S T R A T E G I C P L A N 2012 - 2017

Showcase of Excellence

S T R A T E G I C P L A N 2012 - 2017

CO N T E N T S

Preface . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . . 4Foreword . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . ..5Introduction .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . ..6The Challenges of an Emerging Social Order .. . .. . .. . .. . .. . .. . .. . .. . . 8 Vision . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . 10 Mission Statement .. . .. . .. . .. . .. . .. . .. . .. . 11 Core Values .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . 12 Core Strategies .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . 13 Strategic Goals .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . 14Implementing Strategies . .. . .. . .. . .. . .. . .. . .. . 17 APPENDICES A. SWOT Analysis .. . .. . .. . .. . .. . .. . .. . .. . .. . 26 B. PME Tools .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . .. . 34 C. The Planning Process Model . .. . .. . .. . 35

5 Year Development Plan. .. . .. . .. . .. . .. . .. . .. . 38

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Preface

For construction

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Foreword

For construction

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Academic institutions in the country today and, in particular, theIsabela State University, faces a

unique new horizon full of challenges-- both current and emergent. Internally, the University has to contend with compliance to government raised expectations and quality standards amidst complicated government funding formula that tends to reduce rather than increase budgetary allocations if it does not sufficiently and substantially comply.

The Commission on Higher Education (CHED), being the primary governing authority over the state colleges and universities (SUCs) is pushing reforms and initiatives to push the status of higher education to national and global relevance. CHED expectation of being able to push leading SUCs to international recognition is a challenge and an opportunity for the Isabela State University to develop its position towards national and international recognition in the next three to five years. It may be daunting, but, it certainly is plausible with focused leadership and fidelity to established strategic directions.

The University is taking leadership in the regional scenario, being one among the top SUCs in the country today. By these facts is seen hope towards national and international recognition. The university needs to maintain focus and capitalize on its strengths

in research and extension and concentrate on improving weaknesses in areas where there is the greatest potential for impact and success. Of critical importance is compliance to regulatory expectations in terms of efficiency as reflected in various criteria in SUC Leveling, Typology, Accreditation, graduate performance in board examinations, as well as the employability measures for our graduates.

The University has to be cognizant of the current as well as emerging challenges. The increasing pressure brought about by our mandate to provide access to quality higher education by an ever-increasing population base, the expectation of producing quality and globally competitive graduates, the demand for creative and innovative research and extension initiatives, the expectations of consolidating and producing our own resources to augment the meager government assistance are indeed big challenges we are currently facing. On a larger scope, SUCs are expected to play a vital role in preparing our human resource capital and our industries in becoming globally competitive to face the emerging geo-political and socio-economic realities and pressures of the emerging one unified and open ASEAN market economy.

INTRODUCTION

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We need, therefore, a good and responsive plan. This 2012-2017 Strategic Plan, having begun with a comprehensive situation assessment, at the least provides promise for a more fulfilling work with a clear vision of the future, a mission guided by well-thought of core values and strategies, and defined strategic goals

to which each one must focus on and cooperate. With sustained effort, synergy of cooperation, aggressive public engagement, and fidelity to our shared vision, mission and goals, the roadmap to a successful journey to an accomplished and internationally recognized state research university must not be doubted.

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The Isabela State University (ISU) faces an entirely different and much

more challenging future as it embarks on a new direction. State colleges and

universities (SUCS) are facing continuing financial difficulties as government is

becoming increasingly critical of SUC’s budget. In particular, SUCs have not been

receiving funding on capital expenditures for the last twelve years or so, even as the government

is putting much pressure and demand for quality as reflected in normative financing criteria. As funding formula becomes more stringent, government is bent on consolidating public higher education institutions towards the direction of regional amalgamation. These conditions are putting much pressure and challenge to ISU’s management and leadership. The greater challenge for the University now is the broadening of its resource base, consolidation and efficient use of resources, and strategic resources investment that can assure its long-term resource sustainability.

In the larger dimension, the emerging geo-political and socio-economic dynamics in the ASEAN region is creating rising expectations. The demand for more efficient, innovative, and responsive university services that bear the promise and potential of transforming

our professionals and youth to become globally competitive have never been echoed so strongly than it is today as the country is bracing for the ASEAN integration into one unified market and open economy come 2015. ISU and all SUC’s for that matter, are given this challenge and the unique opportunity to meaningfully contribute to nation building through

State Colleges and Universities, the Isabela State University in particular, is given this challenge and the unique opportunity to meaningfully contribute to nation building through relevant and excellent academic services, innovative leading research initiatives, strengthened and more intense public engagement for extension and outreach.

The Challenges of an Emerging Social Order

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relevant and excellent academic services, innovative leading research initiatives and strengthened and more intense public engagement for extension and outreach. These all must be achieved to meaningfully contribute to the development of globally competitive human resource capital, to support to the establishment and expansion of the industry and services sectors of our economy.

At the institutional level, the University is called to provide wider access to quality tertiary education to an ever-increasing number of university entrants. In order to be competitive, it must generate and manage resources to ensure the provision of much-needed university infrastructure and facilities, develop and build a strong and competitive faculty and support staff, engage in creative and innovative research and development initiatives, establish and maintain an efficient and responsive governance structures,

and improve its performance indices along regional, national, and international standards.

By adequately responding to these challenges, building more upon our strengths and expanding support to strengthen our weaknesses, and focusing our efforts and resources to engage in strategic activities that offer the greatest potential for growth and development, the University will ultimately build its position of global competitiveness and prominence.

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The Isabela State University is one of the top state universities in the country

having been named as one of the 19 leading universities by the Commission on Higher Education (CHED). It has also been identified as one of the 12 Level IV universities in the country by the Department of Budget and Management (DBM). All these speak a lot about the

stature of the University in so far as some national norms are concerned. However, the challenges ahead that need to be addressed appear to be increasingly becoming difficult.

The advent and ultimate entry of the Philippines into the ASEAN 2015, and its impact in terms of the type, level, competition, as well as the supply and demand for labor and skills in an open market has tremendous implications not only for state college and universities, but also for private academic institutions in the region. The state universities and colleges in the country – the ISU in particular, must brace for the challenges of the ASEAN one open economy. It must start its program

to respond to international norms and take leadership to make sure that Filipinos become competitive. It is a formidable challenge and ISU must keep focus and remain steadfast in its vision to be one among the leading comprehensive research universities in the ASEAN region.

The Isabela State University as a leading, vibrant, comprehensive and research university in the country and the ASEAN region.

. . . ISU in particular, must brace for the challenges of the ASEAN one open economy. It must start its programs to respond to international norms and take leadership towards making Filipinos become globally competitive . . .

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Established in 1978, the University has developed into a premiere comprehensive state university in the country in a span of 34 years. In the medium term until 2018, the University commits to break into international stature through the development of globally competitive graduates in the undergraduate and post graduate education. In so doing, it commits to create an environment that nurtures academic freedom for a diverse studentry and professionals to unleash their best creative and innovative initiatives in leading and cutting-edge researches.

It commits to consolidate, generate, and efficiently manage its resources to support the foregoing initiatives as well as their utilization for the benefit and development of our students, our people and supply the much needed knowledge, skills,

and technologies sought for national development and by international communities.

In addition, it commits to develop and maintain the support of a credible, highly trained, and competitive faculty and staff support to drive and sustain this mission and contribute significantly to the development of our national human capital.

The Isabela State University is committed to develop highly trained and globally competent professionals; generate innovative and cutting-edge knowledge and technologies for people empowment and sustainable development; engage in viable resource generation programs; and maintain and enhance stronger partnerships under good governance to advance the interests of national and international communities.

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INTEGRITY

We believe in the value of respect and subscribe to the highest ethical standards of honesty, fairness, truth and justice in all our engagements and as we pursue our mission and vision.

EXCELLENCE

We conduct our affairs with due diligence, care, and thoughtful engagement in the pursuit of excellence in our academic, research & development and extensionservices.

INNOVATION

We shall constantly seek for new and innovative ways of doing things. Contribute to solving current as well as emerging problems of society. We believe that innovation is the key to our competitiveness in the world.

EFFICIENCY

We shall constantly seek for more effective and yet most economical ways of pursuing our vision and mission and goals amidst limited resources.

ACCOUNTABILITY

We recognize that working with the University is a unique opportunity and privilege. We acknowledge that our office is a public trust and as such we shall conduct our engagements with the strongest sense of responsibility and submit ourselves accountable to the public and to Almighty God.

ENVIRONMENTALISM

We put prime value on our living planet. We accept the responsiblity, adopt practices to protect the environment, and be made accountable for our action

COLLABORATION

We strongly recognize that societal problems are not isolated - in fact, multifaceted and appropriately addressed through the deployment of multidisciplinary teams in a collaborative synergy in order to ensure efficiency, innovation, and productivity.

PUBLIC ENGAGEMENT

We shall consistently engage the public, mobilizing their participation in our programs and services. We shall seek their voice, recognize its needs, and mobilize their expertise for a sustained and continuing programs and services improvement.

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Excellent Academics Services

» Design and continuously improve and support the implementation of innovative, relevant, and diverse curricular programs to foster excellent university academic services.

Excellent Research and Extension

» Engage the creative and innovative qualities of its faculty and research staff in the development, implementation, and support to a comprehensive, responsive, and focused research & development and extension & training services of the university.

Excellent Resource Generation

» Mobilize university resources, build and establish linkages and networks with stakeholders to maximize the use of resources for greater productivity.

Excellent University Governance

» Implement an efficient, proactive, transparent, and accountable university management system and governance to drive the attainment of the University’s strategies and fulfill its vision and mission as a state university.

CORE STRATEGIES

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Academics Services

» Rationalization of Academic Programs

» Enhancement of Quality Assurance (QA) through Outcomes-based and Typology-based Quality Assurance

» Offering of relevant and quality academic programs

» Promotion of program quality standards

» Broadened access to quality program offerings

» Modernize ISU education

Research and Development

» Strengthen research culture, excellence and leadership for academic advancement and sustainable countryside development

» Generate new knowledge and technologies for poverty reduction and sustainable resource management and academic advancement

» Improve policy and administrative support to provide conducive R&D undertakings

» Intensify and institutionalize resource allocation and

» Manage and protect research output

STRATEGIC GOALS

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Extension Services

» Enhance extension services for people and community empowerment through effective extension modalities

» Develop and promote an effective and integrated need-based and demand driven extension modalities that will transform a pilot barangay into self-reliant, empowered and progressive community

» Enhance the promotion and dissemination of appropriate information of matured technologies and for livelihood development

» Establish and intensify existing linkages/partnership with government line agencies, LGU’s, NGOs, Pos

Resource Generation

» Maximize land utilization for agricultural production and increase university revenue for non-agricultural based enterprises

» Mobilize intellectual properties for commecialization

» Pursue and implement aggressive Public-Private Partnership (PPP) projects

» Comply with standards for product development, marketing, and protection

» Develop and institutionalize a mechanism that will provide funding to ensure an effective implementation of IGEs

» Manage and closely monitor all Income Generating Enterprises

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University Governance

» Provide an efficient and effective administrative mechanism supportive to the major thrusts of the university

» Strengthen the implementation of management policies and practices in administrative, finance and general services in support to the four major thrusts of the university

» Devise and implement automation of all services in the Personnel, Records Management and Finance Services

» Review/regain possession and ownership of university lands /lots through titling or extrajudicial settlement

» Ensure the timely delivery of goods, services and infrastructure as per specifications under the approved annual procurement plan

» Strengthen the program on Rewards, Awards, & Incentives System

» Rationalize expenditures and prudence in all types of expenditures in the university

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This Strategic Plan for the years 2012-2017 provides for comprehensive, progressive, and focused development initiatives. This is an offshoot of at least three synergies that made possible its development. Foremost is the call of the times – the push for real excellence, efficiency, and competitiveness have never been so strong and comprehensive as it is now. It provided the impetus to a more focused and ambitious strategic initiatives. Such an impetus is further fuelled by the state’s demand for performance accountability, fidelity to raised quality performance standards benchmarked to global trends, and rationalization of programs and institutions via performance measures and program consolidation leading towards regional amalgamation.

While the university strategic plan (ISU-SP) is keyed to traditional areas of development along academics, research, extension and training, and production; it is enhanced by added dimensions in terms of governance; defined, focused, and incisive development targets; and fidelity to local, regional, and national development priorities and internationalization initiatives.

IMPLEMENTING STRATEGIESFigure 1. Agenda 3 – Lifted from PDP Results Matrix 2011-2016

OBJECTIVES / RESULTS

16-POINT AGENDA

INDICATOR / UNIT

IMPROVED ACCESS TO QUALITY EDUCATION, TRAINING AND CULTURE

AGENDA 3

COMPLETION RATE IN ELEMENTARY INCREASED (%)

TVET enrollees increased (number)

TVET graduates increased (number)

TVET graduates assessed increased

TVET graduate certified increased (number)

Certification rate in TVET increased (%)

Beneficiaries of Private Education Student Financial Assistance Program(PESFA) in TVET increased (number)

Higher Education enrollees increased (number)

IMPROVED ACCESS TO QUALITY EDUCATION TRAINING AND CULTURE

AGENDA 3

HIGHER EDUCATION FACULTY WITH MASTER’S DEGREE INCREASED

Higher education faculty with doctorate degree increased (%)

Higher education institution with accredited programs increased (%)

Graduate of Expanded Tertiary Accreditation and Equivalency Program (ETEEAP) increased (number)

Higher Education institution with Ladderized Education Program increased (%)

National Passing Percentage in Licensure Examination increased

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A major component of its strategic initiatives is a comprehensive and focused programs and services that directly address priority development critical indicators as espoused in the Philippine Development Plan (PDP, 2011-2016), the initiatives as contained in the Philippine Higher Education Reform Roadmap (PHER, 2011-2016), the Commission on Higher Education Strategic Plan (CHEd SP, 2011-2016), as well as the Regional Development Plan (RDP, 2011-2016).

The Academic Programs and Services more than capture the provisions of the PDP (Figure 1). The ISU-SP for instance envisions to maximize opportunities to students by opening its higher education degree programs to ladderized curricular offerings that is envisioned to provide opportunities for the development of technical and vocational skills in support of the goals and mandate of the Technical Education Skills Development Authority.

A sampling of ISU-SP key strategic goals appearing below (lifted from the ISU-SP 5-year development Plan), along its academic services emphasise not only those thrust in the education, training, and culture sector as defined in the PDP, but it will also address various strategic directions and reform initiatives as espoused in the National Higher Education Reform Agenda (NHERA 2) and the CHED Strategic Plan. Critical in this quest for reforms are key initiatives that will ultimately contribute to making the University penetrate the international educational services community.

1. Rationalization of academic programs – encompasses activities to raise standards of performance of ISU in anticipation of SUC Levelling Phase 2, for continuous improvement program, quality improvement via voluntary accreditation processes, as well as for qualification to the standards required for recognition as centers of development or excellence. Along this strategy is the objective toward regional complementation and amalgamation of programs leading toward future institutional amalgamation to one regional university in the Cagayan Valley.

2. Build internal quality assurance processes to press for adherence to raised standards of services and performance prescribed by outcomes and typology based quality assurance mechanisms. These strategic goals will emphasise the rationalization of staffing patterns by consolidation of programs across campuses through horizontal as well as vertical articulation of programs and naturally its management and governance.

3. Adherence to the promotion, implementation of quality and relevant programs that are industry-based, and led by the domestic as well as international demands for industry skills. With the improvement and modernization of agriculture and industries in the region, especially in the area of agriculture, and the establishment of mega agri-business ventures in the province, demand for specialized skills in agriculture will

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be addressed. Over the international front, key international linkages and collaboration least with our ASEAN neighbors has to be aggressively pursued.

4. Broaden access to quality higher education through the continued implementation, expansion, and improvement of the ETEEAP; implementation of alternative instructional delivery via distance education and blended learning schemes; and provision of financial assistance as well as academic scholarship grants to qualified students.

5. Revolutionizing university education through the implementation of technology and modernization of classrooms and other learning spaces and facilities. As part of ISU-SP governance target to support this, it is envisioned that ISU shall have every learning space supported by technology in education. It will also initiate new approaches to effective and efficient delivery of student services in the University.

Program quality and facilities modernization would be the keys to the university’s preparation to raise its competitive leverage for ASEAN 2015 and the ultimate internationalization of its academic programs. As it begins to accept foreign students into its fold, there is a need to modernize facilities comparable to global standards. This direction will be further addressed through the ISU-SP on Governance.

The foregoing strategic goals and strategies are expected to impact on various key indicators including but not limited to improvement in performance in board examinations, improvement in the employability rates of graduates, improvement in the retention and survival rates in higher education, and efficiency of the university per graduate produced.

Adoption of the typology and outcomes based measures is expected to bring reforms most especially in the quality of graduate programs of the University, the rationalization of graduate programs within the university and perhaps across the region through program complementation.

Research, Extension, and Training Services - In the areas of research, extension, training, and development, while ISU has been the leading regional research university with leading researches in agriculture and fisheries, ISU will even get bolder in its intervention along these lines. Its goal along research and development excellence capitalizes on its initial successes in the past, to expand and intensify these initiatives with more investment in R & D programs and services and push its productive capacities towards development of innovative and creative ideas and technologies in this sector. Figure 3 defines the priority development thrusts as enshrined in the PDP in the agriculture and fisheries sector. The ISU-SP supports these thrusts through the research and extension activities geared towards improvement or development of innovative and cutting edge technologies along prototyping and production of appropriate farm

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machineries and equipment, to improve agricultural crops production practices and technologies on priority commodities (e.g., peanut, banana, cacao, cassava, rice, pineapple, mango, coffee, and other crops) and maximizing productivity potentials of priority livestock (e.g. small ruminants, and large animals for meat as well as dairy production). On the other hand, research interventions not limited to maximizing production of cultured varieties of freshwater and marine fishes, but also along R & D interventions to improve and establish or restore the bio-diversities of the natural ecological habitats of other aqua-marine species for stainability.

As a support mechanism, the ISU-SP envisions the improvement of the capacities and broaden the R & D initiatives of the 17 R & D Hosted Centers in the (e.g. Small Ruminant Research and Development Center, Regional Cacao Research and Productivity Center, Regional Equipment Manufacturing Center, the Climate Change Research Center, Center for the Cagayan Valley Program for Environment and Development, the Cagayan Valley Agriculture Resources Research and Development etc.

It will commit to continue define and intensify its competitive advantage in building institutional linkages for collaborative and interdisciplinary R & D activities locally and internationally for technical, material, as well as financial resources mobilization to push its research and development agenda for national development consistent with the provisions of the National Higher Education Reform Agenda and the PDP to 2016.

Responding to the development targets of 1) establishing a competitive industry and services, and 2) competitive sustainable agriculture and fisheries sectors, ISU-SP will implement, monitor, improve and intensify its research thrusts consistent with national and international research trends and standards. This will enable the University to effectively track its interventions, as well as other efforts to ensure that development activities across the spectrum of research disciplines are adequately facilitated. These clusters includes:

1. Smart/Precision Agriculture and Biotechnology

2. Organic Agriculture

3. Renewable Energy and Biofuels

4. Climate Change and Disaster Science

5. Biodiversity and Environment

6. Farm Mechanization

7. Socio-Economics and Higher Education

The foregoing lay down a commodity based thrust amd cluster based matrix classification of the ISU-SP research interventions in response to the PDP, NHERA, CHED, and RDP strategic directions towards 2016. These activities are envisioned to impact on the 1) generation of new knowledge and cutting edge technologies for poverty reduction and sustainable resources management and academic advancement; 2) Policy change and improvement and research administration support; 3) maximizing institutional

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as well as external resource generation, allocation, and sharing; and 4) the effective and productive management of research: dissemination (presentation and publication) protection (IPR) as well as productive use (extension and commercialization) of research outputs.

Along Extension and Training, ISU-SP provides for

1) the sustained implementation of and effective, integrated, need-based, and demand driven extension and training modalities among extension barangays toward increased income, self-reliance, and empowerment (especially of the poor and disadvantaged);

2)enhancement, dissemination, and promotion of information and matured package of technologies for livelihood development;

3) Facilitation and conduct of capability building activities in cooperation with local government units;

4) implement Gender and Development initiatives consistent with the provisions of the PDP and related laws for the alleviation, protection, and empowerment of the women sector; and

5) provide opportunities for faculty members to advance and enrich their academic and professional practice.

Production and Income Generation - the ISU-SP also provides for focused development direction towards a

more effective, efficient, and responsive management of income generating enterprises geared towards intensifying income generation to adequately support and augment the limited resources to effectively manage its programs and operations. It will advance investment in profitable mega business ventures through capital augmentation such as in the :

1) scientific cattle meat and dairy production;

2. University engagement in plantation schemes (e.g. citronella, plantation, oil palm, rice seed production, orchards, etc.) by optimising the use of its vast land resources and maximizing productivity;

3) instructional materials development and academic publishing;

4) collaboration with investors for support to commercialization of university IPRs;

5) strengthening our university auxiliary services; and

6) Providing opportunities for academic faculty and expert to engage in consultancies under a shared revenue agreement.

The University Production and Income Generation Services will be actively be supported by technology and research outputs of the university to by enabling it to employ scientific and business-driven enterprising practice even as it provide a venue for research undertakings in the process. Additionally, our mega-

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production engagement will be used as a showcase to our students and at the same time, provides for student laboratory facilities supporting our academic services goals towards effective and more meaningful hands-on training.

The foregoing interventions are aimed at increasing productivity of our agricultural production activities by at least 50 percent (e.g. from 2400 kg/ha to 3200 kg/ha in rice seed production, from current 3 ton per ha. to at least 5 tons per ha., from 8 liters/day/head of dairy to at least 15 liters/day/head, etc.); increasing enterprising net income from its current level at 1.2 Million a year to at least 15 Million a year by 2016; increasing land utilization for productive income generation from its current 35% level to at least 90% by the end of 2016.

The Governance and Administration will evolve an efficient, seamlessly effective, transparent, and accountable administrative processes as ISU’s pivotal reform initiative to respond to the call for Good Governance. It will seek for full technology-enabled administrative processes by the end of 2016 and a fully networked university by the end of 2017. With impending support and alignment with the Government’s Medium Term Information Technology Harmonization Initiative (MITHI), its e-Governance initiatives, and the University’s planned investment in Information Systems and Technology governance, these strategic goals are not so far-fetched.

Governance initiatives will endeavour to effect automation in the various areas by the end of 2015

in order to reduce the manpower complement of the University on routinary administrative responsibilities and translates these manpower savings into employment to more challenging and fulfilling job in areas where automation may not yet be possible.

1. Automation of student registration, information, and accounting system (is currently at 75% deployment – 100% by June 2014);

2. Automation of the university procurement (system is currently being tested for functionality and end of development improvement);

3. Automation of human resource services (employee records, timekeeping, leave and benefits administration systems are now at 90% level of development and are envisioned to be deployed by the beginning of 2015;

4. 24/7 Level 5 interactive web presence;

5. Institutional Learning Management System (system is now available and the university is currently on the stage of capability building for its faculty);

6. Internal communication and document management automation;

7. Library System with eLibrary subscription;

8. Research and extension information system; and

9. Enterprise-wide network system with optimal bandwidth servicing.

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Quality assurance initiatives will be aggressively pursued to improve processes and respond to good governance requirements of transparency, responsibility, and accountability through adherence to ISO standards and Certification under ISO 9000 s. 1998 by the middle of 2014 at the main campus and eventually the whole university by the end of 2015. It is envisioned that by the end of 2017 the whole university shall have earned the higher level of certification with ISO 2004. These initiatives are made in response to Administrative Order 161, s. of 2006.

Assess, plan, and implement an aggressive human resource development initiatives to provide continuous improvement of the capabilities of personnel and faculty as well as to be able to advance personnel qualifications consistent or exceeding government and quality assurance requirements. Increase the percentage of Ph.Ds in the academic services sector from its current status at 27% to around 50% by the end of 2017 and reduce the number of non-masters degree holders to zero by the end of 2017.

Reorganization and modernization of the University Planning and Management Information Systems to enable it to efficiently provide management information and planning services throughout the University. This will entail the institution of an information system and technology governance system to address services automation, e-communications, educational technology, as well as research computing needs of the University.

Empower, modernize and provide adequate administrative support to the University’s External Relations office and charge it to aggressively strengthen external linkages locally and internationally for resource mobilization and sharing, exchanges, investors, donations, and endowments critical to the University’s pursuit of quality and innovation along instruction, research and extension, production, and administration.

Evolve and adopt a more responsive planning, finance and budget dynamics that ensures continuous and timely investment on critical and long term initiatives, equitably respond and address the funding needs of various activities across the university system and ably direct them to drive the attainment of a set long term development goals in various areas of development of the university. Such initiative will include the formulation and implementation of socialized tuition fee structuring models that takes into consideration the economic conditions, program implementation cost, career choice, and other considerations that impact the overall improvement of enrolment (quality of students, students cost equity, differential cost recovery, distribution across programs, etc.)

Draw out a comprehensive and long term physical development plan for the whole university in the next 15 years and direct current and medium term initiatives consistent with such plans. This will include by not limited to a comprehensive and dynamic land use plan, physical facilities development and maintenance, as well as the development of standards

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that shall define the quality and utility specification of physical development initiatives in the entire university that shall ensure sustainability and responsiveness of these initiatives in the long term. Consistent with this is the goal of improving the university facilities to its top form by the end of 2017 as follows:

a) Buildings and Physical Facilities Maintenance

b) Roads and bridges maintenance

c) Ground and landscape maintenance

d) Energy and Water Facilities maintenance

e) Transportation and motor vehicles maintenance

f) Information systems and technology maintenance

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APPENDICES

Appendix A: SWOT Analysis

Appendix B: Monitoring and Evaluation

Appendix C: The Planning Process

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STRENGTHS

INSTRUCTION »The university has highly qualified faculty

and staff who are professionally competent in their field of expertise.

»The university is strategically located which is very accessible to its clientele.

»The university provides affordable quality education.

» The university offers strong, accredited and relevant curricular programs.

» The university offers adequate scholarship programs for students.

» The university supports faculty and staff development program.

RESEARCH AND DEVELOPMENT » The university has the base agency of CVARRD

consortium for Research Development and Extension

» The university has faculty with strong research capabilities.

» The university has strong collaborative linkages with local and foreign institutions.

» The university has developed new products and

technologies.

» The university has published and presented numerous creative and scientific researches in local and international journals.

» The university has highly qualified researchers.

» The university may obtain research funding from various agencies.

» The university has a vast land area, which can be used for the conduct of experiments.

EXTENSION » The university has existing radio stations for

technology transfer and information dissemination.

» The university officials are supportive and regularly allocate budget for extension programs and projects.

» The university has available pool of experts in various fields of specialization to support extension activities.

» The university has strong linkages with government organizations and non-government organization and other line agencies.

» The university has institutionalized programs responsive to the demands and needs of the communities.

RESOURCE GENERATIONThe university has a vast land area, which can be

used for production.

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The university has available expertise to initiate and develop income-generating projects.

The university has inventions that are patented and copyrighted and has trademarks in the name of ISU which have potential commercial value.

ADMINISTRATION » The university has a regular

budget allocation.

» The university has efficient support staff.

» The university has available policies on university operations.

» The university has implemented result-based performance system.

» The university has highly qualified administrative personnel.

WEAKNESSES

INSTRUCTIONNot fully automated registration/poor enrolment

procedures

High faculty-student ratio

Non- verticalized degree of some faculty

Duplication of courses offered among campuses

In-breeding of faculty members due to absence of policies averting the occurrences and effects of in-breeding

Lack of employment opportunities of graduates of some programs

Insufficient classroom, offices, and laboratory facilities

» Inadequate workbook and other instructional material develop and used by the faculty

» Inadequate library resources/absence of e-library

» Inefficient faculty workload management

» No institutionalized programs to support repeaters in licensure examinations

» Lack of IT literacy for some faculty members

» Limited programs identified as COE/COD

» Limited programs identified by CHED as delivering HEI and as ETEAP provider.

» Prevalence of non-thesis graduates among faculty

» Insufficient faculty and staff to fully support the programs

» Inability to attract good students

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» Lack of discipline, motivation among students

» Facilities are not conducive to learning

» Need to offer diversified but relevant programs (limited to traditional)

» Irrelevant program offering to the demands of the global market.

RESEARCH & DEVELOPMENT » Lack of mechanism for research product to be

commercialized.

» Weak monitoring and evaluation for RDE projects and activities.

» Limited utilization of research outputs in instruction

» Weak implementation of 10% budget allocation for RDE by some campuses.

» Poor transportation facility for RDE activities.

» Lack of quality research output from faculty/low involvement of faculty in research

» Few identified ISU matured technologies

» Disjointed research and extension thrusts

» Insufficient program-based researches

» Absence of innovation program

» Slow transfer of technologies

» Irregular or intermittent release of research journal

» Opportunities for research output is limited

» Inadequate protection of IPRs of research and development products

EXTENSION » Slow processing of extension related vouchers

that cause delay in the conduct of extension activities.

» Limited capability of some extension staff

» Low involvement of faculty in extension due to overload teaching assignment

» Inadequate facilities for effective monitoring & evaluation

» Traditional extension programs

» Slow technology adoption

» Inadequate external linkages to support extension programs

RESOURCE GENERATION » Inability to secure properties

» Lack of operating capital to establish business

» Low level of labor services support to programs, project and other services

» Vast, but underutilized resources

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» Very slow development of commercially viable innovations

» Inefficient resource management

» Poor financial management of IGE’s.

» Wrong identification of IGE’s priorities

ADMINISTRATION » Inefficient management internal

communication system

» Inconsistent policy implementation

» Lack of management training for some middle managers

» Failure to recruit quality faculty members due to the nature of status of appointment being offered (case of COS)

» Inadequate financial resources for the purchase of materials and facilities

» Inefficient procurement system

» Insufficient advertisement for vacant positions

» Recent changes in policies has made staff development program less attractive

» Inefficient system for selecting key officials in the university

» Resistance to change of administrators, faculty and staff

» Weak policy implementation

» Inadequate use of technology in internal processes

» The absence of the ecological waste management program

» Inadequate policies to ensure that the best and qualified administrative personnel are hired

» Political pressures Abrupt implementation of academic policies due to change of university leadership.

» Inefficient planning and budgeting system

OPPORTUNITY

INSTRUCTION » There are numerous agencies both public and

private that provide faculty avenues for professional development.

» There are agencies, private individuals, and local governments that provide scholarship assistance to students enrolling in the university (39% of the studentry are scholars).

» International students from China, Hong Kong, and Korea have

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expressed interest in enrolling to our programs.

» The creation of new private and public high schools led to the increase of enrolment in the university

» The mushrooming of big agricultural industries in the province has created new demands for graduates in our mandated and related programs.

» There is a big demand for professionals related to agriculture and fisheries from other countries.

» The partnership with the government agencies have established coordination as to curricular offerings

Research and Dev’t. » There are available technology resources that

can greatly improve communication and foster productivity and efficiency.

» There are government and non-government institutions who are eager to engage and support cooperative undertakings with ISU for research and development initiatives.

» There are researchable along scientific and social researches responsive to local and regional markets (enterprise resources development).

» There is a concerted effort among line agencies to push and to support the conduct of leading research initiatives by state universities.

» There are various agencies (GOs and NGOs) who seek to engage the services and expertise

of ISU researchers and technical experts on the conduct of research and development projects (i.e., Environmental Impact Assessment).

EXTENSION » The university has established linkages with the

adopted barangays and other institutions.

» The local government unit and other non-government organizations are supportive and responsive to the needs of the extension programs of the university.

» There are regional consortia based in the university supported by various agencies that can support extension and training activities.

» There are various technologies developed in the university that can be extended to support the needs of extension communities.

RESOURCE GENERATION. » The university resource generation has strong

partnership with Public and Private Entities for maximal utilization of resources.

» There are financial institutions available to extend loans for viable IGPs.

» There are commercial entities that are willing to establish business partnership with the university for resource/income generation.

» There is a visible and strong alumni organizations that can be tapped to helped in the resource generation programs of the university.

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Administration » The university’s Student Development Fund

(SDF) provides capital outlay for its infrastructure development - strength

» There is renewed thrust of CHED to provide financial support to HEIs for the acquisition of laboratory equipment and facilities thru the DAP.

» There is strong program of CHED for the development of management and leadership capabilities of SUC executives thru the DAP executive development program.

» There are affordable and available technologies that the university administration can acquire and deploy to improve efficiency of its various services. university adopts measures to support various programs of the university

» The university ensures that its stakeholders are aware of its mandates and VMGO -- Strength

» The university has a sound policies on scholarship programs and financial assistances to qualified ISU students -- Strength

» There are available skills and development trainings/seminars/workshops offered by various government and private entities to support staff development initiatives.

» There are highly qualified and trained professionals that can supply the needed administrative manpower requirements of the university.

THREATS

INSTRUCTION » Low per capita income of families in sustaining

the needs of their children

» Resistance to the adoption of technology

» Threat to adulterate and may eventually lose our identity

» Emerging adoption of world culture that threats moral values of the youth

» Vulnerability to economic cycle fluctuation

» Lack competence and trainings of some faculty & staff

» Existence of private HEI that divert enrolments

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RESEARCH & DEVELOPMENT » Lack of mechanism by LGUs in turning over the

documents and responsibility when there is change in political leadership, hence, affect sustainability in project implementation

» 2Strong research competitors

EXTENSION » Lack competence and trainings

» Slow transformation process of barangay people to change their values ,belief and attitudes

» Lack of sense of ownership to the technologies/ facilities extended to the communities

» Changes in LGU leadership may affect sustainability of projects

RESOURCE GENERATION » Accelerated degradation of environment due

to pollution

» Vulnerability to natural calamities and disasters by virtue of the geographic location

ADMINISTRATION » Problems on informal and illegal settlers

» Culture of dole-out orientation

» Fast pace development of technology where the university could hardly catch up due to limited funds

» Poor and slow cascading mechanism of legislations down to the lowest level of the population

» Poor implementation of policies/ legislation

» Legislation affecting university operations such selling liquors, sub-standards boarding houses, proliferations of gambling dens/videoke bars

» Political inventions in the selection of University officials

» Stiff competition with external technology providers and generators

» Deteriorating Peace and Order

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Monitoring and Evaluation Forms

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The Planning Process

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# Academics

# Research and Development

# Extension and Training

# Administration and Finance

# Resource Generation

Development PlanYear 5 [2012-2017]

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Strategic Plan 2011 - 2016

Key Result Area 1: Academics

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Key Result Area 2: Research and Development

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Key Result Area 2: Extension and Training

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Key Result Area 3: Planning and Management Information System

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Key Result Area: Planning and Management Information System

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Key Result Area: Quality Assurance

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Key Result Area: Quality Assurance

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Key Result Area: Resources Generation

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Key Result Area: Resources Generation

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Key Result Area: Resources Generation