Integration Strategy in Internationalizing the Quality Management Systems (QMS) of Higher Educational Institutions (HEIs) in Developing Countries to Meet

International Standards: Transformational Change at La Consolacion College Manila-Philippines

Ronald M. Pastrana 1 2 Abstract12

This paper is anchored on the current thrust of the education sector in the Philippines in internationalizing HEIs to face the challenges of globalization. It delves on the major task facing HEIs in most underdeveloped and developing economies---the delivery of high quality education given the demands from various stakeholders and the constraints and rapid changes in the external and internal environments i.e. the mandatory requirements of CHED, voluntary

accreditation processes from local agencies (PAASCU/PACU-COA and IQuAME), and international bodies such as the International Standards Organization (ISO), including rating agencies such as the THES-QS World University Rankings. Thus, the primary focus of this paper is to formulate an integration strategy to align the elements of these various standards with an HEIs QMS, its vision-mission, strategic goals, operational objectives (V-M-G-O), Key Performance Indicators (KPIs) and targets. Although voluntary accreditation processes hold the potential of improving quality and the internationalization of education, they are not without problems. Thus, the second focus of this paper is on issues, challenges and imperatives of HEIs in integrating international standards with local norms and practices. It

describes the efforts and strategies of a HEI in the Philippines - La Consolacion College Manila (LCCM), in the use of this mechanism to transform the institution from a traditional Catholic school to an HEI with international perspectives. The observations cited in this paper led the author to believe that the new QMS philosophies in HEIs as applied to the transformation of a local HEI such as LCCM, are increasingly based on customer focus, top management support, employee empowerment through delegation and training, decentralization structure with quantifiable KPIs based on VMGO, and process-based management systems. The ISO 9001:2000 standards provide organizations such as HEIs to design and implement a QMS that conform with global standards. Thus, an HEI may comply with various standards and integrate all of this into its QMS using the Balanced Scorecard (BSC) method and in conformity with ISO 9001:2000 standards. The elements and core indicators from these standards are aligned and grouped as KPIs. These KPIs are cascaded from the institutions VMGO, as successfully adopted and implemented in the transformational change of an HEI in the Philippines. This constitutes the formal Planning, Implementing and Monitoring/Control System of the organization. Although there are commonalities in the accreditation criteria of local and international bodiesadministration, instruction, physical plant and facilities, student personnel services and library, there are, however, big disparities on research, internationalization of faculty and students. Moreover, accreditation agencies in the Philippines put greater weight on Community Involvement and less on customer perspectives and market and financial results. To achieve a proper balance on the criteria and operational KPIs, the Balance Scorecard (BSC)

system is highly recommended for HEIs, putting VMGO and Strategy in the core of its QMS. While globalization marches on, and HEIs move towards the

internationalization of their QMS and academic programs, pressures to maintain national identity and solidarity are not subsiding. The adoption of international standards, must both deal with common changes overtaking the countries around the world. Critical issues such as technology and digital divide for less developed countries, cross-discipline and cross-border standards for professional practice (accountancy, law, IT, maritime, engineering, medicine, medical technology nursing and allied sciences) and local concerns such as economic status, standard of living, differences in salary structure, infrastructure, norms, language, beliefs and culture must continuously addressed by both regional (e.g. ASEAN, APEC) and international organizations (UN, UNCTAD, WTO ,ASAIHL).
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