-house digital systems such as AIMS (Accreditation Information Management System), IAPMS (Institutional Accreditation Portal Management System), eDMS (Electronic Document Management System), and HRMS (Human Resource Management System). These platforms digitize planning, monitoring, and documentation, enabling evidence-based accreditation readiness and efficiency in QA operations. This reflects a culture where innovation and quality assurance are interwoven into the institutional DNA.
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PARAMETER B: STRUCTURE OF QUALITY ASSURANCE
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SYSTEM – INPUTS AND PROCESSES
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S.1The institution has an Organizational Structure that stipulates the internalization of positions for the pursuance of mandate. 5
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S.2The Quality Assurance Office is staffed with qualified personnel.5
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S.3There are resources allocated for quality assurance activities.5
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IMPLEMENTATION
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I.1The QA Office regularly prepares the plan, schedules, reports, etc. needed for operations, quality assurance and related assessment.5
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I.2The QA Office initiates the orientation of the University/College stakeholders on quality assurance matters. 5
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I.3The QA Office efficiently manages the quality assurance visits.5
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OUTCOME/S
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O.1A competent unit that plans and manages quality assurance activities is institutionalized.5
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O.2Stakeholders have high confidence in the SUC’s quality assurance managers.5
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O.3The Institution is viewed as a mirror of high quality education.5
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BEST PRACTICES:
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[1] Institutionalization through Board-Approved Policies and Defined Mandates.
The formal creation of the Quality Assurance Center was approved by the Board of Regents through BOR Resolution No. 72, s. 2023 and Referendum No. 0.5, s. 2024, ensuring clear authority, legitimacy, and structural alignment within the university’s governance framework. This policy-based institutionalization provides the QAC with the mandate to lead accreditation processes, oversee ISO compliance, and coordinate quality-related initiatives—anchoring its function on both internal and external regulatory requirements.
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[2] Ensuring College Deans and other Key Officials are trained as Accreditors and building the capability of Task Forces and Technical Working Teams
To ensure effective management and coordination, quality assurance focal persons, coordinators, and task forces, and technical working groups across campuses and colleges are designated and capacitated through training and workshops, allowing for decentralized implementation of QA processes while maintaining centralized direction and oversight. This structure fosters ownership and consistency in quality assurance practices university-wide.
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[3] Integration of QA Frameworks and Alignment with Strategic Goals
The QAC operationalizes a multi-framework approach by aligning its initiatives with national standards (e.g., AACCUP, CHED ISA, PQA, ISO 9001:2015), and preparing for international benchmarks (e.g., QS Stars, WURI , UI Green Metrics, THE). This strategy ensures that QA processes are not siloed but are instead fully integrated into the university’s 2023–2027 Strategic Plan, with measurable targets and performance indicators. The alignment enhances institutional agility, drives data-informed decision-making, and reinforces the university's culture of quality and excellence.
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PARAMETER C: MONITORING AND EVALUATION OF QUALITY ASSURANCE
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SYSTEM – INPUTS AND PROCESSES
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S.1A unit to monitor and evaluate QA activities and reports is in place.5
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S.2There is a well-defined process in monitoring and evaluating QA reports.5
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IMPLEMENTATION
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I.1The QA Unit or staff receive or solicit QA reports. 5
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I.2Progress reports are made and submitted to appropriate officials.5
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I.3The accreditation reports are periodically evaluated and results are disseminated to officials concerned.5
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I.4Procedures are cross-checked with acceptable standards.5
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O.1Quality assurance activities are up-to-date. 4