Delivery System of Special Program in Journalism and Learners’ Performance in Selected Public Junior High Schools in Cavite Cluster: Basis for Strategic Development Program
DOI:
https://doi.org/10.5281/zenodo.21459629Keywords:
Special Program in Journalism, program delivery, learners’ performance, journalism education, media literacy, strategic development programAbstract
This study assessed the delivery system of the Special Program in Journalism (SPJ) and learners’ performance in selected public junior high schools in the Cavite Cluster as basis for a Strategic Development Program. A quantitative descriptive-correlational design was employed among 144 respondents composed of four supervisors, 10 school administrators, and 130 SPJ teachers from 10 public junior high schools. Data were gathered through a validated researcher-developed questionnaire with a reliability coefficient of .88 and documentary analysis of learners’ grades for School Years 2023–2024 and 2024–2025. Weighted mean, composite mean, ranking, analysis of variance, and Pearson product-moment correlation were used. The SPJ delivery system was highly evident overall (composite weighted mean = 4.28). Teachers’ qualifications (4.56), teaching pedagogy (4.55), and instruction (4.47) received the highest ratings, whereas physical facilities and equipment (3.87) and budget support (3.98) were only evident. Significant group differences were found in curriculum, instruction, teachers’ qualifications, teaching pedagogy, physical facilities and equipment, instructional materials and learning resources, and school-community partnership, while no significant differences were found in program objectives, budget support, leadership and governance, and monitoring and evaluation. Learners obtained an outstanding two-year overall rating of 93.3. None of the delivery-system dimensions was significantly related to learners’ performance. Delivery-system challenges (2.98) and learner-performance challenges (2.78) were moderately challenging, particularly limited SPJ-specific resources, insufficient specialized training, inadequate instructional time, poor time management, and limited media-production exposure. The proposed Strategic Development Program was highly acceptable (4.35). The findings support sustained strengths in program delivery while prioritizing resources, specialized teacher development, authentic media experiences, partnerships, and systematic monitoring.
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