VISION MISSION A research university advancing quality WVSU commits to develop life-long learners education towards societal transformation and empowered to generate knowledge and global recognition. technology, and transform communities as agents of change. AACCUP Level 1 Accreditation BEED G. Institutional Planning and Development System S.1. The institution has an approved Strategic Development Plan (SDP) available in printed and/or electronic forms. Strategic Development Plan of the University approved by concerned authorities (hardcopy & e-copy) sample printed S.2. There is a system to monitor the implementation of the CSDP. Program for review & monitoring SDP Attendance sheet of the participants Pictures showing that the SDP is being deliberated
AACCUP Level 1 Accreditation BEED S.1 Strategic Development Plan of the University approved by concerned authorities (hardcopy & e- copy) sample printed
WEST VISAYAS STATE UNIVERSITY La Paz, Iloilo City STRATEGIC DEVELOPMENT PLAN 2021-2025 February 2021
Table of Contents Part I - Profile of the University A. History B. Organizational Set-Up C. University Mandate D. Purposes of the University Part 11 – Five (5) – Year Strategic Directions A. Rationale of the WVSU Strategic Development Plan B. Mission C. Vision D. Core Values E. Hashtag F. Goals and Objectives Part 111 – Situational Analysis Using the SWOT Framework Part 1V – Plan Framework: Strategies, PPAs, KPIs, and targets Part V – Financial Requirements Part VI – Organization and Management for Plan Implementation Part VII – Plan Implementation, Monitoring and Evaluation
Part I. Profile of the University A. History The coming into being of West Visayas State University (WVSU) dates back to 1924 when it became an independent and distinct teacher training institution known as the Iloilo Normal School (INS). However, its birth can be traced back as early as 1902 when it was opened as a tributary normal school with secondary school instruction. In 1916, it was a secondary school complete with elementary and training departments. It was only, however, in 1924, with the completion of its main building (now Quezon Hall) and the laboratory school building when INS became a distinct educational institution. The year likewise, became a kick off point for a more established secondary normal school program, which eventually became a two-year collegiate training program and still later in 1952 a four year normal college course. In 1954, through Republic Act No. 375, granted the offering of the Bachelor of Science in Education major in Elementary Education. INS became a pioneer and premiere teacher-training institution in Western Visayas, a prestige it continues to enjoy now with academic programs catering to local and global needs. Truth to this is its being named as Center of Excellence (1994) by th e late Sen. Blas P. Ople and Center of Excellence for Teacher Education (1995) by the Commission on Higher Education (CHED). The INS became the West Visayas State College on May 4, 1965 by virtue of R.A. 4189, and commenced the offering of the Bachelor of Science in Education for Elementary and Secondary teaching, Bachelor of Arts, and Masters in Education. It was in the same year when the Graduate School and the School of Arts and Sciences were in place. The following year saw a marked growth with the opening of the Secondary Laboratory in opened in 1969. In September 1972, RA 6596 authorized the offering of University level courses in education, arts and sciences. The period from 1974, its Golden Jubilee year to the early 1980s, was one of marked growth, witnessing the establishment of the School of Medicine (1975), School of’ Agriculture (1976), and School of Nursing (1977). The doctoral program of the Graduate School was likewise, introduced in 1977. The B.S. Biological Science, A.B. Mass Communications, and B. S. Forestry programs took off in 1981 and the Physical Education, Sports, Culture and Recreation (PESCAR) Center was established in 1993 which became a degree-granting unit called the PESCAR Institute and later a College of PESCAR in 2000. On January 27, 1986, PD. 2019 converted the College into the West Visayas State University, integrating the Iloilo National College of Agriculture (INCA) into its system. The former INCA became the West Visayas State University College of Agriculture and Forestry (WVSU-CAF). In 1987, the University acquired the Don Benito V. Lopez Memorial Hospital, which became the WVSU Hospital, a 150-bed tertiary, teaching and training hospital. Strict observance of the trilogy of functions became evident in the University as early as 1986, when the Office of Research and Non-Formal Education was established followed by the Office of Extension in 1988. In 1993, the Department of Mass Communications became the degree granting Institute of Mass Communications, which was later converted into a College in 2000. The Diamond Jubilee in 1999 was ushered in by the offering of more academic programs: the Bachelo r in Cooperatives Management (1997), Bachelor of Science in Information Management (1998) and Bachelor of Science in Information Technology (1998). The BSIM and BSIT were offered under the Institute of Mass Communication (now College of Communication).
In 2000, the Higher Education Modernization Act of 1997 integrated into the University four CHED supervised Higher Education Institutions (HEIs) such as the Calinog Agricultural -Industrial College (CAIC) in Calinog (WVSU Calinog Campus), Janiuay Polytechnic College (JPC) in Janiuay (WVSU Janiuay Campus), Lambunao Institute of Science and Technology (LIST) in Lambunao (WVSU Lambunao Campus), and Pototan College of Arts and Sciences (PCAS) in Pototan (WVSU Pototan Campus). In 2001, the WVSU Board of Regents and the Department of Health (DOH) approved the conversion of the hospital into a 300-bed WVSU Medical Center. Likewise, in 2001, the Bachelor of Science in Statistics and Research (BSSR) program was also offered. The University Distance Education program through the Diploma in Teaching (DlT) course began in Summer 2003. By the first semester of the same year, additional programs were offered such as Bachelor in Hotel and Restaurant Management (BHRM), Bachelor in Broadcasting (BB), Bachelor in Journalism (BJ), and Bachelor of Science in Development Communication. In 2002, the Institute of Information and Communications Technology (IICT) was established and effective first semester of AY 2002-2003, the BSIM and BSIT programs were offered under the leadership of the first IICT Director, Engr. Bobby D. Gerardo. However, in 2007, the BSIM program was replaced with the BS Information Systems through a BOR Resolution No. 26-2007. In 2004, the University instituted its Verticalization Scheme in academic programs through the operations of the graduate schools in the College of Education and the College of Arts & Sciences. Other colleges follow to offer their own graduate programs. In April 2006, the University signed a Memorandum of Agreement with the City of Himamaylan, Negros Occidental with the intent of extending degree programs in teacher education, thus, giving birth to the Himamaylan Extension Campus (HEC). On April 17, 2019, President Rodrigo Roa Duterte signed Republic Act 11308, An Act Converting the West Visayas State University (WVSU) – Extension in the City of Himamaylan, Province of Negros Occidental, Into a Regular Campus of the West Visayas State University to be Known as the West Visayas State University – Himamaylan City Campus and Appropriating Funds Therefor. More academic programs were offered in the University like the Master of Arts in Nursing in 2004 (CON), BS Entrepreneurship in 2005 (Calinog Campus) Bachelor of Science in Applied Math in 2006 (CAS), Bachelor of Tourism in 2008 (CBM), Master in Hospitality Management in 2010 (CBM), Bachelor of Science in Computer Science in 2014 (CICT) and Bachelor of Science in Office Administration in 2018 (Calinog Campus), and Master in Business Management (2016). To keep pace with globalization and to comply recommendations from various oversight bodies, the College of Communications was converted into the College of Communication in 2013 by virtue of BOR Resolution No 14 – A, series of 2013. In 2016, the Institute of Information and Communications Technology (IICT) was converted to College of Information and Communications Technology through a BOR Resolution No. 43 – 2016. CHED granted WVSU as Center of Excellence in Teacher Education and Center of Development for Agriculture, Forestry, and Nursing programs. In July 28, 2020, the Legal Education Board (LEB) granted WVSU Notice of Approval for Authority to Operate a Law School Program through Government Permit No. 33 pursuant to Section 6 of LEB Memorandum Circular No. 60, s. 2020. This government permit gave birth to a College of Law which offers a Juris Doctor starting the first semester of AY 2020 - 2021. Today, the West Visayas State University retains the esteemed place in the academic community through its eleven (11) degree-granting units in the Main Campus and five (95) satellite campuses. It provides varied services through the Center of Foreign Languages (CFL), University Review Center (URC), University Learning Assessment Center (ULAC), Center for Teaching Excellence (CTE), Green Technology and Business Incubation (GTBI), and University Medical Center. The University Research and Development Center, University Extension and Development Center (UEDC) and the WVSU
Innovation and Technology Office (ITSO) help strengthen the University’s research and extension services, including the promotion and protection of intellectual properties. B. Organizational Set-up C. University Mandate The West Visayas State University, as a chartered public higher education institution, is mandated to: (1) provide high quality tertiary education relevant to the needs of the people and society, and (2) engage in innovative, high impact and leading-edge research within and across disciplines, and disseminate the results of said research through scholarly and creative activities. D. Purposes of the University 1. To provide quality education in the sciences, arts and letters, and transmission of cultural heritage 2. To advance and disseminate knowledge through research, give professional; and technical instruction, and provide extension services at all levels 3. To establish linkages with other agencies or institutions of higher learning, both on the national and international levels, and 4. To offer courses in response to regional, national, and international development needs
Part II. Five (5) -Year Strategic Directions This section provides a clear strategic direction WVSU wants to pursue in the next five years. Specifically, it contains the rationale of the plan, the Vision, Mission, Core Values, and Goals. The Vision Statement contains a compelling answer to the question, ‘How do we see our organization in the next five years?’ The Mission Statement provides a succinct description of the organization. Specifically, it answers the question, “What is the reason for our existence?” The Core Values Statement describes the set of priorities as to how members of the WVSU community carries out all its activities to its stakeholders. Further, it provides the management team with the guidance as to how the organization must operate. Finally, we present the goals and objectives. Goals emanate after having taken a look at the Organization’s internal and external environments. These goals address the issues raised in the external and internal assessment. It essentially verbalizes the organization’s measurable objectives that are indicative of its long-term vision. A. Rationale of the WVSU Strategic Development Plan 2021-2025 At the helm of the new WVSU President, Dr. Joselito F. Villaruz, a new roadmap in the next five (5) years was set for the West Visayas State University. This key direction is to transform WVSU into a Research University in the region by advancing education, learning, and giving more emphasis on research. This renewed vision will lead to the full integration of instruction and research, and an increased level of research and community engagement. Research shall overshadow the other goals of the University. This development direction is cognizant of its mandates, inter-unit and inter-campus thrusts, as well as the University’s contribution in addressing the needs of the various sectors especially in the region. This 5-year WVSU Strategic Development Plan will cover the period of 2021-2025. With this renewed vision, the University shall stand as a bastion of knowledge generation and at the forefront of knowledge contribution. Through this, the University can attract the best students, faculty, and non-teaching personnel who will serve as prime movers in improving the research productivity in the region inorder to achieve national and global recognition. It shall enhance collaboration and teamwork among the faculty, staff, and students that will create a particular brand for the University. As a research University, WVSU can (1) attract best faculty researches, (2) use research as a tool for promotion, (3) strengthen graduate programs as graduate students can take over instruction mandate and professors can have more time to work in their research priorities, or they can become collaborators on researches, (4) encourage self-directed learning for students, (5) exhaust efforts to achieve adequate funding especially for high impact researches, (6) develop inter-professional and inter-disciplinary researches, and (7) create flagships research centers. To comply with such requirement as a Research University, WVSU embarked in a highly participative planning process. As early as November 2019, the University President created a Planning Team and Secretariat to formulate a roadmap and timeline for the development planning process. Strategic planning helps the organizations achieve two critical outcomes: clear decisions about purpose and strategy, and commitment to those decisions (Allison and Kaye, 2015). It is a process designed to support leaders in being intentional rather than reactive. Strategic planning is WVSU’s tool to help the University do a better job. Through a systematic process of strategic planning, the University will be guided of its acquisition and allocation of resources to achieve its priorities.
Amidst the challenges of COVID-19 pandemic, WVSU continues to deliver its primary services to its clientele. To address the various challenges brought about by the shocking corona virus, a Rehabilitation and Recovery Plan (RRP) was formulated which is aligned with the new strategic plan. The RRP includes the Master Plan for Academics under the New Normal, University Extension and Development Center 2020 Continuity Plan, University Research and Development Center Research Continuity Plan, and WVSU-Medical Center Recovery and Rehabilitation Plan. Each plan emphasizes new normal strategies to address issues and concerns as well as to attain and sustain resiliency arising from COVID – 19 crisis and other health emergencies. New challenges emerged the West Visayas State University. As stipulated in the Chapter 10 (Accelerating Human Capital Development) of the Philippine Development Plan (PDP) 2017-2022, major issues were identified that confront the higher education institutions like the West Visayas State University. The formulation of the Strategic Development Plan 2021-2025 envisions WVSU to become a Research University in the region advancing quality education towards societal transformation and global recognition. Supported by its mission to develop lifelong learners empowered to generate knowledge and technology, and transform communities as agents of change, the WVSU Strategic Development Plan will contribute to address the country’s (1) inadequate attention to research and technological innovations, (2) poor performance in producing innovators, researchers and job creators, (3) quality of graduates, (4) lack of faculty with advanced degrees, and (5) mismatch between higher education and industry, just to name a few. With the present Duterte’s Administration, WVSU as a state-funded higher learning institution, through Ambisyon Natin 2040, will contribute in the realization of the government in creating opportunities for Filipinos to enjoy a matatag, maginhawa, at panatag na buhay. The University’s Strategic Development Plan is also consistent with the Strategic Framework to Vigorously Advance Science, Technology and Innovation (STI), 2017-2022 as emphasized in the Chapter 14 of the Regional Development Plan (RDP) 2017-2022. Science, technology and innovation plays a vital role in a country’s economic and social development and a very vital catalyst for the long-term economic growth of a country. As such, a viable STI strategy is crucial in promoting productivity improvements in agriculture, industry and services. The WVSU Strategic Development Plan discusses priority strategies and outcomes needed to increase the University’s growth potential through the generation of new scientific knowledge, development of technologies and the application of innovations which will contribute in the achievement of the goal of the RDP 2017-2022. As cited in the RDP, WVSU will contribute to the national pillar of “pagbabago” or increasing growth potentials. In pursuant to Republic Act 7722, WVSU as CHED supervised institution will promote relevant and quality higher education which is at par with the international standards. It will produce graduates and professionals who are highly competent and recognized in the international arena. In its goal to achieve operational efficiency and effectiveness by establishing harmonized systems and standards for academic, research and administrative operations across campuses, WVSU will institutionalize transparency and accountability and encourage participatory governance in the University. In 2016 during the AACCUP National Convention, Dr. Patricia B. Licuanan, former CHED Chair, made a directive to all SUCS to take a challenge on the ASEAN integration by forging partnerships and collaboration among other higher education institutions abroad as part of the CHED’s internationalization agenda. This is also in consonance with the CHED Strategic Plan 2019-2022 which highlighted four (4) key result areas (KRAs), namely: access and equity; quality and competitiveness; relevance and responsiveness; and resilience and capability. These KRAs reinforces the CHED’s goals in broadening access to higher education and strong linkages with industry, government and civil society, as well as to strengthen capabilities among SUCs. To contribute to the realization of the CHED goals, all the programs mentioned above are imbedded in the WVSU Strategic Development Plan.
To achieve the vision as a Research University, priority areas for excellence and development will be given utmost importance. The University will upgrade the qualifications and competencies of its faculty through degree-based programs, fellowship, and industry immersion, and continue to enhance its academic programs. To nurture inter-and-multi-disciplinary cluster of home-grown experts which will provide opportunities for both faculty members and students, various research and innovation centers will be created such as Health and Allied Sciences, Molecular and Natural Sciences, Information & Communications Technology; Agricultural and Environmental Sciences; and Research Center for Teaching and Learning. Beginner/ junior researchers will be trained through a fortified mentoring program in preparing quality proposals to access external funds and publish in reputable journals. The University will continue to tap the technical experts to intensify capacity building program among our extensionists; enhance technology transfer strategies and identify alternative platforms in diffusing mature technologies. The University will likewise maintain a critical mass of highly qualified and competent human resource to develop, implement and sustain development initiatives; automate operations using cost effective ICT resources (cloud web hosting instead of procuring and maintaining hardware and securing IS; and comply with resource development plans required by oversight bodies (e.g. HRDP, ISSP, LUDIP). B. Vision A research university advancing quality education towards societal transformation and global recognition C. Mission WVSU commits to develop life-long learners empowered to generate knowledge and technology, and transform communities as agents of change D. Core Values Excellence Creativity and Innovations Service Excellence. WVSU continually produce quality, research and service-oriented professionals. West Visayas State University shall continually commit to produce, quality and competent graduates imbued with desirable values, exemplify excellence and professionalism in the workplace. Also as an organization, persistent efforts will be made to steadily raise the bar of our performance as a University system. Creativity and Innovation. The institution is the hub in the development and enhancement of creative works and discovery of innovative ideas.
West Visayas State University shall endeavor to create a supportive and nurturing environment for creativity and innovation to flourish. These will serve as platforms for social and economic development propelling the country’s overall competitiveness in the knowledge-driven global economy. Service. WVSU commits to provide quality service to student-clients, partner- communities and organizations to actively participate in national transformation. West Visayas State University shall endeavor to actively engage with its stakeholders and community partners by translating outputs from instruction, and knowledge and technology generated from research to extension work. These efforts are geared for the benefit and betterment of the community. E. Hashtag #WVSUexcels #WVSUexcel. The Taga-West approach every situation with a determination to succeed having a constant commitment to being the best and/or delivering the best. At WVSU excellence is a way of life… F. Goals and Objectives Goal 1 Produce research-oriented leaders and professionals in the fields of sciences, health, education, technology, business, governance, communication, and arts and the humanities Objectives 1. To develop exemplary graduates through instructional effectiveness and quality research engagement 2. To strengthen research-based curricular programs responsive to regional and national development goals 3. Build a strong community of faculty researchers and mentors Goal 2 Create, innovate, and generate new knowledge and technology through research engagements and creative outputs Objectives 1. Enhance research competency of faculty, staff and students 2. Improve research quality, productivity, and impact 3. Disseminate and utilize research outputs
Goal 3 Develop and package high-impact research-based extension programs responsive to the needs of the community Objectives 1. Institutionalize the transfer of mature technologies to enhance productivity and address societal needs 2. Intensify collaborative inter-and multi-disciplinary extension engagements 3. Strengthen stakeholders’ involvement and sense of ownership to ensure community development and sustainability. Goal 4 Achieve operational efficiency and effectiveness by establishing harmonized systems and standards for academic, research, and administrative operations across campuses Objectives 1. Establish sound fiscal management through proactive resource generation and judicious use of resources 2. Formulate a standardized system of policies, processes and procedures that will streamline operations 3. Cultivate an organizational culture that promotes, integrity, transparency, accountability and inclusiveness and build good corporate image
Part III. Situational Analysis Using the SWOT Framework An important requisite to the crafting of the strategic plan is the conduct of a situation analysis. This is achieved using the SWOT Analysis. SWOT stands for strengths, weaknesses, opportunities, and threats. It is in SWOT Analysis where we can see what really is going on with the University. It entails the scanning of WVSU’s internal and external environments. It will help us determine the University’s strategy. Strengths are internal University attributes considered to be necessary in achieving its mandates. Weaknesses are those factors that may impede the University in achieving its goals. Opportunities, on the other hand, are elements in the external environment that may facilitate the University in achieving its goals. Finally, threats are elements in the external environment that may jeopardize the University in achieving its goals. Factors were categorized based on the major areas that state universities, WVSU included, are evaluated. These areas are: (1) Instruction, (2) Research, (3) Extension, and, (4) Governance. The following summarizes the output of the exercises on SWOT analysis categorized under the four previously-mentioned broad factors. Outputs were drawn from and validated with the results of the previously conducted organizational diagnostic assessment (ODA). INSTRUCTION Strengths Weaknesses Opportunities Threats 1. Most programs are 1. Curricular recognition is 1. International linkages 1. Piracy of faculty accredited awarded only to four on members programs (Agriculture, Level III/IV by Forestry, Education, & establishing a by other HEIs or AACCUP; COM Nursing) out of the # of competency- industries offerings /Recognition of accredited Level 2 curricular programs as based curriculum with 2. The pandemic by PAASCU social relevance and other COE (accredited or COD are basically at 2. Engagement in a disasters is a programs by Competency-Based hindrance to various the Learning Outcomes for accreditation main campus Higher Education in the conduct of bodies) non- 2. Inconsistent performance Asia 2. Center of of students across (CALOHEA) Project academic student Excellence (Teacher activities campuses 3. Provision of free online 3. Challenges to the Education) and 3. Low competency in resources; OERs academic Center of critical 4. Sponsors and community’s Development thinking skills of students benefactors mental health (Nursing, 4. Imbalance implementation willing to support and psychological Agriculture, and WVSU conditions Forestry) of admission policy 5. Available resources for 5. Limited instructional programs academic programs 3. Curricular programs materials derived from from offered research outputs national government by the University agencies and other address agencies the needs of the society 4. Established constructive
Strengths Weaknesses Opportunities Threats alignment of 6. Only 50% of the 6. Available scholarships curricular programs and programs based on offered have COPC further faculty standards 7. Lack of alumni tracking enhancement (VMGO, CMO, TA- system provided by CHED and SE) 8. Research-based other 5. Close coordination curriculum between agencies is not clearly evident in 7. Accessible free Massive COM and UMC all 6. Established Open Online Courses residency Program delivery of programs (MOOCs) that can 9. Resistance to changes in capacitate academic for Family Medicine staff 7. Robust roster of the delivery of teaching recognized and learning activities 8. International linkages among the academic providing exchange experts, staff mobility for academic consultants and because conventional practices may be more staff, trainers convenient for them training staff and 8. Faculty recognized 10. Instructional materials/ by SGD students (e.g., Universidad de award-giving modules of the COM to Deusto) bodies undergo review by the 9. Strong pool of University Instructional 9. Availability of committed Materials Committee scholarships, 11. University Distance and board-certified Education Programs grants, and other consultants (UMC) offered are limited to student COE 10. Clear and inclusive only financial assistance admission policy 12. Absence of (a) programs comprehensive Faculty 10. Incentives for top 11. Newly-approved Development Plan (a. performing students in Faculty Scholarship/Enhancement international/national/ of Educational regional competitions Manual Qualifications, (b) 12. Availability of Needs- fellowship based Capacity-building Program, (c) Succession scholarship grants Plan) 13. Heavy workload on 13. Well selected instruction and other students administrative concerns that affect productivity based on selective in admission research and extension 14. Students excel in academic and non- academic activities 15. Graduates occupying key
Strengths Weaknesses Opportunities Threats positions in engagements various fields 14. Retirement of senior 16. Existing University faculty that affects the Student Handbook pool of experts 15. Not vertically-articulated qualifications of some faculty 16. Wanting of learning spaces suited to a competency-based education (i.e. makerspace; multimedia production rooms; areas for technology-enhanced instruction (i.e. interactive physics room), identified display areas, etc. 17. Low participation of students in non- academic activities due to the conflict of academic work with non-academic activities 18. Lack of full-time guidance counselors for each campus (1:1000 students) 19. Limited academic support facilities RESEARCH Strengths Weaknesses Opportunities Threats 1. Availability of 1. Serves as the base 1. Non-facilitative policy external 1. Stringent policies agency on and research funding of Research Consortia research fund with processes of (WESVAARRDDEC, availment funding CHED incentives for RRC) and utilization researchers agencies 2. Established accredited 2. Minimal internally and 2. Unanticipated externally funded changes in
Strengths Weaknesses Opportunities Threats some policies and research ethics review researches (8 projects 2. Availability of guidelines of committee for out scholarships oversight selected bodies i.e. on fields of 100+ - 10% grants for Research externally researchers Performance 3. Established research 3. Unlimited points in Parameters track funded), Researchers research are record that attract for promotion in partnership with not motivated to SUCs reputable pursue 4. Availability of online research institutions (ex. external funding resources DA, DILG, NIA, UPLB, PCAARRD) 3. Limited research productivity (per capita 4. Institutionalized research of faculty) associated with capability heavy faculty teaching enhancement/ and training Administrative load 5. Institutionalized ITSO (40/726 to Publications & facilitate application of Percentage IPs of faculty with 6. Improvement of publications) Research 4. Low quality research and Development output Facilities (Qualification of Low – in the main campus, No. including acquisition of of researches turned software to support into research activities 7. Presence of In-house actual publications) Publication 5. Untimely completion of 8. WVSU Researchers are some researches tapped as Resource undertaken (Not Persons, and/or completed Evaluators on time) during scientific for a 5. Unstable connectivity 9. Availability of in-house across research grants campuses 10. Enhanced IPR (infrastructures, Policies on devices) Rewards and Incentives 6. Decrease number of research output due to absence of legal basis to the BOR-approved incentives (52 completed researches/ 72 in 2020) 7. Capacity of faculty to
Strengths Weaknesses Opportunities Threats produce competitive research Threats 1. Health, safety, and 8. Few knowledge security products/technology produced are risks for extension workers translated to extension 2. Participants who are daily work/activities wage earners need EXTENSION alternate income (Opportunity losses Strengths Weaknesses Opportunities in 1. Committed and 1. Some extension 1. Partner attending extension dedicated programs organizations/ activities) 3. Slow diffusion of extension specialists are not aligned with agencies are pro- technology the active, 4. Change in 2. Institutionalized leadership mentoring discipline/expertise of positive, and among partner the cooperative in communities the mentors program (example: college/unit the implementation new barangay 3. Presence of a UEDC of captain) Office 5. Inaccessibility of extension activities areas to coordinate and assist the 2. WVSU Extension 2. A number of function is organizations/ satellite campuses colleges not communicated well agencies are willing to to partner and units in the conduct of the LGUs and with WVSU in doing communities. extension extension activities and (Lack of coordination, work with production of IEC 3. Address identified materials regards to extension local, programs, with the 4. Functional Agri-based LGUs regional, national techno-demo farms, and communities) and the One- 3. Less faculty UN sustainable stop information involvement development goals system, (Lack of Appreciation, 4. Funding and technical Understanding of opportunities for Extension assistance for Work, Tasking) extension Darag Chicken and 4. Lack of planning, Itik preparation, and Pinas implementation of extension design 5. Having a well- integrated 5. Uncoordinated extension Extension Program where Activities everyone can take part ‘
Strengths Weaknesses Opportunities Threats (Institutionalized 6. Sustaining the Extension introduced Program in the University) Technologies –Each division in the college has its own 7. Weak extension planned monitoring 6. Availability of and evaluation skills resources, among funds/budget for the faculty implementers projects 7. Revised Extension Manual of Operations (to be r eleased soon) 8. Operational Technology Business Incubation Facility GOVERNANCE Strengths Weaknesses Opportunities Threats 1. Clearly defined roles, 1. Bureaucratic layers 1. To receive award, 1. None approval of that citation the functions, and responsibilities restrict the and funding Revised functioning of (Accreditation/ Organizational 2. Strong support from the administrative, Certifying bodies) Structure and instruction, 2. Possible entitlement of Staffing BOR research, and incentive due to Standards for SUCs 3. Strong and extension units effective (ROSSS) harmonious 2. Conflicting policies financial management 2. Possible sanctions to relationship existing and control non- between and among 3. Government Training units Guidelines Programs compliance of and across campuses government 3. Slow/Non- 4. Additional grants and 4. Top Management dissemination of funding from outside policies demonstrates institutions updated policies & 3. Available sanctions integrity, guidelines 5. Technical Assistance in place transparency, and from 4. Stakeholders are not for disallowances objectivity consistently aware of other institutions in all transactions 6. Additional/continued 4. Decreased funding the grants of DBM 5. There are systems for laws and rules on monitoring and Governing and funding from due to low outside utilization rate evaluation Expenditures to ensure compliance institutions of the budget 5. Low level of 5. Health conditions with competence of laws and rules on 6. Unstable Internet Governing unit heads on risk Connectivity Expenditures
Strengths Weaknesses Opportunities Threats 6. Appropriate actions assessment and 7. Collaboration with DICT 7. Cybersecurity are project and management - The done to address institutions are not other agencies to assist findings in conducting regularly in Risk internal/external Assessment and Risk capability building in audit Response activities. ICT reports within a development specified 6. Poor planning and 8. There are available pool allowable time implementation of of performed capital expert that can be by appropriate outlay projects tapped as internal 7. The university has consultant to assist audit office, the COA no land 9. Availability of Project and funds to use in infrastructure other plan fully operate 7. Accounting and fund that will guide it management system is 8. The university lacks a robust 8. Budgeting and comprehensive planning Human autonomy across Resource campuses Development Plan 9. Sustainable financial and Succession Plan management systems 9. No approved ISSP 10. Effective financial 10. Fragmented ICT monitoring tools and system across applications campuses 11. No Interoperable 11. Institutional sustainability Information Systems being promoted across campuses 12. Policies and system 12. Some Staff, faculty of and financial administrators are management and not control are proficient in ICT, developed and with the implemented with university providing the training and/or support involvement of 13. Weak information administrators, flow on faculty and where appropriate, students
Strengths Weaknesses Opportunities Threats 13. The budget of the matters pertaining to fund institution is well- sources prepared, judiciously 14. Limited viable and allocated, sustainable effectively utilized, clearly income- accounted generating projects and fairly audited 14. Functioning MIS in to the support and Main Campus 15. Available external augment the funding regular budget 16. PRIME HRM LEVEL appropriated by the 2 government 17. QS Stars - 3 stars 18. UPM - 4 stars 15. Highly dependent University on 19. ISO 9001:2015 Certified government appropriations 16. Limited monitoring and evaluation of resource generation projects IV. Plan Framework: Strategies, PPAs, KPIs, and Targets This Section provides the Strategies, Programs/Projects/Activities (PPAs), Key Performance Indicators (KPIs) and Targets that WVSU has to perform in order to achieve its Vision. Strategies are general plans to achieve each identified objective; specific PPAs for each strategy are then ascertained. Programs are a collection of projects from an interconnected package of work. A project, on the other hand, is a single focused undertaking designed to reach the objectives. Activities are day-to-day operation methods done to deliver project deliverables. KPIs are measurable values that demonstrates how effective an organization is in achieving key organizational objectives. This particular section is organized into four subsections corresponding to the four identified goals. Objectives for every goal is individually presented including the details of the major strategies, PPAS, KPIs, as well as the yearly targets.
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