De La Salle Lipa
PA-2: Sustainability Planning

One of De La Salle Lipa’s Strategic Priority Areas is Academics and below are the KRAs, KPIs, and metrics encompassing its initiative to become an autonomous institution by 2027.

Curriculum

KRA1 Curriculum and Instruction

1. KPI 1: Fully implement the Education for Social Innovation Program through the revised curriculum for IS and College

KRA2  Quality and Relevance

1. KPI 2: Obtain horizontal typology for DLSL as a Professional Institution
2. KPI 3: Offer New Programs
3. KPI 7: Establish a functional Quality Management System

Research

KRA3 Research Productivity, Innovation, and Creativity

1. KPI 8: Increase Engagement in Research and Development
2. KPI 9: Ensure research extension and utilization
3. KPI 10: Expand white paper and action research production

Strategic Priority Area 2: Sense of Lasallian Mission includes measurable sustainability objectives related to engagement

Strategic Goal: Strengthen the Lasallian Mission by embedding the core values of faith, service, and communion into every facet of our community, promoting sustainability initiatives, and ensuring that education remains accessible to all.

KRA 1: Lasallian Formation

1. KPI 1: Implement faith-based activities for students
2. KPI 2: Implement faith-based activities for college student organizations
3. KPI 3: Embed the Lasallian core values of faith, service, and communion in the curricula (℅ Academics)
4. KPI 4: Implement faith-based activities and programs for Lasallian Partners and other stakeholders 

KRA 2: Service Engagement

1. KPI 5: Increase the number of partner communities, organizations, and centres by two per school year 
   
2. KRA 3: Community Building
   
3. KPI 6: Organize events that promote socio-cultural understanding and communal diversity (℅ SAO and Cultural Office)

De La Salle Lipa’s Strategic Priority Areas include measurable sustainability objectives related to engagement. These objectives fall under...

Strategic Priority Area 4: Stakeholder Engagement and Experience. 

Strategic Goal: "Sustain a positive learning and working environment for the overall well-being and satisfaction of all stakeholders"

KRA1: Happiness and Campus Life Satisfaction

1. KPI 1: Institutionalize a system for measuring and reporting QCLE for Lasallian Partners' happiness and campus life satisfaction
2. KPI 2: Institutionalize a system for measuring and reporting QCLE for students' happiness and campus life satisfaction
3. KPI 3: Institutionalize a system for measuring and reporting Stakeholders' Satisfaction
4. KRA 2: Physical and Mental Health
5. KPI 4: Institutionalize a system for measuring and reporting Partners' physical and mental health
6. KPI 5: Institutionalize a system for measuring and reporting students' physical and mental health

KRA 3: Life and Career Success

1. KPI 6: Institutionalize a system for measuring and reporting the life and career success of alumni

De La Salle Lipa’s Strategic Priority Areas include measurable sustainability objectives related to operations in the Strategic Priority Area (SPA) 2: Sense of Lasallian Mission  and in Strategic Priority Area (SPA) 3: or the Growth of De La Salle Lipa

SPA 2 Overarching goal:  Strengthen the Lasallian Mission by embedding the core values of faith, service, and communion into every facet of our community, promoting sustainability initiatives, and ensuring that education remains accessible to all

KRA 2: Sustainability Initiatives

1. KPI 1: Improve energy efficiency and renewable energy adoption
2. KPI 2: Improve waste management initiatives

SPA 3: Overarching Goal: ” Continue progress, improvement, development, innovation and advancement of DLSL expressed through enrollment growth, supported by human resource and infrastructure growth leading to financial growth and sustainability"

KRA 1: Optimum Student Population

1. KPI 1: Attain 13,000 enrollees
2. KPI 2: Align human resource and infrastructure growth to support the identified number of enrollees per year
3. KPI 3: Attain Approved Business Continuity Plan (BCP)

Under the SPA 3: Growth of De La Salle Lipa, the following are the measurable objectives related to sustainable investment/finance

KRA 2: Diversified Revenue Streams

1. KPI 4: Increase scholarship funds through Sponsorships, Cash Donations, Naming Rights and Alumni Engagement
2. KRA 3: Sustainable Financial Model
3. KPI 5: Attain the optimum level of Revenues and Expenses to support Operational Efficiency

The following are the measurable objectives related to the wellbeing of the stakeholders.

Under the Strategic Priority Area 4: Stakeholder Engagement and Experience

Overarching goal: "Sustain a positive learning and working environment for the overall well-being and satisfaction of all stakeholders"

KRA1: Happiness and Campus Life Satisfaction

1. KPI 1: Institutionalize a system for measuring and reporting QCLE for Lasallian Partners' happiness and campus life satisfaction
2. KPI 2: Institutionalize a system for measuring and reporting QCLE for students' happiness and campus life satisfaction
3. KPI 3: Institutionalize a system for measuring and reporting Stakeholders' Satisfaction

KRA 2: Physical and Mental Health

1. KPI 4: Institutionalize a system for measuring and reporting Partners' physical and mental health
2. KPI 5: Institutionalize a system for measuring and reporting students' physical and mental health

KRA 3: Life and Career Success

1. KPI 6: Institutionalize a system for measuring and reporting the life and career success of alumni

DLSL Strategy Map

De La Salle Mission Vision:

Inspired by our faith in God, by our catholic traditions, and by the charism of St. John Baptist De La Salle, educational innovator par excellance, we, together by association, are committed to give quality human and Christian education to all, building a society founded on equity and justice and on sustainable & inclusive development.

Aspiration:

To become a globally renowned Lasallian education institution empowering persons to be sustainability-driven leaders and lifelong learners.

Strategic Priority Area 2: Sense of Lasallian Mission

Strategic Goal: Strengthen the Lasallian Mission by embedding the core values of faith, service, and communion into every facet of our community, promoting sustainability initiatives, and ensuring that education remains accessible to all.

At De La Salle Lipa, we define Sustainability, as protecting and preserving the community and its resources for future generations.

The De La Salle Lipa Institutional Sustainability Framework is a guiding principle for integrating sustainability into all school operations. It is aligned with the vision and mission of the school and anchored on the three pillars of sustainable development with the United Nations Sustainable Development Goals (UNSDGs) embedded at the core. Along the three overlapping dimensions are two (2) focus areas and their respective action themes.

1. Social Dimension

The SOCIAL dimension pertains mostly to social responsibility and social well-being. This includes both the internal and the external communities.

a. Education for Sustainability

The core business of the school is EDUCATION. One of the main priorities of the institution to the community is to make them aware of what social innovation is and how it impacts society at large. This will be done through curriculum revision and integration of core social innovation fundamentals where the UN Sustainable Development Goals are encouraged to be highly evident. The school shall also collaborate with other stakeholders and experts to drive the school's strategies in various aspects of its operations. Alternative learning will be explored taking on a cross-disciplinary approach. Through the technology infrastructure of the Digital Campus, the cross-disciplinary and multi-level projects, otherwise known as CAPSTONE, shall be incubated in the innovation labs and assessed for their viability into scaling up to a social business enterprise.

b. Organizational/Community Culture

Sustainable development efforts are achievable when an ecosystem supports them. This is where community culture plays a vital role. Hence, there must be a symbiosis between the school and the internal and external communities involved. We shall look after the individual and social well-being of stakeholders, where health and wellness are integral. The school also advocates fair and equitable practices in terms of its partners’ working conditions. Interventions in terms of shifting the mindset of stakeholders are also crucial. Once this ecosystem is in place and becomes stable, it will be easy to select catalytic and charismatic champions to propagate and perpetuate a culture of sustainable development.

2. Ecological/Environmental Dimension

The ECOLOGICAL dimension largely involves environmental conservation and climate change mitigation strategies. The school must walk the talk when it comes to this issue.

a. Physical Campus

Part of the campus development objectives is the adoption of green building standards in all of its future facilities and learning space development. Operations and maintenance of buildings and their amenities need to be streamlined for optimum cost-efficiency. Focus is also given to the power and energy infrastructure, including transportation. Safety and preparedness are also taken into consideration in all built spaces.

b. Disclosure

Apart from reporting the financial position of the school, the focus is also given to the non-financial aspect of its operations. This is where global reporting standards and data management and analytics prove valuable. A mechanism for audit & validation is also established to see that updates are done

annually. Much of the data and processed information becomes a treasure trove for pursuing and aligning the new research agenda.

3. Economic Dimension

The ECONOMIC dimension refers to economic responsibility, such that the school can sustain stable economic growth over time. 

That is why the Strategic Priority Area (SPA) 3 focuses on the Growth of De La Salle Lipa in terms of financial aspects which covers the increase in enrollment and optimization of the student population, as well as buildings and facilities which will be covered by the Campus Development Plan.

a. Systems Performance

Cost efficiency is key to sustainable business activities. One of the areas of concern is the supply chain which is tackled in an end-to-end approach, essentially compelling the vendors and suppliers affiliated with the school to observe and adopt sustainable business practices as well. A culture of work efficiency and innovation is also promoted. Alternative revenue streams become one of the major endeavours to defray the cost of operations without necessarily burdening the clientele with prohibitive school fees. In the same manner, due recognition is given to innovators and out-of-the-box thinkers.

b. Governance

Focus is also given to ensuring business continuity should any unforeseen circumstance arise. Management decisions are data-driven and achievements are output-based. The conduct of the school shall be taken into account across all areas of operations. Quality standards are espoused to ensure consistent delivery of quality service to all stakeholders.