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General Mandate

Caraga State University shall primarily provide advanced education, higher

technological, professional instruction and training in the fields of agriculture and

environmental studies, fishery, engineering, forestry, industrial technology, education,

law, medicine and other health related programs, information technology, arts and

sciences and other related courses. It shall undertake research and extension services,

and provide progressive leadership in its areas of specialization.

Vision

A premier university known for academic excellence in science and technology,

agriculture, environment and natural resources, engineering, education and the arts

towards the sustainable development of Caraga Region

Mission

In pursuit of academic excellence, Caraga State University shall endeavor to

deliver the highest quality of instruction, research, extension and administration to

produce scientifically trained, technologically skilled, and morally sound individuals who

commit to an eco–friendly and healthy environment.

Core Values

Competence

Adaptability

Resourcefulness

Service – oriented

Unity

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THE CARAGA STATE UNIVERSITY

History

The university had its humblest beginning as an agricultural secondary school with a name

Agusan Agricultural High School (AAHS) in 1918. With the issuance of Proclamation No. 4 on

February 14, 1920 by the late Governor Francis Burton Harrison, it expanded in area with the

reservation of 230 hectares of virgin forest and two hectares of second–growth forest for school

operation in Barrio Ampayon, Municipality of Butuan, Province of Agusan del Norte. Forty–three

years after, the school was converted into an agricultural college as Northern Mindanao Agricultural

College (NORMINAC) on June 22, 1963 by Republic Act 3604, courtesy of the efforts of Honorable

Guillermo R. Sanchez, Congressman of Agusan.

On November 11, 1982, NORMINAC became the Northern Mindanao State Institute of Science

and Technology (NORMISIST) with the passage of Batas Pambansa 241 through the efforts of Mr.

Betty L. Hugo, the former School Administrator, and Honorable Assemblyman Antonio R. Tupaz. This

conversion signified broadened responsibilities and opportunities for the institution under the

leadership of its first President, Engr. Alberto M. Villares. In 1997, further conversion of NORMISIST

into a state university was initiated and with the help of Congresswoman Charito B. Plaza, House Bill

240 was approved and endorsed unanimously by the Committee on Education of the House of

Representatives. However, its pursuit was heavily encumbered with transition–related circumstances,

which consequently held the conversion of the bill into a law in abeyance.

In 2000, NORMISIST was merged with the Northern Mindanao College of Arts, Science and

Technology (NMCAST), with the latter as the satellite campus of NORMISIST. In similar year, a

refilling of another House Bill was made during the 11th Congress converting NORMISIST with seven

other State Colleges in Caraga Region into a State University System under the authorship of

Congressman Leovigildo B. Banaag and Atty. Roan Libarios, Representatives of the 1st and 2

nd

Districts of Agusan del Norte, respectively. Particularly, it was in the term of Dr. Joanna B. Cuenca, the

5th President of NORMISIST, that House Bill 5110 was approved, formally converting NORMISIST

into Caraga State University (CSU) with amendments based on the Commission on Higher Education's

(CHED) recommendations.

Republic Act No. 9854 was signed into law by Her Excellency Gloria Macapagal–Arroyo on

December 16, 2009. The act enunciated the establishment of Caraga State University as the merging of

two campuses: NORMISIST of Butuan City and NMCAST of Cabadbaran, Agusan del Norte, with the

former as the main campus. The university was publicly launched on February 18–19, 2009 with Dr.

Joanna B. Cuenca as its 1st President. Through the years, the university underwent several streamlining

processes to fit its programs and services with the changing demands. It continues to endeavor for

excellence in the areas of instruction, research, extension and production for regional and national

development despite resource limitations. Specifically, it has started to make distinguishable imprints

in the academic landscape through top–notch performance in licensure examinations in forestry,

electronics and communications engineering, agricultural engineering, and geodetic engineering.

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The University's Flagship Programs

To find the areas where the university can optimize its academic responsibilities for its mission

in Caraga Region, a program review and streamlining exercise was undertaken. It defined and staked

on four flagship programs that would unify the principles and aspirations of the university. The process

circumscribed a consultative procedure, starting with the realization of the need to focus a wide range

of academic activities to a vantage point where the university can operate with efficiency, economy and

impact. This vantage point is embodied in programs that the university has sure capability and

commitment to seal with.

The rationalization of academic services towards the university's mandates was primarily

prompted by the growing consciousness about the disparity between the responsibility of the university

and the available resource stock to use. With the aegis of the university’s Board of Regents (BOR), the

flagship program scheme came about and the programs of Environmental Science, Agriculture and

Natural Resources, Geodetic Engineering and Technology, and Natural Sciences and Mathematics

were considered as the university's flagships. These programs were identified based on the academic

strengths of the university, specifically on curricular programs, faculty, facilities, national competency

and licensure examination performance, and institutional agenda.

The aforementioned programs are envisaged to provide reasonable synergistic mechanisms

where all academic programs could acquire key roles in the delivery of quality and holistic academic

services to produce the right individuals for Caraga's development agenda. This is timely with the

prevailing concerns across global economies being associated mainly with technological advances and

climate change. In the ensuing years, these programs are banked on to project appropriately the model

image of the university, where science–based solutions are produced to strike the best balance between

nature and progress.

Milestones in Academic Services

Albeit young as barely two years old from the date of its launching, the university is able to

develop, through years of experience, qualities that have quite reinforced the sources of its strengths.

These qualities have been products of years of constant adherence to standards of distinction in

instruction, research and extension as well as consciousness of its vision, mission and service to Caraga

Region.

Macro Development Agenda

The macro development agenda of the university is an offshoot of rigorous deliberation as to the

university's directions and aspirations in the use of resources towards its mandates. In view of the

university's responsibilities to Caraga Region and the challenges it may face in the future, it has laid

down the following agenda to streamline its academic operations with respect to its mandates:

1. Streamlined Academic Programs and Competitive Academic Performance – The university

aims to deliver through its academic programs the best possible training for competitive human

capital development in response to the manpower and entrepreneurial needs of Caraga Region

and beyond.

2. Forward–looking Research Development and Extension/Advocacy Programs – It is an

ambitious goal of the university to embark on RDE programs that will provide breakthrough

solutions, resulting to the creation of new products, processes and markets.

3. Efficient Resource Generation and Fiscal Management – Adequate resources for the various

programs of the university have been a long–time predicament. Conscious of its unproductive

consequences, the university wishes to devise ways of improving its income streams and of

instituting optimum use of its resources.

4. Responsive Quality Assurance System – Vital in providing the requisites for competitive

performance, the university aims to maintain an efficient system of quality management to

ensure stakeholders of quality programs and services from the university.

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5. Proactive and Productive Linkages – Linkages provide practical strategies to promote the

programs and services of the university despite resource constraints. Given this, it is committed

to expand and nurture these linkages to pursue the mission of the university in service to Caraga

Region and all other regions that are reached by the science interventions of the university.

6. First–rate Infrastructure System – The delivery of programs and services of the university for

competitive academic and RDE performance has been always challenged by the lack of

adequate infrastructure system. However, with respect to competitive quality performance, the

university aims to acquire first–rate infrastructure systems by exhausting all possible means to

facilitate the process.

7. Responsible Institutional Management and Governance – The university believes in responsible

management as a major factor to institutional success. In pursuit of making a difference through

service, it aims to strengthen its management capability to institute the necessary mechanisms

promoting greater accountability for this aspect.

Curricular Programs Addressing the National and

Regional Development Agenda

The edge of the curricular programs of Caraga State University (CSU) is defined in their

relevance to the development issues and agenda in Caraga Region – the university’s major area of

responsibility as far as target beneficiary is concerned. Not only that, consciousness of the university on

the development setbacks across the nation helps ensure almost perfect congruence to the academic

strategies and science–based solutions to these issues. This particular attribute is evident in comparison

with major reports emanating from the Philippine Medium–term Development and Investment Plans

and the Regional Development Agenda of the National Economic and Development Authority

(NEDA). Such reports acknowledge the extensiveness of natural resource abundance particularly in

Caraga Region, yet with increasing apprehension over the years on the rate and ways the natural

resources are exploited for economic uses. Cognizant of the programs’ relevance to such issues, Caraga

State University has associated its intervention pathways with academic courses streamlined under a

flagship system. In the process, it tries to advocate the best possible balance between progress and

nature by contributing to the science of doing it.

Dedicated to its mission, Caraga State University has always made certain that, as conveyors of

science interventions, the thrusts and issues of the region and of the country are of utmost concern.

With this, the curricular review of the university places great importance on long–term contributions to

regional and national agenda advocating environmental conservation, which entails thorough analysis

on the foundation courses to provide the right education to the trainable youths in Caraga Region and

beyond. These curricular programs are as follows:

Caraga State University (CSU) Main Campus, Ampayon, Butuan City College of Agricultural Sciences and Natural Resources

Department of Agricultural Sciences

Graduate Studies

Master of Science in Crop Science (MS Crop Sci)

Undergraduate Degree Programs

Bachelor of Science in Agriculture Bachelor in Agricultural Technology

Department of Natural Resources

Undergraduate Degree Programs

Bachelor of Science in Forestry Bachelor of Science in AgroForestry

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College of Arts and Sciences

Department of Mathematics

Graduate Studies

Doctor of Philosophy in Mathematics Education (PhD MathEd) Doctor of Philosophy in Mathematics (PhD Math) Master of Science in Mathematics(MSMath)

Undergraduate Degree Programs

Bachelor of Science in Mathematics, Open Option (BS-MATH) Bachelor of Science in Mathematics, Major in Computer Mathematics (BSMATH-COMPMATH) Bachelor of Science in Mathematics, Major in Applied Statistics

Department of Languages and Social Science

Department of Natural Sciences

Graduate Studies

Master in Environmental Management (MEM)

Master of Science in Biology (MSBio) - Morphology, Taxonomy, Genetics, Ecology, Physiology

Undergraduate Degree Programs

Bachelor of Science in Biology

Bachelor of Science in Environmental Science

College of Engineering and Information Technology

Department of Engineering

Undergraduate Degree Programs

Bachelor of Science in Electronics Engineering (BSEcE) Bachelor of Science in Geodetic Engineering Bachelor of Science in Agricultural Engineering Bachelor of Science in Mining Engineering (New) Associate in Mining Engineering (AME)

Department of Information Technology

Graduate Studies

Master of Science in Information Technology (MSIT)

Undergraduate Degree Programs

Bachelor of Science in Computer Science Bachelor of Science in Information System (New) Bachelor of Science in Information Technology Diploma in Computer Technology

College of Science Education

Graduate Studies

Doctor of Philosophy in Science Education(PhD SciEd) Doctor of Education (Ed.D.)

- Educational Management Master of Science Education (MSciEd), Major in

- General Science - Secondary Math - Chemistry - Elementary Math - Biology – Physics Master of Arts in Education (MAED)

- Educational Management, Health Education, English Language Teaching, Teaching Reading and Literature,

Guidance and Counseling

Undergraduate Degree Programs

Bachelor in Secondary Education, Major in Mathematics Bachelor in Secondary Education, Major in Biology Bachelor in Elementary Education, Major in Mathematics Bachelor in Elementary Education, Major in Science CSU Laboratory High School

Diploma in Teachers Certificate Program

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Caraga State University (CSU) Cabadbaran Campus (NCC), Cabadbaran City, Agusan del Norte Department of Engineering and Information Technology (DEIT)

5-Year Course:

Bachelor of Science in Electrical Engineering

4-Year Courses:

Bachelor of Science in Information Technology (BSIT)

2-Year Course

Diploma in Computer Technology (DCT)

Department of Tourism Services (DTS)

4-Year Courses:

Bachelor of Science in Hotel and Restaurant Management (BSHRM)

Bachelor in Food & Beverages Service Management (BFBS)

Bachelor in Tourism Technology (BTT)

Department of Industrial Technology and Teacher Education (DITTE)

4-Year Courses:

Bachelor in Automotive Technology (BAT) Bachelor in Garments Technology (BGT) Bachelor in Architectural Drafting Technology (BADT) Bachelor in Industrial Arts Education (BIAE) Bachelor in Civil Technology (BCT) Bachelor in Electrical Technology (BELT) Bachelor in Refrigeration & Air Conditioning Technology (BRACT) Bachelor in Electronics Technology (BELX) Bachelor in Technical Teacher Education (BTTE) - Major in Architectural Drafting (BTTE-AD)

Automotive Technology (BTTE-AT)

Civil Technology (BTTE-CT)

Electrical Technology (BTTE-ELT)

Electronics Technology (BTTE-ELX)

Food Technology (BTTE-FT) Garments Technology (BTTE-GT)

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Increasing Enrolment in the University as Increasing

Appreciation of Its Academic Services

The enrolment status of the university is increasing over the past five years. By semester, the

enrolment data are uptrend as shown in Figure 2, where a regular up and down enrolment pattern can

be also observed. The university has such pattern every academic year because of its admission and

retention policies and voluntary dropout cases. As practiced, it admits students to maximum capacity

every first semester, taking into account the teaching force and facility requirements behind every

academic program. During the same period, the selective retention policy takes effect where academic

evaluation is standardized to ensure quality students for the entire stretch of academic training. Those

who cannot fulfil the standards are advised to either shift to other programs or in some cases to other

academic institutions. Although the university aims for excellence in academic performance, it cannot

do away from such practice to provide equal opportunities to trainable youths in the region. This with

voluntary dropout cases due to financial difficulties and other reasons largely explains why second

semester’s enrolment is lesser than that of the first.

The increasing enrolment in the university is shared among the colleges and the academic

programs. A considerable increase in enrolment is observed in the College of Engineering and

Information Technology (CEIT) particularly in 2009 when the university was officially recognized

through RA 9854. The said college has been producing top–notch graduates in Geodetic Engineering

since 2007 where the university passing rates sometimes exceed the national passing rates. It is a strong

college that has been performing well in licensure exams for engineering courses (Geodetic

Engineering, Electronic and Communications Engineering, and Agricultural Engineering). The College

of Agricultural Sciences and Natural Resources comes second, which has been producing competitive

graduates in forestry particularly. In fact, the recent licensure exam for forestry has made the university

the 5th top–performing school throughout the country. Lastly, the College of Science Education has the

third largest enrolment in the university, while the College of Arts and Sciences has the least. The

overall uptrend in enrolment may indicate increasing appreciation of CSU’s existence in the region.

However, with the adverse implications of continuous increase in enrolment on the university’s

resources, the most recent enrolment has been curbed by the imposition of higher admission standards.

Figure 2. Enrolment Trend of the University (1st semester 2006 – 1

st semester 2011

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Stronger Faculty in the University

Every year the university sends out faculty members for advanced studies in their chosen fields

of specialization/discipline and schools, with particular bias on delivering institutions identified by the

Commission on Higher Education (CHED) if the school of choice is within the country. This practice

helps ensure quality training that faculty scholars would receive and consequently provide to students

by the time of their return. The past year is perhaps among the times of bounty in terms of returning

faculty scholars for the university. With the return of the faculty scholars trained in leading universities

such as the University of the Philippines, Ateneo de Manila University, Leyte State University, Central

Mindanao University, Xavier University and Mindanao State University, the delivery of the various

academic services in CSU would considerably improve. For the recent period, the returning faculty

scholars are distributed between the College of Agricultural Sciences and Natural Resources (CASNR)

and the College of Arts and Sciences (CAS). This in turn implies stronger faculty for the agriculture

and forestry courses in CASNR and for the natural science courses in CAS.

Increase in Ph.D. and MS holders have particular significance in the pursuit of quality and

competitive education to be the premier institution of higher learning in the nation. To further the

strength of the faculty in the university, more faculty members are encouraged to advance their degrees

on scholarship and as such some scholars are due for further studies in other countries this year. Faculty

strength is also developed through participation in training–seminars and RDE activities here and

abroad. Notably an increasing number of faculty members have been able to join in international

training courses and conventions where they were made to present their research outputs and forge

linkages with members of the scientific communities abroad.

RDE Programs Attuned to Regional and National Agenda

of Environment for Sustainable Development

Constant tuning in to the development issues and agenda in the region and in the country has

also made the university RDE programs fine–tuned to the core of addressing the major barriers of

sustainable development. The university has especially identified a holistic paradigm of delivering

science–based interventions to influence today’s utilization of natural resources that are mostly

nonrenewable and to ensure sustainability of these resources for future generations and for retarding

climate change impacts. The five–pronged paradigm of the university’s RDE captures the elements to

which the interventions are aimed to institute the desired changes in societies’ practices not friendly to

the environment in particular. The RDE agenda of the university has programs that directly address the

seemingly global environmental concerns and these programs are as follows:

RDE for Environmental Conservation and Management

RDE in Support to Forestry, Agriculture, Mining and Ecotourism (FAME)

Support to Forestry, Agriculture and Fisheries Modernization

Support to Industry Requirements

Support to Ecotourism

RDE for Basic Researches in Mathematics, Natural Sciences, Engineering and Information

Technology

RDE for Enhancement of S&T Education

RDE for Enhancement of Appreciation in Social Sciences and Languages

Sustainable Lowland and Upland Resources Development Towards Hunger Mitigation and Job

Creation

The university fervently believes in the role of the environment to development and has a vision

it wants to impart to the region about how it should be preserved without compromising development.

With this vision, the university has struck well the vision of other concerned agencies over the nation to

rally behind similar cause. This has particularly made the RDE programs well assimilated to today’s

concern not only in the region, or in the country, but also over the world. Essentially, these programs

are dovetailed at the grassroots because similar university stance is reverberated in what is professed

within the halls of university education.

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Constantly Expanding Linkages

With the participation of the university constituents in various local and international human

development activities, linkages have been expanded. Over the years, a considerable number of

agencies across the country and other nations have been able to forge formal alliance with the

university to pursue educational/cultural exchange and collaboration in RDE activities. This has helped

much in pushing further the frontier of the university in terms of capability to respond to pressing

concerns in academic and RDE responsibilities. In fact, linkages have been credited in the improving

status of development in the university, for without them it would take several years for such

development to be visible. The following are the agencies with which the university has established

formal linkages:

International

Food and Fertilizer Technology Center of Asia and the Pacific (FFTC-ASPAC), Taipei, Taiwan National Pingtung University of Science and Technology (NPUST), Pingtung, Taiwan National Biotechnology Center (BioTech), Bangkok, Thailand Council of Agriculture of Taiwan (CoA) Manila Economic and Cultural Office (MECO), Taipei, Taiwan International Rice Research Institute (IRRI) University of New South Wales Nanyang Polytechnic of Singapore

National Department of Science and Technology (DOST) Philippine Council of Agriculture, Forestry and Resources Research and Development (PCARRD) Philippine Council for Health Research and Development (PCHRD) Department of Agriculture-Bureau of Agricultural Research (DA-BAR) Department of Agriculture-Agricultural Training Institute (DA-ATI) National Research Council of the Philippines (NCRP) Ilocos Agricultural Resources Research and Development Consortium (ILARRDEC) Cagayan Valley Agricultural Resources Research and Development (CVARRD) Central Luzon Agricultural Resources Research and Development (CLARRDEC) Highland Agricultural Resources Research and Development Consortium (HARRDEC) Southern Tagalog Agricultural Resources Research and Development (STARRDEC) Bicol Consortium for Agricultural Resources Research and Development (BCARRD) Western Visayas Agricultural Resources Research and Development (WESVARRDEC) Central Visayas Consortium for Integrated Resources Research and Development (CV-CIRRD) Visayas Consortium for Agricultural Resources Programs (VICARP) Western Mindanao Agricultural Resources Research and Development Consortium (WESMARRDEC) Northern Mindanao Consortium for Agricultural Resources Research and Development (NOMCARRD) Southern Mindanao Agricultural Resources Research and Development Consortium (SMARDDEC) Cotabato Agricultural Resources Research and Development Consortium (CARRDEC) Commission on Higher Education (CHED) Philippine Association of State Universities and Colleges (PASUC) Philippine Agroforestry Extension and Research Network (PAFERN) Philippine Rice Research Institute (PhilRice) Institute of Electronics Engineers of the Philippines Philippine Computing Society Java Education and Devt. Institute Microsoft, Philippines Hitachi GST Geodetic Engineers of the Philippines Philippine Society of Agricultural Engineers (PSAE) Philippine Society of IT Educators (PSITE) Philippine Society of Mining Engineers Institute of Electrical Engineers of the Philippines (IEE) Philippine Institute of Civil Engineers (PICE) Commission on Information and Communications Technology (CICT) Manila Mining Corporation Super Trade Interprises PHILSAGA, Inc. Mindoro Resources Limited (MRL) Mines and Geosciences Bureau (MGB) Technical Education and Skills Development Authority (TESDA) University of the Phililippines

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Regional Caraga Consortium for Agriculture, Forestry and Resources Research and Development (CCARD) Caraga Center for Environmental Studies and Management (CCESM) Department of Agriculture Regional Field Unit 13 (DA-RFU 13) Department of Environment and Natural Resources -13 (DENR 13) National Economic and Development Authority-13 (NEDA 13) Department of Health-13 (DOH-13) Department of Social Works and Development-13 (DSWD-13) Department of Tourism 13 (DOT-13) Department of Interior and Local Government-13 (DILG-13) National Irrigation Administration-13 (NIA-13) Philippine Rice Research Institute-Agusan (PhilRice-Agusan) Philippine Coconut Authority 13 (PCA-13) Fiber Development Authority 13 (FIDA-13) Surigao del Sur State University (SDSSU) Surigao State College of Technology (SSCT) Agusan del Sur State College of Agriculture and Technology (ASSCAT) Surigao del Norte College of Agriculture and Technology (SNCAT) Sandayong Foundation Inc. (SFI) Agri-Aqua Development Coalition (AADC) Filipinas Palmoil Industries Inc. (FPII) Department of Science and Technology-Caraga (DOST-Caraga) Caraga Health Research and Development Consortium (CHRDC) Saint Joseph Institute of Technology (SJIT) Father Saturnino Urios University (FSUU) Butuan Doctors’ College (BDC) Butuan Doctors’ Hospital (BDH) MJ Santos Hospital Holy Child Colleges Butuan City Medical Center Commission on Higher Education–Region 13 (CHED-13) Local Government of Butuan City and Brgy. Ampayon, Butuan City Department of Trade and Industry 13 (DTI-13) Brgy Dumalagan, Butuan City Municipality of Buenavista Civil Service Commission (CSC) Department of Education 13 (DepEd-13) Department of Education (Butuan City Division) Department of Education (Agusan del Norte) Caraga Region Engineering, Architecture and Technology Educators (CREATE) Caraga ICT Council Caraga Chamber of Mines SR Metals

THE CHALLENGE AHEAD

Republic Act 9854 otherwise known as An Act Establishing the Caraga State University in the

Caraga Region by Integrating the Northern Mindanao State Institute of Science and Technology

(NORMISIST) in Ampayon, Butuan City and the Northern Mindanao College of Arts, Science and

Technology (NMCAST) in Cabadbaran, Agusan del Norte is categorically a boon to Caraga Region;

but a boon fraught with herculean challenges. The conversion in 2009 has definitely made drastic

improvements specifically in the institutional atmosphere. With the elevated status, boosts to the

university's prestige and opportunities would flow in due to the informed masses of people and

organizations about the university's capability along the flagship programs: Environmental Science,

Agriculture and Natural Resources, Geodetic Engineering and Technology, and Natural Sciences and

Mathematics.

However, the present stock of resources seems not to allow the university to provide easily the

excellent services sought to backstop the flagship programs, as foremost the said resource stock is

meager and inadequate. This is a deplorable fact inasmuch as academic excellence is imperative but

costly; the university has a limited way for a providential backstop. However, in terms of manpower

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relative to most of the university's mandates, CSU does not have much to brood over the development

of its faculty for the various programs as a result of previous initiatives. Most of those sent for

advanced studies in the CHED's delivering institutions were in the natural sciences such as

mathematics, chemistry, physics and biology; the rest were in applied sciences such as forestry,

agricultural economics, animal science and environmental science.

Earlier, the return of the faculty sent for graduate studies was reported to have enhanced the

academic capability of the university relative to the flagship programs. However, the physical support

to the returning faculty who wish to endeavor in basic research is grossly challenged. A number of

science laboratory facilities are actually unavailable to embark researches along that aspect.

Particularly, if the university is left to itself, the likelihood of performing those researches will be

farfetched. The university trusts in basic research as a potential source of competitive advantage,

because such can lead to the production of new products and technologies, which will eventually

provide the university more markets for its knowledge products and services.

Current linkages are practically of little help to address the inadequacy of laboratories in the

university; all the more with budget, which is the root cause of all current constraints. The dearth in

budget coupled with the inability of the university's resource generation to cope with the financial

requirement of the desired academic services proves to be the biggest thing to hurdle ahead. It is

therefore a stupendous challenge for the university not to be entrapped in the problem of budget deficit.

Without adequate financial resources, the university may be trying to no avail to attain academic

excellence. However, there are already alternative approaches through which the university can address

the budget issue one step at a time.

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THE STRATEGIC PLANNING PROCESS

The Caraga State University (CSU) is an institution of higher learning, which places highest

stake and commitment on excellence. By virtue of its mandates in RA 9854, it is challenged to make a

difference in Caraga Region that happens to be among the poorest regions in the country. Republic Act

9854 embodies the law creating the university with the prospect of retooling it under new and tougher

challenges, whereby the present capacity and untapped potential have to be harnessed in preparation for

strategic advantages. Two years of full–gear university operation may present a great deal of

uncertainty with a promise of inevitable growth, should the university continue to adhere to its highest

standards of integrity and efficiency. In fact, today's events show diminishing semblance as before with

the soaring expectations from its stakeholders. However, for a future earmarked with distinguishable

accomplishments, the university has to contend with all these elements to put into the right perspective

its growth consistent to its ideals and principles.

The strategic planning process is the university's pathway to developing a tangible blueprint on

how it wants to perform its tasks with respect to its vision, mission and aspirations. The process would

basically assist the formulation of this blueprint to establish the right guide for future actions. On

August 19–20, 2011, the process of crafting the strategic plan for the university took off with a

contingent of university officials, members of the Board of Regents and representatives from faculty

and staff, alumni and student organizations. The process is identified as follows:

Figure 3. The Strategic Planning Process

The review of vision and mission of the university provides the opportunity to analyze these

statements against current aspirations and intentions. Recasting these vision and mission may lead to an

approach where its global agenda may be emphasized with respect to breadth of excellence and

collaboration in instruction, research, extension and resource generation. The university believes that

transnational presence engender substantial competence and merit, through which its desired level of

institutional capability can be reached. With the help of core values, the right attitude towards such

aspiration can be instituted considerably and properly.

However, the university needs to be conscious of its internal and external environments to

determine the possibility of reaching its targets. It has to define its strengths, weaknesses, opportunities

and threats, as these are the factors that would determine the probability of success for the university.

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In this respect, the goals and objectives have to be formulated based on the defined internal and

external attributes of the planning environment. Such would set the path the university wishes to tread

on by means of future engagements. Then, strategies have to be identified to serve the general

framework of moving towards the ultimate goals. Central to the planning process are these strategies

that are going to provide the specific actions leading to the attainment of the university goals.

THE STRENGTHS, WEAKNESSES, OPPORTUNITIES

AND THREATS OF THE UNIVERSITY

Over the years, Caraga State University (CSU) is evolving in the delivery of academic services

in Caraga Region and is trying to take the lead in this aspect. The impetus of doing so is embedded in

its commitment and aspiration as a crucible of multi–talented individuals capable to embark programs

and services that can bring about desired changes in the region. For this sake, the university beckons

logical steps of realizing and harnessing its strong and weak points relative to available opportunities

and threats to achieve optimal results from investments of efforts. This is because, with respect to its

environment, it only has limited capacity to turn events to its favor however it wishes. (Please see the

attached matrices for the SWOT details by function.)

Major Strengths

The main strength of the university is its human resources particularly the faculty in its colleges

such as the College of Engineering and Information Technology (CEIT), the College of Agricultural

Sciences and Natural Resources (CASNR), the College of Arts and Sciences (CAS), and the College of

Science Education (CSE). In addition, the impact of the university’s faculty development program has

come to present a stronger faculty force for these colleges. The past three years or so usher the return of

many faculty scholars trained in the leading universities of the country and increasing participation of

the faculty in various transnational academic programs. Not only that, the personnel recruitment

program has also selected new faculty members of high caliber in their respective disciplines. By

contagion, cultures from the graduate universities of the returning scholars have come to shape them

better; with which they vow to infect the university to make it able to sprint for noteworthy

achievements. Presently, the faculty provides substantial support to instruction, research, extension and

production functions of the university.

The recent proclamation of its flagship programs – where Environmental Science is a part– is

also a major strength of the university. The adoption of the said programs is considered a strategic

decision since it can take effect the wanted streamlining process that would put the limited resources of

the university to optimal use. Specifically, Environmental Science as a flagship program is seen apt

under the circumstances that Caraga Region nestles the Timber Corridor of the country and is within

the biodiversity hotspot of Eastern Mindanao Biodiversity Corridor (EMBC). Besides, the university

professes through its academic and advocacy programs the best possible balance between nature and

development, sanctifying it without compromising the other. The science of doing so is what the

university commits to uphold with the increasing importance of Environmental Science across the

region and the world due to issues on climate change. The other flagship programs are potential sources

of opportunities for the university as they can address pressing issues on innovation and development.

Support to the thrusts of the current administration under His Excellency President Simeon

Benigno Aquino III is resonated in the curricular programs of the university. However, by tradition,

these programs are always seen to embody the areas in which the university can do its share in

addressing issues and concerns at any spatial consideration – regional, national or international. This

particularly forms another strength of the university, in which the curricular programs are always

aligned to long–term sustainable development agenda. The programs’ alignment has been established

through analysis and anticipation with respect to trends documented by scholarly works and reports of

reputable agencies. The IT competence of the university has helped along, in accessing adequate basis

for ensuring the relevance of the curricular programs of the university. IT in CSU is specifically

increasing in capability with the help of private–public partnership, where Hitachi plays the lead role in

the university’s IT development through its donation of a first–rate IT laboratory.

Linkages are another source of strength for the university because they push its frontier to

accomplish its services despite meager resources. Basically, they provide rich alternatives to the pursuit

15

of academic programs and services in behalf of the university’s development agenda for Caraga

Region. The university sometimes goes to great lengths in order to foster stronger and increasing

linkages at varying spheres. Particularly, the university is fortunate with the opportunity to host the

Caraga Consortium for Agriculture, Forestry, and Natural Resources Research and Development

(CCARRD). The consortium has facilitated for years the linkage of the university to other institutions

across the country and overseas, and has been instrumental in capacitating the university faculty to

engage in scholarly works with external funding. The Caraga Center for Environmental Studies and

Management (CCESSM) has equally boosted the capability of the university through further linkage

and promotion of academic services.

Major Weaknesses

The inadequacy of academic resources and infrastructure is pronounced in the university. Many

aspired academic pursuits are decimated, halted and evaded because of it. Owing to similar limitation,

some opportunities have been stymied, making other institutions able to benefit from the situation. This

is even true to some faculty members who cannot be offered with plantilla positions because of the

inability of the university to influence DBM to release plantilla positions to fill the gap of faculty

support for academic programs. Although there is a vast land resource available for productive

undertakings, its current utilization is still not enough to catch up with the financial requirement to put

up the needed faculty and infrastructure and to acquire the rest of the necessary academic resources.

This inadequacy has depressingly constrained the university’s functions especially the RDE.

Equally, overloaded workforce is a constraint in university operations. The faculty specifically

has already been spread thinly over the various functions as they are expected to engage in the quad

functions of instruction, research, extension and production. In instruction, the faculty already holds

more than one or up to five preparations with equivalent units numbering beyond 18 units. This

situation is counterproductive for the university since other functions are compromised. However,

output evidences from other functions such as research, extension and production are sought after and

given greater weights in accreditation processes and evaluation surveys aimed to standardize academic

operations and services.

Absence or no proper definition of guidelines and process flows hampers university operations

as well. This has been clamored by most constituents in the university because of issues on delay and

accountability. Some equipment and facilities, for instance, have confusing guidelines as to who must

be directly responsible for them specifically their maintenance, where some equipment must be stored,

and where maintenance funds should be taken. This case of no proper guidelines sometimes results to

unaccounted losses of university properties. Meanwhile, there are process flows in the university that

are counterproductive because of highly–bureaucratic steps. Long period of waiting from these

processes also causes dissolution of opportunities and loss from withdrawal of initial operations. It

badly affects the collaborative RDE undertakings.

Major Opportunities

CSU is confronted with opportunities brought about by the presence of agencies that invite

RDE proposals and collaboration. (Please see the list of national linkages for this part.) For years, the

university has used these agencies to continually undertake RDE projects in the region despite resource

constraints. Some of these agencies have been tapped in the faculty development program as source of

scholarships for overseas training along the agencies’ priority areas. The presence of these agencies has

particularly provided substantial leverage and confidence for the university to continue with its pursuits

in the region. Besides, the region has been identified by the university as its wide laboratory field, an

affirmation to the university’s commitment to explore with development programs for the region.

The flagship program on Environmental Science has ushered more opportunities for the

university because of stronger identification with ES and the increasing number of industries that have

environmental concerns in the region. For the past five years, mining industries have grown into a

massive scale. Such growth is attributed to the open mining policy adopted among the local

government units in the region. Along this aspect, the university can have the opportunity to lead in

environmental advocacy, where other agencies are ready to collaborate to pursue similar effort.

16

Environmental Science, as a flagship program of the university, also aligns with the fifth pillar of the

social contract with the people, which is a component of the presidential agenda at present.

Major Threat

Brain drain is a major threat to the university. The issue is caused by the inability of the

university to keep its talented faculty within its domain by providing them plantilla positions and

standard remuneration. The current financial difficulty largely prevents the university from doing it.

But not addressing it the soonest would impact the university with greater losses from erosion of

opportunities. With inevitable competition with other academic institutions, brain drain would have an

adverse compounding effect to the confidence of the university to confront such competition.

17

Table 1. Strengths, Weaknesses, Opportunities and Threats of Instruction, Caraga State

University, 2011.

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Inst

ruct

ion

Strong faculty profile

in environmental

science and other

curricular programs

(core and affiliate)

Limited permanent plantilla

positions for faculty Many faculty members

with advanced degrees are

designated in some

administrative positions,

giving less time for them to

handle courses

More incentives can

be generated from

professorial chairs

and/or grants which

the university can

facilitate Funding opportunities

for Research and

Extension from

various external

sources

Brain drain No assurance or

security of job

assignment due to lack

of tenure

Strong faculty

development and

recruitment program

Most of the faculty holds

more than 3 preparations Academic ranking and

salary grade classification

not commensurate to

faculty qualification

Available and

accessible faculty and

staff development

program and training

for professional

growth (even for students) sponsored by

various agencies

Economic instability

Equipped w/ relevant

and updated

laboratory facilities Strong IT competence State-of-the-art IT

laboratory facility

No permanent plantilla

positions for technicians Lack of laboratory facilities Faculty-student ratio for laboratory class does not

conform to the CMO

requirements Insufficient funds for repair

and maintenance of

academic facilities

Funding agencies have

a growing interest in

Mindanao

Flagship program is

in line with the

President’s KRA

(social contract) and

CSU’s vision and

mission

Lack of community

awareness about some

disciplines Need for reorientation to

environmental science

paradigm (affiliate) Not at par with other SUC’s

in terms of influence and

popularity in the region

CSU is the base

agency for the Caraga

Center of

Environmental

Science and

Management

(CCESM) and

CCARRD

CSU’s curricular programs are aligned

to the development

agenda at the local,

regional, national and

international levels

Undocumented endeavours on academic consultancy

A significant number of mining industries in

Caraga (PCO) Timber corridor of the

country A potential

biodiversity hotspot

due to expanded

mining area and

population growth Presence of potential

ecotourism sites Persistence of

environmental

problems in Caraga Caraga is part of the

growth area in

Mindanao and in the

Philippines High endemism in

biodiversity

18

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS In

stru

ctio

n

The academic

programs satisfy the

CMO curriculum

requirements in terms

of course offerings

Total number of courses in

some programs exceeds by

30 units, which is costly to

maintain by CSU

Policies on admission and retention are

defined Competitive tuition

rates

Less academic incentives and scholarship grants

because most enrolees have

low average diagnostic test

scores

232 hectare land is

available for projects

supporting the

academic programs

Exemplary

performance in

forestry and engineering

professional licensure

examinations

Students are weak in

written and oral

communications Employability of students is

poor

Less preferred

university in Caraga

and or in Mindanao Employability issues

on graduate

There is no proper coding

of work-instruction manual

for CSU laboratories Guidelines & policies on

the use of academic

facilities are not well

disseminated Servers are outdated and some programs or modules

have inconsistencies

Accessible location

of the campuses Conversion of

NORMISIST to CSU

Prone to disasters and

calamities

Not yet renowned and less

attractive in terms of

success, influence, or

funding compared to the

well-established SUCs in

the region

Regulatory-compliant programs

Support local and national political

climate

19

Table 2. Strengths, Weaknesses, Opportunities and Threats of Research, Caraga State

University, 2011.

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Res

earc

h

Many of the faculty

members who are capable

to do research work have

overloaded units in

instruction Many faculty members are assigned in different

functions aside from

instruction such as

administrative and

production functions. Inadequate capability to

fund RDE programs

Strong linkage with

some external

funding agencies

(PCARRD & IRRI)

and capability to

source out funds from other sources

Delayed / long

waiting period on

research

implementation due

to reliance on

external funding

Trained and qualified

faculty to do research

in varied disciplines

or transdisciplinary researches

Bundy clock for faculty-

researchers is counter-

productive. Limited RDE productivity in terms of packaged

technologies

Partnership with

LGU & other GAs &

NGOs in almost all

areas Supportive local and

national political

climate

Brain drain

(possibility of job

migration among

contractual faculty and lecturers with

potential for research

and extension)

Environmental

Science as a flagship

program

Weak faculty support to

the ES program

Lack of research

facilities/equipment - ex. Boat, 4wd utility vehicle,

portable field equipment No laboratory rooms and

storage of research

materials & equipment Not supportive

procurement system of

research facilities/materials

Wide laboratory field

– the entire Caraga Region

Other HEIs or

organizations may go into research faster

than CSU

RDE Agenda and

Operation Manuals

are in place

Weak influence over

mining in the region due to

the open mining policy of the gov’t.

LGU code places

importance on

environmental management Presidential

agenda/social

contract considers

climate change

important, which is

an avenue to conduct

policy research

Policy on legalizing

mining activities,

which weakens the advocacy of CSU on

environmental

conservation

Available internal

funds for research

capability building and scholarship

insufficient RDE internal

fund Strengthened

capability among

faculty-researchers to package proposals for

bigger external

funding

20

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS R

esea

rch

Strong linkages with

various organizations

both GA's and

NGO's at the intl,

national, regional

levels

Call for proposals as

an opportunity to

package

multidisciplinary

research and

extension programs

Existence of CCESM

and CCARRD in the

university

Weak implementation of

M&E policies Broadened linkages

in both GA's and

NGO's

Inclusion of

research/thesis

writing in the

different curricular

programs

Inadequate library

materials and minimal

exchange of publications No university RDE journal Inadequate evidence of

research utilization for institutional development

Guidelines and policies not

well disseminated

21

Table 3. Strengths, Weaknesses, Opportunities and Threats of Linkages and Resource

Generation, Caraga State University, 2011.

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Lin

kage

an

d R

esou

rce

Gen

erati

on

CSU can respond

to the manpower

needs/demands of

industries in

Caraga Region

Faculty lacks the

corporate attitude to

handle/respond to the

demands of business

partnership

Emergence of industries

with environmental

concerns are intensively

increasing in Caraga

Region (e.g. mining,

timber processing, construction, agriculture,

etc.)

With respect to

environmental services,

employment

opportunities in the

locality may not be

attractive in terms of salary rates, driving the

professionals to go

outside the region or

abroad

CSU has the capability to

provide the pool of

experts in the field

of Environmental

Sciences and allied

sciences

Lack of faculty who are practitioners to

handle courses that

prepare students for

the real-world of

industry

As the sole institution

offering BS in Environmental

Science in Caraga,

CSU might not

provide adequate

manpower needed by

industries, which

make these industries

look for graduates

from other institutions

Lacking ES faculty members provides an

opportunity to unify the

faculty members (at

various line of expertise)

of the whole University to

undertake collaborative

works to respond to the

current high demand for

experts from industries

and other funding

institutions

As the sole institution offering BS in

Environmental Science

in Caraga, CSU might

not provide adequate

manpower needed by

industries, allowing

industries to look for

graduates from other

institutions.

Highly qualified faculty

members with no

plantilla positions (or

without supports from

the administration) may

be attracted to transfer

to other institutions

Presence of the

Office of Public

Information &

External Linkages

that is capable to

facilitate

submission of

proposals to

funding agencies

Presence of

University

Program

Development

Review

Committee

(UPDRC) capable

to help expand linkages

It took a long process

for the signing of

CA/MOA/MOU to

legalize partnerships

with other institutions

making them

impatient and

discouraged to pursue

mutual undertakings

with CSU, eventually losing the

opportunities

Partners have their own

timetable that may not

match with the internal

deadline

22

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS L

ink

age

an

d R

esou

rce

Gen

erati

on

Presence of the

Office of the

Resource

Generation (ORG)

Insufficient budget

No aggressive marketing strategy for

CSU’s products

No strict

implementation of the

IGP manual

The IGP office is run

by managers who lack

entrepreneurial skills.

Linkages w/ agencies

(public & private)

Supportive political

agenda in both national

and regional levels

Supportive local and

national political climate

Laboratories are

available (Hitachi,

Diagnostic, Assay, Speech, MSCC,

ICT, GIS, etc.)

Insufficient laboratory

supplies and

equipment

Absence of training

for laboratory

personnel on

laboratory

management

The S&T Building of the

university houses the

central analytical laboratory.

Skilled and

highly competent

faculty that can

be IGP’s source

of technical

expertise

Inappropriate sharing

scheme

No incentive scheme

for researches leading to production

improvement

Heavy

administrative/academ

ic loads for faculty

and/or researchers

who can focus on research to improve

production

Passive attitude of

most university

constituents

No intellectual

property policy

Inevitable competition

w/ other institutions

200ha land area

available for

production and IGP project

implementation

No strict monitoring

and evaluation of IGP

projects

Weak efforts in

consulting local

experts in the

implementation and

monitoring of projects

Production practices

are still conventional

CSU is located in a region

favorable to agricultural

production

Establishment of housing

facilities and water

purifying station around

the university, which

expands CSU’s market

for its products

The 32 hectare campus

has the potential for

increasing business

services

Occurrence of pest and

diseases

Farm/production support

services

Disaster and calamities

23

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS L

ink

age

an

d R

esou

rce

Gen

erati

on

Political

accommodation

No specific product

line of commodity

unique to CSU

Slow adoption of

advanced technologies

Production project are

mainly agricultural

IGP guidelines &

policies not well

disseminated

Growth surge in mineral

resource development

Existence of

Mechatronics and

Metrology Laboratory

Investment through the

Public-Private

Partnership

Bureaucratic procedure

in other government

offices

Market uncertainties

Climate change

Geographical location (below sea level)

Low productivity/surplus

(revenue generation)

Good local investment climate

Socio-economic dynamics in the region is

unstable

24

Table 4. Strengths, Weaknesses, Opportunities and Threats of Extension, Caraga State

University, 2011.

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Exte

nsi

on

CSU has the

capability to provide

the pool of experts in the field of

Environmental

Sciences and allied

sciences

Lack of faculty who

are practitioners to

handle courses that prepare students for

the real-world of

industry

The faculty

members with

teaching and

administrative loads do not have

adequate time to do

collaborative works

As the sole institution offering

BS in

Environmental

Science in Caraga,

CSU might not

provide adequate

manpower needed

by industries, which

make these

industries look for

graduates from other institutions

Lacking ES faculty

members provides an

opportunity to unify the faculty members (at

various line of expertise)

of the whole University to

undertake collaborative

works to respond to the

current high demand for

experts from industries

and other funding

institutions

As the sole

institution

offering BS in Environmental

Science in

Caraga, CSU

might not provide

adequate

manpower needed

by industries,

allowing

industries to look

for graduates

from other institutions.

Highly qualified

faculty members

with no plantilla

positions (or

without supports

from the

administration) may be attracted

to transfer to

other institutions

Capability of Caraga

Center for

Environmental Studies and

Management

(CCESM) to respond

to environmental

issues and concerns

Existence of the Phil-

Caraga Institute of Environmental

Planners (PCIEP), a

SEC-registered

organization to

backstop CCESM

administration

The CCESM and

PCIEP have been

inactive for a long time

Availability of funding

institutions (e.g. NGOs,

private stakeholders, LGUs, etc.) advocating

sustainable environmental

development may

augment CSU’s

infrastructure, instruction,

research and extension,

and other facilities

Other agencies

may offer the

programs and services that

CCESM will have

to offer

Faculty Development

Program of CSU

capable to bridge

collaborative works

in RDE

It took a long

process for the

signing of

CA/MOA/MOU to

legalize partnerships with other

institutions making

them impatient and

discouraged to

pursue mutual

undertakings with

CSU, eventually

losing the

opportunities

Partners have

their own

timetable that

may not match

with the internal deadline

25

Table 5. Strengths, Weaknesses, Opportunities and Threats of Administration, Caraga State

University, 2011.

FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Ad

min

istr

ati

on

Established

Organizational

Structure

Un-institutionalized

protocols

IT-enabled processes

Dedication and Commitment of the

personnel

Unclear delineation of TOR/ job description

Presence of some

unfriendly, inefficient,

close-minded, service-

disoriented frontline

personnel

Poor team dynamics

Limited career opportunities

Available system of

information

dissemination

Computerized

processes and decent

facilities in

administrative

offices

Poor maintenance of

existing infrastructure and

facilities

No physical development

plan

Insufficient infrastructure

development

Supportive local

and national

political climate

Diminishing financial

subsidy from national

government

26

THE STRATEGIES AND ACTION PLANS

Instruction

The strategic plan for instruction is charged with the zeal to achieve academic excellence for

regional, national and global competitiveness and recognition. The strategies are aimed at strengthening

the core elements to provide the right resources and instruments in the delivery of excellent academic

services to the trainable youths in Caraga Region. These core elements refer to the curricular programs,

the faculty and the facilities, which must embody the areas for the development of core competencies

needed in regional, national and global markets. Specifically, what the university intends to do to

achieve academic excellence are earmarked in the following:

Goal: To attain academic excellence for regional, national and global competitiveness and recognition.

Strategies:

a. Enhance/rationalize core curricula and programs to deliver quality instructions and

competencies needed by regional, national and global markets.

Action Plans

1. Align/adhere quality standards for core and other academic programs to CHED, PRC

and accrediting institutions, local and international.

2. Enhance/improve curricula/program to ensure excellent communication, technical

and computer skills of the students.

3. Develop and implement quality curricula on the flagship programs and other

programs identified in RA 9854.

4. Ensure alignment of curricular programs to sustainable development needs of the

region, the country and international market.

b. Improve the competence and capability of teaching and non-teaching academic personnel.

Action Plans

1. Strengthen faculty development/continuing education programs for academic and

non-academic personnel.

2. Develop and establish more professorial chairs and grants to retain or attract quality

faculty members.

3. Implement competitive compensation and fringe benefit package for academic and

non-academic personnel.

c. Upgrade/improve/build academic support facilities/resources and logistics (classrooms,

laboratory, hostel and dormitory buildings)

Action Plans

1. Ensure adequate budgetary allocation.

2. Solicit sponsors from public officials, private institutions and international agencies.

3. Explore potential PPP (joint venture) projects making use of CSU assets (campus and

other land resources)

27

- QMS audit

report on the

quality status of

the programs

QUAMS Continuous 0.1M Continuous 0.1M Continuous 0.1M Continuous 0.1M Continuous 0.1M 0.5M Budget

includes PS,

consultant at

Y3

- Number of

accredited

academic

programs

QUAMS, Dept.

Chair

5 1.5M 7 2.1M 10 3M 7 2.1M 11 3.3M 12M

- Number of

academic

programs with

COD and COE

status

QUAMS, Dept.

Chair, VPAA

1 0.3M 2 0.6M 6 1.8M 5 1.5M 4.2M

- Constructed

speech

laboratory for

oral

communications

course

Increased

proficiency in

English and

other languages

LSSD/CAS 100% 2.5M 2.5M

- Established a

language

resource center

-do-

50% 0.5M 70% 0.5M 90% 0.25M 100% 0.25M 1.5M

- Number of

organized

campus English

groups

-do-

LSSD/LCO 1

- Established

certified ICT

training

institute

IT proficiency

level

New programs

offered as

mandated

To be identified

based on every

college's

priorities

VPAA,

Concerned

Dept/ Division

3 0.75M 4 1M 2 0.5M 2 0.5M 1 0.25M 3M Excluding PS

- Margin of the

university's

passing rate

over the

national passing

rate per

program with

licensure exams

- Margin of the

university's

passing rate

over the

national passing

rate per

program with

licensure exams

VPAA,

Concerned

Dept/ Division

+10% 0.1M +20% 0.1M +30% 0.1M +40% 0.1M +50% 0.1M 0.5M Travel & other

expenses

c) Develop and

implement quality

curricula on the

flagship programs

and other programs

identified in RA 9854

Budget Y5 Budget

I. To attain

academic

excellence for

regional,

national and

global

competitivene

ss and

recognition

1. Enhance/

rationalize core

curricula and

programs to deliver

quality instructions

and competencies

needed by

regional, national

and global markets

a)Align/adhere

quality standards for

core and other

academic programs

to CHED, PRC and

accrediting

institutions, local

and international.

Accreditation

level of

programs

offered; number

of programs

with COD and

COE

b) Enhance/improve

curricula/program to

ensure excellent

communication,

technical and

computer skills of

the students.

Target per year Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

STRATEGIC PLAN

Function: INSTRUCTION Macro Development Agendum 1: Streamlined academic program and globally competitive academic performance

28

d) Ensure alignment

of curricular

programs to

sustainable

development needs

of the region, the

country and

international market

Number of

updated

curricular

programs

offered

Performance of

graduates

VPAA assissted

by Dept. Chair,

College

Secretaries,

Deans

39 0.2M 40 0.2M 42 0.2M 43 0.2M 44 0.2M 1M

> Conduct tracer

studies

Number of

programs

assessed

(report)

Performance of

graduates (Ratio

of CSU

graduates with

jobs related to

their

baccalaureate

and graduate

programs)

VPAA assissted

by Dept. Chair,

College

Secretaries,

Deans

39 10M 39 10M 39 10M 30M

> Internal curricular

review

Number of

reviewed

curriculum

Performance of

graduates

VPAA,

Concerned

Dept/ Division

40 0.2M 42 0.2M 43 0.2M 44 0.2M 45 0.2M 1M

> Multi-stakeholder

curriculum review

Number of

stakeholders

involved

-do-

VPAA/VPRE 40 0.1M 42 0.1M 43 0.1M 44 0.1M 45 0.1M 0.5M

- Vertical

articulation of

faculty and

aligning of

teaching load to

specialization

SUC Level III in 3

years and level

IV in 5 years

obtained

President,

Respective

Colleges

50%

reduction in

non

vertically

articulated

faculty

0.75M 50%

reduction in

non

vertically

articulated

faculty

0.75M 1.5M

- Number of

academic

personnel sent

to relevant

graduate and

post graduate

studies

(national/

international)

Improvement of

the Ratio of

PhD, MSc and

BSc faculty

President,

BOR,

Respective

Colleges

2 1.2M 2 1.2M 2 1.2M 2 1.2M 2 1.2M 6M Including

substitute

faculty

- Number of in-

house trainings,

conferences,

and seminars

conducted

A(t) in two years

A(r) in five years

Dept./Colleges 4 0.25M 4 0.25M 4 0.25M 4 0.25M 4 0.25M 1.25M

Y3 Budget Y4 Budget Y5 BudgetKRA

Performance

Indicators

Responsible

Persons

Target per year Total

BudgetRemarks

Y1 Budget Y2 Budget

2. Improve the

competence and

capability of

teaching and non-

teaching academic

personnel

a) Strengthen

faculty

development/

continuing

education programs

for academic and

non-academic

personnel

Goals/

ObjectivesStrategy Specific Activities

29

b) Develop and

establish more

professorial chairs

and grants to retain

or attract quality

faculty members

- Number of

professorial

chairs obtained

Increase in the

number of

competent

faculty

President,

VPAA, HRMO

1 0.3M 2 0.6M 3 0.9M 4 1.2M 3M Accomodation

only

c) Implement

competitive

compensation and

fringe benefit

package for

academic and non-

academic personnel.

BOR approved

incentive

scheme

Model

employees

recognized at

the local and

national levels

President 50% 1.5M 100% 2M 100% 2M 100% 2M 100% 2M 9.5M

a) Ensure adequate

budgetary allocation

for the following:

Increased

competence in

academic

services

President,

Budget Office

> Additional

classrooms

Number of

classrooms

constructed

-do-

2 20M 6 6M 6 6M 6 6M 6 6M 44M Large class (Y1)

> Additional

laboratory rooms

Number of

laboratory

rooms

constructed

-do-

2 4M 3 6M 3 6M 3 6M 3 6M 28M

> Dormitories Number of

dormitories

constructed

-do-

2 40M 2 40M 80M 200 pax dorm

capacity

> Maintenance/

improvement of

existing physical and

laboratory facilities

Percent of

existing physical

and laboratory

facilities

renovated

-do-

50% 2M 100% 4M 100% 4M 100% 4M 100% 4M 18M

3. Upgrade/

improve/build

academic support

facilities/resources

and logistics

(classrooms,

laboratory, hostel

and dormitory

buildings)

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year Total

BudgetBudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget Y5

30

- Number of

project

proposals/strate

gic plan lobbied

for

infrastructural

development of

the university

Priority

infrastructure

support

received

OPIEA, OPD 2 2 2 2 2 Budget

included in the

linkages

- Number of

sponsored

projects

implemented

-do-

OPIEA 2 2 2 2 2 Budget

included in the

linkages

c) Explore potential

PPP (joint venture)

projects making use

of CSU assets

(campus and other

land resources)

Number of PPP

projects entered

into-do-

VPAA/VPRE,

OPD

10 10 10 10 Budget

included in the

linkages

> demo farms Number of

demo farms

maintained

-do-

CASNR 1 0.5M 1 0.5M 2 1M 2 1M 1 0.5M 3.5M

> Established marine

field laboratory

Percent

establishment

of marine field

laboratory (out

of 1)

-do-

Biology Dept.

and ES

10% 1M 35% 1.5M 60% 2.5M 85% 2.5M 100% 2.5M 10M

> Established

constructed

wetlands

Percent

establishment

of wetlands (out

of 1)

-do-

10% 0.5M 35% 0.75M 60% 1.25M 85% 1.25M 100% 1.25M 5M

Budget Y5 Budget

Target per year Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

b) Solicit sponsors

from public officials,

private institutions

and international

agencies.

31

Research

The university is yet to work hard for the strengthening of its research capability to build a

credible track record for Caraga Region at the least. It has to work from the inside by addressing what

needs to be done to elicit the necessary enthusiasm and attitude from its faculty to engage in research.

While the process is indeed difficult to initiate, it has to take off for the necessary reforms to

proliferate. This implies more capability building for the faculty to familiarize the mechanisms in

research, such as keeping abreast with issues and concerns constraining development in any geographic

area, capacitating the faculty in the treatment of researchable problems, writing the research proposal,

discerning the methods for data collection and analysis, and packaging a research report. These are the

areas where stumbling blocks are commonly found and that serve as reasons for some faculty members

to cease any effort started on this aspect.

Cognizant of the fact that there are meager resources available for research considering the

number of those encouraged to participate in the university, obtaining external funding provides a wise

decision. This can be done by hitting precisely the priority thrusts of funding agencies, in which the

possibility of strengthening research linkages, of acquiring excellent research facilities and of

producing commendable outputs is made stronger. In all these aspects, enthusiasm of the faculty for

research is considered essential. Sustenance of this enthusiasm is necessary and must be guarded by

means of judicious benefits, incentives, tenure, reward system and logistical support. Keeping the

enthusiasm aflame would also mean something to be done for the administrative support to become

effective for the delivery of research services. These are what the university intends to focus in the

succeeding years for it to improve markedly its research productivity and to be at par with global

standards. Thus, starting 2012, the following are pipelined to be done:

Goal: To improve the research productivity of the university to be at par with global standards

Strategies:

a. Develop a pool of competent faculty-researchers capable to attract external funding or

research grants for excellent research facilities and outputs

Action Plans

1) Continue the human resource development program to capacitate faculty and staff to

do research relevant to national issues in food crisis, poverty reduction and

environmental degradation.

2) Develop linkages on scholarships/ fellowships for faculty-researchers training (either

degree or non-degree).

3) Require faculty researchers to conduct researches in their discipline to come up with

breakthrough projects and inventions for the development of new processes and

products

4) Improve research capability of faculty through actual research conduct with a mentor

b. Spearhead the establishment of Research Consortia/Institute in Caraga Region based on

COMSTE's agenda

Action Plans

1. Establishment of Caraga Consortium for Responsible Mining (CCRM)

2. Establishment of a Research Center

3. Host the Zonal Research Center in the region

c. Sustain the enthusiasm of faculty researchers in the RDE of CSU

Action Plans

1) Provide tenure and adequate training to Qualified Faculty Researchers

2) Implement the provision of incentives & other fringe benefits stipulated in RDE

Manual

32

3) Revise the Performance Evaluation System (PES) instrument to include research &

extension performance of faculty

4) Implement reward system for outstanding performance in Research

5) Ensure adequate laboratory support for CSU RDE

6) Formulate and/or amend policies in support to the enhancement of research

productivity

7) Subject the existing university RDE journal for accreditation (CHED, DOST, etc.)

d. Provide efficient and effective administrative support for research productivity enhancement

Action Plans

1) Establish a foundation to handle research fund management & procurement system

2) Improve the library collection/ subscription of research journals to sustain the

knowledge support to CSU RDE system

33

I. To improve

the research

productivity of

the university

to be at par

with global

standards

a) Continue the

human resource

development

program to

capacitate faculty

and staff to do

research relevant to

national issues in

food crisis, poverty

reduction and

environmental

degradation

Number of QFR

sent to relevant

research

capability

enhancement

workshops and

trainings

Increase in the

number of

externally-

funded research

projects related

to food crisis,

poverty

reduction and

environmental

degradation

OVPRE, RDE-

Core Group,

College Deans

7 0.15M 7 0.15M 8 0.15M 8 0.15M 8 0.15M 0.75M

b) Develop linkages

on scholarships/

fellowships for

faculty-researchers

training (either

degree or non-

degree)

Number of

successful

linkages created

Number of

training

scholarships

acquired for

QFR from the

linkages

developed

VPRE, RDE-

Core Group,

CRCs & CETCs

3 0.05M 3 0.05M 3 0.05M 3 0.05M 3 0.05M 0.25M

c) Require faculty

researchers to

conduct researches

in their discipline to

come up with

breakthrough

projects and

inventions for the

development of

new processes and

products

Number of

research

projects

Number of

inventions/

discoveries

generated from

the researches

VPRE, RDE-

Core Group,

CRCs

2 2M 2 2M 2 2M 2 2M 2 2M 10M

d) Improve research

capability of faculty

through actual

research conduct

with a mentor

Number of

collaborative/

multi-

disciplinary

research

conducted

Competence on

modelling,

simulation and

other research

techniques

VPRE, RDE-

Core Group,

CRCs

10 10M 10 10M 10 10M 10 10M 40M

Budget Y5 Budget

1. Develop a pool

of competent

faculty-researchers

capable to attract

external funding or

research grants for

excellent research

facilities and

outputs

Target per year Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

STRATEGIC PLAN Function: RESEARCH

34

a) Establishment of

Caraga Consortium

for Responsible

Mining (CCRM)

Established

CCRM

- Number of

researches on

mining

operation and

policies

advocated for

responsible

mining

President,

OVPRE, OPD50% 1M 100% 1M 2M

- Number of

people

trained/oriente

d on

responsible

mining

-do- 100 0.15M 100 0.15M 100 0.15M 100 0.15M 100 0.15M 0.75M

b) Establishment of

a Research Center

Established CSU

Research Center

Showcase of

knowledge

products for

public access

-do- 50% 20M 100% 30M 50M

c) Host the Zonal

Research Center in

the region

Zonal Research

Center hosted

Number of QFR

and peer-

reviewed

research

publications

-do- 50% 0.1M 100% 0.1M

3. Sustain the

enthusiasm of

faculty researchers

in the RDE of CSU

a) Provide tenure

and adequate

training to Qualified

Faculty Researchers

Number of

plantilla

positions

acquired from

DBM for QFR

% increase of

QFR w/ plantilla

position

BOR,

President,

VPRE

5 1.5M 5 1.5M 5 1.5M 5 1.5M 6M

b) Implement the

provision of

incentives & other

fringe benefits

stipulated in RDE

Manual

Full

implementation

of incentives

% increase of

QFR w/ research

publications

and projects

BOR,

President,

OVPRE,

College Deans,

CRCs

50% 0.25M 50% 0.25M 50% 0.25M 100% 0.50M 100% 0.50M 1.75M

c) Revise the

Performance

Evaluation System

(PES) instrument to

include research &

extension

performance of

faculty

Revised PES

instrument

% increase of

QFR w/ research

publications

and projects

OVPRE, CRCs &

CETCs, Faculty

Researchers

50% 100%

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year

Y5 Budget

2. Spearhead the

establishment of

Research

Consortia/Institute

in Caraga Region

based on COMSTE's

agenda

35

d) Implement

reward system for

outstanding

performance in

Research

Reward system

for best

research in

place

Number of

researches

earning

regional,

national and

international

awards

BOR,

President,

OVPRE,

College Deans,

CRCs

100% 0.03M 100% 0.03M 100% 0.03M 100% 0.03M 100% 0.03M 0.15M

e) Ensure adequate

laboratory support

for CSU RDE

Provision of

State of the Art

Laboratory

Facilities

Number of new

laboratory

facilities

President,

OVPRE, OPIEA,

College Deans

4 5M 4 5M 4 5M 4 5M 4 5M 25M Nat. Sci.,

Engineering

& Tech.,

Envi. Sci.,

Agric Sci

and Nat Res

f) Formulate and/or

amend policies in

support to the

enhancement of

research

productivity

Number of

policies

formulated

and/or

amended

Increase in

research

productivity

(QFR, research

projects,

publications

and awards)

BOR,

President,

OVPRE,

College Deans

2 0.2M 2 0.2M 2 0.2M 2 0.2M 2 0.2M 1M

Accredited RDE

journal

- Number of

studies

published by

internal and

external

researchers

50% 0.05M 100% 0.05M 100% 0.05M 100% 0.05M 100% 0.05M 0.25M

- Number of

citations of

researches

published in

CSU journal

- Number of

subscriptions

made by

external

agencies and

researchers

Y5 Budget

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year

g) Subject the

existing university

RDE journal for

accreditation (CHED,

DOST, etc.)

36

a) Establish a

foundation to

handle research

fund management &

procurement system

Existing

foundation

Reduced MOOE

associated with

the systems,

quick response

time/lead time

OVPRE, EAO,

College Deans,

Foundation

Chair

100%

b) Improve the

library collection/

subscription of

research journals to

sustain the

knowledge support

to CSU RDE system

Number of

journal

subscriptions

both printed

and online

Increase in

library holdings

(library

materials and

subject matter)

OVPRE, RDE-

Core Group,

Librarian,

College Deans

10 1M 10 1M 10 1M 10 1M 10 1M 5M

RemarksY1 Budget Y2 Budget Y3 Budget Y4 Budget Y5

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year

Budget

4. Provide efficient

and effective

administrative

support for

research

productivity

enhancement

Total

Budget

37

Extension and Community Service

As a way of reciprocating the community’s support for and appreciation to the university, the

university would deal with the ways meant to improve the delivery of extension and community

services to its area of responsibility with Caraga Region at the center. These will be done by developing

the level of competence that will attract external funding for the delivery par excellence of extension

and community services. Similar to research, the underpinnings to it would be human resource

development, linkage and capability building. A push to engage in extension and community projects

that will lead to livelihood enhancement is necessary as well.

As with research, it is important that enthusiasm in this part is nurtured through the provision of

commensurate incentives, benefits, rewards, training and logistical support. This must be strengthened

by revising and formulating policies and rendering administrative services supportive to any endeavor

along the extension function. To build the model image aspired by the university, performing extension

and community services with other agencies particularly the local government units is deemed

necessary. That will specifically make the university largely visible and enhance its prestige at the

local, national and international levels. Thus, in the coming years, the university intends to undertake

specifically the following:

Goal 1: To improve the delivery of extension and community service of the University

Strategies:

a. Develop a pool of competent faculty-cum-extension workers capable to attract external

funding or grants for excellent delivery of extension and community service

Action Plans

1) Continue the human resource development program to capacitate faculty and staff to

deliver extension and community service relevant to national concerns in food crisis,

poverty reduction and environmental degradation

2) Develop linkages on scholarships/ fellowships for faculty-cum extension workers

training (either degree or non-degree)

3) Conduct extension and community services along disciplines to deliver needed

technological interventions for livelihood enhancement

4) Improve capability of faculty through engaging them with a mentor/s

b. Sustain the enthusiasm of faculty researchers in the delivery of extension and community

service

Action Plans

1) Provide tenure and adequate training to Qualified Faculty Researchers

2) Implement the provision of incentives & other fringe benefits stipulated in RDE

Manual

3) Revise the Performance Evaluation System (PES) instrument to include research &

extension performance of faculty

4) Implement reward system for outstanding performance in Extension

5) Ensure adequate logistic support to CSU RDE

6) Formulate and/or amend policies in support to the enhancement of the delivery of

extension and community service

c. Provide efficient and effective administrative support for delivery of extension and

community service

Action Plans

1) Establish a foundation to handle extension fund management & procurement system

2) Develop a system of monitoring and evaluation (M&E) for personnel involved in the

delivery of extension and community service

38

3) Establish a Technology Resource Center for easy delivery of extension and

community service

Goal 2: To promote the extension and community service capabilities and facilities of the University

to enhance its regional, national and international image

Strategy:

a. Establish partnerships and alliances with other agencies and organizations, both government

and non-government, for effective and efficient delivery of extension and community service

Action Plans

1) Conduct regular partnership or convergence fora and information campaigns to

promote the Extension and Community Service Agenda of the university

2) Develop linkages with the various industries operating in the region and in Mindanao

3) Participate in convergence programs of other agencies and organizations

4) Collaborate in implementing development programs initiated by regional, national

and international organizations

5) Cooperate with LGUs on the conduct of development programs that are within the

areas of specialization of the University

39

I. To improve

the delivery of

extension and

community

service of the

University

a) Continue the

human resource

development

program to

capacitate faculty

and staff to deliver

extension and

community service

relevant to national

concerns in food

crisis, poverty

reduction and

environmental

degradation

Number of

qualified faculty

and staff sent to

relevant

extension work

and capability

enhancement

workshops and

trainings

Increase in the

number of

externally-

funded

extension

projects related

to food crisis,

poverty

reduction and

environmental

degradation

OVPRE, RDE-

Core Group,

College Deans

7 0.15M 7 0.15M 8 0.15M 8 0.15M 8 0.15M 0.75M

b) Develop linkages

on scholarships/

fellowships for

faculty-cum

extension workers

training (either

degree or non-

degree)

Number of

scholarship/

fellowship

linkages

successfully

created for

extension

workers

Number of

training

scholarships

acquired for

QFR from the

linkages

developed

OVPRE, RDE-

Core Group

3 0.05M 3 0.05M 3 0.05M 3 0.05M 3 0.05M 0.25M

c) Conduct

extension and

community services

along disciplines to

deliver needed

technological

interventions for

livelihood

enhancement

Number of

community

extension

work/services

implemented

Increase in

technical

services

requested and

offered for

livelihood

enhancement

(LGUs, NGOs,

etc.)

OVPRE, RDE-

Core Group,

CETCs

6 1.5M 6 1.5M 6 1.5M 6 1.5M 6 1.5M 7.5M

d) Improve

capability of faculty

through engaging

them with a

mentor/s

Number of

collaborative/

multi-

disciplinary

extension work

conducted

Competence on

new extension

modalities

OVPRE,

College Deans,

CETCs

10 10M 10 10M 10 10M 10 10M 40M

Budget Y5 Budget

1. Develop a pool

of competent

faculty-cum-

extension workers

capable to attract

external funding or

grants for excellent

delivery of

extension and

community service

Target per year Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

STRATEGIC PLAN Function: EXTENSION

40

- Number of

QFR plantilla

positions

approved

% increase of

QFR w/ plantilla

positions

OVPRE,

College Deans

5 1.5M 5 1.5M 5 1.5M 5 1.5M 6M

- Number of

study tours

attended to

enhance QFR's

capability

Competence on

new extension

modalities

OVPRE,

College Deans

2 0.2M 2 0.2M 2 0.2M 2 0.2M 2 0.2M 1M

b) Implement the

provision of

incentives & other

fringe benefits

stipulated in RDE

Manual

Full

implementation

of incentives

% increase of

QFR w/

extension

projects

BOR,

President,

OVPRE,

College Deans,

CRCs

50% 0.25M 50% 0.25M 50% 0.25M 100% 0.50M 100% 0.50M 1.75M

c) Revise the

Performance

Evaluation System

(PES) instrument to

include research &

extension

performance of

faculty

Revised PES

instrument

% increase of

QFR w/

extension

projects

OVPRE, CRCs &

CETCs, Faculty

Researchers

50% 75% 100% 100%

d) Implement

reward system for

outstanding

performance in

Extension

Reward system

for best

extension

service in place

Number of

extension

projects earning

regional,

national and

international

distinctions

BOR,

President,

OVPRE, CETCs

100% 0.03M 100% 0.03M 100% 0.03M 100% 0.03M 0.12M

e) Ensure adequate

logistic support to

CSU RDE

Established

improved

procurement

and tracking

system for

logistical

support

Reduced

number of days

required to

procure

necessary RDE

materials

QUAMS,

Supply Office,

OVPRE, CETCs

100% 0.3M 0.3M ICT

Y5 Budget

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy Specific Activities

2. Sustain the

enthusiasm of

faculty researchers

in the delivery of

extension and

community service

a) Provide tenure

and adequate

training to Qualified

Faculty Researchers

KRAPerformance

Indicators

Responsible

Persons

Target per year

41

f) Formulate and/or

amend policies in

support to the

enhancement of the

delivery of

extension and

community service

Number of

policies

formulated

and/or

amended for

improved

extension

services

Increase in

extension

productivity

(QFR, extension

projects,

publications

and awards)

2 0.2M 2 0.2M 2 0.2M 2 0.2M 2 0.2M 1M

a) Establish a

foundation to

handle extension

fund management &

procurement system

Foundation

established and

in full operation

Reduced MOOE

associated with

the systems,

quick response

time/lead time

OVPRE, EAO,

College Deans,

Foundation

Chair

100%

b) Develop a system

of monitoring and

evaluation (M&E)

for personnel

involved in the

delivery of

extension and

community service

Approved M&E

standards of

evaluating

extension

personnel

Performance in

extension

service

recognized at

the local,

national and

international

levels

OVPRE,

College Deans,

Foundation

Chair

50% 75% 100%

c) Establish a

Technology

Resource Center for

easy delivery of

extension and

community service

Technology

Resource

Center

established and

capable for full

operation

Showcase of

technology

products for

public access

OVPRE,

College Deans,

Foundation

Chair

100% 10M 10M

a) Conduct regular

partnership or

convergence fora

and information

campaigns to

promote the

Extension and

Community Service

Agenda of the

university

Number of

collaborative

forums

conducted

Increase in the

number of

partners and

value of

resources saved

in the delivery

of extension

services

OVPRE, OPIEA,

College Deans,

Foundation

Chair

2 0.15M 2 0.15M 2 0.15M 2 0.15M 2 0.15M 0.75M

b) Develop linkages

with the various

industries operating

in the region and in

Mindanao

Number of

linkages or

alliances

established

with industries

-do-

OVPRE, OPIEA,

College Deans

39 0.5M 39 0.5M 39 0.5M 39 0.5M 39 0.5M 2.5M

Budget

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year

Y5

3. Provide efficient

and effective

administrative

support for

delivery of

extension and

community service

II. To promote

the extension

and

community

service

capabilities

and facilities

of the

University to

enhance its

regional,

national and

international

image

1. Establish

partnerships and

alliances with other

agencies and

organizations, both

government and

non-government,

for effective and

efficient delivery

of extension and

community service

42

c) Participate in

convergence

programs of other

agencies and

organizations

Number of

convergence

programs

participated-do-

OVPRE 2 0.1M 2 0.1M 2 0.1M 2 0.1M 2 0.1M 0.5M

d) Collaborate in

implementing

development

programs initiated

by regional, national

and international

organizations

Number of

collaborative

extension

programs

conducted-do-

President,

OVPRE,

College Deans

2 0.1M 2 0.1M 2 0.1M 2 0.1M 2 0.1M 0.5M

e) Cooperate with

LGUs on the conduct

of development

programs that are

within the areas of

specialization of the

University

Number of

collaborative

extension

programs

conducted with

LGU's

-do-

OVPRE, OPIEA,

College Deans,

Foundation

Chair

2 0.1M 2 0.1M 2 0.1M 2 0.1M 2 0.1M 0.5M

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year

Y5 Budget

43

Linkage and Resource Generation

This aspect is extremely important to the university, as it provides additional support to the

attainment of the university’s objectives in performing academic services for Caraga Region at a

conservative level. Since the university has still much to do in the delivery of academic services, it has

to build considerable capability on this aspect. For the years to come, it needs to focus on expanding its

linkages in the local, national and international arenas and increasing the profitability of its income-

generating projects. These would be undertaken via focused promotion of key university programs and

services, quick-response system to the processing of proposals for formal recognition of linkages,

capitalizing on the university’s servicing capabilities, finding external partners in the development of

the university’s 200-hectare area of land and ensuring a positive financial performance of existing and

in-process income-generating projects. There are various ways to attain the goals for this aspect and

these are specified as follows:

Goal 1: Expand and strengthen CSU linkages with private and government agencies at the local,

national and international levels

Strategies:

a. Identify and intensify the focused promotion of the university's key programs and services

Action Plans

1) Utilize the tri-media and the web in the promotional activities of the university

2) Link with information agencies in the promotion of the university's services

3) Send key people to local, national, and international fora to link up and connect to

potential partners

4) Develop and promote linkages with governmental and business institutions for

consultancy, research and extension services and opportunities.

b. Ensure quick response to proposal for linkages from external funding agencies and prompt

delivery of quality outputs to external funding agencies

Action Plans

1) Institute a policy to address urgency in terms of linkage development which will

streamline internal system processes for evaluation, approval and implementation

2) Establish a system of evaluation to ensure quality of outputs and reports of

externally–funded undertakings

Goal 2: Continuously increase the profitability of income-generating projects (IGP) of the university

Strategies:

a. Improve and optimize the revenues on the university's servicing capabilities

Action Plans

1) Seek external funding through PPP for the completion, construction and improvement

and development of infrastructure systems in the university

2) Enhance and standardize the capability of the existing laboratory facilities

3) Promote the capability of the university to serve the analytical and testing

concerns/needs of various entities in the region

b. Establish additional IGP's in the 200–hectare area of the university with external partners

Action Plans

1) Partner with agencies in the development of income–generating agri–industrial, eco-

tourism, and environment/ climate change initiatives and projects

44

2) Enable and equip the project managers and other personnel under the Office of

Resource Generation to learn and apply innovative business management

c. Increase the profitability of the existing and in-process IGP's in the university

Action Plans

1) Explore contract arrangements in production and marketing of products from the

university

2) Review of existing IGP policies to encourage more investment initiatives

3) Apply advance and cost–effective production and marketing technologies in the IGP's

(e.g. product packaging and development)

45

- Number of

info drives

conducted

(with

feedbacks from

respondents)

Increase in the

number of

clients served

1 0.2M 1 0.2M 1 0.2M 1 0.2M 1 0.2M 1M

- Number of

info materials

distributed

-do-

500 0.1M 500 0.1M 500 0.1M 500 0.1M 500 0.1M 0.5M

- Number of

programs

advertised

(web,

tarpaulin, radio

plugs)

-do-

5 0.1M 5 0.1M 5 0.1M 5 0.1M 5 0.1M 0.5M

b) Link with

information

agencies in the

promotion of the

university's services

Number of

promotions

made in

partnership

with

information

agencies

-do-

OPIEA, OVPRE,

VPAA,

Colleges, ORG

4 4 4 4 4

c) Send key people

to local, national,

and international

fora to link up and

connect to potential

partners

Number of key

people sent to

fora

Number of

linkages

created due to

representation

s

OPIEA, OVPRE,

VPAA, ORG

1 0.05M 1 0.05M 2 0.1M 2 0.1M 2 0.1M 0.4M

KRAPerformance

Indicators

Responsible

Persons Budget Y5 Budget

I. Expand and

strengthen

CSU linkages

with private

and

government

agencies at the

local, national

and

international

levels

1. Identify and

intensify the

focused promotion

of the university's

key programs and

services

a) Utilize the tri-

media and the web

in the promotional

activities of the

university

Office of

Public

Information &

External

Affairs

(OPIEA),

OVPRE, VPAA,

Colleges, ICT,

ORG

Goals/

ObjectivesStrategy Specific Activities

Target per yearTotal

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

STRATEGIC PLAN Function: LINKAGES AND RESOURCE GENERATION

46

d) Develop and

promote linkages

with governmental

and business

institutions for

consultancy,

research and

extension services

and opportunities.

Percent

increase in the

number of

linkages made

with industries,

GA's, NGA's and

other

organizations

Increase in the

number of

linkages and

resources

generated

Concerned

Dept., VPAA,

VPRE, OPIEA,

ORG

25% 0.25M 25% 0.25M 25% 0.25M 25% 0.25M 25% 0.25M 1.25M

2. Ensure quick

response to

proposal for

linkages from

external funding

agencies and

prompt delivery of

quality outputs to

external funding

agencies

a) Institute a policy

to address urgency

in terms of linkage

development which

will streamline

internal system

processes for

evaluation, approval

and implementation

Approved

policy for faster

process of

Linkage

Development

Shortened

number of days

to approve

contracts, MOA

and MOU

President, BOR

OVPRE, VPAA,

ORG

100%

- Approved and

adopted

internal policy

of M&E for

externally-

funded

undertakings

Acceptability of

outputs by

extenal funding

institutions

100%

Timeliness of

submission of

quality reports

-do-

100% 0.01M 100% 0.01M 100% 0.01M 100% 0.01M 100% 0.01M 0.05M

1. Improve and

optimize the

revenues on the

university's

servicing

capabilities

a) Seek external

funding through PPP

for the completion,

construction and

improvement and

development of

infrastructure

systems in the

university

Number of fully-

operational

infrastructure

systems

constructed

through PPP

system

Priority

infrastructure

support

obtained

OPIEA, ORG,

General

Services

1 0.05M 1 0.05M 1 0.05M 1 0.05M 1 0.05M 0.25M

b) Enhance and

standardize the

capability of the

existing laboratory

facilities

% accredited

laboratory and

licensed

personnel

Level of

accreditation of

laboratories

Analytical

Laboratory

Incharge

50% 0.25M 100% 0.5M 100% 0.5M 100% 0.5M 1.75M

BudgetY4 Budget

Target per yearTotal

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y5

Goals/

ObjectivesStrategy Specific Activities KRA

b) Establish a system

of evaluation to

ensure quality of

outputs and reports

of

externally–funded

undertakings

OVPRE, VPAA,

ORG

II.

Continuously

increase the

profitability of

income-

generating

projects (IGP)

of the

university

Performance

Indicators

Responsible

Persons

47

c) Promote the

capability of the

university to serve

the analytical and

testing

concerns/needs of

various entities in

the region

Number of

customers

served with

reliable

laboratory

testing/analysis

Increase in the

number of

customers of

CSU's

laboratory

services

ORG,

Analytical

Laboratory

Incharge

50 1M 60 0.25M 70 0.25M 80 0.25M 90 0.25M 2M

a) Partner with

agencies in the

development of

income–generating

agri–industrial, eco-

tourism, and

environment/

climate change

initiatives and

projects

Number of agri-

industrial IGP

projects with

partner

agencies

implemented

Number of agri-

industrial IGP

projects with

partner

agencies

implemented

ORG, Project

managers,

OPIEA

10 2.5M 10 2.5M 10 2.5M 10 2.5M 10 2.5M 12.5M Road

networks

and other

expenses

b) Enable and equip

the project

managers and other

personnel under the

Office of Resource

Generation to learn

and apply

innovative business

management

Number of

trainings and

study tours

attended

Increase in

IGP's

profitability

ORG, Project

managers

1 0.1M 1 0.1M 1 0.1M 0.3M

3. Increase the

profitability of the

existing and in-

process IGP's in the

university

a) Explore contract

arrangements in

production and

marketing of

products from the

university

Number of

market

contracts

forged per

project

Increase in net

income (pesos)

ORG, Project

managers,

OPIEA

1 1 1 1 1

Budget Y5 Budget

Target per yearTotal

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

2. Establish

additional IGP's in

the 200–hectare

area of the

university with

external partners

48

b)Review of existing

IGP policies to

encourage more

investment

initiatives

number of

meetings to

review and

discuss existing

IGP policies

-do-

1 0.01M 1 0.01M 0.02M

c) Apply advance

and cost–effective

production and

marketing

technologies in the

IGP's (e.g. product

packaging and

development)

Increase in net

income

-do-

ORG, Project

managers

1M 0.5M 1.5M 1M 2M 1M 2.5M 1M 3M 1M 4.5M

Y5 Budget

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy Specific Activities KRA

Performance

Indicators

Responsible

Persons

Target per year

49

Administration

For the university to thrive well at all odds, its inner strength must be capable of adequate

resiliency. This particular capability is difficult to be institutionalized under a significantly flawed

administrative system. Thus, to insulate the university from that, it has to strive to develop streamlined

administrative processes that promote clarity, quality, efficiency, transparency and integrity as well as

to ensure high morale, well–being and occupational safety for the university employees. These will be

achieved by establishing clearly-defined administrative systems and processes that are ICT-enabled and

adhering to the standards of quality in the delivery of administrative services. For the employees, they

will have to be reinforced with positive social dynamics, culture and values, health and wellness

programs and adequate hazard preparedness of the university. To straighten things out on this aspect,

the university on the succeeding years will embark the following:

Goal 1: To ensure clarity, quality, efficiency, transparency and integrity of the streamlined

administrative processes

Strategy:

a. Establish clearly–defined and standard administrative systems and processes in resource

procurement, office communication, physical resource, and human resource, fiscal, records

and quality management

Action Plans

1) Install the government quality management system (GQMS) and records management

system (RMS)

2) Define the policies, the internal rules and regulations, and the process flow for

resource procurement based on purpose and urgency

3) Define the policies, the internal rules and regulations, and the process flows for office

communication, physical resource, human resource, fiscal and records management

4) Implement ICT–enabled systems

5) Subject the university to 'IQuAME'

Goal 2: To provide the necessary physical facilities and infrastructure for administrative services

Strategies:

a. Allocate funds for the acquisition of the physical facilities and infrastructure

Action Plans

1) Utilize internally generated income for the acquisition of the said facilities

b. Encourage the cost centers to source out funds

Action Plans

1) Develop proposals for external funding agencies

Goal 3: To ensure high morale, well–being of the employees and occupational safety in the university

Strategies:

a. Reinforce positive team dynamics, culture and values

Action Plans

1) Conduct team building activities to increase social interaction

b. Promote health and wellness programs in the university

50

Action Plans

1) Conduct health and wellness programs and medical checkup for the employees

2) Encourage full participation of the employees in sports activities and other social

activities

c. Acquire plantilla positions for skilled administrative support services

Action Plans

1) Utilize the scrap and build scheme for the creation of plantilla positions

d. Improve the hazard preparedness of the university

Action Plans

1) Assess and advocate for the hazard preparedness of the university in terms of

security, man–made and natural disasters

51

a) Install the

government

quality

management

system (GQMS)

and records

management

system (RMS)

Approved and

adopted GQMS

and RMS

ISO certified

core processes

(instruction,

research,

extension and

production)

BOR,

President,

QUAMS, GQMS

TWG, RMS

TWG

GQ

MS

for i

nstr

uctio

n 0.2M

GQ

MS

for i

nstr

uctio

n 0.2M

GQ

MS

for p

rodu

ctio

n 0.5M

GQ

MS

for r

esea

rch 0.2M

GQ

MS

for e

xten

sion 0.2M 1.3M

b) Define the

policies, the

internal rules

and regulations,

and the process

flow for

resource

procurement

based on

purpose and

urgency

Approved and

adopted IRR for

a responsive

procurement

process

Lead time

earned

BOR,

President,

QUAMS,

OVPAA,

OVPRE, Supply

Office

Com

plet

ed IR

R an

d st

art o

f tria

l run

Star

t of I

mpl

emen

tatio

n

c) Define the

policies, the

internal rules

and regulations,

and the process

flows for office

communication,

physical

resource,

human

resource, fiscal

and records

management

Approved and

adopted IRR for

the efficient

management of

office

communication

, records,

physical,

human and

fiscal resources

Reduced MOOE

associated with

the process

flows, quicker

response time,

defined

traceability and

accountability

in the process

flow

BOR,

President,

QUAMS,

OVPAA,

OVPRE, CAO

Com

plet

ed IR

R an

d st

art o

f tria

l run

Star

t of I

mpl

emen

tatio

n

d) Implement

ICT–enabled

systems and

ICT–enabled

systems

Reduced MOOE

associated with

the systems,

quick response

time/lead time

ICT, RQMS,

CAO

offic

e co

mm

unic

atio

n,

phys

ical

and

hum

an

reso

urce

mgt

0.3M

fisca

l and

reco

rds

man

agem

ent

0.4M 0.7M

Budget Y5 Budget

I. To ensure

clarity, quality,

efficiency,

transparency

and integrity

of the

streamlined

administrative

processes

1. Establish

clearly–defined

and standard

administrative

systems and

processes in

resource

procurement,

office

communication

, physical

resource, and

human

resource,

fiscal, records

and quality

management

Target per year Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4

Goals/

ObjectivesStrategy

Specific

ActivitiesKRA

Performance

Indicators

Responsible

Persons

STRATEGIC PLAN Function: ADMINISTRATION

52

e.) Subject the

university to

IQuAME

Category

reached

A(t) in two

years

A(r) in five

years

BOR, QUAMS A(t) 0.3M A(r) 0.3M 0.6M

1. Allocate

funds for the

acquisition of

the physical

facilities and

infrastructure

a) Utilize

internally

generated

income for the

acquisition of

the said

facilities

Amount

allocated to

obtain the

priority

facilities and

infrastructure

Priority

facilities and

infrastructure

established

through

internal funds

(4M per year)

FMS 4M 4M 4M 4M 4M

2. Encourage

the cost centers

to source out

funds

a) Develop

proposals for

external funding

agencies

Number of

approved

proposals that

would provide

sufficient funds

for the

establishment

of priority

facilities and

infrastructure

Priority

facilities and

infrastructure

established

through

external funds

OPIEA, Cost

Center

2

approved

proposals

0.06M 2

approved

proposals

0.06M 2

approved

proposals

0.06M 2

approved

proposals

0.06M 2

approved

proposals

0.06M 0.3M

1. Reinforce

positive team

dynamics,

culture and

values

a) Conduct team

building

activities to

increase social

interaction

No. of activities

per year

To be

identified

President, VPs,

All colleges

3 0.3M 3 0.3M 3 0.3M 3 0.3M 3 0.3M 1.5M

a) Conduct

health and

wellness

programs and

medical checkup

for the

employees

Number of

medical

checkup

conducted

To be

identified

President,

OVPAFRG, CSU-

Clinic

1 1.5M 1 1.5M 1 1.5M 1 1.5M 1 1.5M 7.5M

b) Encourage

full participation

of the

employees in

sports activities

and other social

activities

Percent

participation

To be

identified

President, CSU-

PE

100% 0.1M 100% 0.1M 100% 0.1M 100% 0.1M 100% 0.1M 0.5M

Y5 Budget

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

III. To ensure

high morale,

well–being of

the employees

and

occupational

safety in the

university

2. Promote

health and

wellness

programs in the

university

Goals/

ObjectivesStrategy

Specific

Activities

II. To provide

the necessary

physical

facilities and

infrastructure

for

administrative

services

KRAPerformance

Indicators

Responsible

Persons

Target per year

53

3. Acquire

plantilla

positions for

skilled

administrative

support

services

a)Utilize the

scrap and build

scheme for the

creation of

plantilla

positions

Number of

plantilla

positions for

skilled

administrative

staff

Plantilla

positions for

key offices

1 plantilla

position

0.3M 1 plantilla

position

0.3M 0.6M

4. Improve the

hazard

preparedness

of the

university

a) Assess and

advocate for the

hazard

preparedness of

the university in

terms of

security,

man–made and

natural disasters

Percentage

compliance to

the standards

of safety and

hazard

preparedness

Compliance to

the minimum

requirements

of existing

safety laws

President, VPs,

All colleges,

Security unit

50% 1M 100% 1M 100% 0.25M 100% 0.25M 100% 0.25M 2.75M

Budget

Total

BudgetRemarks

Y1 Budget Y2 Budget Y3 Budget Y4 Budget

Goals/

ObjectivesStrategy

Specific

ActivitiesKRA

Performance

Indicators

Responsible

Persons

Target per year

Y5