sksu five year strategic plan

SULTAN KUDARAT STATE UNIVERSITY ACCESS, EJC Montilla, City of Tacurong

SKSU FIVE YEAR

STRATEGIC PLAN CY 2018-2022

Approved per Resolution No. -2018

FOREWORD

I am delighted to present to you the SKSU Strategic Plan 2018-2022 which outlines the strategic visions and goals we have identified to help the University realize its full potential and better fulfill its mission as trailblazer in arts, science and technology in the Region, as well as the wider community.

The process of formulating a new Strategic Plan at SKSU has given us the opportunities to take stock on past successes and challenges, to determine our visions and future goals in the light of variable ahead, and to put forward strategies for our developments not only in response to changing needs but also as an active and participating agent to drive intellectual, social and economic changes.

The strategic themes attest to our commitment to achieve excellence through our core functions of creation, dissemination and exchange of knowledge, as well as our duty to engage stakeholders and the community.

Our strategies for education aim to enrich the learning experience for students as well as enhance their language proficiency to develop self-learning skills, lifelong learning commitment and competencies that will make them both innovative and entrepreneurial to flourish in—and contribute to—a globally competitive and rapidly changing environment. As a research-led university we shall continue to engage in cutting-edge research, especially in those interdisciplinary areas identified as our strengths, not only to make an intellectual impact within the region, but also to benefit humankind in addressing challenges and societal needs locally, regionally and globally. Through engagement with the public we will better articulate, develop and communicate an identity consistent with our visions in order to facilitate the community in understanding our goals and recognizing our achievements.

In order to implement these strategic aims, we need to develop an enabling environment in which our human, financial and physical resources are appropriately allocated and deployed to help us attain sustainable excellence in teaching, research and knowledge exchange. Similarly, the University aims to maintain a world-class infrastructure that supports our academic endeavors in an information age.

The Strategic Plan represents the concerted efforts of the University stakeholders, whose valuable input has been incorporated in this document. Let me take this opportunity to thank all of them for giving us so much food for thought during the process of consultation and drafting of the Strategic Plan. I would like to thank, in particular, the Academic and Administrative Councils and the Board of Regents for approving the Strategic Plan and taking up the responsibility for overseeing and monitoring its implementation.

http://www.cuhk.edu.hk/strategicplan/2016/en/strategic-themes.html

http://www.cuhk.edu.hk/strategicplan/2016/en/strategic-themes02.html

http://www.cuhk.edu.hk/strategicplan/2016/en/strategic-themes03.html

http://www.cuhk.edu.hk/strategicplan/2016/en/enabling-strategies.html

http://www.cuhk.edu.hk/strategicplan/2016/en/enabling-strategies02.html

I am sure that, with the collaboration of our dependable and talented faculty and staff, students, alumni, friends, supporters, and other stakeholders, the goals we aspire to accomplish will in time translate into milestones of which we can be proud. By investing in the future of SKSU, we are investing to build a better future for Sultan Kudarat, regional and global communities. I would like to invite you to join hands with us to help this fine and unique academic institution sustain its characteristics whilst fostering its further developments. May I thank you heartily for taking an interest in the future of SKSU and the communities we serve.

TABLE OF CONTENTS

Title Page Foreword ii Table of Contents iii List of Abbreviations iv Executive Summary v

Chapter I – The Environment of SKSU 1 Internal Environment Analysis 1 External Environment Analysis 6

Chapter II – The Planning Process 8

Chapter III – Visioning and Strategy Formulation 9

Vision 9 Mission 9 Instruction 9 Research 10 Extension 10 Production 10 Administration 11

Chapter IV – Implementation Plan 13 Instruction

ACCESS Campus Bagumbayan Campus Isulan Campus Kalamansig Campus Lutayan Campus Palimbang Campus Tacurong Campus

15 15 21 24 27 31 33 36

Research 39 Extension

Agri-Aquaculture Center Climate change &Disaster Risk Reduction Management Administration Finance Management Gender and Development General Services Human Resources Management Information and Communication Technology & Management Information System Planning and Management Public Relation and Information Quality Assurance

48 55 59

62 65 73 75

79 82 86 90

Security Services Production

92 93

Chapter V – Monitoring and Evaluation 102

Introduction 102 Objective of SKSU M&E System 102 Major Elements of SKSU M&E System 103 M&E Procedures and Flows 104 Reporting Flows 105 Monitoring and Evaluation Tools 106

List of Abbreviations

AACCUP Accrediting Association of Chartered Colleges and Universities in the Philippines

ACE Annual Campus Evaluation ACME AEDS Agriculture and Enterprise Development Support ARBOs Agrarian Reform Beneficiaries BOR Board of Regents BPLS Business Processing and Licensing System CAARRDEC Cotabato Agriculture and Aquatic Resources Research and

Development Consortium CHED Commission on Higher Education COD Center of Development COE Center of Excellence COPC Certificate of Program Compliance CTE College of Teachers Education CSC Civil Service Commission CY Calendar Year DA Department of Agriculture DA-BAR Department of Agriculture-Bureau of Agriculture Resources DAR Department of Agrarian Reform DAR-IARCDRSP

Department of Agrarian Reform- Italian Assistance to the Agrarian Reform for Community Development Support Program

DBM Department of Budget and Management DOST Department of Science and Technology DTI Department of Trade and Industries EdD Doctor of Education FFS Farmers Field School FY Fiscal Year GAA General Appropriations Act HEI Higher Education Institute HR Human Resources IARCDSP Italian Assistance to the Agrarian Reform for Community

Development Support Program ICT Information Communication Technology IGP Income Generating Project IPO Intellectual Property Office IRR Implementing Rules and Regulations ISI Internation Scientific Indexing ISO International Standard Organization ISU Isabela State University LCBS Local Capacity Building Support LGUs Local Government Units LOI Letter of Instruction LUC Local Universities and Colleges MIS Management Information System M&E Monitoring and Evaluation MOA Memorandum of Agreement NBC National Budget Circular NCIP National Commission for Indigenous People NEDA National Economic Development Authority

NIA National Irrigation Association PAPs Programs and Projects PASUC Philippine Association of State Universities and Colleges PCAARRD Philippine Council for Agriculture Aquatic and Resources

Research and Development PhD Doctor of Philosophy PM Planning and Management PRAISE Program on Awards and Incentives for Service Excellence PRIME- HRM Program to Institutionalize Meritocracy and Excellence in

Human Resource Management RA Republic Act R&D Research and Development RGE Resource Generation and Entrepreneur RPS Review and Planning Session SKSU Sultan Kudarat State University SNM Strategic Niche Management SUCs State Universities and Colleges SWOT Strength, Weaknesses, Opportunities and Threats TVI Technical-Vocational Institute USM University of Southern Mindanao VP Vice President YEAP Year-End Assessment and Planning

EXECUTIVE SUMMARY

The internal and external environment analysis is used for the environment of

SKSU. This environmental analysis helps the firm understanding of what is happening

both inside and outside the organization and increase the probability that the

organizational strategies developed will appropriately reflect the organizational

environment.

The planning process for the formulation of SKSU five - year development plan

2018-2022 was participated by four (4) Vice Presidents, Campus Directors, Division

Heads/ Chief, and Deans of the different programs from the seven (7) campuses.

The university is envisioned as “A trailblazer in arts, science and technology in

the Region” and has a mission to primarily provide advanced instruction and

professional training in science and technology, agriculture, fisheries, education and

other relevant fields of study and shall also undertake research and extension services

and provide progressive leadership in its areas of specialization. The four (4) mandated

functions, such as Instruction, Research, Extension and Production as well as

Administration have defined their goal as (1) to produce highly qualified, competent

and socially responsible graduates across sectors, (2) generation of technologies and

information responsive to the priority needs of stakeholders, (3) capacitate extension

providers to empower the community, (4) contribute 25% of the production income to

support/augment the operation of the university, and (5) sustain good governance and

transparency, respectively.

A total amount of THREE BILLION EIGHT HUNDRED NINETY-EIGHT MILLION

EIGHT HUNDRED SEVENTY-THREE THOUSAND (Php 3,898,873,000.00) was

programmed by the different participants in the strategic development plan 2018-2022

under academic affairs, research development, extension, production, and

administration.

CHAPTER I

THE ENVIRONMENT OF SKSU

Environmental analysis will help the firm understand what is happening both

inside and outside the organization and increase the probability that the organizational

strategies developed will appropriately reflect the organizational environment. On the

other hand, environmental scanning is necessary because there are rapid changes

taking place in the environment that have great impact on the how the business firm

works. Organization such as SKSU should scan the environment using SWOT

(strength, weaknesses, opportunities and threats) analysis. Using SWOT analysis will

help the University recognize any external factors that could affect its position in the

market, and therefore devise successful responses to protect or improve its position in

the future. This is necessary to evade surprises, spot pressure and opportunities,

increase competitive advantage, and at the same time improve long-term and

immediate planning. It is on this premise that the Sultan Kudarat State University

(SKSU) underwent the process.

1.1. Internal Environment Analysis

The internal environment delves on the strengths and weaknesses of the

administration and governance, instruction, research, extension and resource

generation or production. Since its creation as a University in 2010, it was only in 2016

that the University Code and the Implementing Rules and Regulations (IRR) of RA

9966 were approved by the Board of Regents (BOR). Policies and guidelines such as

Merit and Promotion Plan for faculty and non-teaching as well as criteria for PRAISE/

ACME were approved by the BOR and are now implemented. Furthermore, Manuals

of Operation for the College of Law, Graduate School and the University Freedom of

Information were also approved by the Board. To fully operationalize other functions

of the University, the following are in the process of refinement: Five year Human

Resource and Development Program and Succession Plan, Revised RD & E Manual

of Operation, and Revised Income Generating Project Manual. In view of the many

improvements in the University, it is now considered Level IV in terms of SUC levelling

as per regional evaluation.

As to human resource, the University has a total of 338 workforce composed of

49 plantilla positions for non-teaching and 289 plantilla positions for teaching. The

number of faculty position was beefed up with the additional 149 plantilla positions for

Instructor I which was granted through the joint efforts of the Philippine Association of

State Universities and Colleges (PASUC) and the Department of Budget and

Management (DBM). However, there is a difficulty in finding qualified applicants for the

allocated plantilla positions due to the rigid and strict qualification standards set by the

Civil Service Commission (CSC).

Of the 289 faculty members, there are 12 accredited full -fledged professors. The

University has also implemented the four (4) cycles of the NBC 461 where 37 faculty

members were promoted on the 4th cycle; 36 in the 5th cycle; 84 in the 6th cycle and 80

in the 7th cycle. The promotion of the faculty ranges from Instructor III to Professor VI.

To further improve its human resource, the University, through the CHED K-12

program sent 28 faculty for doctorate degree and 36 faculty for the master’s degree

programs. It must be noted that the number of faculty is more or less six (6) times the

number of non - teaching staff.

In terms of financial status, an overall increase of 36% in budget i.e. from

Php293.6M in 2017 to 399.72M in 2018. The funds for infrastructure increased from

Php121.48Min 2017 to Php164.5M in 2018. Nonetheless, the management finds it

difficult to implement the infrastructures as planned due to the rigid process of RA

9184.

Quality instruction initiatives are more likely to be successful in an environment

where quality is highly valued. It is on this premise that curricular programs offered by

SKSU were submitted for accreditation by the Accrediting Association of Chartered

Colleges and Universities in the Philippines or AACCUP. Currently, 27 out of 32

programs or 84.34% are accredited with different status. There are 7 programs

accredited as Level III; 7 programs under Level II; 11 under Level I and 4 programs

under Candidate status. Support systems such as library, laboratories and physical

plant are three (3) areas in accreditation which are critical and need to be enhanced

including the qualified manpower to manage and operate it.

Access to education is also a mantra of the University. For 2018, there are 2,205

student scholars with 63 sponsors or benefactors. These students are either

sponsored by CHED, DOST, local government units and NCIP. A total of 11,147

students are enrolled in the first semester. Enrolled students came from various parts

of the Sultan Kudarat and South Cotabato provinces.

As of 2017, SKSU did well in its performance in the various licensure

examinations. It has produced Top 2 in the latest Board Examination for Criminology.

As can be gleaned from Table 1, the institutional passing percentage in the various

licensure examinations is higher than the national passing percentage. However, the

passing percentage is not sustained. The University produced topnotchers in the

Criminology Exam, but in the overall rating, it is not identified as one of the top

performing schools.

Table 1. SKSU’s Performance in the Different Licensure Examinations.

Licensure Examination/Date Institutional Passing Percentage

National Passing Percentage

Civil Engineering— May 2017 27.78 35.92 Civil Engineering—November 2017 67.00 48.81 Agriculture - October 2017 13.33 31.55 Midwifery - April 2017 66.50 43.98 Midwifery –November 2017 66.67 34.74

The top management is very supportive of the University’s research activities.

For 2017, there were 31 projects completed within the time frame. Faculty researchers

are also encouraged to present their research outputs in national and international

conferences and are given financial support for the purpose. It has also a functional

policy on giving incentives to researchers such as monetary incentives to those who

are able to publish their works in the national and international ISI Journals. Similar

incentive is also given to faculty members who submitted research outputs for

registration to the Intellectual Property Office. Now, the University has a total of 62

registered utility models, one of the highest among SUCs in the country. With the

number of registered utility models, none of these have been commercialized.

The Research Division is also one of the University’s functions which had a

significant increase for budget coming from the General Appropriations Act (GAA). In

2017, the research budget was Php5.9M and in 2018, the budget is Php13.171M or a

239.46% increase. The Division was able to source out Php7.353M from external

sources.

Extension Services is another mandated function of the University. It is an

inherent function of the Institution for the purpose of helping and sustaining the

development of various communities using the experience and available resources

of the University. The Office had a total budget of Php1, 969M in 2017. This was

allocated to the seven (7) University Extension programs amounting to Php1, 234M

and the remaining Php.73M was earmarked for office operations.

The Extension Division has trained 2,526 farmers, ARBs and women. Of these

trainees, there are 143 technology adopters but monitoring and follow through

activities are minimal.

It has also entered into a Memorandum of Agreement (MOA) with the Department

of Trade and Industry (DTI), National Irrigation Administration (NIA) and the

Department of Agrarian Reform (DAR) as service provider. Under the DTI, the

University acted as a third party validator of selected LGUs in Region XII particularly

on Business Processing and Licensing System (BPLS). The validation is a part of

establishing competitiveness index of the selected areas in terms of ease in doing

business. As to the engagement with NIA, the University team acted as a third party

validator to gather truthful feedback from the Irrigators’ Association officers and

members regarding the quality, efficiency and effectiveness of delivery. Furthermore,

DAR tapped the University as Service Provider for its Italian Assistance to the Agrarian

Reform Community Development Support Program (IARCDSP). The Memorandum of

Agreement covered the Trainings on FFS for Rice and Vegetables under the

Agriculture and Enterprise Development Support (AEDS) component of DAR-

IARCDSP involving seven (7) ARBOs for FFS on Rice and two (2) ARBOs for FFS on

Vegetable in the municipalities of Tacurong, Esperanza, Cotabato City, Lambayong

and Pres. Quirino. In addition, a MOA on Product Development involving five (5)

ARBOs on Integrated Halal Goat Production and Management; three (3) ARBOs on

Coco Water and Coco Jam Making; and two (2) ARBOs on Organic Mushroom

Production in the municipalities of Lambayong, Pres. Quirino, Lebak and Cotabato City

were signed.

The Research and Extension divisions have no plantilla positions. All the staff

assigned in these offices is on job order.

Production is a function of state higher education institutions by virtue of LOI 872.

The production program aims to increase the internal financial capability of the

institution through the establishment of economically viable projects in agriculture,

fishery, trade and industries, instructional materials, and income generating activities.

Faculty and staff members are encouraged to undertake IGPs relative to their expertise

and line of specialization. For 2017, the total income generated from income

generating projects is Php2.939M. Majority of the income was contributed by Lutayan

which is Php2, 535M (Table 2). This came from the income from oil palm, ricefield

rental, rice production, vermin culture, rental of agri-machineries and cattle.

Table 2. Net Income Generated from IGPs of the Different Campuses.

Campus Net Income from IGP (PhP)

Lutayan 2,534,542.75 Isulan 67,532.00 Tacurong 91,092.91 Palimbang 25,124.55 Glan 191,425.50 Kalamansig 28,880.00

TOTAL (PhP) 2,938,597.71

The physical assets of the University immensely increased in the last three years

(2014-2017). The infrastructures are established in the seven (7) campuses, namely

ACCESS, Tacurong, Isulan, Lutayan, Kalamansig, Palimbang and Bagumbayan.

Table 3 shows the completed infrastructures of the University. Aside from these

completed infrastructure, there are 25 on-going and on the process of procurement.

With these infrastructures, the corresponding equipment, facilities and furniture are still

wanting notwithstanding the need for manpower to maintain the cleanliness and its

worthiness.

Networking and linkages basically mean forming formal and informal

partnerships and ties with other organizations in different areas of mutual interest

and/or benefits (www.sgpindia.org/documents). The University has established

linkages with different government agencies like PCAARRD, PhilRice, CHED, DOST,

DA-BAR, DA-Region XII, and DAR which provide funds for different programs and

projects. The University is also a member of the Cotabato Agricultural Resources

Research and Development Consortium (CARRDEC) and collaborates with USM, and

ISU, among others. Moreover, it has forged partnership with Universitas

Pembangunan Nasional “Veteran” in Yogyakarta, Universitas Pembunganan.

http://www.sgpindia.org/documents

Table 3. Physical Assets of the University.

Physical Asset/Project Campus

1. Technology Innovation and Promotion Center ACCESS 2. Main Entrance (left Portion) or the Birthing Clinic ACCESS

3. Two-storey CTE Academic Building ACCESS 4. Administration Building Phase XIII ACCESS

5. Rehabilitation of AngMagsasaka, Comfort Room ACCESS

6. Enhancement of Magsasaka Building ACCESS

7. Restroom for CTE ACCESS 8. Motorpool ACCESS

9. Comfort Room at the Mango Scion Grove ACCESS 10. Wellness Sport Center ACCESS

11. Academic Building from Kalahi CIDDS Bagumbayan 12. Academic Building (Classroom and Laboratory) Isulan

13. Two-storey Science and Technology Laboratory Building Kalamansig 14. Two-storey Academic Building Tacurong

15. Criminology Laboratory Room Tacurong

National “Veteran” in Jawa Timur, Surabaya all in Indonesia; and Daffodil

International University, Bangladesh. The partnership with these universities still need

to be firmed up to determine specific areas of collaboration wherein both parties will

benefit from it.

1.2. External Environment Analysis

The University is strategically located in Central Mindanao. It is traversed by

Maguindanao, Sultan Kudarat and South Cotabato Provinces. These provinces have

distinct industries i.e. banana, oil palm pineapple, coffee and marine products which

could be possible employers of SKSU graduates. However, there are also other HEIs

offering the same curricular programs with that of the University. The aforementioned

commodities could also be the focus commodities for research. Similar threat is for

the conduct of research, since almost all agencies are doing research on these

commodities. This situation results to duplication of research activities and affects

access to funding agencies.

The long term vision of the Philippines dubbed as “Ambisyon Natin 2040” is the

long vision and aspirations of the Filipino people. It also advocates that by 2040

“Filipino life is prosperous, predominantly middle class society where no one is poor”

(NEDA, 2016). One important component to achieve this vision is the appropriate

human capital development particularly for the following sectors; housing and urban

development, manufacturing, connectivity, education services, tourism and allied

services, agriculture, health and welfare services and financial services. Expectedly,

all HEIs will have to chart their curricular offerings based on this vision. This could also

mean similar courses will be offered by these HEIs in a region or province.

The Republic Act 10931 or the Universal Access to Quality Tertiary Education is

a bill granting free tuition and other fees for students in state universities and colleges

(SUCs) as well as local universities and colleges (LUCs) and technical-vocational

institutions (TVIs). As expected, students will flock in these institutions which would

affect delivery of quality education.

Republic Act 9184 is implemented for good governance and transparency.

However, it could also mean delay due to its stringent procedures which sometimes

hamper implementation of projects and activities. Similarly, the policy of the

Department of Budget and Management (DBM) on the net take home pay ensures that

employees will be able to bring home a decent portion of their earnings after paying all

their obligations and contributions. But, with automatic teller machine card, it is so

easy for employees to use it as collateral to obtain loan. Moreover, the presence of

banks and cooperative is a great help for University employees. It has opened windows

to cater the needs of its clientele. Nonetheless, this also made some of the University

employees financially distressed.

Scholarships for degree and non-degree programs are available, but in most

instances the scholarship is outside the country which requires age requirements and

acceptance to the identified University. Similar opportunities for international research

undertaking are offered by CHED but require initial undertaking with identified

universities. On the other hand, the presence of more established SUCs in Central

Mindanao is a threat to SKSU due to stiff competitions for funding. These SUCs have

already established good track records in research, as Center of Development (COD),

and as Center of Excellence (COE). Their presence poses a great challenge to the

University.

Based on these premises, SKSU needs to reposition itself and adopt the strategic

niche management and branding. Strategic niche management or SNM has been very

effective in analyzing and explaining historical transitions and emerging innovation.

Branding on the other hand, means creating a differentiation in the minds of

stakeholders.

CHAPTER II

THE PLANNING PROCESS

The SKSU Five Year Development Plan 2018-2022 was formulated with the

participation of the different stakeholders. On January 25, 2018 ,a planning workshop

was conducted which was participated in by the four (4) Vice Presidents, Campus

Directors, Division heads/chief, and deans of the different programs from the seven (7)

campuses. The three (3) extension campuses i,e, Sen. Ninoy Aquino, Glan and

Surallah were not included since programs and engagement in these locations will

end next year except for Sen. Ninoy Aquino which has no enrollees. The activity started

with a lecturette and immediately followed by a workshop. The participants were

grouped by campus to identify their respective internal (strengths and weaknesses)

and external (Opportunities and Threats) environments. The results of the SWOT were

juxtaposed and served as basis for identifying strategic options and specific strategies.

The first option identified was the Strength – Opportunities (S-O) strategy where the

strengths should be used to take advantage of the opportunities. The second option

was the Weakness-Opportunities (W-O) strategy where the weaknesses should be

overcome to exploit opportunities. The third was the Strength-Threats (S-T) option,

where the strengths should be used to counteract threats and exploit opportunities,

and the last, was the Weakness-Threat (W-T) strategic option where weaknesses

should be overcome to counteract threats and exploit opportunities (Morato, 2006).

These were the basis for each campus to come up with the objectives, strategy/ies,

key result area, performance indicator, program/project, activity, timeline, resource or

budget and person assigned. Each division and campus was requested to present their

respective outputs which were also presented to their respective campuses/divisions

for refinement.

On January 29, 2018, the outputs were presented during the Execom Meeting followed

by the presentation during the Joint Academic and Administrative Councils Meeting on

February 5, 2018 for endorsement to the University Board of Regents approval.

CHAPTER III

VISIONING AND STRATEGY FORMULATION

Vision

A trailblazer in arts, science and technology in the Region.

Mission

The University shall primarily provide advanced instruction and professional

training in science and technology, agriculture, fisheries, education and other relevant

fields of study. It shall also undertake research and extension services and provide

progressive leadership in its areas of specialization.

Goals, Key Result Areas and Performance Measures

To attain the vision of the University, it will have to define the goals, objective, its

corresponding key result areas and performance measures on the four (4) mandated

functions; Instruction, Research, Extension and Production as well as Administration.

a. Instruction

Goal: To produce highly qualified, competent and socially responsible graduates

across sectors.

The University has qualified faculty members to handle its curricular programs

offered. However, there are also other HEIs who have equally competent faculty

handling the same curricular programs. Thus, the University will have to encourage its

faculty to do benchmarking in other HEIs here and abroad. Enhancement of curricular

programs adopting differentiation and metamorphing strategies .will also be done. This

is also a way of branding. Corollary to this is the improvement of physical facilities and

laboratories. Accreditation for higher level and submission of programs on Information

and Technology, Biology, Fisheries, Agriculture and Industrial Technology to be

recognized as Center for Development Excellence will also be pursued.

b. Research

Goal: Generation of technologies and information responsive to the priority needs of

stakeholders.

To attain the goal of the University Research Division, it must first enhance the

capability of faculty researchers. Benchmarking, collaborating, and networking with

local and foreign HEIs will be done. Collaboration will be in the form of training to

ensure that at the end of five year, active faculty researchers have attended specialized

trainings. Therefore, a Five Year R & D Human Resource Capability Plan will also be

prepared to ensure that 5% of the faculty researchers are capacitated on research

related trainings per year. The enhanced manpower would be able to help establish a

strong R & D in the Region. Proposals will be packaged and submitted for internal and

external funding. This would also mean that research outputs will be published,

disseminated, registered with the Intellectual Property Office (IPO) and popularized.

c. Extension

Goal: Capacitate extension providers to empower the community

Benchmarking, collaboration, and differentiation will be the strategies that will be

adopted by the Extension Services. Essentially, faculty members who are involved in

extension activities need to be provided with specialized trainings on extension. The

trained faculty members will be part of the pool of experts who will be tapped based

on the community needs. Campus-based and curricular-based extension programs

will be implemented to serve as an avenue for the promotion of university.

In addition, there is also a need to strengthen the knowledge innovation and

management system in collaboration and partnership with other agencies offering the

same services in the community.

d. Production

Goal: Contribute 25% of the production income to support/augment the operation of

the University.

The production or resource generation function generally aims to increase the

internal financial capability of the University through the establishment of economically

viable projects. Hence, creative, adaptive, differentiation and benchmarking will be the

three strategies to be adopted. To be creative means value adding the products at the

same time employs strategies that would differentiate it from the existing products.

Adaptive strategy will be employed in the establishment of the Negosyo Center since

it is a banner program of the Department of Trade and Industry. In addition, the Division

must establish and sustain livelihood programs in the different campuses to achieve

the stated goal.

No man is an island is an old adage but still relevant. Thus, partnership and

collaboration with local and international organizations particularly in marketing the

products through food exhibits or expositions will be sought. This could be an avenue

to get contracts from industries which source out products.

e. Administration

Goal: Sustain good governance and transparency.

There are 10 offices under Administration. These are Human Resource

Management, Planning and Management, Quality Assurance, Internal Audit, Gender

and Development, Information Communication Technology (ICT), Public Relation and

Information, Security Services and General Services. Each of this Office identified its

strategy/ies such as benchmarking, creative, adaptive, reconfigure, networking,

competitive, differentiation and altering customer attitudes and behavior.

The Human Resource and Management would eventually institutionalize the

CSC’s Program to Institutionalize Meritocracy and Excellence in Human Resource

Management or PRIME- HRM. Thus, HR management must be enhanced; its

functions and operations should be successfully delivered, personnel are satisfied on

the efficient and effective service and personnel is compensated. This will be achieved

through benchmarking, creative and adaptive strategies.

The Planning and Management will adopt benchmarking and adaptive strategies.

Benchmarking will be used on capacity building and management as well as in the

development and enhancement of the physical assets of the University. Adaptive

strategy will be used in securing land title for the campuses. On the other hand, the

Quality Assurance aims to have 100% of the programs are awarded with the Certificate

of Program Compliance (COPC), ISO 9001:2015 Certified, institutionally accredited by

AACCUP and at least three of its programs are recognized as COD/COE. Tis can be

achieved by using a combination of strategies such as adaptive, reconfigure and

benchmarking.

The Gender and Development will pursue an intensive advocacy program

relative to GAD laws such as RA 9710, RA 962, Anti-Rape Law, Anti-Bullying and RA

9877.

The ICT-MIS is synonymous to Wi-Fi. This Office aims to establish a reliable Wi-

Fi hotspot in different strategic areas in campuses. This could be made possible

through benchmarking and outsourcing. Similar strategies will be used to improve the

delivery of services where processes will be automated.

The Public Relation and Information is the mouthpiece of the University. It aims

to strengthen publications in radio TV and national print media through partnership with

media industries and other agencies. In addition, a digital billboard for SKSU

advertisement will be established. It also aims that 100% of the total number of

publications attained of the required timeline, thus reconfigure strategy will be

employed. Consequently, publication coordinators need to be trained and their

respective office equipment are upgraded.

To protect and promote safety and peace I the University is the goal of the

Security Services. As such, it will strengthen the capacity of its force to ensure safe

and healthy working environment. It should also be able to respond to emergency/ies

especially during night time.

The General Services shall facilitate the delivery of quality goods and services

on time. The goods include supplies, materials, and equipment needed by the

University. On the other hand, services include the cleanliness and orderliness as well

as the mobility/transport. Thus, the office will use the creative and partnership

strategies to attain its goal.

CHAPTER IV

IMPLEMENTATION PLAN

The implementation plan is a guide for developing the program and provides a

timeline of activities. Implementation plans are important because they ensure that

best practices are used and that time and energy are efficiently used. After the plan is

approved by the Board of Regents, a seminar will be conducted to discuss the plans

and programs. Copies of the approved plan will be circulated among the different

campuses and offices of the University. Extra copies will also be produced for

distribution among prospective partners. The implementation of the plan will be

spearheaded by the University President who will be backstopped by the Vice

President for Academic Affairs, Research and Extension, Finance and Administration,

and Resource Generation and Entrepreneur.

Monitoring and evaluation are important components of the management

process in any program or project implementation. They encompass all phases of

program, its intended activities and targets in the Plan. The monitoring and evaluation

schemes will be designed together with instruments and tools to measure quantifiable

indicators with respect to the quality of the implementation process. The progress and

status, of the implementation as indicated in the plan, will indicate the effectiveness

and efficiency of time management and the utilization of resources to accomplish the

targeted physical outputs. The activities of monitoring and evaluation will also identify

the difficulties and problems encountered during the implementation and the results of

the evaluation can be used as bases for the formulation of appropriate

recommendations for action. Other initiatives undertaken can also be well monitored

and documented on regular bases. Quarter and annual monitoring activities will be

programmed to cover the duration of short term and long term projects.

Strengthening the monitoring and evaluation mechanisms requires competent

manpower to handle the corresponding tasks. The University President will identify the

team to do the task. The team responsible for monitoring and evaluation shall have

budget allocation to carry out the desired activities.

Moreover, the monitoring and evaluation component shall establish effective

communication and feedback mechanisms for use in formulating positive decisions

and appropriate action in response to feedbacks. Effective implementation of the

monitoring and evaluation phase will ensure its functionality and responsive action

towards accomplishment of the University’s desired goals.

As to the funding of the plan, the yearly allocation from GAA and Fund 164 will

be utilized for the implementation of projects. It will also source out funding from other

agencies like the CHED, PCAARRD, DA-BAR and other organizations which have

similar thrusts as those of the university. The five year plan has a total cost of Php3,

898,873,000.00.

The implementation of the SKSU Five Year Development Plan for CY 2018-2022

will be anchored on the programs identified per objective including the activities and

resources. To ensure that the whole University will be transformed as a trailblazer in

arts science and technology, each campus was required to come up with its own

development plan in addition to the administration’s division/office plan.

The implementation plan is shown in the succeeding pages.

SKSU STRATEGIC PLAN 2018-2022 Table 2. Summary of Budgetary Requirement in the Strategic Development Plan 2018-2022

Component/s Financial Targets (‘000) Total (Php)

2018 2019 2020 2021 2022

1. Academic Affairs 117,951,200 163,418,600 182,220,600 195,192,600 208,322,600 867,105,600

2. Research Development and Extension

26,301,000 33,891,600 35,428,700 36,955,800 38,312,900 170,890,000

3. Production 13,772,600 14,072,600 11,652,600 12,552,600 13,552,600 65,603,000

4. Administration 36,546,200 148,217,200 193,887,100 284,788,000 372,137,900 1,035,576,400

Sub-Total (Php) 372,585,000 676,622,000 836,423,000 950,988,000 1,062,255,000 3,898,873,000.00

Personal Services (PS) 178,014 317,022 413,234 421,499 429,929 1,759,698

Maintenance and other operating expenses (MOOE)

58,016 95,100 132,189 174,489 230,326 690,120

Capital Outlay (CO) 136,555 264,500 291,000 355,000 402,000 1,449,055

MOOE/ CO 194,571 359,600 423,189 529,489 632,326 2,139,175

Sub-Total (Php) 372,585 676,622 836,423 950,988 1,062,255 3,898,873

ACADEMIC AFFAIRS Development Plan 2018-2022 Goal: Producing highly qualified, competent and socially responsible graduates across sectors Access Campus (CTE, Nursing, Law, Graduate Studies) Goal: Center of Development/ Excellence in terms of Teacher Education/ Nursing/ Law

Objec-tives

Strate-gies

Key Result Areas (KRAS)

Perfor-mance Indicators

Program/ Project

Activities Financial Targets (‘000) Total (Php) Responsible Person 2018 2019 2020 2021 2022

To develop supply driven curricular program.

Creative Strategy

Revised Curricula

at least 50% of graduates are specialized

Enhance-ment of the Curricular Offerings

meeting of faculty by speciali-zation

5 5 Program Chairmen and Concerned Faculty

Presenta-tion of the proposed revised curriculum


Consulta-tion with the industry and other stake-holders

15 15 Program Chairmen and Concerned Faculty with stakeholders

finalization of proposed curricula


Monitoring and Evaluation


Objec-tives

Strate-gies



Program/ Project


To develop Succes-sion Plan

Meta-mor-phing and Bonsai Method

Succes-sion Plan Produced

80% of the faculty possessed relevant master and doctor degrees

HRDP meeting of faculty

5 5 Program Chairman and Concerned Faculty

workshop and develop-ment



20 20 20 50 50 160 Program Chairman and Concerned Faculty

To upgrade campus facilities

Creative Strategy

Upgra-ded Facilities

70% of the planned facilities are procured and installed

Procure-ment and Installation of the needed facilities

meeting with the end-users

5 5 Concerned Faculty

designing and requesting

5 5 Concerned Faculty

BAC process

Concerned Faculty

Procurement of facilities, please see Annex "A"

10,000 10,000 Concerned Faculty

Objec-tives

Strate-gies



Program/ Project


To produce new breed of faculty, & researchers

Adaptive and Creative Strategy

Produced a number of faculty researchers

At least 30% of faculty are conducting education, social issues, ethnographic related researches

Training Workshop on Research Proposals and Develop-ment

Research & Teacher's Seminars and Training, Budgeting

500 80 1,000 1,200 1,300 4,680 Dean

To have external and internal funded trans discipline researches

Benchmarking and Creative Strategy

Availability of Trans disciplinary Researches

30% of the total researches are trans disciplinary

Matured Resear-ches

capacitate the faculty and students

100 200 300 500 1,000 faculty and students

identify potential researches

20 20 20 20 200 faculty and students

50% of the total transdisciplinary researches are funded

conduct researches

100 100 100 100 1,300 faculty and students

monitoring and evaluation

20 20 20 20 200 faculty and administrators

To transfer skills and technology to the communities

Adaptive Strategy

Deve-loped Skills and Acquired Techno-logies

50% of recipients are NC holders

Capability Enhance-ment Programs

identify potential commu-nities

5 15 20 faculty and students

sign MOA and MUO with the commu-nities


Objec-tives

Strate-gies



Program/ Project


20% of the total matured techno-logies are used by recipients

conduct trainings




To uprade Instruc-tional Materials

Meta-mor-phing and Bonsai Method

Updated IMs

50% of the total instructional materials ready for commercialization

Development of IMs

meeting of faculty


presentation of the IMs training (3 days training)


Training on the development of IMs

50 50 50 50 50 250 Program Chairman and Concerned Faculty with trainers

Development of IMs

200 200 200 200 200 1,000 Program Chairman and Concerned Faculty

Reproduction of IMs

500 500 500 500 500 2,500


20 20 20 20 20 100 Program Chairman and IMs Campus Committee

Objec-tives

Strate-gies



Program/ Project


To market the products of RCFPC

Adap-tive Strategy and Creative Strategies

Commer-cialized Products

80% of the products are commercialized

Marketing and Commercialization

identify potential industries

10 10 10 10 10 140 RCFPC Director

meeting with potential industries

10 10 10 10 10 140 RCFPC Director

drafting and signing of contracts

10 10 10 10 10 140 RCFPC Director

reproduction and marketing

500 500 500 500 500 7,000 RCFPC Director


30 30 30 30 30 420 RCFPC Director and RD & E Division

Objec-tives

Strate-gies



Program/ Project


To come up with sustain-able IGPs

Ideolo-gical Strategy & Creative

Functio-nal IGPs

50% of the FS approved by the Board are implemented

IGP meeting of faculty

10 10 20 Concerned Faculty

preparation of FS

50 50 100 Concerned Faculty

presentation of FS to campus, Admin Council for endorsement and for Board's Approval

30 30 60 Administrators


20 20 40 Concerned Offices

Total (Php) 2,010 11,880 2,745 3,370 3,375 30,160

Bagumbayan Campus Goal:

Objectives

Strategy/ies

KRA


Programs

Activities

Financial Targets (‘000) Total (Php)

Respon-sible Person

2018 2019 2020 2021 2022

Increase number of enrolees in Agri-bus

Creative, network-king, collabo-rative

In-creased enrolees

50% increased enrolees

Career Guidance Program

Career guidance/info. Drive

50 50 50 50 50 250 Guidance Office

Develop most highly qualified faculty

Adaptive, Creative

Trained and competent person-nel

80% of the personnel is trained and developed

Personnel Capability Program

Trainings, Seminars

100 200 250 300 500 1,050 Campus Director

Construction of science laboratory with equipment

benchmarking, collaborative

Labora-tory building esta-blished

1 complete building with equipment

Infrastructure Development Program

request, coordinate with planning and other agencies concerned

5,000 1,000 1,000

7,000 Campus Director

To procure ICT equip-ment

benchmarking, networking

procured com-puters

20 new sets of computers


project design to the planning, request addressed to other agencies (stakeholders)

300 300 600 Campus Director

Procurement of books/references

collaborative

books procured

80% of the requested books acquired

Capability Program

project design, data profiling, tapping sponsors

200 300 200 300 500 1,500 Library In-Charge

Objec-tives

Strate-gies



Program/ Project

Activities Financial Targets (‘000) Total (Php)

Respon-sible Person

2018 2019 2020 2021 2022

To own a campus gym-nasium

Collabo-rative, bench-marking, network-king

Approved project plan

100% of the students and personnel maximizing the gymnasium


request and submit proposal

10,000 10,000 Campus

Director

To establish building for dormitory

collaborative, benchmarking, networking


Dormitory established and utilized


request, benchmarking, proposal

10,000 10,000 Campus Director

To have an RDE Office

collaborative, benchmarking, networking


RDE Office established

benchmarking and referral to planning

request, benchmarking, proposal

500 500 RDE Coordinator

To physically develop the school premises

benchmarking, collaborative

Landscaped Area

2 or more areas landscaped


request, seek assistance to other agencies

500 500 1,000 Campus Director

To avail internet connections

partnership, collaborative

Connected to internet

Internet connection is utilized

ICT Program

design, data to support the needs

300 300 ICT Coordinator

Objec-tives

Strate-gies



Program/ Project


Responsible Person 2018 2019 2020 2021 2022

Ro maintain the peace and order of the campus

Collaborative, network-king

Provided security guards in the school

Placement of security personnel

Capability Program

request, other necessary requirements

200 500 600 1,100 Campus Director

Additional non-board programs

benchmarking

New non board programs are offered

100 enrolled students in the new programs

Capability Program

feasibility study

100 200 300 Campus Director

to enhance the skills and capabilities of the Personnel

adaptive

Trained personnel

90% of the personnel is trained

Human Development Program

Trainings, Seminars

300 500 700 800 1,000 3,300 Campus Director

TOTAL (Php) 7,050 23,350 3,300 1,150 2,050 36,900

Isulan Campus Goal: Center of Development/ Excellence in Terms of Engineering and Technology

Objec-tives

Strate-gies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

To enhance the Curricular Offerings

Meta-mor-phing, Bonsai Method and ASEAN Bench-marking

Revised Curricular Offerings

70% of the total program offerings are enhanced

Reengineering of the Curricular Offering

Revision and enhancement of curricula

100 100 200 Program Chairman and Concerned Faculty

To develop Succession Plan

Metamorphing and Bonsai Method

Succession Plan

80% of the faculty possessed relevant master and doctor degrees

HRDP workshop, development and implementation of the plan


To upgrade campus facilities

Creative Strategy

Upgra-ded Facilities


Capability Develop-ment

reengineering and redesigning of the facilities for conducive utilization and procurement of necessary equipment

228,182 228,182 End-Users

Objec-tives

Strate-gies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

To have external and internal funded trans discipline researches

Creative Strategy

Trans disciplinary researches

30% of the total researches are trans disciplinary

Capability Development

Engagement in the researches, presentation of researches and utilizations

500 500 500 500 500 2,500 faculty and students

To transfer skills and technology to the communities

Adaptive Strategy

ACQUIRED SKILLS AND TECHNOLOGIES

50% of recipients are NC holders

Capability Development

facilitating feasibility study, conduct trainings

500 500 500 500 500 2,500 faculty and students

To upgrade Instructional Materials

Metamorphing and Bonsai Method

Updated IMs

50% of the total instructional materials ready for commercialization

Development of IMs

presentation of the IMs training, development of materials, reproduction and marketing

1,000 1,000 1,000 1,000 1,000 5,000 Program Chairman and Concerned Faculty

To utilize and commercialize registered UMs

Partnership

Commercialized Products

20% of the total UMs are commercialized

Technology commercialization

meeting with potential industries, partnering

800 1,000 1,000 1,000 1,000 4,800 Program Chairman and Concerned Faculty

Objec-tives

Strate-gies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

To market the products of RCFPC

Adap-tive Strategy and Creative Strategies

Commer-cialized Products

80% of the products are commercialized

Marketing and Commercialization

Meeting with potential industries, development, enhancing and reproduction to marketing

1,000 1,000 1,000 1,000 1,000 5,000 RCFPC Director

To come up with sustainable IGPs

Ideological Strategy & Creative

Func-tional IGPs

50% of the FS approved by the Board are implemented

IGP Preparation of FS, enhancement of FS, materialization and production to marketing

2,000 3,000 3,000 3,000 3,000 17,000 Concerned Faculty

Total (Php) 6,000 235,182 7,000 7,100 7,000 269,282

Kalamansig Campus Goal: Center of development for Fisheries

Objectives

Stra-tegy


Performance Indicators

Program/ Project

Activity/ ies

Financial Targets ('000) Total (Php)


To enhance and strengthen the program with licensure examination

Adap-tive, Creative

Above national passing percentage

At least 10% above national passing rate

Licensure Exami-nation

1. Competency Enhancement Program 2. Conduct Review 3. Gather review materials

100 100 120 125 130 575 Campus director, deans and program chairman, subject specialist

To improve varied learning resources

Adap-tive and Creative

Sufficient library holdings

1. 80% of the library holdings needed are meet 2. 80% of the computers with complete acces-sories are purchased

Library Enhancement Program

1. Inventory of the library holdings, Canvass, Procure the books and references 2. Marketing intelligence 3. Canvass 4.Procure computer units and other ICT equipment

50 150 300 500 500 1,500 Campus Librarian, School Administration and ICT in-charge

Objec-tives

Strate-gies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

To capacitate the personnel skills through trainings and workshop

Creative and adaptive

equipped in skills development

95 % of the personnel are efficient and productive

Skills and development program

sent for trainings based on their specialization

500 700 800 1,000 1,000 4,000 Campus Director & Training Coordinator

To enhance the facilities and equipment

Creative and Differentiation

presented for approval

75% of the facilities requested are delivered

Facilities enhancement program

develop, formulate proposal for funding

50 100 200 500 500 1,350 Campus Director, Dean, Planning Coordinator

Objec-tives

Strate-gies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

To increase number of faculty researcher/s

Partnership and collaboration

Presented and published faculty researches, Develop UM's and patent

10 % increase in the number of faculty resear-chers , their researches have published , develop UM's , and become a Center of Develop-ment

Research and Develop-ment Project

Formulate Proposal and conduct researches

1,000 1,000 1,000 1,000 1,000 5,000 Faculty Researcher

To enhance and strengthen the Fish Processing center


HACCP compliant Fish Proces-sing Center

1. 100% HACCP compliant 2. Develop at least 3 improved fish processed product

Resource Generation Project

1. Develop various fishery and aquatic products 2. conduct trainings and commercial the developed products

100 100 700 1,000 1,000 2,900 Fish Processing Coordinator, Production Coordinator

Objec-tives

Strate-gies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

3. at least 10% increase in income of partner organizations 4. Contribute at least 60% in income to the university

to utilize 10 hectares as hatchery labora-tory

benchmark and partnership

operationalized hatchery labora-tory

605 fully utilized

RGE Project

conduct feasibility study

1,000 1,500 2,500 Fish Processing Coordinator, Production Coordinator

Total (Php) 1,800 3,150 3,120 5,625 4,130 17,825

Lutayan Campus Goal: Center for Development in Agriculture

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To work in the Land Titling of the Campus

Collabo-rative

Land Titled

100% Acquired Title

Income Generation

Secure requirements and documents to support the titling and work for the titling

300 300 Campus Director

To establish building facilities with equipment

Bench-mark and Creative

Func-tional Facilities

60% of the proposed facilities is established

Infrastruc-ture Program

Request for new buildings with equipment based on the latest technology

3,000 5,000 10,000 10,000 10,000 38,000 Campus Director and Deans

Enhancement of Highly Competent Person-nel

Creative and adaptive

Equipped and Skilled Personnel

80 % of the personnel are efficient and productive

Personnel Capability Program

sent for trainings based on their specialization

100 150 150 150 150 700 Campus Director & Training Coordinators

To improve the Learning Services


Procured Equipment and Facilities


Procurement of Equipment and Facilities based on needs

Procurement of books and other references with E-library system

300 400 500 500 500 2,200 Campus Director, Dean, Planning Coordinator

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To enhance and innovate Curricula

Adaptive and Creative

Enhanced Curricula

60% of the graduates is highly competent

Resource Generation and Capability Programs

Update and upgrade of curricula

100 100 200 Fish Processing Coordinator, Production Coordinator

To motivate personnel in researches

Benchmark and Partnership

Research Outputs

70% of the Personnel en gaged in research

Research and Extension

Conduct and perform researches in agricultural fields

500 500 500 500 500 2,500 Research Coordinator

Strengthening LET Performance

Benchmarking

Increased Passing Rate of LET

80% of the takers passed the LET

Comprehensive Enhancement Program

Conduct reviews and other techniques to increase the passing rate

100 100 100 100 100 500 Campus Director; Dean; Program Head

BEED Level 1 Accredited

Creative, Benchmark

Level 1 Accredited

Certification of Accreditation

Enhancement Program

Secure documents and work for the requirements for accreditation

100 100 Campus Director; Dean; Program Head


adaptive Trained personnel



Trainings, Seminars

500 700 800 1,000 1,200 4,200 Campus Director; Dean; Program Head

Total (Php) 5,000 6,850 12,050 12,350 12,450 48,700

Palimbang Campus Goal: To provide quality and affordable education

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To produce LET passers in the BEEd program

benchmarking

LET passers are increased

LET passers above national passing rate

Enhan-cement Capability Program

Conduct reviews, provide materials for reviews, provide competent reviewers

300 300 300 300 300 1,500 Campus Director

To pass the level 1 accreditation of the BEEd program

Benchmark and Creative

Level 1 Accredited

Certificate of Accre-ditation

Enhance-ment Capability Program

Secure and provide necessary documents for accreditation

50 100 100 100 100 450 Program Head

To secure land title for the campus

adaptive, collaborative

Land titled

100% land is titled

Enhance-ment Capability Program

Secure documents and work for the requirements for titling

300 300 Campus Director

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To have a conducive

offices and facilities for learning


Availed facilities


Infrastructure and Capability Programs

Procurement of books and other references with E-library system, proper electricity, offices for other divisions, gymnasium

10,000 10,000 10,000 30,000 Campus Director

To enhance and innovate Curricula

Adap-tive and Creative

Enhanced Curricula

60% of the graduates is highly competent

Curricula Enhance-ment Program

Update and upgrade of curricula

100 100 Fish Processing Coordinator, Production Coordinator

To produce farm managers and soil scientists in the

commu-nity

Benchmarking

Offered Business related programs

80% of the graduates in the program is certified skilled

Capability Program

work out for the opening of new business related programs

500 1,000 1,500 3,000

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To motivate person-nel in researches and Extensions

Benchmark and Partnership

Research Outputs and Exten-sion Beneficiaries

70% of the Personnel en gaged in research and extensions

Research and Extension

Conduct and present researches and extension programs

500 500 500 500 500 2,500





Trainings, Seminars

500 700 800 1,000 1,200 4,200 Campus Director and Deans

Total (Php) 12,150 12,600 13,200 2,000 2,100 42,050

Tacurong Campus Goal: Center for Development for Arts and Sciences

Objectives

Strategy

Key Results Areas (KRAS)

Performance Indicator

Program/Project

Activity/ ies Financial Targets (‘000) Total (Php)

Responsible Person

2018 2019 2020 2021 2022

To increase awareness of VMGO to the industry.

Partner-ship, Creative

Well disseminated and being understood VMGO

10% additional of enrolees

Advocacy program and IEC campaign for VMGO

Information Dissemination and Career Guidance

100 100 150 150 150 650 Campus Adminis-trators

To develop comprehensive faculty development program

Adap-tive, Creative

Compe-tent faculty

At least 80% hired qualified faculty

Faculty Development Program

sent to trainings, seminars and other capability programs for personnel

500 700 800 1,000 1,000 4,000 Deans

To align student’s skills to the needs of the industry

Differentiation, Creative

In-lined Curricula and Instruction to the Industrial Trends

100% revised curricula and aligned syllabi to the current trends and demands

Curriculum Planning and Development Program

Conduct consultation, environmental scanning and revision of the curricula and other tools for learnings

500 600 500 Campus Director and Deans

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To produce quality graduates

Creative Skilled and Knowled-geable Students

75% graduates are employed.

Student Support Program

1. Engage students in industry exposures, more hands on training programs based on the curricula

300 500 500 500 500 2,300 Campus Director

To develop more researches and extensions and increase faculty researchers

Differentiation

Produced Competent Researchers

60% Faculty Researchers

Enhancement Research Program and Extensions

research trainings and extensions, proposal making and research presentation

500 600 700 800 1,000 3,600 Research Director

To Improve learning environment through additional facilities and infrastructure.

Partnership, adaptive

Acquired Conducive learning environment

100% of the laboratories are CHED-compliant

Facilities and Infras-tructure Enhance-ment Program and Upgrading Laboratory Facilities Program

request for laboratory innovation, facilities and equipment for students' use

1,000 3,000 5,000 9,000 Campus Administrators

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

To up -scale the produc-tion through additional funding.

creative, adaptive

Existed Sustainable IGP

75% Return on Investment


Propose business centre and invite potential investors, market of products

2,000 5,000 5,000 5,000 17,000 IGP Coordinator

to enhance the skills and capabilities of the Person-nel




Trainings, Seminars

500 700 800 1,000 1,200 4,200 Campus Director and Deans

Total (Php) 3,400 4,600 10,950 8,450 13,850 41,250

RESEARCH DEVELOPMENT AND EXTENSION Development Plan 2018-2022 Research Goal: Generation of technologies and information responsive to the priority needs of stakeholders

Objec-tives

Stra-tegy



Program/Project

Activities Financial Targets ('000) Total (Php)

Respon-sible Person

2018 2019 2020 2021 2022

To enhance the research capability of faculty members

Bench-marking and collaboration with foreign and local HEIs and line agencies -Appreciation Program -Faculty Training

Faculty-research-ers with specia-lized Training (based on vertical articulation)

5 year R&D Human Resource Capability Plan -5% of the faculty workforce capacitated on research-related trainings per years

R & D Human Resource Capability Building Enhance-ment Program

Hiring of full time researchers and research assistants -Provide in-house re-search-related trainings among faculty - Send out faculty re-searchers to attend semi-nars/trainings/ conferences related to R&D management and pro-cesses, publication; and present paper in the local and international levels

3,000 3,000 3,000 3,000 3,000 15,000 VP RDE; HRMO; Research Director; and Coordi-nators

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

Establishment of a strong R&D in the Region

Benchmarking and collaboration -Metamorphing -Ideological

Updated RDE Manual -BOR-approved and accredited Research Ethics Review Manual -Approved researches aligned with the institutional and external funding agencies’ research agenda

5-Year integrated R&D Programs -5% increase annually in the number of faculty members involved in research -5 new studies implemented per year

Sustainable Institutional and Collaborative/ Transdisciplinary Researches

Updating of the RDE Manual -Workshop on the identify-cation of specific com-ponents of the commodity-based and other R&D programs (Institutional & External agencies’ Research Agenda) -Organization, Formulation of Research Ethics Review Manual/SOP (health, social and animal researches)

12,000 12,000 12,000 12,000 12,000 60,000 BOR,VP RDE, Campus Directors/ Deans, Research Director, Ethics Review Committee, and Coordinators, Research Committee

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

-Process for BOR approval and accre-ditation of the Ethics Review Committee/Center Call of research proposals, evaluation and signing of research contract -Implementation , monitoring and evaluation of new and on-going researches -Conduct of In-House Reviews and student expositions

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

Pub-lished research outputs

5% of the submitted research outputs/manuscripts for publication published in ISI or peer- reviewed research journal -5% of the faculty were capacitated on trends on publication of research outputs/ year

Attendance of faculty to drafting of research outputs for publication for submission to reliable publishers/research institutions/ organizations -Submission of manuscripts to peer-reviewed or ISI journals

- VP RDE,

Research Director, Ethics Review Committee, ITSO, CPU, Research Coordinators, Researchers

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

Patented research outputs and certificates

10% of patentable researches registered with IPO-Phil -10% of the faculty capacitated on trends on paten-ting of research outputs/ year -1% of the Utility Models is registered commercialized/extended in communities/stake-holders

Attendance of faculty to drafting of research outputs for patenting/copyrights/ utility models, industrial design and trade marks for submission IPO-Phil -submission of application forms for developed technologies in the IPO-Phil -prepare activity designs for the dissemination of technology generated to service communities in tandem with the Extension Division

-

VP RDE, Research Director, Ethics Review Committee, ITSO, Research Coordinators, Researchers, Director for Extension

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

research results presen-ted in national and interna-tional confe-rences

20% of research results presented

submission of abstracts to scientific organizations inviting for paper presentation -Prepare documents

-

VP RDE, Research Director, Research Coordi-nators, CPU, Researchers, Research Committee

SKSU Journal is accredited as a peer-review journal

Call for submission of manuscripts for publication -prepare the documents needed for the accreditation of the university R&D Journal to a peer-reviewed one.

-

VP RDE, Research Director, CPU, Research Committee

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

MOA/MOU on affiliation of research specia-lists

At least 5 research specialists led /chaired an office/committee/ research program with other research institution in the region (i.e. CAARRDEC, DOST-12, LGUs, PCAARRD, DA, DA-ATI, NIA, BFAR, DTI, etc.)

process approval of MOU/MOA -initiate and implement activities to sustain the operation of the affiliated office/committee/research program of the research institution

-

VP RDE, Research Director, Research Specialist concerned

Benchmarking and collaboration with service providers -Ideological

credible/ winnable research outputs -Full-blown research proposals for submission/ Implementation -Thesis/ Dissertation Manuscripts

100% of the submitted proposals for external funding tested with the software were approved -100% of the researchers per campus utilized the programs -100% of the students with thesis/dissertation utilized the program

Research Integrity Program

Conduct capability building activities on different acquired software (i.e. plagiarism, statistical programs) among faculty-researchers -Draft policies on the usage of software and seek BOR approval thereof

1,000 1,000 1,000 1,000 1,000 5,000 BOR, VP RDE, VP Resource Generation, Research Director, Research Coordinators, Faculty, Students

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

2018 2019 2020 2021 2022

To establish and sustain linkages with local and foreign HEIs and research institutions

Networking and alliance building -Adaptive

Approved MOA/MOU

One (1) new approved MOA/MOU/year

Collaboration and Partnership with SUCs/Research Organizations in Local and International Levels

Identification of agencies for collaboration in the areas of agri-aqua, technological, industrial, social, health, climate change and disaster risk reduction in terms of new, on-going and completed researches -Drafting and finalization of MOA/MOU

3,000 3,000 3,000 3,000 3,000 15,000 BOR, VP RDE, Research Director

To strengthen and sustain the monitoring and evaluation of research programs

benchmarking -ideology

Updated terminal/ progress reports of funded researches

50% of funded researches implemented activities as scheduled and submitted project report on time

Enhanced Project Monitoring and Evaluation System

conduct workshop on project monitoring and evaluation and project reporting and in-house reviews

1,000 1,200 1,500 1,600 1,800 7,100

Total (Php) 20,000 20,200 20,500 20,600 20,800 102,100

Objec-tives

Stra-tegy



Program/Project


Respon-sible Person

Extension Goal: Capacitate extension providers to empower the community

OBJEC-

TIVES

STRA-

TEGY

KEY

RESULT

AREAS

PERFOR-

MANCE

INDICA-

TORS

PROGRAM/

PROJECT

ACTIVITY/IES TIMELINE RESOUR-

CES (PhP

in M)

PERSON

INVOLVED 2018 2019 2020 2021 2022

1. To

enhance

faculty

extension

service

providers

capability

Benchm

arking/C

ollaborat

ive

Faculty

extension

service

providers

with

specializ

ed

training.

Extensio

n service

providers

with

positive

attitude

toward s

commu-

nity

service

At least 1 benchmarking activity and appre-ciation course a year conducted. 25% of the faculty have undertaken specialized training Extension Human Resource Capability Plan Increasing no. of extension volunteers by 5% per year

Capability

enhanceme

nt of faculty

as extension

service

providers.

Building

capability of

faculty

extension

service

provider

(specialized

training based

on vertical

articulation)

a. Bench-

marking/Appre

ciation

Program

b. Program

Faculty

Training

.51 .558 .743 .7437 .7437 2.555 VP RD & E,

Dir. for

Extension,

Coordi-

nators in

coordi-

nation with

HRMO

OBJEC-TIVES

STRA-TEGY

KEY RESULT AREAS

PERFOR-MANCE INDICA-TORS

PROGRAM/PROJECT

ACTIVITY/IES TIMELINE RESOUR-CES (PhP

in M)

PERSON INVOLVED

2018 2019 2020 2021 2022

2. To strengthen the know-ledge innovation,manage-ment system

Bench-marking Collabo-ration /Partner-ship with line agen-cies

Informa-tion data banking and utili-zation, maximized and managed efficiently

At least 1 center established

Functional Center of Knowledge innovation and manage-ment system

Establishing the knowledge innovation and manage-ment center for: -Advocacies -IEC materials, -Data Base e-learning material s -Tri-media materials and other form of media -Hiring of competent personnel

2.0 2.0 1.16 1.234 1.0 7.394 VP RD & E, Di r. for Extension, Coordi-nators in coordination with MIS

3. To enhance productivity of the community served

Creative/Partnership/Collaborative

Recipient communities identified and with effective interventions to improve and en-hance productivity

At least 3 communities served (medium to long term engagement) 20% of clients rated extension programs as satisfactory

Enhanced Productivity of Community Served

Enhancing community productivity 1. Formulation and imple-mentation of program/pro-ject focused on: a. Thematic areas and integral themes b. Industry and market-

0.52 0.52 0.52 0.52 0.52 2.6 VP for RD &E, Dir for Extension, Extension Coordi-nators

OBJEC-

TIVES

STRA-

TEGY

KEY

RESULT

AREAS

PERFOR-

MANCE

INDICA-

TORS

PROGRAM/

PROJECT

ACTIVITY/IES TIMELINE RESOUR

-CES

(PhP in

M)

PERSON

INVOLVED 2018 2019 2020 2021 2022

driven needs , standardized, quality products c. Outcome-based results 2. Program

Planning of

design and

implementa-

tion and

involving

community in

the process.

4. To

strengthen

University

capacity

to provide

expert

services

to clients

Collabor

ative

Expert

services

as

provider

recog-

nized

and

accredite

d service

providers

.

At least five

pools of

experts for

thematic

areas

formed.

Expert

Service

Providers

Providing

expert

services a.

Create

identified pool

of ex-pert as

service

providers of

their

specializations

a.1

Consultants/e

xperts

0.26

0.26

0.26

0.26

0.26

1.3

VP for RD &E,

Dir for

Extension,

Extension

Coordinators

OBJEC-

TIVES

STRA-

TEGY

KEY

RESULT

AREAS

PERFOR-

MANCE

INDICA-

TORS

PROGRAM/

PROJECT


-CES

(PhP in

M)

PERSON

INVOLVED 2018 2019 2020 2021 2022

a.2 Asses-sors/eva-luators

a.3 Accre- ditors

a.4Trainers a.5 Resource

persons a.6 Facilitators a.7Imple-

menters b. Accre-

ditation/Registration o f services

0.325 0.325 0.325 0.325 0.325 1.625

5. To provide long term and continuing programs/projects for Institutionalization 0f Sustainable Environment and Socio-cultural

Differentiation

Programs related to disaster risk prepared-ness and manage-ment, sustain-able envi-ronment and cu-lture and tradition presser-vation institution-nalized

At least 2 projects a year developed to sustain long term and programs.

Institutio -nalized Extension Programs

Institutionalizing and continuing programs on: a. Sustainable environment an d socio-cultural programs b.Disaster risk preparedness and management c. Resilience amidst climate change

.5 1.0 1.0 1.0 1.0 4.5 BOR, VP for RD &E, Dir for Extension, Extension Coordinators

OBJEC-

TIVES

STRA-

TEGY

KEY

RESULT

AREAS

PERFOR-

MANCE

INDICA-

TORS

PROGRAM/

PROJECT


-CES

(PhP in

M)

PERSON

INVOLVED 2018 2019 2020 2021 2022

Presser-

vation,

promotion

and advo-

cacy.

d. Renewable

energy

e.Biodiversity

management

f. Greening

program

g. Preser-

vation and

advocacy o f

arts and

culture (IKS,

IPs traditions)

6. To strengthen the delivery of extension service of the university.

Collaborate /,Benchmarki ng

Policies, guide-lines and position-ning to improve extension service delivery initiated

At least 2 policies approve d Separate extension manual Extension manual reviewed and updated

Delivery Program of Ex tension Service

Strengthening of the extension service delivery a. Policy formulation to institutionalize extension incentives and benefits b. Review and update extension manual based on approved policy/ies

.10 .10 .10 .10 .10 .50 BOR, VP for RD & E, Dir. f or Extension, Extension Coordinator

OBJEC-

TIVES

STRA-

TEGY

KEY

RESULT

AREAS

PERFOR-

MANCE

INDICA-

TORS

PROGRAM/

PROJECT


CES (PhP

in M)

PERSON

INVOLVED 2018 2019 2020 2021 2022

At least 2 Institutional member-ship and network with recog-nized or accredited extension organi-zations. At least 3 MOAs/MOUs a y ear signed At least 2

accreditatio

n/regis-

tration as

service

provider

d. Institutional membership and network-king with recognized or accredited extension organizations e. Forging

MOAs, MOUs

for partnership

and collabo-

rations (Local ,

National,

International)

OBJEC-

TIVES

STRA-

TEGY

KEY

RESULT

AREAS

PERFOR-

MANCE

INDICA-

TORS

PROGRAM/

PROJECT


CES (PhP

in M)

PERSON

INVOLVED 2018 2019 2020 2021 2022

7. To es-tablished campus and curricular base extension programs

Creative,collabo-ration

Program related extension activities institutionalized

At least 3 extension programs initiated and conducted per year

Campus and curricular base extension program

Campus curricular base extension program : a. Agriculture and Agri- business b. Arts and Sciences c. Education d. Business and Mngt. e. Information Technology f. Industrial Technology g. Engineering h. Nursing i. Criminology j. Law

1.0 .50 .50 1.0 1.0 4.0 VP for RD & E , Dir. for Extension, Extension Coordinator and Camp us Deans

8. To mo-nitor and evaluate internal and external extension programs

En-hanced monito-ring and evalua-tion of imple-mented extension programs

At least 80% of the programs/activities monitored and evaluated

Monitoring and evaluation of extension programs

Conduct on-site monitoring and evaluation as to the status of extension programs both internal and external

.16 .16 .16 .16 .16 .80

VP for RD & E , Dir. for Extension, Coordinators

Total 5.375 5.423 4.769 5.342 4.365 25.274

Aqua-Agriculture

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

1. To en-hance and streng-then the Fishery Aquatic Proces-sing Center


HACCP compliant Fishery Aquatic Proces-sing Center

1. 100% HACCP compliant after 5 years 2. Develop at least 3 improved fish processed product 3. At least 10% increase in income of partner organizations 4. Contribute at least 30% of the total income generated from the project to the university


1. develop various fishery and aquatic products 2. Submit the finished product for analysis 3. Submit the product for patenting 4. Submit the product for HACCP Accreditation 5. conduct trainings on commercially developed fishery aquatic products

1,000 1,000 1,000 1,000 1,000 5,000 Fish Processing Coordinator, Production Coordinator

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

2. To refurbish and enhance the Com-munity -Based Multi - Species Hatchery in Kala-mansig Campus

Creative and Collaborative

Furnished hatchery for multi-species culture system

1. 70% of the tanks can be utilize for culture 2. 100% of the culture tanks are provided with aeration 3. 100% of the brood-stock tanks are provi-ded with spawner 4. Produce 5,000 tilapia fingerlings per year 5. Trained at least 10 students/ fisherfolks on hat-chery manage ment

Upgraded Community -Based Multi Species Hatchery

1. Renovation of the roof 2. Cons-truction of additional concrete culture tanks 3. Installation of the aeration system 4. Procure-ment of the cultured species 5. Conduct trainings

400 400 400 400 400 2,000 Research Assistant / Hatchery In-charge

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

3. To capaci-tate the personnel skills through trainings and workshop

Collabo-rative

Person-nel equipped in skills develop-ment

30 % of the personnel are effective trainers

Skills and develop-ment program

send for trainings based on their specialization

200 200 200 200 200 1,000 Training Director / Campus Training Coordinator

4. To establish Halal Goat Hub and Pro-cessing Center Thru S&T Based Approaches

Collabo-rative / Creative

Conducted at least 5 awareness Training on Halal 2. Trained at least 10 Halal Certified Trainers 3. Catered at least 100 goat heads per year for slaugh-tering 4. Pro-duced at least 3 commercial halal food products

Halal Goat Hub and Processing Center

1. Conduct training on Halal Goat Awareness 2. Conduct Training on Halal Goat 3. listing and procurement of needed additional equipment for Halal Hub

1,000 1,000 1,000 1,000 1,000 5,000 Campus Director/ Production Coordinator

Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Respon-sible Person

2018 2019 2020 2021 2022

5. To establish Coffee Gene Bank

Collaborative/ Creative

Established Coffee Gene Bank

Collected at least 30% of the different Coffee Varieties

Coffee Gene Bank Project

1. Survey on the coffee growing areas in the region 2. Collection of different coffee varieties 3. Propagation of the different coffee varieites 4. establishement of Coffee Gene Bank

1,000 1,000 1,000 1,000 1,000 5,000 Campus Director/ Production Coordinator/ Researchers

6. To increase produc-tion through provision of agri – aqua-culture machine-ries (pre and posthar-vest machine-ries)

Collaborate / Creative

Procured functional Agri- aqua machineries to increase production

Increase production of at least 5% of the developed technology 2. Trained skilled operators / personnel

Agri - Aqua Machineries Project

1. Benchmarking 2. Capability building 3. Procurement of the Agri - aqua machineries 4. operation and maintenance

5,000 5,000 5,000 15,000 Campus Directors/ Production Coordinator/ Campus Researchers

Total (Php) 3,600 8,600 8,600 8,600 3,600 33,000

Disaster Risk Reduction Management Goal: To Operationalize a Climate Change and Disaster Risk and Reduction Management Center

Objec-tives

Stra-tegy



Program/ Project



1. Estab-lish and strengthen CC-DRRM and its operation

Networking; Partnership; Benchmarking

Functional/ Improved CC-DRRM Center

Operationalized function; Approved Org. Profile

Regional CC-DRRM Center

• Construction of Phase-II (on-going) • Coordinate and collaborate with other SUC’s with CC-Center • Workshop and writing of the Manual

7,500

7,500 CC – DRRM, Dir; RD; Infra

2. To hire com-petent person-nel/staff

Creative Networking

Competent/Expert; Skilled Staff

1 Meteo-rological technician; 1 GIS expert; 1 IT Expert Hired


Hiring 300 300 300 300 300 1,500 CC – DRRM, Dir; RD; Infra

Objec-tives

Stra-tegy



Program/ Project



3.Upgrade

Facilities and Training of Staff

Benchmarking Creative Collaboration Networking

• Updated Facilities

100% of the Equipment are procured


• Prepare PPMP for the equipment • Process papers for procurement (see Annex A) • Training of staff on the use of the Equipment • Coordinate with DOST-PAGASA for Training

500 500 500 500 1,000 3,000 CC – DRRM, Dir; RD; Infra

• Trained Staff

100% of the staff were trained


100 100 100 100 100 500 CC – DRRM,

Dir; RD; Infra

4. Insti-tutionalize CC DRRM in the different program course and as a continuing program for LGU’s

Brain-stor-ming Adap-tive Networ-king

Relevant Syllabi/Course of the different Subjects Offered

• 4 Program Course /Subject Offered with CC – DRRM integration • 4 Munic-ipalities Trained in LCCAP formation

Curriculum Development and LCCAP Formulation

• Workshop on Curriculum Development • Conduct Training • MOA Signing

100 115

215 CC – DRRM, Dir; RD; Infra

Objec-tives

Stra-tegy



Program/ Project



5. To increase aware-ness on Climate Change –Disaster Risk & Reduc-tion Mgt.

Creative Advocating Educating

Advocacy/ Literacy Program on CC – DRRM

• 2 Forum per year/Symposium and 5 Drills conducted per year • 1000 IEC Materials produced

CC – DRRM Campaign Program

• Writing of Training Design • Request for resource person • Reproduction of IEC Materials • Distribution of IEC Materials • Conduct of Forum/Drills

100 500 600 600 530 2,330 CC – DRRM, Dir; RD; Infra

6. En-hance research capability of Faculty members

Bench-marking Creative

Training of Faculty Research

• 5 Re-search proposals package by the faculty resear-chers

• Research Capability Program

• Making of training design • Invite resource person for the training • Conduct of training • Packaging of proposal •Presentation for Local, Regional, National and International • Publication

205 500 600 700 800 2,805 CC – DRRM, Dir; RD; Infra

Total (Php) 8,805 2,015 2,100 2,200 2,730 17,850

PRODUCTION Development Plan 2018-2022 Goal: Contribute 25% of the production income to support/augment the operation of the University

Objec-tives

Stra-tegy

Key Result Areas (Kras)


Program/ Project

Activity/ Ies Financial Targets (‘000) Total (Php)

Respon-sible Person

2018 2019 2020 2021 2022

To promote and Market Products developed by the Univer-sity

Creative, Differentiation, Benchmarking

Functional Marketing Center

100% implement-tation of the Project

University Business Center

Refurbishment of the Business Center

2,080 500 500 500 500 4,080 VP RGE, Production Coordinator

Procurement Process

-

Hiring/Salary of Personnel

400 400 400 400 400 2,000

Procurement of needed equipment in the operation of the Project

280 280

Implemen-tation of Project/Marketing

100 100 100 100 100 500

Monitoring & Evaluation

-

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

To estab-lish "Pang-kabuha-yan" for the Uni-versity

Creative Metha-mor-phing/ Bench-marking , Differentiation

Opera-tional Pang-kabu-hayan

80% of the Campuses engaged in Pangka-buhayan Projects

Livelihood Program

A. University Printing Press

2,112 2,112 2,113 2,113 2,113 10,563 VP RGE, Production Coordinator Procurement

process -


400 400 400 400 400 2,000


1,308 1,308 1,308 1,309 1,309 6,543

Setting/Cleaning of the Print Shop Office

-

Implementation of Project

-


-

Training of the Technical Personnel

4 4 4 4 4 20

Maintenance Supplies & Materials

300 300 300 300 300 1,500

Repair and Maintenance of Equipment

100 100 100 100 100 500

B. University Dress Shop

3,000 900 900 900 900 6,600 VP RGE, Production Coordinator Procurement

process -


500 500 500 500 2,000

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022


3,000 3,000

Setting/Cleaning of the Dress Shop Office

-

Implementation of Project

-


-

Maintenance Supplies & Materials

400 400 400 400 1,600

Instructional Materials Development Center (IMDC)

500 500 500 500 500 2,500 VP RGE, Production Coordinator

Coordination with Academic Affairs Division

-

Submission and Editing of Instructional Materials

-

Production of Instructional Materials

500 500 500 500 500 2,500

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022


-

D. Franchising of 7-Eleven

- 2,520 - - - 2,520 VP RGE, Production Coordinator Preparation of

Proposal or FS

-

Presentation to EXECOM and Academic Council Meeting

-

Approval of the Board

-

Procurement Process

-

Site identification and inspection

-

Advance Rent 1,200 1,200

Franchise Fee 300 300

Initial Merchandise/Inventory Stocks

800 800

Store Supplies 170 170

Training of the Technical Personnel

50 50

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

E. Establishment of Water Filling Station

- 1,000 - - - 1,000 VP RGE, Production Coordinator

Preparation of Proposal or FS

-

Presentation to EXECOM and Academic Council Meeting

-

Approval of the Board

-

Procurement Process

-

Implementation of the Project

1,000 1,000


-

F. Commercialization of RCFPC and Fish processing

1,110 1,020 1,020 1,020 1,020 5,190 VP RGE, Production Coordinator

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

80% of the products are commercialized and HACCP compliant Fish Processing Center

Identify potential industries for possible linkages

20 20 VP RGE, Production Coordinator

Meeting with potential industries

50 50

3. drafting and signing of contracts

20 20

Mass production and marketing

1,000 1,000 1,000 1,000 1,000 5,000

Monitoring and evaluation

20 20 20 20 20 100

G. Productivity Enhancement of Existing Production projects

4,270 5,120 6,220 7,120 8,120 30,850 VP RGE, Production Coordinator

Adoption of S&T-Based technology

4,000 5,000 6,000 7,000 8,000 30,000

Conduct appreciation Course to selected SUC-IGPs in Mindanao

100 100 200

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

Conduct of Production Review and Planning workshop

100 100 100 100 100 500

Review of policies on giving incentives

50 50


20 20 20 20 20 100

To add aesthetic values of the Business Center

Creative metamorphing Differentation

Functional and harmonious gardens and hardscape

90% of the area

Landscaping and Beautification Program

Landscaping and Beautification Project

500 200 200 200 200 1,300 VP RGE, Production Coordinator

Procurement Process

-

Construction of gardens and hardscape

300 300

Maintenance 200 200 200 200 200 1,000

Objec-tives

Stra-tegy



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

Enhance linkages and partnerships

Creative Methamorphing/ Benchmarking , Differentiation

Forged Linkage and partnership with local ang international

2-3 MOU/MOA

Partnership and Linkaging Program

Linkages and Partnership

200 200 200 200 200 1,000 VP RGE, Production Coordinator Coordination

with agency partners in local and international market

200 200 200 200 200 1,000

MOU and MOA drafting

-

Signing of MOU/MOAs

-

Implementation

-

Conduct of Products/Foods Exhibit

-


-

Total (Php) 13,772 14,072 11,652 12,553 13,553 65,603

ADMINISTRATION Development Plan 2018-2022 Goal: Sustain good governance and transparency Finance Management

Objec-tives

Stra-tegy



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

1.En-hance capacity building on the financial management

Adap-tive/ Recon-figure/ Benchmarking

Capacitated key officials and personnel of the University

100% of the key officials and personnel are trained

Capacity building on Financial Management

1. Identi-fication of participants 2. Prepa-ration of training design; 3. implementation

VP F&A; Budget; Accounting; Disbursing Officer

2.Streng-thening individual ledger for faculty, staff and other agencies

Adap-tive/ Recon-figure/ Bench-marking

Individual Ledger

100% of the faculty, staff and other agencies to fully aware of individual ledger

Institutional Ledger


Objec-tives

Stra-tegy



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

3.Sustain the quality of the Financial Management of the university


Adheres to Phil. Accounting System (PAS) and Inter-nationally Accepted Accoun-ting System

100% compliant to PAS and IAAS

Internal/External Financial Management


4.Esta-blished Inventory System


Inventory Management

100% operational

Functional Inventory System

- VP F&A;

Budget; Accounting; Disbursing Officer

5.Conti-nuous improve-ment and updates of Finan-cial Ac-counting Resource Management System (FARM)


Syste-matize Financial Opera-tions

100% operational

Operational FARM


Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Responsible Person

2018 2019 2020 2021 2022

6. En-hance-ment of Student Financial Assis-tance Program

Adap-tive/ Recon-figure/ Benchmarking

Systematize Financial Operations

100% operational

Operational FARM

- VP F&A;


7. To ratio-nalize resource utilization

Adaptive/ Reconfigure/ Benchmarking

Normative financing

100% utilization of budget

178,014 317,022 413,234 421,499 429,929 1,759,698 VP F&A;


8.En-hance sustain-ability of the inter-nal cost review and eva-luation


Unreverted funds

100% utilization of budget

Internal/External Funds

-


Total (Php) 178,014 317,022 413,234 421,499 429,929 1,759,698

Gender and Development

Object-tives

Stra-tegy

Key Result Areas


Program/ Project

Activities Financial Targets (‘000) Total (PhP)


1. To capa-citate student leaders, peer helpers, of GAD concepts and legal laws

Ideolo-gical

Well –capaci-tated client

6 batches of GST and workshop on GAD concepts, issues and pertinent GAD Laws

Advocacy program on aware of their GAD

5 batches of Gender Sensitivity Training

250 250 250 250 250 1,250 Dir. GAD, GAD Coordinator

Action Planning involving capacitated student leaders

Conduct of mentoring/coaching

2.To provide published materials with progressive interpretation of pertinent GAD Laws

Ideological & Creative

Highly signify-cant number of students are well aware of pertinent GAD Laws

Published translated versions of the RA 9710, RA 962, Anti-Rape Law, Anti-Bullying and RA 9877

Approved published brochures, handbook of translated version in Maguin-danaon, Ilonggo, Lumad, Cebuano and Ilocano

Translation Publication and Distribution of translated version of pertinent GAD laws


Objec-tives

Stra-tegy



Program/ Project

Activity/ ies


Responsible Person

2018 2019 2020 2021 2022

3. To formulate Standard Oper-ating proce-dures (SOP) to facilitate reporting of VAWC, SH Cases, bullying and other violation of human rights

Creative/ Adap-tive/ Altering customs or attitudes,beha-vior and practice

wide dissemination of SOPs...

Formulated SOP for purposes as reporting SH cases and similar gender issues and/or violations to appropriate authorities

Approved SOPs for reporting VAWC cases and other similar offenses/violation

conduct of committee write-shop for policy determination and SOPs in reporting SH cases and others

10 10 10 10 10 50 Dir. GAD, GAD Coordinator

4.To spearhead GAD advocacy activities to eliminate VAWC and observance of Women's Month,

Creative/ Ideo-logical

Effective Advo-cacy

Increase awareness and active involve-ment/ participa-tion of women and men in the observance of GAD activities

Conduct of effective forums and advocacy to eliminate VAWC and other forms of gender issues and offenses/violation of HRs

Maximize conduct of information dissemination campaign to end VAWC through radio broad-casting


Objectives Strategy Key Result Areas (KRAS)


Program/ Project


Responsible Person

2018 2019 2020 2021 2022

5. Men's Month and Annual 16-day Cam-paign to End gender violence.

Recon-figure Services/ Brainstorming/Differentiation

Significant number of SKSU students are well aware of legal AD laws

Obser-vance of the Annual mandated GAD activities

End VAWC through various media campaign e.g radio, flyers/leaf-lets.

Orientation on the 18-day Campaign against VAWC

6. To syste-matize collection of ade-quate and re-levant statistics on sex disaggregated data and tracer studies of the gra-duates and drop-outs that maybe cause by gender-related issues

Rational strate-gizing/ Creative Bench-marking

5-year data on faculty and staff profile by campus/programs disaggregated by sex

Completed survey/research on profile of leadership and per-sonnel dis-aggregated by sex

GAD database

Organize/identify teams to obtain pertinent data to establish a GAD Database


Establish database on SKSU leaders and per-sonnel pro-file w/ gender analyses Completed studies on gender issues to eliminate violations of Human Rights

Development of Sex Disag-gregated database with analyses to aid in the formu-lation or revision of policies



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

7. To dee-pen aware-ness of key leaders of the university of GAD-related issues in the cam-puses/ offices

Altering costume, attitude, behavior

Continues Advocacy

ZERO VAWC, SH Cases

Seminar IEC Materials

Orientation/ Forum on GAD Laws and reporting on Gender Issues


8.To conti-nuously capacitate assigned CODI and GAD FPs on their functions/roles to sustain the provision of GAD-friendly university

Altering customs, attitudes/ behavior

Raise the level perfor-mance of CODI and GAD FPs in addressing gender-related issues/ cases

7 CODI members and 32 members of GAD TWCs/Focal Persons for a sustainable GAD services

Set policy directions for the university to eliminate gender-related issues

Attendance/ participation to highly spe-cialized tra-ining for CODI to adapt the university core values and to continuously discharge their duties and responsibilities


Ideological Strategizing

Conduct bench-marking studies re: GAD policies to provide a wider perspec-tive on GAD activities to ad-dress post-modern gen.



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

Brain-storming/ Mind-setting

Gender Equality becomes a norm in the university

Continuing participation to trainings and seminars to update and upgrade GAD programs and approaches

The faculty and staff adapts usage of providing gender-fair education and languages

Organize men and women organizations to strengthen paralegal matters to self-protection against all forms of violence.



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

9. To establish and sustain effective part-nerships to deliver GAD programs to other govern-ment agencies and local com-munities to strengthen collaboration as extension programs

2 2 2 2 2 10 Dir. GAD,

GAD Coordinator

10. To genderize the curriculum, the buildings and policies with gender concepts, research and various GAD activities to ensure GAD friendly environment

Differentiation Strategies/ Adaptive/ Creative/ Competitive/ Altering customer attitudes and behavior

GAD concepts are integrated in the Curriculum

GAD responsive curriculum, policies and activities

Conduct trainings and workshops to harmonize personnel values with GAD concepts

Conduct of orientation, trainings and workshops to identify gender is-sues and provide effective GAD messages and how these can be integrated in the policies as well as adapted for

100 100 100 100 100 500

Dir. GAD, GAD Coordinator



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

better services and practices.

Improved Personnel practices

Gender mainstreaming in the University Code, curriculum and activities

ZERO VAWC and SH cases

11. To periodically monitor and evaluate the implementation of GAD activities

Rational Strategizing/ Reconfiguring/ Benchmarking

Available empirical data on the status of GAD activities and practices

Formulation of Evaluation tools to obtain updated data on the status of GAD Programs

Availability of empirical evidence on the status of GAD activities and practices

Formulate monitoring and eva-luation tools that can provide substantial information the extent of compliance of the cam-puses/offices of the res-ponsibilities performance of GAD practices




Program/ Project


Responsible Person

2018 2019 2020 2021 2022

12. To fully operatio-nalize GAD Focal Persons

Creative/ Adaptive

Functional GAD Focal Point system

No. Of men and women involved in GAD Program

Functional GAD Offices

Intercampus fire debate


Annual preparation of GAD Plan Budget

Sustain monitoring and evaluation of the campus

13. To improve access to school protection service and welfare program

Creative/ Adaptive

Establish well defined Gender Protection Services and programs

Printed school protection seminar and welfare program

Formulate GAD actual school protection seminar and welfare program


Organize responsible GAD committee on women's and children's protection in the university

TOTAL (Php) 1,575 1,715 1,865 2,015 2,155 9,325

General Services

Objectives Strategy Key Result Areas

Perfor-mance

Indicators

Program/ Project



1. Facilitate needs for the University Development Programs

Creative, adaptive, coordination

action plan

100% documents are submitted to the proper authority

Simplification Program

Visit the site of Development

2 2 2 2 2 10 Dir. Gen. Services, Gen. Services Coordinator Presentation

of the proposals

3 3 3 3 3 15

consultation with the planning office and concern offices

5 5 5 5 5 25

finalization of proposals

2 2 2 2 2 10

Approval

2 2 2 2 2 10

Bench-marking

30 30 30 30 30 150


10 10 10 10 10 50


Perfor-mance

Indicators

Program/ Project



2. Sustain cleanliness and orderliness of the University

creative, adaptive, partnership

upgraded cleaning materials and facilities

80% of assigned workers sustained the clean-liness and orderliness of the University

Sanitation Program


15 15 15 15 15 75 Dir. Gen. Services, Gen. Services Coordinator


meeting with the workers and end user

-

approval 1 1 1 1 1 5

Implement-tation

1 1 1 1 1 5

Designing & requesting

1 1 1 1 1 5

BAC processing

1 1 1 1 1 5

3. upgrade transportation/ mobility service of the University

creative, adaptive, partnership

procured upgraded transportation/ mobility service of the University

80% satis-faction of passengers;


4 4 4 4 4 20 Dir. Gen. Services, Gen. Services Coordinator 90% of the

vehicle are in good conditions;

regular check-up and repair of the University Vehicle

350 450 550 650 750 2,750

100% of functional old vehicles are sold with BOR approval

Availability of Drivers

10 10 10 10 10 50

meeting with the Drivers

10 10 10 10 10 500

Total (Php) 447 547 647 747 847 3,235

Human Resources Management Goal: Institutionalize PRIME-HRM


Perfor-mance

Indicators

Program/ Project



1. Streng-then HR management and recruitment process

Bench-marking, coordination, networking

Enhanced HR Management

Approved and operationalized HR organizational profile and structure

Human Resource Personnel Enhancement Programs

Office operation Review and Planning

50 50 50 50 50 250 Chief, HRMO; Asst. HRMO; HRMO Coordinator

80% of the job des-criptions of all person-nel is clearly defined

Human Resource Capability Trainings

Formulation of handbook and manual of operations

50 100

150

100% conducted recruitment procedures

Job Analysis and Hiring of qualified personnel and Employment orientation

30 30 30 30 30 150

100% of personnel sent HR related trainings

Schedule Benchmarking and head hunting

50

50

Attendance on seminars and trainings in line to HR

100 150 150 200 200 800


Perfor-mance

Indicators

Program/ Project



Office restructuring/reengineering

100

100

Re-echoing and applications of learnings from the trainings

50 100 150 150 150 600

other capacity building for faculty and staff (financial management, others)

50 400 450 500 550 1,950

2. Institutio-nalize HR System Management

adapt, coordination, benchmarking, creative

HR functions and operations are successfully delivered

Mobilized at least 50% trained personnel

Assessment on HR Manage-ment Functions

Utilizations of trained personnel

- Chief,

HRMO; Asst. HRMO; HRMO Coordinator 100% of the

personnel' performance is monitored

Update and enhance level of performance through evaluations

50 50 50 50 50 250

60% of the non-compliant to the rules is sanctioned

Imposition of disciplinary actions for some lapses

-

100% Assessed performance appraisal of personnel

Monitoring and campus evaluations of HR functions

50 70 70 70 70 330


Perfor-mance

Indicators

Program/ Project



100% Evaluated personnel records for promotions

Public acknowledgement of well-performing personnel with incentives

100 100 100 100 100 500

Record Management and Profiling Training

50 70 70 70 70 330

Updating 201 files

-

accreditation 135 100 100 100 100 535

3. Obser-vance of Employees Relations

creative, coordination

Satisfied Personnel to the efficient and effective service

70% of the personnel has no unresolved complaints

Human Relation Enhancement Program

Spiritual enhancement through retreat


70% of the personnel satisfactorily enjoying the system

Human Formation Program

Office Summer Team Building, Recreation Programs

100 100 100 100 100 500

70% of the personnel is well disciplined

Annual SKSU Employees Day, Retire-ment Prog-rams, Christ-mas Party

1,000 1,000 1,000 1,000 1,000 5,000

SKSU Health wellness of the personnel

300 300 300 300 300 1,500


Perfor-mance

Indicators

Program/ Project



4. Assess-ment on Compen-sations and Incentives of Personnel

Bench-marking

Compen-sated Personnel

50% of the personnel has given proper compen-sations due to their educational attainments and functions

Labor Related Program

Implement survey on Job Satisfaction to measure the level of service


70% of the personnel claimed honoraria on their teaching overload and other related activities

CSC Related Program

Orientation on labor related programs

100 100 100 100 100 500

Basic seminars on salaries and wages

100 100 100 100 100 500

Seminars on employment status, pre-retirement

100 100 100 100 100 500

Total (Php) 2,715 3,070 3,070 3,170 3,220 15,245

Information and Communication Technology Management Information System



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

1. Establish SKSU wide free wifi zone and func-tional website with online services

Bench-marking, outsourcing

Available and reliable wifi hotspot in different strategic area in all campuses of SKSU

75% fully established system wide free wifi zone

Wireless technology

Preparation and submission of the proposal

- Dir. ICT/MIS;

ICT/MIS Coordinator/ Officer

Benchmarking with other ICT agencies and university

100

100

Source out funds and establish linkages with other agencies

10

10

Acquisition of wireless network requirements and other ICT equipment

5,000

5,000

Upgrade existing internet connectivity to higher bandwidth

500

500

Conduct trai-ning on wifi/ website mgt. & configuration

100

100



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

monitoring and evaluate the efficiency and effectiveness of the project

5 5 5 15

prepare and submit a proposal for the automation of SKSU business process

-

2. Fully automate the business process of the university

Bench-marking, outsourcing and partnership with other institutions

Improve the delivery of services of the university with the use of ICT

80% of the business Process will be automated

acquisition of University Management Information System

Source out Funds and seek partnership with other agencies

10

10 Dir. ICT/MIS;

ICT/MIS Coordinator/ Officer

acquisition and installation of fully functional automation system like HRIS/ FMIS/ UMIS and others

5,000

5,000

conduct training on the utilization of the automated systems for the end-users

300

300



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

monitor and evaluate the efficiency and effectiveness of the project

5 5 5 15

3. Implement ICT solutions and upgrade ICT and Infrastructure in all campuses of the University

Benchmarking, Outsourcing

New Building for ICT Center

100% newly constructed ICT building equipped with complete ICT related facilities

constructed ICT Building

construction of ICT Building

5,000

5,000 Dir. ICT/MIS; ICT/MIS Coordinator/ Officer State of the

art ICT Infrastruc-tures and Solutions

Acquisition and instal-lation of ICT equipment (laptop, desk-top, printers, software, ser-vers, out-doors LED wide screen, networking peripherals, CCTVs, On-line kiosks, attendance monitoring and priority number systems

3,000

3,000 6,000

conduct training and seminar to all ICT solution acquired

200

200


15 15 15 45

Total (Php) 10,110 5,810 3,325 25 3,025 22,295

Planning and Management Goal: Leading institution in the region with attractive buildings, properly functioning components and systems that are properly maintained, and provides conducive

workplace and learning to quality instruction and learning with the overall physical and laboratory facilities


Perfor- Mance Indicators

Program/ Project


Responsible Person

2018 2019 2020 2021 2022

1. To faci-litate in the formulation of strategic plan

Creative, Adaptive, Scanning, Partnership

Formulated strategic plan 2018-2022

100% strategic plan submitted by the different divisions/ campuses -Strat plan approved by BOR

Strategic plan 2018-2022

Activity proposal preparation

- Dir/ Asst. Dir

Planning; Chief Infra; focal Conduct of

strategic planning seminar-workshop

-

Consolidation and finali-zation of plan

-

Review and planning

260 280 300 320 1,160

Submission on reviewed plans and actions plans for the incoming year

3 3 3 3 3 15

2. To facilitate in the formulation of institutional master plan

creative, adaptive, scanning, partnership

Packaged institutional plan 2018-2028

100% institutional master plan submitted by the different divisions/ campuses

Institutional Master Plan 2018-2028

activity proposal preparation

-

Dir/ Asst. Dir Planning; Chief Infra; focal



Program/ Project


Responsible Person

2018 2019 2020 2021 2022 conduct of institutional master planning seminar-workshop

.24

-

consolidation and finalization of plan

3

3

review and planning

320 320

submission on reviewed plans and actions plans for the incoming year

3 3 3 3 3 15

3. Enhance-ment and upgrading of buildings/ equipment/ facilities

Creative, adaptive, scanning, partnership

Monitored and supervised projects

100% implement-ted, moni-tored and supervised projects;

regular monitoring and supervision

Establish-ment of buildings

17,598 115,952

96,436 147,051

221,771 598,807

Dir/ Asst. Dir Planning; Chief Infra; focal Packaged

annual report

100% functional and accessible database; 80% had submitted their report

Database manage-ment; submission of report

Provision of equipment, materials and supplies

90 100 61,046 87,042 99,887 248,165



Program/ Project


Responsible Person

2018 2019 2020 2021 2022 Report collection, encoding and processing of data in database

100 110 120 130 460

monitoring and super-vision of infra projects

75 150 400 600 800 2,025

regular sub-mission of report inclu-ding supplies

20 50 125 150 200 545,000

4. Enhance-ment of environment friendly university

creative, adaptive, bench-marking, collaboration

established environment friendly university

80% environment friendly of the university are enhanced

environment friendly university

Establish-ment of campus garden/ park/ parking area

1,000 1,000 1,000 1,000 4,000 Dir/ Asst.

Dir Planning; Chief Infra; focal procurement

of cemented table, chair, animals

1,000 1,000 1,000 1,000 4,000

Establish-ment of school pathways

1,000 1,000 1,000 1,000 4,000

repair/ main-tenance/ repainting

7,000 7,000 9,000 10,000 33,000

re-engineering of office equipment and facilities

500 2,000 3,000 4,000 5,000 14,500



Program/ Project


Responsible Person

2018 2019 2020 2021 2022

5. To enhance the capacity of planning and management personnel in planning and management of projects

benchmarking

trained personnel

100% personnel on planning and manage-ment trained

capacity building on planning and manage-ment

conduct of Training Needs Assessment (TNA)

-

Dir/ Asst. Dir Planning; Chief Infra; focal consolidati

on of TNA results

-

conduct of training

50 60 70 80 90 350

completion and submission of training report

20 30 40 50 60 200

6. Secure legal possession of the school

Adaptive land title 100% legal possession of the school secured

land titling processing and securing of legal possession of the school

420

300 720 Dir/ Asst. Dir Planning; Chief Infra; focal

7. Develop and enhance the physical assets of the university

benchmarking

additional infrastructures and laboratories with complete equipment and facilities

at least 2-3 infra/laboratory per campus per year

Build and Enhancement Program

Dir/ Asst. Dir Planning; Chief Infra; focal

Total (Php) 19,022 128,708 171,513 251,399 341,884 912,286

Public Relation and Information Goal:



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

1. Strengthen partnerships with media industries and other agencies

Competitive highly recog-nized public-cation organization in the region

at least 2 partner industries/ agencies per year

Collabo-ration enhancement program

conduct planning and assessment

10 10 10 10 10 50

Dir. PRI, PRI Coordinator scout

prospect partners for recognition and support

acquire memberships and/ or MOA with industries and other agencies

2. Improve the timeliness of publication printing and production and other related reports of the publication offices

Reconfigure pro-active/ output orientation publica-tion coor-dinators

100% of the total no. of campus publications attainment of the required timeline (at least 50% in the first year)

Advisers' Collabo-rative and Support System Programs

Conduct training workshop on efficient publication procedures

40 40 40 40 40 200 Dir. PRI, PRI Coordinator

design effective office pro-cedures ad-aptive to campus status & needs.

4 4 4 4 4 20



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

3. Strengthen competence of publication coordinators

creative competent publication coordinators

at least one (1) training every year

paper advising competency program

conduct training-workshop on efficient publication procedures


design trainings for advisers' skills enhancement

-

4. Streamline the quail-fication requirements of publication coordinators among campuses

rational strategizing

highly qualified publication coordinators

70% of the publication advisers are qualified

Advisers re-orientation program

propose qualify-cation requirements for pub-lication coordi-nators


5. Increase campus funds

creative financially able publication hub

at least 10% increase in the annual budget

collaborative and fund outsourcing program

outsource funds from LGUs and other funding agencies




Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

6. Equip publication offices with complete amenities and equipment

creative operational publication office

70% upgrading of office equipment and amenities every year

office enhancement program

establishment of PRI building

500

500 Dir. PRI,

PRI Coordinator upgrade

office equipment and amenities in the PRI office

-

improve storage area for publication goods

7. Streng-then public-cations in radio, TV and national print media

adaptive internationally/ Nationally recognized University

at least publications every year in either radio, TV and National print media

Networking Program

Tie up with media office

100 100 100 100 100 500 Dir. PRI, PRI Coordinator submit

proposal for the radio, TV and National print publications and/ or advertisements



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

8. Conserve energy and resources on the expenses in tarpuline printing of SKSU related activities and achievement

creative advanced and economical promotional media

100% establishment of Digital Billboard for SKSU advertisement

SKSU promotional program

submit proposal for the procurement of digital billboard (including desktop)

100 100 100

300 Dir. PRI, PRI Coordinator

Total (Php) 344 344 844 244 244 2,020

Quality Assurance Goal: Harmonize various quality assurance activities within the University



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

1. ACCRE-DITATION

Adaptive/ Reconfigure/ Bench-marking

AACCUP Accredi-tation

100% program compliance

Certificate of Program Compliance(COPC)

1,350 1,000 2,750 2,880 3,500 11,480 Dir. QA,

QA Coordi-nator

2. CENTER OF DEVELOP-MENT


CHED Certifi-cation

At least 5 programs of the university are recognized and awarded

Center of Development in mandated programs

2,000

5,000

7,000 Dir. QA,

QA Coordi-nator

3. CENTER OF EXCEL-LENCE


CHED Certifi-cation

At least 2 programs of the university are recognized and awarded

Center of Excellence in mandated programs

2,000

5,000

7,000 Dir. QA,

QA Coor-dinator

4. RqUAT Adaptive/ Reconfigure/ Bench-marking

CHED Certifi-cation

100% Programs are CHED Curriculum Compliant

CHED recognized curricula

50 100 150 200 2,500 3,000 Dir. QA,

QA Coor-dinator



Program/ Project


Respon-sible Person

2018 2019 2020 2021 2022

5. ISO 2015: Quality Management System


Interna-tional Cer-tification

100% adherence to International Organization

Interna-tional Standar-dization Organiza-tion certi-fied

1,800 1,000 1,000 1,000 1,000 5,800 Dir. QA,

QA Coor-dinator

6. ANTI-RED TAPE ACT


Civil Service Commission Report Card Survey

100% compliant to frontline services

University Citizen's Charter implementation

50 100 150 200 2,500 3,000 Dir. QA,

QA Coor-dinator

7. Enhance the employ-yees attitude towards quality assurance

educating employees attitudes and behavior

Positive attitude towards quality assurance

Systems and processes are functioning effectively

Advocacy Program on QA

50 750 850 900 1,000 3,550 Dir. QA,

QA Coor-dinator

8. Improve quality assurance (QA) plans and systems

creative and adaptive

institutionalized QA

data base for all policies, regulations and QA activities

Quality Improvement Program

Dir. QA, QA Coor-dinator

Total (Php) 7,300 2,950 4,900 15,180 10,500 40,830

Security Services Goal: Protect and promote safety and peace in the University



Program/ Project


Respon-sible Personnel

2018 2019 2020 2021 2022

1. Streng-then capacity building for the security operation

creative, adaptive, benchmarking, partnership

ensured safety and protection within our area of responsibility

95% safe and healthy working environment

capacity building on security operation

proposal preparation

- Chief,

Security; Security Personnel

95% of the security personnel had accepted the respon-sibility as Head of the Division

conduct of training

5

16

21

2. Upgrade and enhance quick emergency responses especially during night time


responded emergency cases

95% cases responded

emergency responses patrol

requisition of Univer-sity vehicle for security mobiliza-tion for emergency responses (day and night time)

- Chief,




Program/ Project


Respon-sible Personnel

2018 2019 2020 2021 2022

monitoring and supervision

-

3. Ensure proper housekeeping among the security personnel


cleanliness and orderliness

95% clean and orderly

security housekeeping

construction of security guardhouse

1,000

1,000 Chief,


4. Upgrade issued firearms


procured upgraded firearms

85% match with the firearms used by lawless elements for any atrocities

proposal preparation

- Chief,

Security; Security Personnel approval

and procurement of armalite riffles to the firearms and explosive unit, PNP

180 180

Total (Php) 5 1,000 16 - 180 1,210

CHAPTER V

MONITORING AND EVALUATION

5.1. INTRODUCTION

This chapter shall serve as a guide for the management/ division directors/ campus

directors/ deans/ program heads/ coordinators in tracking the implementation progress

and measuring the Programs and Projects (PAPs) performance and results. The

monitoring and evaluation (M&E) consists three main sections:

Section I discusses the objective of SKSU M&E System.

Section II discusses the major elements of SKSU M&E System including progress

monitoring, scope and coverage, major components, and performance measurement.

Section III discusses the M&E procedures and flows. This also includes the report flow

and M&E Tools.

SECTION I

5.2. OBJECTIVE OF THE SKSU M&E SYSTEM

The purpose of SKSU M&E System is to convert a set of resources or “inputs” into

desired results. Inputs are in form of goods, funds, services, manpower, technology and

other resources provided with the expectation of generating results in contributing to the

accomplishment of VMGO.

The SKSU M&E System aims to support the planning, decision-making and problem

solving functions of the management/ division directors/ campus directors/ deans/ program

heads/ coordinators and at all levels. It shall serve as an important management tool to:

1. provide timely, adequate, reliable and continuous data and information on the status and

progress of implementation;

2. measure the extent to which planned activities are implemented and the progress of the PAPs

in terms of targeted outputs;

3. identify and assess the extent to which the goals and objectives of the program and the

immediate results of the project are achieved;

4. identify and document learnings that may be useful for planning similar projects and

improving future actions.

SECTION II

5.3. MAJOR ELEMENTS OF THE SKSU M&E SYSTEM

5.3.1. Progress Monitoring

Also referred to as “Performance Monitoring” and mainly involves input-output

monitoring, thereby ensuring that PAPs outputs are generated or delivered as a result of

utilizing inputs.

Progress monitoring will look into the effectiveness and efficiency in the conversion

of PAPs inputs into outputs. This is the regular M&E activities that track physical and

financial accomplishments of PAPs.

Progress monitoring will be a continuing and regular activity during the

implementation to periodically provide management performance of the various divisions

and to take immediate actions to address implementation issues and concerns.

5.3.2. Scope and Coverage

The M&E System shall cover all SKSU Development Plans 2018-2022. From the

objectives cited, M&E System shall therefore include processes to cover the entire cycle

of the plans. The M&E System will therefore encompass both progress monitoring and/ or

results.

Faculty and Staff/ Coordinators are required to submit periodic accomplishment and

result monitoring reports through their Program Heads/ Division Directors/ Campus

Directors to provide feedback to their respective VPs and/ or for the management.

Through close coordination with the Management, VP’s, Division Directors, Campus

Directors, M & E System to be developed will be linked with the Management Information

System (MIS), Planning and Management (PM) with the focal, Public Relation and

Information (PRI) in order to ensure that the key results and performance indicators are

captured and integrated in the assessment of the contribution to the SKSU Development

Plan.

5.3.3. Major Components of the M&E System

The SKSU Five - Year Development Plan shall also contribute to the Philippine

Development Plan 2018-2022 towards “Ambisyon 2040” and the Asian Integration.

Specifically, the PAPs will also pursue development on the following:

a. Academic Affairs (ACA);

b. Research Development and Extension (RDE);

c. Finance and Administration (FA); and

d. Resource Generation and Entrepreneur (RGE).

5.3.4. Performance Measurement

The performance measurement will be evaluated based on the individual

performance commitment review (IPCR) and operational performance commitment review

(OPCR) for the accomplishment of Goals, Key Result Areas and Performance Measures.

SECTION III

5.4. M&E PROCEDURES AND FLOWS

The PAPs is an institutional set-up. The coordinators/ program heads shall submit

report to their respective campuses/ division directors/ VPs. These offices shall directly

conduct monitoring activities at their respective levels through coordination meetings and

reviewing of reports submitted whenever necessary.

At the campus level, the director shall hold monthly/ quarterly coordination meetings

with his/her faculty and staff/ coordinators/ program head to monitor progress/

accomplishment, issues/ problems and target activities. The minutes of the monthly/

quarterly coordination meeting shall be recorded.

At the management level, PM with the focal, PRI, MIS and HR shall hold semi-

annual/ annual review with the VPs/ Division Directors/ Campus Directors to discuss

overall progress/ accomplishment, issue/ problems and target activities.

In addition, VPs shall assist in the conduct of the quarterly meeting to discuss the

overall policy direction and management guidance relative to the implementation of the

PAPs. Aside from the above meetings, the PM with the focal, PRI, MIS and HR shall hold

consultation, discussion, monitoring and assessment meetings at the division and campus

levels upon request of the offices.

The PM with the focal, PRI, MIS and HR shall maintain a database system for storing,

processing and analyzing data. Data collected from the divisions/ campus directors will be

stored in a central database system which will be managed by the MIS to be processed

for submission to the management.

5.5. REPORT FLOW

Consolidated data reports may come from the Faculty and Staff/ Coordinator/

Program Head/ Campus Director. The data and reports flow will be from the Faculty and

Staff/ Coordinator level to the Program Head/ Campus Director and Coordinators to VPs

shall be as follows:

Reports Flow

Frequency

Calendar of Activities

Semi-annual and/ or Annual Report,

inclusive of issues/ concern and

recommendation

Calendar of Activities

quarterly, inclusive of issues/ concern and

recommendation

monthly/ quarterly report, inclusive of

issues/ concern and recommendation

Reports Generated

On or before 20th of

the semi-annual/

annual following the

period under review

On or before 15th

of the month/

quarter following

the period under

review On or before 10th

of the month

following the

period under

review

Division/ Campus

Directors

Faculty and Staff

PM/ PRI/MIS/ HR/

VPs

Management

Coordinator/ Program

Head

5.6. MONITORING AND EVALUATION TOOLS

5.6.1. Progress Monitoring Forms

In order to regularly keep the effectiveness of the Project, the following pertinent

report forms will be used.

IMPLEMENTATION MONITORING TOOLS

DESCRIPTION

1. Annual Work Plan

- Outlines PAPs priority interventions/ activities for the current

year

- Provides overall picture of project implementation for the year

detailing target vis-à-vis outputs, activities and inputs

(resources/ budget) on a quarterly basis

2. Physical and Financial Report - Keeps track of physical and financial performance on a

quarterly/ semi-annual and annual basis

3. Component Monitoring Reports - Summarizes PAPs report on the status of the components.

- Describes/ presents compliance to SKSU requirements and

conditions by component

4. Progress and Completion Reports

- Reports on the status of specific projects/ activities

implemented

5.6.2. M&E Tools

These are considered as the heart of SKSU’s M&E System. They keep track of the

specific changes or transformations among faculty and staff/ coordinators/ program heads/

campus directors/ division directors/ VPs and management in general. These changes can

either be structural, physical, relational, maturity level and/or operational.

1) SKSU Baseline Study

The baseline provides critical input in pre-project/ intervention situations while the

target is what the situation is expected to be at various milestones or end of the SKSU

development plan.

A baseline study of the PAPs shall also be undertaken in the first year of each implementation

spearheaded by the RD to be assisted by PM with the focal, MIS, PRI and HR under the supervision

of the VPs in cooperation with the Semi-Annual/ Annual Campus Evaluation (ACE). This is usually

done during the project’s pre-implementation phase where investments have yet to be put in place.

2) Initial Gains and Benefits

An annual measurement of the initial gains and benefits derived from completed

interventions shall be done. This will be undertaken through the conduct of year-end

assessment and planning (YEAP)/ review and planning session (RPS) activities, the result

of which will be compared with the baseline information.

3) Assessment

An evaluation shall be done 2 to 3 years after completion of the SKSU five year development

plan 2018-2022 in order to gauge the extent to which longer term PAPs goals were achieved.

The key performance indicators (KPIs) presented shall serve as basis for measuring the

performance in this regard. It is therefore important that the KPIs are carefully identified in order

to ensure the attribution of PAPs.

ATTENDANCE ON SKSU STRATEGIC PLANNING WORKSHOP January 25-26, 2018 Sarangani Highlands, Tambler, General Santos City

Name Designation 1. Dr. Rolando F. Hechanova SKSU President 2. Dr. Ernie C. Cerado SKSU Vice President for Academic Affairs 3. Dr. Hedelina U. Ibot SKSU Vice President for Finance and

Administration 4. Dr. Mary Lynn G. Magbanua SKSU Vice President for Research and

Extension 5. Dr. Jesusa O. Ortuoste SKSU Vice President for Revenue Generation 6. Dr. Alicia V. Sambrano Campus Director - Bagumbayan 7. Dr. Julie E. Albano Campus Director - Kalamansig 8. Dr. Junito P. Marcelino Campus Director - Lutayan 9. Dr. Hubaida A. Mamalinta Campus Director - Palimbang 10. Dr. Reynaldo H. Dalayap Jr Campus Director - Tacurong 11. Dr. Cristobal M. Ambayon Dean - Access 12. Dr. Romeo Narcilla Dean - Isulan 13. Engr. Rommel M. Lagumen Dean - Isulan 14. Prof. Rande B. Dechavez Dean - Kalamansig 15. Dr. Marissa C. Hitalia Dean - Lutayan 16. Carmela B. Urbano, RN Dean - Nursing 17. Dr. Elma T. Frediles Dean - Surallah 18. Prof. Nieves J. Comicho Asso. Dean - Lutayan 19. Dr. Mary Jean Falsario Director - Alumni 20. Noel O. Octaviano, RG Director - Guidance Office 21. Rose Viña E. Tutor, RL Director - Library 22. Marybeth Q. Wawa Director - NSTP 23. Dr. Lilibeth B. Edaño Director - Socio Cultural 24. Prof. Cynthia L. Pama Director - Student Affairs

25. Dr. Christine P. Abo Program Head - CTE 26. Dr. Luzviminda D. Colong Program Head - Palimbang 27. Prof. Jezyl Palapos Program Head - Tacurong 28. Prof. Phobe Kates Tumanac Program Head - Tacurong

29. Prof. Fe Padongao Faculty - Kalamansig 30. Engr. Lodifel C. Deypalan Faculty – Lutayan

31. Dr. Mitos D. Delco Director - Research and Development 32. Dr. Siony S. Brunio Director - Extension Program 33. Dr. Elvie V. Diaz Director - DRRMCC 34. Dr. Alicia L. Manondog Director – Gender and Development 35. Dr. Efren C. Flores Director - General Services 36. Dr. May Nectar Cyrill L. Tabares Director – Public Relation Officer 37. Dr. Dennis M. Meriales Director – Planning and Management 38. Propf. Noraisa K. Yasin Chief - HRMO 39. Adonis Besa, MBA Asst. Chief, HRMO

40. Dr. Merlyn P. Leysa Research Coordinator - CTE 41. Prof. Ma. Rhodora R. Gallo Research Coordinator - Isulan 42. Richie B. Espallardo Research Coordinator - Kalamansig 43. Rhodina C. Castillo Research Coordinator - Lutayan 44. Prof. randy E. Mayo Research Coordinator - Palimbang 45. Annie D. Francisco Research Coordinator - Tacurong 46. Celia Rose J. Nota Extension Coordinator - Isulan 47. Fely L. Dacayo Extension Coordinator - Lutayan 48. Marvin T. Fermase Production Coordinator – Lutayan 49. Dr. Rosita T. Rizaldo Production Coordinator - Isulan

Facilitator:

Dr. Ruby S. Hechanova Faculty/ Deputy Director, CAARRDEC

Consolidators and Writers:

Dr. Dennis M. Meriales Director, Planning and Management Noraisa Yasin, MBA Chief, Human Resource Management Adonis Besa, MBA Asst. Chief, HRMO Dr. Ruby S. Hechanova Faculty/ Deputy Director, CAARRDEC

sksu five year strategic plan

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