c o n t e n t s · pdf filec o n t e n t s foreword ... the plan consists of an institutional...

“A University for People and Nature”

C O N T E N T S

Foreword ………………………………………………..

Introduction ……………………………………………..

Brief Historical Development of ISU …………………

The Planning Process Model …………………………

The Challenges of an

Emerging Social Order ………………………………..

SWOT Analysis …………………………………..

Vision ………………………………………………

Mission Statement ………………………………..

Core Values ……………………………………….

Core Strategies …………………………………...

Strategic Goals …………………………………...

Five-Year Development Plan ………………………...

Instruction ………………………………..

Research ………………………………...

Extension ………………………………...

Administration …………………………...

Implementing Strategies …………………………..

Monitoring & Evaluation System ………………….

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The Isabela State University (ISU) is an instrument

of government for national development. As such, it aligns

its plans to the social contract with the Filipino People and

the Millennium Development Goals. The University Strate-

gic Development Plan 2014-2019 charts its blueprint of

development for the next five years. It supports the Social

Development of society through education in the post-

secondary, higher education and post graduate levels.

As a public Higher Education Institution (HEI), the

ISU is tasked to “building a quality nation capable of trans-

forming the social, economic, cultural and ethical issues

that constrain the country’s human development, produc-

tivity and global competitiveness” (CMO No. 46, s. 2012).

Mindful of this responsibility and accountability the univer-

sity is committed to pursue programs and adopt strategies

along the Roadmap of Public Philippine Higher Education

Reform.

The Strategic Development Plan is formulated and

designed to chart the directions toward leveling up univer-

sity services along its thrusts in instruction, research, ex-

tension, production and governance. Through quality and

excellence in these functions, the university hopes to face

the challenges of internationalization and global

competitiveness as it prepares itself for ASEAN integration

from 2015 and onwards.

The plan consists of an institutional self-assessment

of strengths and weaknesses, opportunities and threats.

The situational analysis led to the reformulation of universi-

ty Vision, Mission and identification of Core Values, Strate-

gies and Goals. These became the bases of the five-year

development plan consisting of programs, projects and ac-

tivities in the different functions and thrusts.

The Strategic Development Plan 2014 – 2019 was

crafted after a series of consultations, planning workshops

and benchmarking trip participated in by various stakehold-

ers of the university. Our thanks and gratitude to those who

unselfishly shared their expertise, time and insights.

Inspired by the motto “One ISU”, we enjoin all stake-

holders, students, faculty, staff, community and political

leaders to work with us, as we commit to push ISU as lead-

ing knowledge provider in the country and in the ASEAN

region.

ALETH M. MAMAUAG, Ph.D.

University President

Higher Education Institutions (HEIs), including the Isa-

bela State University, face a unique new horizon full of chal-

lenges- both current and emergent. Internally, the University

has to comply with government regulations and quality stand-

ards amidst low government funding support.

The Commission on Higher Education (CHED), be-

ing the primary governing authority over the state colleges

and universities (SUCs) is pushing for reforms and initia-

tives to elevate the status of higher education for national

and global relevance. The CHED expects to catapult lead-

ing SUCs to international recognition, which is both a chal-

lenge and an opportunity for the Isabela State University to

develop its position towards national and international

recognition in the next three to five years. It may be daunt-

ing, but, certainly is plausible with focused leadership and

fidelity to established strategic directions.

The University is a leader in the regional scenario,

and one among the leading SUCs in the country today. By

these facts, hope is seen towards achieving national and

international recognition. The university needs to maintain

and capitalize on its strengths in instruction, research and

extension and concentrate on improving weaknesses in

its mandated courses where lie the greatest potential for

impact and success. Of critical importance is compliance

to regulatory expectations in terms of efficiency as re-

flected in various quality assurance programs - SUC Lev-

eling, Typology, ISO: 9001-2008 Certification, Accredita-

tion, and Performance-Based Bonus. Criteria and indica-

tors to work on include graduate performance in board

examinations, employability of graduates, management of

resources,

faculty qualifications and faculty and student mobility

within and outside the country.

The University has to be cognizant of the current as

well as emerging challenges some of which are the in-

creasing pressure brought about by our mandate to pro-

vide access to quality higher education to an ever-

increasing population base, the expectation of producing

quality and globally competitive graduates, the demand for

new technologies and innovations in research and the con-

sequent extension initiatives, the expectations of consoli-

dating and producing our own resources to augment the

meager government subsidy. Indeed these are the big

challenges we are currently facing. On a wider scope,

SUCs are expected to play vital role in preparing our hu-

man resource capital attuned with industries and who are

globally competitive to face the emerging geo-political and

socio-economic realities and pressures of the emerging

one unified and open ASEAN market economy.

We need, therefore, a good and responsive plan. This

2014-2019 Strategic Development Plan, having begun with a

comprehensive situation assessment, promises for a more

fulfilling work with a clear vision of the future, a mission guided

by well-thought out core values and strategies, and defined

strategic goals to which all stakeholders must focus. With sus-

tained effort, synergy of cooperation, aggressive public en-

gagement, and fidelity to the shared vision, mission and goals,

the roadmap to a successful journey toward an accomplished

and internationally recognized state research university will be

a possible dream.

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The Isabela State University was established through the Presidential Decree (P.D.) 1434 by the

then President Ferdinand Marcos on June 10, 1978 merging two state colleges – Isabela State College of

Agriculture (ISCA) in Echague and Cagayan Valley Institute of Technology in Cabagan. The said decree

also transferred the college level programs of Isabela School of Arts and Trades (ISAT) in Ilagan; San

Mateo Vocational and Industrial School in San Mateo and Jones Rural School in Jones to the new State

University. The merger identified Echague campus as the main campus and administrative site, and mandat-

ed the University to establish an effective and efficient institution of higher learning that will provide better

professional and technical training in agriculture, the arts, sciences, humanities, and technology and in the con-

duct of scientific researches and technological studies.

In 1999, the CHED Memo Order no. 18 1999 which provides the guidelines for the integration of CHED insti-

tutions to State Universities and Colleges (SUCs) was issued. Pursuant to this order, the first CHED supervised

institution, the Cauayan Polytechnic College at Cauayan, Isabela, was integrated to the University. In 2002, two

more CHED Supervised Institutions were integrated to the system – the Roxas Memorial Agricultural and Industrial

School (RMAIS) in Roxas, Isabela, the Delfin Albano Memorial Institute of Agriculture and Technology (DMIAT) in

San Mariano, Isabela and the Angadanan Agro-Industrial College (AAIC) in Angadanan, Isabela. Later, through the

collaborative efforts of ISU and the local governments of Palanan and Santiago City, two extension units were added

to the system-ISU Palanan and ISU Santiago.

The Isabela State University System is strategically located in the middle of the Cagayan Valley region, which

is composed of the island province of Batanes, the valley provinces of Cagayan and Isabela and the generally moun-

tainous provinces of Nueva Vizcaya and Quirino. The province of Isabela is composed of 34 municipalities, 3 cities,

and 2,292 barangays. Coincidentally, the ISU satellite campuses are situated along the regions “Midrib-Peripheral

Growth Centers and SocioEconomic Development Zone” where the major urban and commercial centers of the re-

gion are located. Another strategic advantage is the University’s proximity to the site of the Regional Agro-Industrial

Center (RIC) of Cauayan City, Isabela and its accessibility to Sta. Ana, Cagayan, and the entry point for international

trade, and also Tuguegarao City and Santiago City, the two regional trade, financial and commercial centers of the

region.

BRIEF HISTORICAL DEVELOPMENT OF ISU

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Thirty-five years after its establishment, the University has become a credible Higher Education Institute (HEI), having been

awarded by the Association of Accrediting Agencies of Chartered Colleges and Universities of the Philippines (AACCUP) as the SUC

with the most number of accredited programs in 2012 as well as one of the few Level IV SUCs in the country. Also, ISU has been

named one among 21 leading SUCs in the Philippines. ISU has recently assumed leadership roles in research not only in Region 02,

but in the country and in Asia as well. It is now the host or base agency of two regional research centers: the Higher Education Region-

al Research Center under CHED and the Cagayan Valley Agricultural Resources Research and Development under PCARRD-DOST.

Having been chosen as the base agency is a recognition of ISU’s superiority and dominance among HEIs in the region in terms of ca-

pability in research management and scientific undertakings. Presently, ISU is the seat of at least 12 R and D centers and laboratories,

proof of its strong R and D capability. With its educational leadership and pioneering roles in research, along with the strategic

location of its satellite campuses in the region, the University has been successfully achieving its vision, mission, and goals and objec-

tives. Today, ISU stands as a credible partner of development in the country and with the dedicated commitment of its faculty, support

staff, students and the people behind its success, the future will see the University grow to even greater heights.

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a grounded “Situations Assessment” and participatory

“Goal Establishment” and the cascading top-bottom strat-

egy and action planning that “Unpacks” strategic goals

into actionable strategies and objectives. Situation As-

sessment, Goal Establishment and its Unpacking define

the SAGE U-Model that kicks off the long-term develop-

ment planning and the subsequent short-term planning

activities.

The Situation Assessment and Goal Establishment was

uniquely done for this period of strategic planning. It be-

gan with the situation assessment of all programs and

services of the university bottom-up. Front line supervi-

sors facilitated the initial leg of situation assessment and

goal establishment activities in their respective units in the

various departments and divisions of the University.

These results were reported analyzed and consolidated

through the hierarchical channels of the University from all

units and departments and consolidated using the same

processes up to the University Level by the University

Planning and MIS Office of the defunct Office of the Vice

President for Planning and Development in the second

semester of 2011 at about the end of the life of the 2007-

2011.

The 2014-2019 Strategic Development Plan is a

product of a long and extended process spanning

the transition of leadership of the University. It is

inspired by the planning model created specifically

for the ISU Strategic Planning 2014-2019. The mod-

el complies with

the essential re-

quirement of partic-

ipation of

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The long-term development planning commenced in

early 2012 which evolved from the strategic goals resulting

from the SAGE Process and culminated in the presentation

of the draft development plan for 2011-2016 to the joint Aca-

demic and Administrative Councils of the University with the

invited presence of stake-holding publics from our line agen-

cies (Commission on Higher Education Regional office, De-

partment of Trade and Industry Provincial Office, Department

of Environment and Natural Resources Provincial Office, the

Department of Agriculture Provincial Office among others);

from the local government offices (local officials of the munic-

ipality of Echague, Isabela, and representatives from the pro-

vincial government), as well as from our client communities

for consultation and critiquing.

At the beginning of the 2nd quarter of 2012, the revision of the

draft 2011-2016 Strategic Development Plan started, but be-

fore it was submitted for its institutional approval by the Uni-

versity Administrative and Academic Councils, the process

was stalled by the information that

the ISU BOR suggesting through the President to allow the

participation in the crafting of the same of the next University

leadership.

In September 2012 after the installation of the new

University Leadership of the new University President and

subsequently the designation of new University Officials start-

ing from the Vice Presidents to some of the university direc-

torships and campus leaderships, the stalled process was

reintroduced allowing the participation and contribution of the

new leadership in the finalization of the strategic plan.

In January of 2013,

the First Strategic

Planning Workshop

was conducted to refresh

the SAGE process and

the development.

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forwarded to the University of Board of Regents for their

review and appropriate action in December of 2013.

The ISU -SDP was f inal ly approved in

September 4, 2014. The approval confirmed

earlier pre-approval cascading of action planning activities

and results and kicked off

Action planning outcomes were presented by the various

divisions of the University in June 2012. Thus the strate-

gic plan was consequently revised to be the draft 2014-

2019 Strategic Development Plan and in September

2013, the strategic plan was presented and passed by

the University Administrative Council and consequently

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a new wave of action planning for the year 2014 as well as the conduct of monitoring and evaluation activities.

The whole process developed slowly following the SAGE-U Model over a span of more than a year. The

SAGE process was enriched by the SWOT Analysis procedure in identifying strengths and weaknesses as well as

opportunities and challenges which became the basis for the definition of strategic goals. The SWOT Analysis

used to support the SAGE-U processes was guided by the generally accepted SWOT Framework.

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The Challenges of an Emerging Social Order

The Isabela State University (ISU) faces an entirely

different and much more challenging future as it em-

barks on a new direction. Like other state colleges and

universities (SUCs), ISU is facing continuing financial diffi-

culties as government is becoming increasingly critical of

SUC’s budget. In particular, SUCs have not been receiv-

ing funding on capital expenditures for the last twelve

years or so, even as the government is putting much pres-

sure and demand for quality as reflected in normative fi-

nancing criteria. As funding formula becomes more strin-

gent, government is bent on consolidating public higher

education institutions towards the direction of regional

amalgamation. These conditions are putting much pres-

sure and challenge to ISU’s management and leadership.

The greater challenge for the University now is the broad-

ening of its resource base, consolidation and efficient use

of resources, and strategic resources investment that can

assure its long-term resource sustainability.

In the larger dimension, the emerging geo-political and

socio-economic dynamics in the ASEAN region is creat-

ing rising expectations. The demand for more efficient,

innovative, and responsive university services that bear

the promise and potential of transforming

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

State Colleges and Universi-

ties, the Isabela State University

in particular, is given this chal-

lenge and the unique opportuni-

ty to meaningfully contribute to

nation building through relevant

and excellent academic services,

innovative leading research initi-

atives, strengthened and more

intense public engagement for

extension and outreach.

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order to be competitive, it must generate and manage

resources to ensure the provision of much-needed uni-

versity infrastructure and facilities, develop and build a

strong and competitive faculty and support staff, engage

in creative and innovative research and development

initiatives, establish and maintain an efficient and re-

sponsive governance structures,

and improve its performance indices along regional, national,

and international standards.

By adequately responding to these challenges, build-

ing more upon our strengths and expanding support to

strengthen our weaknesses, and focusing our efforts and re-

sources to engage in strategic activities that offer the greatest

potential for growth and development, the University will ulti-

mately build its position of global competitiveness and promi-

nence.

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INSTRUCTION

»The university has highly qualified faculty and staff

who are professionally competent in their field of ex-

pertise.

»The university is strategically located which is very ac-

cessible to its clientele.

»The university provides affordable quality education.

» The university offers strong, accredited and relevant

curricular programs.

»The university offers adequate scholarship programs for

students.

» The university supports faculty and staff development

program.

RESEARCH AND DEVELOPMENT

» The university has the base agency of CVARRD con-

sortium for Research Development and Extension

» The university has faculty with strong research capabil-

ities.

» The university has strong collaborative linkages with

local and foreign institutions.

» The university has developed new products and

technologies

» The university has published and presented numerous cre-

ative and scientific researches in local and international

journals.

»The university has highly qualified researchers.

»The university may obtain research funding from various

agencies.

»The university has a vast land area, which can be used for

the conduct of experiments.

EXTENSION

» The university has existing radio stations for technology

transfer and information dissemination.

» The university officials are supportive and regularly allo-

cate budget for extension programs and projects.

» The university has available pool of experts in various

fields of specialization to support extension activities.

» The university has strong linkages with government

organizations and non-government organization and

other line agencies.

» The university has institutionalized programs responsive to

the demands and needs of the communities.

RESOURCE GENERATION

» The university has a vast land area, which can be used for production.

STRENGTHS

SWOT ANALYSIS

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» High faculty-student ratio

» Non- verticalized degree of some faculty

» Duplication of courses offered among campuses

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

» Lack of employment opportunities of graduates of some programs

» Insufficient classroom, offices, and laboratory facilities

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

» Inadequate library resources/absence of e-l ibrary

» Inefficient faculty workload management

» No institutionalized programs to support repeaters in licensure examinations

» Lack of IT literacy for some faculty members

» Limited programs identified as COE/COD

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

» Prevalence of non-thesis graduates among faculty

» Insufficient faculty and staff to fully support the programs

» Inability to attract good students

ADMINISTRATION

» The university has a regular budget al-

location.

» The university has efficient support staff.

» The university has available policies on

university operations.

»The university has implemented result-

based performance system.

» The university has highly qualified admin-istrative personnel.

» The university’s Student Development Fund (SDF) provides capital outlay for its infra-structure development.

» The university ensures that its stakeholders are aware of its

mandates and VMGO.

» The university has a sound policies on scholarship programs

and financial assistances to qualified ISU students.

INSTRUCTION

» Not fully automated registration/poor enrolment procedures

» The university has available expertise to initiate and de-velop income-generating projects.

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

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» Lack of discipline, motivation among students

» Facilities are not conducive to learning

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

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

RESEARCH & DEVELOPMENT

» Lack of mechanism for research product to be commer-

cialized. » Weak monitoring and evaluation for RDE projects and

activities. » Limited utilization of research outputs in instruction » Weak implementation of 10% budget allocation for RDE

by some campuses. » Poor transportation facility for RDE activities.

» Lack of quality research output from faculty/low involve-

ment of faculty in research

» Few identified ISU matured technologies

» Disjointed research and extension thrusts

» Insufficient program-based researches

» Absence of innovation program

» Slow transfer of technologies

» Irregular or intermittent release of research journal

» Opportunities for research output is limited

» Inadequate protection of IPRs of research and develop-

ment products

EXTENSION

» Limited capability of some extension staff

» Low involvement of faculty in extension due to overload

teaching assignment

» Inadequate facilities for effective monitoring & evaluation

» Traditional extension programs

» Slow technology adoption

» Inadequate external linkages to support extension

programs

RESOURCE GENERATION

» Inability to secure properties

» Lack of operating capital to establish business

» Low level of labor services support to programs, project

and other services

»Vast, but underutilized resources

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» Very slow development of commercially viable innova-tions

» Inefficient resource management

» Poor financial management of IGE’s

» Wrong identification of IGE’s priorities

ADMINISTRATION

» Inefficient management internal

communication system

» Inconsistent policy implementation

» Lack of management training for some middle managers

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

» Inadequate financial resources for the purchase of mate-rials and facilities

» Inefficient procurement system

» Insufficient advertisement for vacant positions

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

» Inefficient system for selecting key officials in the univer-sity

» Resistance to change of administrators, faculty and staff

INSTRUCTION

» There are numerous agencies both public and private that provide faculty avenues for professional devel-opment.

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

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

» Weak policy implementation

» Inadequate use of technology in internal processes

» The absence of the ecological waste management pro-gram

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

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

» Inefficient planning and budgeting system

» expressed interest in enrolling to our programs.

» The creation of new private and public high schools led to

the increase of enrolment in the university

» The mushrooming of big agricultural industries in the

province has created new demands for graduates in our

mandated and related programs.

» There is a big demand for professionals related to agriculture

and fisheries from other countries.

» The partnership with the government agencies have

established coordination as to curricular offerings

RESEARCH AND DEVELOPMENT

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EXTENSION

RESOURCE GENERATION.

» There are available technology resources that can greatly

improve communication and foster productivity and

efficiency.

» There are government and non-government institutions who

are eager to engage and support cooperative undertakings

with ISU for research and development initiatives.

» There are researchable along scientific and social researches

responsive to local and regional markets (enterprise

resources development).

» There is a concerted effort among line agencies to push and

to support the conduct of leading research initiatives by state

universities.

» There are various agencies (GOs and NGOs) who

seek to engage the services and expertise

of ISU researchers and technical experts on the conduct of

research and development projects (i.e., Environmental

Impact Assessment).

» The university has established linkages with the

adopted barangays and other institutions.

» The local government unit and other non-government

organizations are supportive and responsive to the

needs of the extension programs of the university.

» There are regional consortia based in the university

supported by various agencies that can support

extension and training activities.

» There are various technologies developed in the

university that can be extended to support the needs of

extension communities.

» The university resource generation has strong

partnership with Public and Private Entities for maximal

utilization of resources.

» There are financial institutions available to extend loans

for viable IGPs.

» There are commercial entities that are willing to

establish business partnership with the university for

resource/income generation.

» There is a visible and strong alumni organizations

that can be tapped to helped in the resource

generation programs of the university.

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ADMINISTRATION

» There is renewed thrust of CHED to provide financial

support to HEIs for the acquisition of laboratory

equipment and facilities thru the DAP

» There is strong program of CHED for the develop-

ment of management and leadership capabilities

of SUC executives thru the DAP executive devel-

opment program

» There are affordable and available technologies that

the university administration can acquire and deploy

to improve efficiency of its various services. univer-

sity adopts measures to support various programs

of the university

» There are available skills and development trainings/

seminars/workshops offered by various government

and private entities to support staff development initia-

tives

» There are highly qualified and trained professionals

that can supply the needed administrative man-

power requirements of the university

INSTRUCTION

» Low per capita income of families in sustaining the

needs of their children

» Resistance to the adoption of technology

»Threat to adulterate and may eventually lose our identity

» Emerging adoption of world culture that threats moral

values of the youth

» Vulnerability to economic cycle fluctuation

» Lack competence and trainings of some faculty & staff

» Existence of private HEI that divert enrolments

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RESEARCH & DEVELOPMENT

» Lack of mechanism by LGUs in turning over the docu-

ments and responsibility when there is change in politi-

cal leadership, hence, affect sustainability in project

implementation

» Strong research competitors

EXTENSION

» Lack competence and trainings

» Slow transformation process of barangay people to

change their values ,belief and attitudes

» Lack of sense of ownership to the technologies/ facilities

extended to the communities

» Changes in LGU leadership may affect sustainability

of projects

RESOURCE GENERATION

» Accelerated degradation of environment due to pollution

» Vulnerability to natural calamities and disasters by virtue

of the geographic location

ADMINISTRATION

» Problems on informal and illegal settlers

» Culture of dole-out orientation

» Fast pace development of technology where the uni-

versity could hardly catch up due to limited funds

» Color and slow cascading mechanism of legislations

down to the lowest level of the population

» Poor implementation of policies/ legislation

» Legislation affecting university operations such selling

liquors, sub-standards boarding houses, proliferations

of gambling dens/videoke bars

» Political inventions in the selection of University officials

» Stiff competition with external technology providers

and generators

» Deteriorating Peace and Order

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

e Isabela State University is one of the

top state universities in the country

having been named as one of the 19

leading universities by the Commission

on Higher Education (CHED). It has al-

so been identified as one of the 12 Lev-

el IV universities in the country by the

Department of Budget and Management

(DBM). All these speak a lot about

the stature of

the University in so far as some national norms are

concerned. However, the challenges ahead that need

to be addressed appear to be increasingly becoming

difficult.

The advent and ultimate entry of the Philippines into

the ASEAN 2015, and its impact in terms of the type,

level, competition, as well as the supply and demand

for labor and skills in an open market has tremendous

implications not only for state college and universities,

but also for private academic institutions in the region.

The state universities and colleges in the country – the

ISU in particular, must brace for the challenges of the

ASEAN one open economy. It must start its program

to respond to international norms and take leadership

to make sure that Filipinos become competitive. It is

a formidable challenge and ISU must keep focus and

remain steadfast in its vision to be one among the

leading comprehensive research universities in the

ASEAN region.

The Isabela State University as a leading,

vibrant, comprehensive and research university

in the country and the ASEAN region.

21 21

The Isabela State University is committed to

develop highly trained and globally compe-

tent professionals; generate innovative and

cutting-edge knowledge and technologies

for people empowerment and sustainable

development; engage in viable resource

generation programs; and maintain and en-

hance stronger partnerships under good

governance to advance the interests of na-

tional and international communities.

2014

2015 2016

2017

2018 2019

MISSION Established in 1978, the University has devel-

oped into a premiere comprehensive state

university in the country in a span of 34

years. In the medium term until 2018, the Uni-

versity commits to break into international

stature through the development of globally

competitive graduates in the undergraduate

and post graduate education. In so doing, it

commits to create an environment that nur-

tures academic freedom for a diverse stu-

dentry and professionals to unleash their best

creative and innovative initiatives in leading

and cutting-edge researches.

It commits to consolidate, generate,

and efficiently manage its resources to sup-

port the foregoing initiatives as well as their

utilization for the benefit and development of

our students, our people and supply the

much needed knowledge, skills, and tech-

nologies sought for national development

and by international communities.

In addition, it commits to develop and

maintain the support of a credible, highly

trained, and competitive faculty and staff sup-

port to drive and sustain this mission and con-

tribute significantly to the development of our

national human capital.

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EXCELLENCE

We conduct our affairs with due dili-

gence, care, and thoughtful engagement

in the pursuit of excellence in our aca-

demic, research & development and ex-

tension services.

PUBLIC ENGAGEMENT

We shall consistently engage the public,

mobilizing their participation in our pro-

grams and services. We shall seek their

voice, recognize its needs, and mobilize

their expertise for a sustained and continu-

ing programs and services improvement.

ENVIRONMENTALISM

We put prime value on our living plan-

et. We accept the responsibility, adopt

practices to protect the environment,

and be made accountable for our ac-

tion

ACCOUNTABILITY

We recognize that working with the Uni-

versity is a unique opportunity and privi-

lege. We acknowledge that our office is

a public trust and as such we shall con-

duct our engagements with the strong-

est sense of responsibility and submit

ourselves accountable to the public and

to Almighty God.

COLLABORATION

We strongly recognize that societal prob-

lems are not isolated - in fact, multifaceted

and appropriately addressed through the de-

ployment of multidisciplinary teams in a collab-

orative synergy in order to ensure efficiency,

innovation, and productivity.

We shall constantly seek for more

effective and yet most economical

ways of pursuing our vision and mis-

sion and goals amidst limited re-

sources.

EFFICIENCY

We shall constantly seek for new and

innovative ways of doing things. Con-

tribute to solving current as well as

emerging problems of society. We

believe that innovation is the key to

our competitiveness in the world.

INNOVATION

INTEGRITY

We believe in the value of respect and

subscribe to the highest ethical stand-

ards of honesty, fairness, truth and jus-

tice in all our engagements and as we

pursue our mission and vision.

23 23

Excellent Academic Services

» Design and continuously improve and support the implementation of innovative, relevant, and diverse curricular pro-

grams to foster excellent university academic services.

Excellent Research and Extension

» Engage the creative and innovative qualities of its faculty and research staff in the development, implementation, and

support to a comprehensive, responsive, and focused research & development and extension & training services of

the university.

Excellent Resource Generation

» Mobilize university resources, build and establish linkages and networks with stakeholders to maximize the use of re-

sources for greater productivity.

Excellent University Governance

» Implement an efficient, proactive, transparent, and accountable university management system and governance to

drive the attainment of the University’s strategies and fulfill its vision and mission as a state university.

CORE STRATEGIES

24

Academic Services

Research and Development

Rationalization of Academic Programs

Enhancement of Quality Assurance (QA) through Outcomes-based

and Typology-based Quality Assurance

Offering of relevant and qual i ty academic programs

Promotion of program quali ty standards

Broadened access to qual i ty program offerings

Modernize ISU education

Strengthen research culture, excellence and leadership for academic

advancement and sustainable countryside development

Generate new knowledge and technologies for poverty reduction and

sustainable resource management and academic advancement

Improve policy and administrative support to provide conducive R&D

undertakings

Intensify and institutionalize resource allocation and

Manage and protect research output

25

Extension Services

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

modalities

» Develop and promote an effective and integrated need-based and demand driven extension mo-

dalities that will transform a pilot barangay into self-reliant, empowered and progressive commu-

nity

» Enhance the promotion and dissemination of appropriate information of matured technologies and

for livelihood development

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

NGOs, Pos

Resource Generation

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

agricultural based enterprises

» Mobilize intellectual properties for commercialization

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

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

» Develop and institutionalize a mechanism that will provide funding to ensure an effective imple-

mentation of IGEs

» Manage and closely monitor all Income Generating Enterprises

26

University Governance

Provide an efficient and effective administrative mechanism supportive to the major thrusts of the universi-

ty

Strengthen the implementation of management policies and practices in administrative, finance and general

services in support to the four major thrusts of the university

Devise and implement automation of all services in the Personnel, Records Management and Finance Ser-

vices

Review/regain possession and ownership of university lands /lots through titling or extrajudicial settle-

ment

Ensure the timely delivery of goods, services and infrastructure as per specifications under the approved an-

nual procurement plan

Strengthen the program on Rewards, Awards, & Incentives System

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

27

S T R A T E G I C D E V E L O P M E N T P L A N 2014 - 2019

FIVE-YEAR DEVELOPMENT PLAN

BENCHMARKING VISIT AT CAVITE STATE UNIVERSITY,

BULACAN STATE UNIVERSITY AND BATANGAS STATE UNIVERSITY

JULY 7-9, 2014

28

2014 - 2019 S T R A T E G I C D E V E L O P M E N T P L A N

Key Result Area 1: Academics

29



30



31



32



33



34



35



36



37



38


Key Result Area: RESEARCH SERVICES

39



40



41


Key Result Area: EXTENSION SERVICES

42

2014 - 2019 S T R A T E G I C D E V E L O P M E N T P L A N Key Result Area: EXTENSION SERVICES

43



44



45


Key Result Area: ADMINISTRATIVE & FINANCE SERVICES

46



47



48



49



50



51



52



53



54



55



56



57



58



59



60



61


Key Result Area: EXTERNAL & INTERNATIONAL AFFAIRS

62



63



64



65



66



67

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

This Strategic Development Plan for the years 2014 -

2019 provides for comprehensive, progressive, and focused

development initiatives. This is an offshoot of at least three

synergies that made possible its development. Foremost is

the call of the times – the push for real excellence, efficien-

cy, and competitiveness have never been so strong and

comprehensive as it is now. It provided the impetus to a

more focused and ambitious strategic initiatives. Such an

impetus is further fuelled by the state’s demand for perfor-

mance accountability, fidelity to raised quality performance

standards benchmarked to global trends, and rationalization

of programs and institutions via performance measures and

program consolidation leading towards regional amalgama-

tion.

While the university strategic development plan (ISU -

SDP) is keyed to traditional areas of development along aca-

demics, research, extension and training, and production; it

is enhanced by added dimensions in terms of governance;

defined, focused, and incisive development targets; and fi-

delity to local, regional, and national development priorities

and internationalization initiatives.

OBJECTIVES/ 16-POINT INDICATOR/UNIT

IMPROVED AC-

CESS TO QUALITY

EDUCATION,

TRAINING AND

CULTURE

AGENDA

3

COMPLETION RATE IN ELEMENTARY

INCREASED (%)

TVET enrollees increased (number)

TVET graduates increased (number)

TVET graduates assessed increased

TVET graduate certified increased

Certification rate in TVET increased (%)

Beneficiaries of Private Education Student

Financial Assistance Program (PESFA) in

TVET increased (number)

Higher Education enrollees increased

(number)

IMPROVED AC-

CESS TO QUALITY

EDUCATION TRAIN-

ING AND CULTURE

AGENDA

3

HIGHER EDUCATION FACULTY WITH

MASTER’S DEGREE INCREASED

Higher education faculty with doctorate

degree increased (%)

Higher education institution with

accredited programs increased (%)

Graduate of Expanded Tertiary

Accreditation and Equivalency

Program (ETEEAP) increased (number)

Higher Education institution with

Ladderized Education Program

increased (%)

National Passing Percentage in

Licensure Examination increased

68

1. Rationalization of academic programs – encompasses

activities to raise standards of performance of ISU in an-

ticipation of SUC Leveling Phase 2, for continuous im-

provement program, quality improvement via voluntary

accreditation processes, as well as for qualification to the

standards required for recognition as centers of develop-

ment or excellence. Along this strategy is the objective

toward regional complementation and amalgamation of

programs leading toward future institutional amalgama-

tion to one regional university in the Cagayan Valley.

2. Build internal quality assurance processes to press

for adherence to raised standards of services and per-

formance prescribed by outcomes and typology based

quality assurance mechanisms. These strategic goals

will emphasize the rationalization of staffing patterns by

consolidation of programs across campuses through

horizontal as well as vertical articulation of programs

and naturally its management and governance.

3. Adherence to the promotion, implementation of quality

and relevant programs that are industry-based, and led by

the domestic as well as international demands for industry

skills. With the improvement and modernization of agricul-

ture and industries in the region, especially in the area of

agriculture, and the establishment of mega agri-business

ventures in the province, demand for specialized skills in

agriculture will be addressed.

A major component of its strategic initiatives is a compre-

hensive and focused programs and services that directly

address priority development critical indicators as es-

poused in the Philippine Development Plan (PDP, 2011 -

2016), the initiatives as contained in the Philippine Higher

Education Reform Roadmap (PHER, 2011-2016), the

Commission on Higher Education Strategic Plan (CHED

SP, 2011-2016), as well as the Regional Development

Plan (RDP, 2011- 2016). The Academic Programs and Ser-

vices more than capture the provisions of the PDP (Figure 1).

The ISU--SDP for instance envisions to maximize opportuni-

ties to students by opening its higher education degree pro-

grams to ladderized curricular offerings that is envisioned to

provide opportunities for the development of technical and

vocational skills in support of the goals and mandate of the

Technical Education Skills Development Authority.

A sampling of ISU-SDP key strategic goals appearing below

(lifted from the ISU-SDP 5-year development Plan), along its

academic services emphasize not only those thrust in the

education, training, and culture sector as defined in the

PDP, but it will also address various strategic directions and

reform initiatives as espoused in the National Higher Educa-

tion Reform Agenda (NHERA 2) and the CHED Strategic

Plan. Critical in this quest for reforms are key initiatives that

will ultimately contribute to making the University penetrate

the international educational services community.

69

Over the international front, key international linkages

and collaboration least with our ASEAN neighbors has

to be aggressively pursued.

4. Broaden access to quality higher education through

the continued implementation, expansion, and im-

provement of the ETEEAP; implementation of alter-

native instructional delivery via distance education

and blended learning schemes; and provision of fi-

nancial assistance as well as academic scholarship

grants to qualified students.

5. Revolutionizing university education

through the implementation of technology and mod-

ernization of classrooms and other learning spaces

and facilities. As part of ISU--SDP governance target

to support this, it is envisioned that ISU shall have

every learning space supported by technology in edu-

cation. It will also initiate new approaches to effective

and efficient delivery of student services in the Univer-

sity.

Program quality and facilities modernization would be the

keys to the university’s preparation to raise its competitive

leverage for ASEAN 2015 and the ultimate internationaliza-

tion of its academic programs. As it begins to accept foreign

students into its fold, there is a need to modernize facilities

comparable to global standards. This direction will be further

addressed through the ISU-SDP on Governance.

The foregoing strategic goals and strategies are expected to

impact on various key indicators including but not limited to

improvement in performance in board examinations, im-

provement in the employability rates of graduates, improve-

ment in the retention and survival rates in higher education,

and efficiency of the university per graduate produced.

Adoption of the typology and outcomes based measures is

expected to bring reforms most especially in the quality of

graduate programs of the University, the rationalization of

graduate programs within the university and perhaps

across the region through program complementation.

Research, Extension, and Training Services - In the areas of

research, extension, training, and development, while ISU

has been the leading regional research university with leading

researches in agriculture and fisheries, ISU will even get

bolder in its intervention along these lines. Its goal along re-

search and development excellence capitalizes on its initial

successes in the past, to expand and intensify these initia-

tives with more investment in R & D programs and services

and push its productive capacities towards development of

innovative and creative ideas and technologies in this sector.

Figure 3 defines the priority development thrusts as enshrined

in the PDP in the agriculture and fisheries sector. The ISU-

SDP supports these thrusts through the research and exten-

sion activities geared towards improvement or development

of innovative and cutting edge technologies along prototyping

and production of appropriate farm

70

Responding to the development targets of 1) establishing a com-

petitive industry and services, and 2) competitive sustainable agri-

culture and fisheries sectors, ISU-SDP will implement, monitor,

improve and intensify its research thrusts consistent with national

and international research trends and standards. This will enable

the University to effectively track its interventions, as well as other

efforts to ensure that development activities across the spectrum

of research disciplines are adequately facilitated. These clusters

includes:

1. Smart/Precision Agriculture and Biotechnology

2. Organic Agriculture

3. Renewable Energy and Biofuels

4. Climate Change and Disaster Science

5. Biodiversity and Environment

6. Farm Mechanizat ion

7. Socio-Economics and Higher Education

The foregoing lay down a commodity based thrust amd cluster

based matrix classification of the ISU--SDP research interventions

in response to the PDP, NHERA, CHED, and RDP strategic direc-

tions towards 2016. These activities are envisioned to impact on

the

generation of new knowledge and cutting edge technologies for pov-

erty reduction and sustainable resources management and academic

advancement;

Policy change and improvement and research administration support;

3) maximizing institutional

machineries and equipment, to improve agricultural crops pro-

duction practices and technologies on priority commodities

(e.g., peanut, banana, cacao, cassava, rice, pineapple, man-

go, coffee, and other crops) and maximizing productivity po-

tentials of priority livestock (e.g. small ruminants, and large

animals for meat as well as dairy production). On the other

hand, research interventions not limited to maximizing produc-

tion of cultured varieties of freshwater and marine fishes, but

also along R & D interventions to improve and establish or

restore the bio-diversities of the natural ecological habitats of

other aqua-marine species for sustainability.

As a support mechanism, the ISU-SDP envisions the improve-

ment of the capacities and broaden the R & D initiatives of the

17 R & D Hosted Centers in the (e.g. Small Ruminant Re-

search and Development Center, Regional Cacao Research

and Productivity Center, Regional Equipment Manufacturing

Center, the Climate Change Research Center, Center for the

Cagayan Valley Program for Environment and Development,

the Cagayan Valley Agriculture Resources Research and De-

velopment etc.

It will commit to continue define and intensify its competitive

advantage in building institutional linkages for collaborative

and interdisciplinary R & D activities locally and internation-

ally for technical, material, as well as financial resources mo-

bilization to push its research and development agenda for

national development consistent with the provisions of the

National Higher Education Reform Agenda and the PDP to

2016.

71

as well as external resource generation, allocation, and sharing;

and 4) the effective and productive management of research:

dissemination (presentation and publication) protection (IPR) as

well as productive use (extension and commercialization) of

research outputs.

Along Extension and Training, ISU-SDP provides for

1) the sustained implementation of and effective, inte-

grated, need-based, and demand driven extension

and training modalities among extension barangays

toward increased income, self-reliance, and empower-

ment (especially of the poor and disadvantaged);

2) enhancement, dissemination, and

promotion of information and matured package of technol-

ogies for livelihood development;

3) facilitation and conduct of capability building activities

in cooperation with local government units;

4) implement Gender and Development initiatives con-

sistent with the provisions of the PDP and related laws for

the alleviation, protection, and empowerment of the wom-

en sector; and

5) Provide opportunities for faculty members to advance

and enrich their academic and professional practice.

Production and Income Generation - the ISU-SDP also provides

for focused development direction towards a

more effective, efficient, and responsive management of in-

come generating enterprises geared towards intensifying in-

come generation to adequately support and augment the lim-

ited resources to effectively manage its programs and opera-

tions. It will advance investment in profitable mega business

ventures through capital augmentation such as in the:

1) scientific cattle meat and dairy production;

2) university engagement in plantation schemes (e.g.

citronella, plantation, oil palm, rice seed production, or-

chards, etc.) by optimizing the use of its vast land re-

sources and maximizing productivity;

3) instructional materials development and academic pub-

lishing;

4) collaboration with investors for support to commerciali-

zation of university IPRs;

5) strengthening our university auxiliary services; and

6) providing opportunities for academic faculty and expert

to engage in consultancies under a shared revenue

agreement.

The University Production and Income Generation Services will

be actively be supported by technology and research outputs of

the university to by enabling it to employ scientific and business-

driven enterprising practice even as it provide a venue for re-

search undertakings in the process. Additionally, our mega‑

72

in order to reduce the manpower complement of the Univer-

sity on routinary administrative responsibilities and trans-

lates these manpower savings into employment to more

challenging and fulfilling job in areas where automation may

not yet be possible.

1. Automation of student registration, information, and ac-

counting system (is currently at 75% deployment – 100%

by June 2014);

2. Automation of the university procurement (system is

currently being tested for functionality and end of develop-

ment improvement);

3. Automation of human resource services (employee rec-

ords, timekeeping, leave and benefits administration sys-

tems are now at 90% level of development and are envi-

sioned to be deployed by the beginning of 2015;

4. 24/7 Level 5 interactive web presence;

5. Institutional Learning Management System (system is

now available and the university is currently on the stage

of capability building for its faculty);

6. Internal communication and document management au-

tomation;

7. Library System with E-Library subscription;

8. Research and extension information system; and

9. Enterprise-wide network system with optimal bandwidth

servicing.

production engagement will be used as a showcase to our

students and at the same time, provides for student labora-

tory facilities supporting our academic services goals to-

wards effective and more meaningful hands -on training.

The foregoing interventions are aimed at increasing produc-

tivity of our agricultural production activities by at least 50

percent (e.g. from 2400 kg/ha to 3200 kg/ ha in rice seed

production, from current 3 ton per ha. to at least 5 tons per

ha., from 8 liters/day/head of dairy to at least 15 liters/day/

head, etc.); increasing enterprising net income from its cur-

rent level at 1.2 Million a year to at least 15 Million a year by

2016; increasing land utilization for productive income gen-

eration from its current 35% level to at least 90% by the end

of 2016.

The Governance and Administration will evolve an efficient,

seamlessly effective, transparent, and accountable adminis-

trative processes as ISU’s pivotal reform initiative to respond

to the call for Good Governance. It will seek for full technolo-

gy-enabled administrative processes by the end of 2016 and

a fully networked university by the end of 2019. With impend-

ing support and alignment with the Government’s Medium

Term Information Technology Harmonization Initiative

(MITHI), its e-Governance initiatives, and the University’s

planned investment in Information Systems and Technology

governance, these strategic goals are not so far-fetched.

Governance initiatives will endeavour to effect automation

in the various areas by the end of 2015

73

Quality assurance initiatives will be aggressively pursued to

improve processes and respond to good governance require-

ments of transparency, responsibility, and accountability

through adherence to ISO standards and Certification under

ISO 9000 s. 1998 by the middle of 2014 at the main campus

and eventually the whole university by the end of 2015. It is

envisioned that by the end of 2019 the whole university shall

have earned the higher level of certification with ISO 2004.

These initiatives are made in response to Administrative Order

161, s. of 2006.

Assess, plan, and implement an aggressive human resource

development initiatives to provide continuous improvement of

the capabilities of personnel and faculty as well as to be able

to advance personnel qualifications consistent or exceeding

government and quality assurance requirements. Increase the

percentage of Ph.Ds in the academic services sector from its

current status at 27% to around 50% by the end of 2019 and

reduce the number of non-masters degree holders to zero by

the end of 2019.

Reorganization and modernization of the University Planning

and Management Information Systems to enable it to effi-

ciently provide management information and planning ser-

vices throughout the University. This will entail the institution

of an information system and technology governance system

to address services automation, e-communications, educa-

tional technology, as well as research computing needs of

the University.

Empower, modernize and provide adequate administrative

support to the University’s External Relations office and

charge it to aggressively strengthen external linkages locally

and internationally for resource mobilization and sharing, ex-

changes, investors, donations, and endowments critical to

the University’s pursuit of quality and innovation along in-

struction, research and extension, production, and admin-

istration.

Evolve and adopt a more responsive planning, finance and

budget dynamics that ensures continuous and timely invest-

ment on critical and long term initiatives, equitably respond

and address the funding needs of various activities across the

university system and ably direct them to drive the attainment

of a set long term development goals in various areas of de-

velopment of the university. Such initiative will include the for-

mulation and implementation of socialized tuition fee structur-

ing models that takes into consideration the economic condi-

tions, program implementation cost, career choice, and other

considerations that impact the overall improvement of enrol-

ment (quality of students, students cost equity, differential

cost recovery, distribution across programs, etc.)

Draw out a comprehensive and long term physical develop-

ment plan for the whole university in the next 15 years and

direct current and medium term initiatives consistent with

such plans. This will include by not limited to a comprehen-

sive and dynamic land use plan, physical facilities develop-

ment and maintenance, as well as the development of stand-

ards

74

that shall define the quality and utility specification of

physical development initiatives in the entire university

that shall ensure sustainability and responsiveness of

these initiatives in the long term. Consistent with this is

the goal of improving the university facilities to its top

form by the end of 2019 as follows:

a) Buildings and Physical Facil i t ies Maintenance

b) Roads and bridges maintenance

c) Ground and landscape maintenance

d) Energy and Water Facil it ies maintenance

e) Transportation and motor vehicles

maintenance

f) Information systems and technology mainte-

nance

75

inform performance assessment. The following describes the

Strategic Monitoring and Evaluation System to guide the

implementation of the Strategic Plan.

Monitoring Progress – there will be two forms of peri-

odic progress monitoring interventions to be employed in this

plan. These are the quarterly and annual documentation re-

ports intended to monitor progress of program implementa-

tion against set program goals and objectives. Documenta-

tion and reporting is guided by Quarterly Monitoring

(ISUPMIS-QMF) and Annual Monitoring (ISUPMIS-AMF)

Forms. The quarterly reports provide for identification of

strengths and weaknesses of interventions and the rate of

progress towards the realization of quarterly targets – and

serves as short term periodic evaluation thereof. These

forms are found in Appendix B.3. The annual monitoring re-

port provides for a much more intensive and longer analysis

and appreciation of the extent, trends, and status of progress

toward annual targets and serves as the basis for annual

evaluation of progress as well as interventions and results,

and performance accountabilities. This is guided by accom-

plishment of the Annual Monitoring Form (Appendix B.4).

Quarterly and annual monitoring of progress provides opportu-

nities for the agency to identify

The execution of the key results area and strategic

goals is desired to bring about essential results resulting from

the university’s operations. These results are expected to

bring the university closer to achieving its Vision, Mission, and

Goals, by way of incremental gains along its thrusts as it im-

plements strategies to realize the set strategic goals. The im-

plementation of the strategic plan and its translations in vari-

ous departments and organizational levels of the University

will have to be objectively and constantly monitored and as-

sessed. As the implementing strategies and actions are deter-

mined in terms of annual (Appendix B.1), quarterly (Appendix

B.2), or even monthly plan of actions, monitoring and evalua-

tion mechanisms and strategies must be similarly designed to

provide continuing two way feedback mechanisms between

implementers and controllers to ensure the viability of the at-

tainment of interim or short term objectives, strategic goals, as

well as long term impacts.

The monitoring mechanism provides for the possibility

of continuing interim improvements in the implementing strate-

gies to further ensure the achievement of set strategic goals

resulting to an overall improved effectiveness of development

interventions. The system also provides for defining and enforc-

ing accountability over results and outcomes as well as to

76

greatest positive development impact as the organization

progresses toward the end of a major planning period. The

strategic plan terminal evaluation will come in the form of an

impact assessment. Its primary purposes is to be able to ob-

jectively measure the extent of achievement of the long term

strategic goals and its general impact on the life and condi-

tions or current context of the University as it relates to its

contribution to the lives of its client communities as well as to

regional and national development. It is powered by infor-

mation from accumulated documentations, and monitoring

reports (annual, midterm monitoring and evaluations).

Secondarily, but perhaps the more meaningful and

strategic purpose is that it serves as the stage for the com-

mencement of the new cycle in the University Planning

Model towards the crafting of a new situation assessment

and goal establishment processes for the organization.

Such an important assessment often times requires the em-

ployment of external experts to assist and facilitate the im-

pact assessment of the strategic plan. This will allow the

provision of fresh and objective appreciation of the progress

made against the goals and mission of the university and

the integration of fresh or new and objective insights as rec-

ommendations for future actions are made in the terminal

evaluation process.

variances from expectations, determinations of causes thereof,

as well as potential problems at the short term. At the same

time, it provides opportunity to plan and implement corrective

actions. Moreover, it also gives opportunities for management

to exercise informed decisions, judgments and initiate possible

changes in the courses of actions and strategic directions for

the organization.

The program progress monitoring will be coursed

through the hierarchies of the organizations with the facilita-

tion of the planning and management information offices in

these hierarchies.

Evaluation of Efficiency and Effectiveness – formal

and structured assessment of efficiency and effectiveness

of planned interventions towards attainment of mid-term

and long term strategic goals will be done at the interim and

terminal life of the Strategic Plan. The interim evaluation

will be done at towards the end of the third year of the stra-

tegic plan life. It is aimed at the identification of major and

persisting problems and weaknesses of program implemen-

tation with the end in view of designing major shifts from

usual interventions as well as opportunities to integrate ma-

jor shifts in development directions influenced within the

university or elsewhere in the regional, national, or interna-

tional levels. The mid-term evaluation serves as a pre-

impact assessment geared towards ensuring the possibil-

ity of achieving the

ISABELA SATE UNIVERSITY Board of Regents

HON. PATRICIA B. LICUANAN Chairperson, CHED

HON. ALEX B. BRILLANTES, JR. Commissioner, CHED & Chair-designate, ISU-BOR

HON. ALETH M. MAMAUAG HON. MARY ANNE ER. DARAUAY HON. URDUJAH A. TEJADA Vice Chair & President, ISU Regional Director, NEDA R-02 Regional Director, DOST R-02 HON. LUCRECIO R. ALVIAR, JR. HON. PIA S. CAYETANO HON. CONCHITA M. PALENCIA Regional Executive Director, DA R-02 Senator, Republic of the Philippines Private Sector Representative Chair, Committee on Higher Education, Arts & Culture House of the Senate, Represented by: DR. VIVIAN EUSTAQUIO HON. MARIA SOL A. FERNANDEZ HON. RAMON T. ROMULO HON. ANDRES M. BRUTAS Private Sector Representative Representative, Lone District of Pasig President, Supreme Student Council Fed. Chair, Committee on Higher & Technical Education House of Representatives

Represented by: ATTY. MICHELLE DIANA P. MANIWANG


HON. EDMUNDO A. OBIÑA President, ISU Faculty Federation Association

(June 2011-July 17,2013)

HON. HILDA A. MANZOLIM President, ISU Faculty Federation Association

(October 30, 2013-July 22, 2014)

HON. SALVACION L. JACINTO President, Alumni Federation

(July 27, 2012-February 17, 2014)

HON. JERICHO M. AGORILLA President, Supreme Student Council Fed.

(July 27, 2012-July 17, 2013)

HON. JOEL BAUTISTA President, Supreme Student Council Fed.

(July 18, 2013-2014)

http://en.wikipedia.org/wiki/%C3%91

UNIVERSITY OFFICIALS

Aleth M. Mamauag, Ph.D. President

Rufino B. Calpatura, Ph.D. Emilia A. Martinez, Ph.D. William C. Medrano, Ph.D. Vice President, Administration & Finance Services Vice President, Academic & Related Affairs Vice President, RDET Richard C. Ramirez, Ph.D. Ricmar P. Aquino, Ph.D. Jesus S. Palattao,Ph.D.

Executive Officer, Cabagan Campus Executive Officer, Cauayan Campus Acting Executive Officer, Ilagan Campus Quirino D. Parallag, Ph.D. Teodoro A. Reyes, Ph.D. Leon M. Gonzales, Ph.D.

Campus Administrator, Roxas Campus Cammpus Adminstrator, Jones Campus Campus Administrator, San Mateo Campus Saulo S. Aggabao, Ph.D. Wayne Sabado, Ph.D. Clarinda C. Galiza, Ph.D. Coordinator, Santiago City Extension Unit Coordinator, Palanan Extension Unit Campus Administrator, San Mariano Campus

Oscar C. Bangayan, Ph.D. Edmundo C. Gumpal, Ph.D. Campus Administrator, Angadanan Campus Director, External/International Affairs Exequiel M. Perez Ruby B. Sarmiento Robinson M. Perez, DPA

University Planning Officer University Board Secretary University Director, Administrative Services Edward B. Panganiban, Ph.D. John N. Cabansag, Ph.D. Vicente B. Mamauag

Director, Management Information System Executive Assistant & University Director, OSAS University Director, Land Inventory, Acquisition & Titling Gilda G. Niala , CPA Danie T. Sayo, Ph.D. Editha F. Ausa, Ph.D.

University Director, Finance Services University Director, Business Enterprise University Director for Instruction & QMR

Daniel S. Caluya Jesusimo L. Dioses Jane S. Raymundo University Director, Gen. Services & Infrastructure Director, ICT Infra University Administrator, QA & Deputy QMR

Elena S. Toquero, Ph.D. Nilo S. Padilla, Ph.D. Pastor V. Lopez, MD University Director, Culture & the Arts University Director Regional. Animal Sci /Vet Med. Lab University Director, Medical & Dental Services Ambrocia A. Gaffud, Ph.D. Jose P. Gallena, Jr.,DPA William R. Eustaquio, Ph.D. Director, Admission & Registration University NSTP Director University Sports Director & Dean, CAS Orlando F. Balderma, Ph.D. Pedrita N. Medrano, Ph.D. Agnes M. Ramos, Ph.D. . University Director ,Research & Development University Director, Extension & Training University Director, Internal Audit Services

Dante M. Aquino, Ph.D. Olive G. Beltran, Ph.D. Ruby A. Lumaban

University Director, KTM University Director, Socio-Cultural Affairs University Librarian


STRATEGIC DEVELOPMENT PLANNING PARTICIPANTS

FIRST STRATEGIC PLANNING WORKSHOP

January 23-24, 2013

Punta Amelita Garden, Resort

Cordon, Isabela

Dr. Aleth M. Mamauag

Dr. Mercedes D. Masipiquena

Dr. Relli C. Pableo

Dr. Rufino B. Calpatura

Mr. Vicente P. Mamauag

Mrs. Gilda G. Niala

Mrs. Jay P. Chy

Dr. Edwin F. Macaballug

Dr. Alfonso R. Simon

Engr. Alex M. Balubal

Prof. Orlando C. Babaran

Dr. Susan C. Vallejo

Dr. Ricmar P. Aquino

Dr. Juanito P. Rosini

Dr. Quirino D. Parallag

Dr. Clarinda C. Galiza

Dr. Leon M. Gonzales

Dr. Oscar G. Bangayan

Dr. Teodoro A. Reyes, Jr.

Dr. Saulo D. Aggabao

Dr. Francis N. Baleta

Mrs. Ruby B.Sarmiento

Mrs. Natividad Donato

Dr. Nilo E. Padilla

Dr. Editha F. Ausa

Dr. Ambrose Hans G. Aggabao

Dr. Helen C. Ramos

Mr. Exquiel M. Perez

Dr. Aida T. Villanueva

Mr. Alex B. Soriano

Mr. Joel M. Gumiran

Ms. Wilda Calapoto

Engr. Arnold Alburo

Dr. Edmundo C. Gumpal

Dr. Tomas C. Reyes

Dr. Ma. Theresa R. Aggabao

Dr. Janet B. Quilang

Dr. Nilda T. Aggabao

Dr. Richard C. Ramirez

Dr. Rimalu B. Serrano

Dr. Edwin I. Peru

Prof. Sherwin Mostoles

Dr. Florante A. Balico

Dr. William R. Eustaquio

Dr. Joel M. Alcaraz

Dr. Julpha M. Agustin

Dr. Quennie Joy B. Mesa

Dr. Eliza P. Dela Cruz

Prof. Edmelyn B. Cacayan

Dr. Robinson M. Perez

Dr. William C. Medrano

Dr. Pedrita N. Medrano

Dr. Orlando F. Balderama

Dr. Dante M. Aquino

Dr. Demetrio P. Anduyan Jr.

Dr. Precila C. Delima

Dr. Marino Romero


STRATEGIC PLANNING WORKSHOP & BENCHMARKING VISIT 2014-2019

July 9-11, 2014

SGI Tagaytay, Cavite State University, Batangas State University & Bulacan State University

Dr. Oscar G. Bangayan

Dr. Wayne Sabado

Dr.Saulo S. Aggabao

Dr. Robinson M. Perez

Dr. Danie T. Sayo

Mrs. Gilda G. Niala

Mr. Daniel S. Caluya, Jr.

Mr. Vicente B. Mamauag

Mr. Jesusimo L. Dioses

Dr. Agnes M. Ramos

Ms. Ruby B. Sarmiento

Mr. Exequiel M. Perez

Dr. Ramon D. Velasco

Dr. John N. Cabansag

Dr. Pastor V. Lopez

Hon. Conchita M. Palencia

Hon. Hilda Manzolin

Hon. Joel Bautista

Dr. Aleth M. Mamauag

Dr. Rufino B. Calpatura

Dr. Emilia A. Martinez

Dr. William C. Medrano

Dr. Edmundo C. Gumpal

Dr. Jesus S. Palattao

Dr. Ricmar P. Aquino

Dr. Quirino P. Parallag

Dr. Teodoro A. Reyes

Dr. Leon M. Gonzales

Dr. Richard C. Ramirez

Dr. Clarinda C. Galiza


Dr. Cesar B. Vallejo Engr. Villamor A. Balino

Ms. Charibel R. Sarte

Prof.. Oliveros M. Valiente

Dr. Primitivo S. Gatmen

Prof. Rosalinda S. Guingab

Mrs . Aida T. Villanueva

Dr. Orlando F. Balderama

Dr. Pedrita N. Medrano

Dr. Dante M. Aquino

Dr. Demetrio P. Anduyan, Jr.

Dr. Sherwin S. Rabana

Mr. Rommel Cristobal

Prof. Felicidad B. Agcanas

Dr. Precila C. Delima

Dr. Josephine C. Cristobal

Dr. Miladis M. Afidchao

Dr. Adora B. Ammugauan

Mrs. Kristine Mae C. Sadang

Dr. Oscar C Cardenas

Dr. Rimalu B. Serrano

Mrs. Rosalie C. Leal

Dr. Susan C. Vallejo

Dr. William R. Eustaquio

Mr. Mark Rennel D. Molato

Dr. Estrelita M. Pascua

Dr. Manuel Cabungcal

Dr. Eileen C. Bernardo

Mr. Warlito D. Antonio

Dr. Quennie B. Mesa

Dr. Editha F. Ausa

Dr. Joel M. Alcaraz

Dr. Ambrocia A. Gaffud

Dr. Edward B. Panganiban

Engr. Lalaine M. Nerona


STRATEGIC PLANNING WORKSHOP & BENCHMARKING VISIT 2014-2019

July 9-11, 2014

SGI Tagaytay, Cavite State University, Batangas State University & Bulacan State University

James Russel L. Salvador Layout Artist

Edward B. Panganiban, Ph.D. MIS Director

Rosalinda S. Guingab Publication Officer

Exequiel M. Perez University Planning Officer

Alex B. Soriano

Layout Artist

TECHNICAL WORKING GROUP

Primitivo S. Gatmen, Ph.D. Administrative Officer II

AMBROSE HANS G. AGGABAO, Ph.D. (University Director for Planning and MIS, 2012-2014)

2014 - 2019 S T R A T E G I C D E V E L O P M E N T P L A N 2014 - 2019 S T R A T E G I C D E V E L O P M E N T P L A N

Office of the President

2nd Floor Administration Bldg., San Fabian, Echague, Isabela, 3309 Philippines

Website: www.isu.edu.ph E-mail: [email protected]

Contact no.: 078-305-9013

EMILIA A. MARTINEZ, Ph.D. Vice President, Academic & Related

Affairs

ALETH M. MAMAUAG, Ph.D. University President

RUFINO B. CALPATURA, Ph.D. Vice President, Administration &

Finance Services

CONSULTANTS

WILLIAM C. MEDRANO, Ph.D. Vice President, RDET

HON. PATRICIA B. LICUANAN Chairperson, CHED

HON. ALEX B. BRILLANTES, JR. Commissioner, CHED & Chair-designate, ISU-BOR

HON. MARY ANNE ER. DARAUAY Regional Director, NEDA R-02

HON. URDUJAH A. TEJADA Regional Director, DOST R-02

HON. LUCRECIO R. ALVIAR, JR. Regional Executive Director, DA R-02

HON. CONCHITA M. PALENCIA Private Sector Representative

HON. PIA S. CAYETANO Chair, Committee on Higher Education, Arts & Culture

House of the Senate

HON. ANDRES M. BRUTAS President, Supreme Student Council Fed.

HON. ROMAN T. ROMULO Chair, Committee on Higher & technical Education

House of Representatives

HON. MARIA SOL A. FERNANDEZ Private Sector Representative

http://www.isu.edu.ph/

mailto:[email protected]

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