Role Summary (Overall Scope of the Job)

Chief Academic Officer who provides leadership to all academic areas in the Manila/Quezon City Campus.Advocate of academic and strategic plans and programs of the school for the Manila/Quezon City Campus inrelation to the licensure performance of the graduates among others, managing academic staff and personnel, and ranking such as the World University Rankings for Innovation (WURI).Compliance officer ensuring compliance to academic matters on the local and international standards of accreditation, assessment or certification of regulatory bodies and agencies in coordination with the Vice President for Quality Management and Data Privacy (VPQMDP) and the Vice President for External Academic Assessment and Strategic Initiatives (VPEAASI).Overseer in the strategic plans and programs of the academic service units in coordination with the unit heads along quality assurance (VPQMPD and VPEAASI), research (TechnoCoRe Director), collaborations with partners (VPSAS), community outreach (VPSAS), and internationalization initiatives (VPEAASI).Overseer of financial matters concerning the academic units, in coordination with the Vice President for Finance.Advocate of marketing initiatives for an increasing trend of student enrollment in the different academic programs. Duties & Responsibilities:

Undertakes all activities related to the Key Result Areas but not limited to the following:

KRA 8.1.: Leadership for the Graduate School, all Academic Colleges and Units

8.1.1. Leads the Academic officers and heads of Academic Services to facilitate long-range planning, budgeting, program development, attain quality course content and high-quality curriculum.

8.1.1.a. Recommends for approval policies, standards, and guidelines towards the realization of the School's mission and vision as well as the attainment of institutional objectives in the

Manila/Quezon City Campus.

8.1.1.b. Recommends for approval the academic budget and fiscal resources and appropriate utilization.

8.1.2. Reviews and evaluates the performance levels of all direct reports including the Dean of the Graduate School, College Deans, and Heads of Academic Services and periodically provides feedback to improve performance.

8.1.2.a. Approves the training and development programs that build the competencies of all subordinates.

8.1.2.b. Recommends for approval the promotion, transfer or reassignment of academic officers as well as the hiring, renewal or non-renewal of all direct reports.

8.1.3. Works with the other departments e.g. Finance, Administration, Human Resources, Student Affairs and Services, Quality Management and Data Privacy and External Academic Assessment and Strategic Initiatives, among others, in creating efficiencies that enhance customer satisfaction levels.

KRA 8.2.: Advocacy of Academic and Strategic Plans and Programs for all Academic Groups that Improve

Academic Effectiveness

8.2.1. Implements action plans, as well as other strategies and initiatives to help improve the licensure examination performance of the graduates.

8.2.2. Provides objective feedback to the President on matters of academic policy and administration.

8.2.3. Reviews the implementation of institutional initiatives that promote the growth of its Graduate School, Academic Colleges, and Academic Services.

8.2.4. Reviews and recommends, as applicable, research, grant-writing, publishing and other scholarly activities of the Graduate School and all Academic Colleges.

8.2.5. Leads and implements the use of the current and innovative trends of teaching and learning such as the use of the learning management system (LMS).

8.2.6. Recommends to the President new academic programs that promote and enhance the strategic role of the institution in the local and global academic community.

KRA 8.3.: Compliance to Local and International Academic Standards of Accreditation, Assessment or

Certification of Regulatory Bodies and Agencies

8.3.1. Leads in the proper implementation of academic policies and quality systems.

8.3.2. Conducts Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis when needed, in coordination with the units concerned as reference to:

8.3.2.a. action plan/ s in compliance to policies, standards and guidelines for accreditation, assessment or certification of academic programs

8.3.2.b. action plan/s to respond to the growing challenges of the educational landscape.

KRA 8.4.: Marketing Initiatives for an Increasing Trend of Student Enrollment

8.4.1. Rallies the academic community (alumni, students, staff, faculty, officers) implement trends or initiatives in marketing and promotion of the institution as well as its services to increase student enrollment.

9. Challenges

9.1. The teaching and learning modality adopted by institutions due to the uncertainty of the pronouncements / decisions made by the education regulatory bodies such as the CHED and DepEd.

9.2. Recruitment and retention of qualified College Deans and Heads of Academic Services to replace those who are retiring.

9.3. Recruitment and retention of qualified faculty with the necessary license and graduate degrees.

9.4. Implementation of the government's Tertiary Education Subsidy (TES) to state colleges and universities (SUCs)

9.5. Non-uniformity of school calendar among the higher education institutions (HEIs)

9.6. Escalating demand for new and modern teaching and learning technologies for the academe versus the limited source of funding for private HEIs

9.7. Stringent implementing rules and regulations issued by government regulatory bodies such as the Department of Education (DepEd), Commission on Higher Education (CHED), among others, that impacts negatively on the operations of the schools.

9.8. Growing trend of transnational education, particularly the setting up of branches or subsidiaries of European colleges and universities in the ASEAN region

9.9. Aggressive internationalization efforts of local HEIs particularly focusing on the international rankings that affect the reputation and prestige of the institution.

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