Transcript FACILITY-POARTNER-PPWRPTPRESENTAITON-dr

The Electric Jeepney (eJeep Ikot La Salle):
A Facility-Partner in Community Service in
De La Salle University-Dasmarinas
By:
DR. CARMELYN CORTEZ-ANTIG
POLCA (Parents’ Organization of Lasalle Cavite, Inc.)
De La Salle University-Dasmarinas, Dasmarinas, Cavite, PI
Email: [email protected]
RESEARCH OBJECTIVE
•To explore the extent of community service
involvement of the Electric Jeepney
(eJeepIkot Lasalle) operations in De La Salle
University-Dasmarinas in terms of evaluating
the serviceability of the vehicles.
 Serviceability
From the viewpoint of the operator, in terms of number of trips per
day and the average number of passengers in the community served.
Likewise, providing a regular source of income for jobless
individuals; and
The significant contribution it has made to the
university’s scholarship fund, even to the extent of
“sacrificed earnings” on the part of the operator.
DE LA SALLE UNIVERSITY-DASMARINAS
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Cavite’s premier university
27-ha. Campus that houses the seven (7) undergraduae colleges
Student population of 12,000
PAASCU Accredited Level 4 Status
POLCA (Parents’ Organization of La Salle Cavite, Inc.)
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Established in 1989 and registered with the Securities and Exchange Commission as a
non profit external organization.
Legitimate parent organization of De La Salle University-Dasmarinas
Active university partner in its meaningful endeavors; and
The registered owner/operator of the first Electric Jeepney in Cavite and Calabarzon,
and even among all the seventeen (17) Lasalle schools in the Philippines.
The Electric Jeepney
(ejeep 1)
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Acquired in February 2009 at an acquisition cost of P595,000.00
10 – seater electric jeepney (eJeep 1) run by electricity
Electrically-charged battery for eight (8) hours to run for six (6) to
seven (7) hours travel on a regular flat surface/road.
The Electric Jeepney
(eJeep 2)
Acquired in February 2011 at an acquisition cost of
P675,000.00
13-seater electric jeepney (eJeep 2) run by electricity
Electrically-charged battery for eight (8) hours to run for
six (6) to seven (7) hours travel on a regular
flat surface/road.
Table 1.0
Average Number of Pasengers/Trips Daily
From February 11, 2009 - May 2010 - eJeep 1
Month
Actual #
Ave. # of
Ave. # of
of Days
Passengers/day
Trips/day
Feb. 11, 2009
12
405
40
Mar-09
13
389
39
Apr-09
-
-
-
May-09
1
40
4
Jun-09
9
357
36
Jul-09
18
340
34
Aug-09
17
357
36
Sep-09
19
380
38
Oct-09
1
246
25
Nov-09
5
113
11
Dec-09
11
281
28
Jan-10
17
305
31
Feb-10
14
314
31
Mar-10
18
335
34
Apr-10
15
248
25
May-10
19
230
23
Table 2.0
Average Number of Passengers/Trips Daily
From June 2010 to May 2011 - eJeep 1
Month
Actual #
Ave. # of
Ave. # of
of Days
Passengers/day
Trips/day
Jun-10
16
189
18
Jul-10
14
235
24
Aug-10
16
243
24
Sep-10
-
-
-
Oct-10
-
-
-
Nov-10
17
356
36
Dec-10
10
362
36
Jan-11
19
332
33
Feb-11
17
292
29
Mar-11
17
254
25
Apr-11
4
174
17
May-11
20
200
20
Table 3.0
Average Number of Passengers/Trips Daily
From June 2011 to September 2011 - eJeep 1
Month
Actual #
Ave. # of
Ave. # of
of Days
Passengers/day
Trips/day
Jun-11
17
256
26
Jul-11
13
251
25
Aug-11
19
228
23
Sep-11
18
193
19
Table 4.0
Average Number of Passengers/Trips Daily
From February 2011 to May 2011 - eJeep 2
Month
Actual #
Ave. # of
Ave. # of
of Days
Passengers/day
Trips/day
Feb-11
11
175
13
Mar-11
15
316
24
Apr-11
4
159
12
May-11
17
215
17
Table 5.0
Average Number of Passengers/Trips Daily
From June 2011 to September 2011 - eJeep 2
Month
Actual #
Ave. # of
Ave. # of
of Days
Passengers/day
Trips/day
Jun-11
10
248
19
Jul-11
18
275
21
Aug-11
14
354
27
Sep-11
19
308
24
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Tables 1.0, 2.0, and 3.0 for the periods covered reveal an average of twentyfive (25) trips for eJeep 1
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eJeep 1’s travel time was at an average of six (6) hours from the time it started
its operations in February 11, 2009 until February 11, 2011 when eJeep 2 was
acquired which travel time was cut to four (4) hours each per day.
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eJeep 1, upon the acquisition of eJeep 2, was sharing its services with the
latter at four (4) hours each, travel time, meaning when the battery was fully
used up for eJeep 1, eJeep 2 takes over.
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Tables 4.0 and 5.0 for the periods covered reveal an average of twenty (20)
trips for eJeep 2
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Both eJeeps are servicing the community for the whole day sharing the
number of travel time for the morning and afternoon schedules.
Table 6.0
Recovery vs. Acquisition Cost
eJeep 1
Acquisition Cost February 11, 2009
Period Covered
February 11-May 31, 2009
June 1- May 31, 2010
June 1 - May 31, 2011
June 1 - September 30, 2011
Total
P595,000.00
Net Income
(Net Loss)
(P178.00)
35,681.00
(2,708.00)
(21,678.00)
P11,117.00
Share One Lasalle
Scholarship Fund
P9,958.00
50,489.00
40,090.00
14,133.00
P114,670.00
The net income of P11,117.00 for the period of two (2) years and seven
(7) months added to the amount of P114,670.00 which is donated as
share to One La Salle Scholarship Fund shall give a total of
P125,787.00 which represents only 21% recovered cost from the
original acquisition cost of P595,000.00 So, with the figure, it will take a
longer period to recover the cost of the vehicle even beyond the
estimated life of five (5) years. But for as long as the eJeep runs, there is
a sure share to be given to the One La Salle Scholarship Fund.
Table 7.0
Recovery vs. Acquisition Cost
eJeep 2
Acquisition Cost February 17, 2011
Period Covered
February 17 - May 31, 2011
June 1 - September 30, 2011
Total
P675,000.00
Net Income
Share One Lasalle
(Net Loss)
Scholarship Fund
(P9,533.00)
5,792.00
P10,174.00
18,249.00
(P3,741.00)
P28,423.00
The above table shows a Net Loss of P3,741.00 for the little over seven (7) months of
operations of the eJeep 2. Taking this amount from the P28,423.00 share of One La
Salle Scholarship Fund, a meager 0.4% represents the recovered cost. Again, with this,
it will take a much longer time to recover the acquisition cost of the vehicle. However,
the assurance that the One La Salle Scholarship Fund is regularly given as share second
in priority after salaries to drivers are paid is a commitment to community service. The
operators just simply absorb the losses tagged as “sacrificedearnings”.
CONCLUSION
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The Electric Jeepney (eJeep 1 and eJeep 2) = Facility–Partner of
De La Salle University-Dasmarinas in community service taking
into consideration the following points:
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The number of trips that the two (2) electric jeepneys run daily to service the
community speaks well of the involvement in helping the university carry out its
mission.
It is also worth mentioning that whenever the university entertains guests from the
different government agencies and other schools, the electric jeepneys are requested to
service their needs for travel in the 27-ha. campus. For these instances, no regular
collection of fare is made but just the requirement of paying the driver in cash for his
services. No amount goes to the operator.
However, during school days, if the use is only for a short time, a way of assisting the
requesting group is just to do a headcount of passengers and the equivalent amount of
fare be collected. In this case, the driver earns the same share of P1.00 per passenger.
In the presentation of the results of operations of the two (2) electric jeepneys
(eJeep 1 and eJeep 2), the first priority is the Salaries paid to the driver, followed
by the share to One La Salle Scholarship Fund. With this, the operator for three
(3) periods, suffered a loss for eJeep 1 for the two (2) years and seven (7) months
of operations, and two (2) times net losses for eJeep 2 for the little over seven (7)
months of operations.
 Operating with no consideration of profit is more than just a commitment on the
part of the operator.
 Providing a sure source of funds for scholarship and providing employment for a
DLSU-D retired employee and a jobless contractual worker are expressions of
active partnering with the university in community service thru the operations of
the Electric Jeepney
 This is also to highlight the support of the operators in the Project Carbon
Neutral of the university and to continue setting the trend.
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With this in mind, one can say that indeed the Electric Jeepney
(eJeep 1 and eJeep 2), one of a kind, and the only in Cavite, particularly Cavite’s
premiere university is a facility-partner in community service in De La Salle
University Dasmarinas.
RECOMMENDATION
The operator, POLCA, having set the trend, and not minding whether it earns
or not, since the operations of the electric jeepney is not for profit/business
but for service, for as long as there is a regular source of funds for the
Scholarship Fund of the university, should continue to do its share of
community service particularly providing additional units for a wider reach of
members of the community being served.