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University of Southeastern Philippines

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									University of Southeastern Philippines
Message of the President
	           The	 road	 to	 an	 institution’s	 establishing	 a	 niche	 of	 its	
own	 in	 the	 educational	 firmament	 is	 long	 and	 arduous.	 	 If	 the	
University	 of	 Southeastern	 Philippines	 wishes	 to	 gain	 a	 posi-
tion	 of	 leadership	 in	 the	 world	 of	 learning,	 we	 need	 to	 deploy	
our	physical,	human	and	financial	resources	in	a	manner	which	
meets	the	needs	of	the	future.	New	initiatives	need	to	be	adopted	
fast	to	provide	the	necessary	impetus	to	propel	USEP	towards	
achieving	its	vision—that	of	becoming	a	premier	university	in	the	
ASEAN	Region.	

	         Having	emerged	and	developed	from	a	merger	of	small	
institutions	 of	 varied	 academic	 orientations	 twenty-nine	 years	
ago	into	a	comprehensive	regional	university;	it	should	have	no	
time	to	waste.	Rather	than	suffer	obsolescence	in	a	fast	chang-
ing	world	that	characterizes	the	globalization	era,	USEP	should	
now	reposition	itself	for	the	knowledge-based	economy	and	sur-
mount	the	challenges	of	new	knowledge	evolutions.	Globaliza-
tion	as	well	as	the	knowledge	economy	has	posed	a	new	chal-
lenge	for	USEP	not	only	to	provide	findings	which	can	enhance	
the	 nation’s	 progress	 but	 also	 to	 produce	 graduates	 who	 are	
relevant,	flexible,	efficient	and	dynamic	and	of	respectable	char-
acter.	Moreover,	the	knowledge	economy	demands	for	workers	
with	knowledge	that	can	be	available	only	through	lifelong	learn-
ing.	Hence,	USEP	commits	itself	to	developing	the	potential	of	
human	resources	to	its	optimum.	

	         To	 bring	 about	 change,	 the	 University	 embarked	 on	
planned	 change—conscious,	 deliberate	 and	 collaborative	 ac-
tions	to	change	our	self-system,	social	system	or	cultural	system	
utilizing	an	understanding	and	utilization	of	its	human	resourc-
es.	 Underlying	 assumptions	 adopted	 by	 the	 USEP	 community	
to	 manage	 change	 are:	 a	 USEP	 system	 committed	 to	 a	 man-
agement	 strategy	 for	 growth	 rationalized	 by	 its	 unique	 strate-
gic	direction	of	each	of	the	five	campuses	and	highlighting	their	
comparative	advantage	in	the	market;	an	enhanced	capacity	of	
each	 campus	 to	 contribute	 to	 the	 total	 system’s	 sustainability;	
a	pervading	culture	that	promotes	performance,	accountability	
and	balanced	with	a	just	and	humane	incentive	and	reward	sys-
tem;	 a	 data	 based	 planning	 system	 that	 balances	 internal	 and	
external	 growth	 opportunities	 with	 an	 internal	 capacity	 to	 self-
organize	 and	 regulate	 for	 growth;	 and,	 a	 system	 of	 leadership	
that	enables	and	influences	the	collaborative	culture	and	growth	
of	all	campuses	within	the	USEP	system.

	         This	 Strategic	 Plan	 is	 an	 embodiment	 of	 the	 dreams	
and	aspirations	of	the	University	of	Southeastern	Philippines	in	
the	next	15	years.	It	sets	a	course	for	this	institution	in	a	complex	
environment.	We	will	be	inspired	by	our	vision	to	become	a	pre-
mier	university	in	the	ASEAN	and	guided	by	our	mission--	that	
of	providing	quality	education	for	students	to	grow	in	knowledge	
and	promote	their	well-rounded	development;	engaging	in	high	
impact	research	not	only	for	knowledge’s	sake	wherever	it	may	
lead	 but	 also	 for	 its	 practical	 benefits	 to	 society;	 and,	 a	 com-
mitment	to	the	larger	interest	of	society	through	public	service	
largely	through	promoting	entrepreneurship	and	industry	collab-
oration.	 These	 intertwined	 and	 mutually	 reinforcing	 thrusts	 will	
propel	USEP	forward	as	it	contributes	to	the	growth	and	devel-
opment	of	Mindanao	and	beyond.




                              Julieta I. Ortiz, Ph.D.
                              President
     This	15-year	Strategic	Plan	of	the	University	of	Southeastern	
     Philippines	specifically	aims	to	provide	the	University	with	a	roadmap	
     to	reposition	itself	toward	becoming	more	competitive	and	respon-
     sive	 to	 the	 needs	 of	 its	 stakeholders.	 Essentially,	 this	 would	 mean	
     USEP	achieving	academic	excellence	in	the	future	and	the	leader	in	
     research,	 development	 and	 extension	 in	 Southern	 Philippines	 and	
     the	rest	of	the	country.

     	          The	Strategic	Plan	covers	the	period	2007	to	2021.		It	con-
     sists	of	five	parts	containing	the	long-term	directions	and	medium-
     term	strategies	for	the	University.		

     	         The	long-term	directions	which	are	found	in	Part	I,	include	
     the	vision,	mission	and	goals	of	the	University.		This	was	formulated	
     through	 a	 	 	 consultation	 conducted	 with	 the	 faculty,	 non-teaching	
     personnel	and	students	and	take	into	consideration	the	existing	chal-
                       lenges	and	potentials	of	the	University.




Preface
                     	     The	medium-term	strategies	which	are	found	in	
                     Part	 II	 of	 the	 plan,	 take	 into	 account	 the	 major	 final	
                     outputs	 of	 the	 university	 on	 instruction,	 extension,	
                     research	and	development,	and	production	and	how	
                     the	same	may	be	strategically	improved	to	respond	to	
                     the	growing	demands	of	the	University	and	its	stake-
                     holders.	The	strategies	to	build	up	instruction,	exten-
       sion,	and	research	and	development	give	enough	consideration	to	
       the	desire	of	the	university	for	program	accreditation.

       	         The	plan,	as	discussed	in	Part	III,		likewise,	outlines	univer-
       sity-wide	strategies	and	defines	specific	strategies	for	each	cam-
       pus.	Strategies	for	each	campus	of	the	University	allow	for	the	dis-
       tinctive	demands	of	the	localities	where	it	is	located	to	be	factored	
       in.		This	is	without	disregard	to	the	overall	direction	of	the	University	
       in	the	medium-term.

       	       The	 plan	 implementation	 and	 communication	 are	 dis-
       cussed	in	Part	IV.		It	specifically	contains	the	procedure	for	the	im-
       plementation	of	the	plan	as	well	as	the	manner	of	communicating	
       the	plan	to	the	university	constituency	and	external	stakeholders.

       	         The	 Institutional	 mechanisms	 for	 monitoring	 and	 evalua-
       tion	 of	 plan	 implementation	 are	 discussed	 in	 Part	 V.	 	 It	 contains	
       the	following	elements:		scope	and	focus;	monitoring	and	evalua-
       tion	process;	accountabilities	and	responsibilities,	deliverables	and	
       costs	and	timing.
Acknowledgment
      T
           he	 Project	 Management	 Group	 and	 the	 Documentation	 Group	
           would	like	to	give	due	recognition	and	extend	their	heartfelt	grati-
           tude	to	those	who	in	one	way	or	the	other	made	the	formulation	of	
      the	USEP	Strategic	Plan	possible.

      	         Of	 course,	 worth	 mentioning	 here	 	 are	 the	 deans,	 directors,	
      faculty	members,	non-teaching	staff,	student	leaders	of	Obrero,	Mintal,	
      Tagum-Mabini,	 and	 Bislig	 campuses	 who	 warmly	 welcomed	 and	 acco-
      modated	 them	 during	 the	 conduct	 of	 a	 series	 of	 stakeholders’	 consul-
      tations,	multi-stakeholders’	Strategic	Planning	workshop,	and	Validation	
      workshop.

      	          To	the	stakeholders	from	the	Local	Government	Units,	National	
      Agencies	 and	 the	 Non-Government	 Organizations	 who	 actively	 partici-
      pated	and	provided	them	necessary	inputs	during	the	stakeholders	con-
      sultation	workshop	as	well	as	during	the	Strategic	Planning	Workshop.

      	           	 To	 their	 partners	 from	 the	 government	 agencies	 	 who	 	 par-
      ticipated	 in	 the	 Strategic	 Planning	 Workshop	 and	 provided	 their	 valu-
      able	 comments	 as	 well	 as	 furnish	 the	 group	 with	 the	 necessary	 data:	
      The	 Technical	 Education	 and	 Skills	 Development	 Authority	 (TESDA)	 XI	     	
      headed	 by	 Director	 Gaspar	 Gayona;	 Commission	 on	 Higher	 Education	
      (CHED	XI)	with	Dr.	Reynaldo	Peña	as	director;	Ms.	Gloria	Tango,	Director	
      of	the	Department	of	Labor	and	Employment	(DOLE)	XI;	Ms.	Annabelle	
      Rosell,	Regional	Director	of	Civil	Service	Commission	XI;	Philippine	Over-
      seas	Employment	Administration	XI	headed	by	Director	Francis	Domingo;	
      Mr.	Renato	P.O.	Villa,	Officer-In-Charge	of	the	Department	of	Foreign	Af-
      fairs-Regional	Consular	Office;	and	the	Presidents	of	the	different	SUCs	
      in	Region	XI.															
Contents
  Message
  Preface
  Acknowledgment
  Part I. DEVELOPMENT DIRECTION                           p2
        1 Introduction
        2 Vision
        3 Mission
        4 Goals
  Part II. COMPETITIVE BENCHMARK ANALYSIS                 p8
        1 Competitive Advantage of the University
        2 Current Development Trends
        3 Challenges and Priorities
  Part III. STRATEGIC ACTIONS                             p15
        1. Academic Programs,Curriculum and Instruction
        2. Research, Development, and Extension
        3. Administration and Institution
        4. Physical Plant and Facilities
        5. Human Resource Development
        6. Financial Resources
        7. Student Services
        8. Library Services
  Part IV. PLAN IMPLEMENTATION AND COMMUNICATION          p28
        1. Implementing Mechanisms
        2. Communicating Mechanisms
  Part V. MONITORING AND EVALUATION                       p32
        1. Scope and Focus
        2. Strategies
        3. M & E Deliverables
USEP Strategic Plan 2007 - 2021




    PART I. DEVELOPMENT DIRECTION
    1.1 INTRODUCTION
    The	University	of	Southeastern	Philippines	(USEP)	is	a	re-
    gional	state	university	created	in	1978	through	Batas	Pam-
    bansa	 Bilang	 12.	 The	 university	 is	 an	 integration	 of	 four	
    state	institutions,	particularly,	the	Mindanao	State	
    University-Davao,	the	University	of	the	Philippines-Master	
    of	 Management	 Program	 in	 Davao,	 the	 Davao	 School	 of	
    Arts	and	Trades,	and	the	Davao	National	Regional	Agricul-
    tural	School.

    The	university	has	five	campuses,	namely:	Obrero	(main)	
    and	Mintal	Campuses	in	Davao	City,	Tagum	-	Mabini	Cam-
    pus	which	has	two	units	–	one	in	Tagum	City	and	one	in	
    Compostela	Valley	Province,	and	Bislig	Campus	in	Surigao	
    del	Sur.	

    The	USEP	offers	graduate	and	undergraduate	academic
    programs	in	the	fields	of	engineering,	education,	arts	and	
    sciences,	economics,	business,	computing,	governance,	
    development,	resource	management,	technology,	
    agriculture	and	forestry.		

    Over	the	last	28	years,	the	university’s	commitment	toward	
    producing	 high	 quality	 graduates	 and	 relevant	 research	
    has	been	enduring.	It	is	likewise	evident	that	the	efforts	of	
    theuniversity	to	respond	to	changes	within	and	outside	its	
    environment	have	increased	tremendously.			




   2     USEP Strategic Plan 2007 - 2021
                             USEP Strategic Plan 2007 - 2021




The	trend	towards	globalization	has	brought	about	chang-
ing	and	growing	demands	of	industries.	This	has	placed	in-
creasing	pressure	on	the	university	to	continually	adjust	to	
these	 changes	 while	 maintaining	 its	 competitiveness	 and	
relevance.	 Thus,	 in	 response	 to	 these	 developments,	 the	
university	has	decided	to	come	up	with	a	roadmap	that	will	
serve	as	a	guide	as	it	repositions	itself	into	becoming	more	
competitive	and	responsive	to	the	needs	of	its	stakehold-
ers.	Efforts	to	formulate	such	a	roadmap	were	undertaken	
with	the	implementation	of	the	Strategic	
Institutional	Repositioning	(SIR)	Project.




As	 an	 offshoot	 of	 the	 Strategic	 Institutional	 Repositioning	
(SIR)	Project	of	the	USEP,	the	university’s	Board	of	Regents	
(BOR),	in	its	meeting	in	May	2006,	directed	the	creation	of	
a	 small	 group,	 eventually	 called	 the	 Project	 Management	
Group	(PMG),	which	would	spearhead	activities	leading	to	
the	preparation	of	a	Strategic	Plan	for	the	USEP	for	the	next	
15	years	(2007-2021).		

A	Documentation	Group	(DG)	was	likewise	created	to	as-
sist	 the	 PMG	 in	 carrying	 out	 the	 various	 activities	 for	 the	
preparation	 of	 a	 strategic	 plan.	 The	 DG	 is	 composed	 of	
personnel	 from	 the	 National	 Economic	 and	 Development	
Authority	(NEDA)	XI,	the	Department	of	Science	and	Tech-
nology	(DOST)	XI,	and	USEP.		




               USEP Strategic Plan 2007 - 2021                3
USEP Strategic Plan 2007 - 2021




  T
       he	 preparation	 of	 the	 strategic	 plan	 followed	
       a	 very	 comprehensive	 process	 and	 was	 ba-
       sically	participatory	in	nature.	As	such,	ideas	
  and	 concerns	 of	 the	 university	 constituency	 and	
  external	 stakeholders	 were	 considered	 in	 the	 plan	
  formulation	process.	

  Among	the	major	activities	conducted	by	the	PMG	
  was	 a	 series	 of	 stakeholders’	 consultation	 work-
  shops	 conducted	 in	 the	 four	 campuses	 of	 USEP.	
  The	main	purpose	of	the	activity	was	to	ensure	that	
  the	objectives	of	the	strategic	plan	are	appropriate	
  and	acceptable	to	the	diverse	groups	of	university	
  stakeholders.	 	 The	 conduct	 of	 the	 stakeholders’	
  consultations	provided	an	avenue	where	problems,	
  issues	and	concerns	of	the	various	university	stake-
  holders	are	ventilated.	The	nature	of	participation	of	
  the	various	stakeholders	in	the	consultation	
  allowed	the	generation	of	diverse	inputs.

  The	information	derived	from	the	series	of	
  consultation-workshops	 were	 then	 consolidated	
  and	validated	with	official	university	records.	Con-
  sequently,	the	processed	information	served	as	in-
  puts	to	the	succeeding	activity,	which	is	the	Multi-
  Stakeholders’	Strategic	Planning	Workshop.




                                                              The	Multi-Stakeholders’	Strategic	Planning	Workshop	
                                                              served	as	a	venue	for	the	university	constituency	to	
                                                              firm	up	long-term	directions.	The	activity	likewise	
                                                              enabled	the	participants	to	define	strategic	actions	
                                                              to	achieve	the	ultimate	vision	for	the	university.	The	
                                                              outputs	were	then	refined	and	served	as	the	main	
                                                              reference	for	the	writing	of	the	strategic	plan.	

                                                              Given	the	extent	of	stakeholders’	participation	in	the	
                                                              strategic	planning	process,	the	strategic	plan	is	a	true	
                                                              embodiment	of	the	aspirations	of	the	constituency	for	
                                                              the	university	and	a	reflection	of	the	deep	commit-
                                                              ment	to	achieve	their	vision.




   4     USEP Strategic Plan 2007 - 2021
                                                                 USEP Strategic Plan 2007 - 2021




   A Premier
University in
 the ASEAN
      Region


 VISION
 By	becoming	a	premier	university	in	the	ASEAN	Region,	the	USEP	shall	be	a	center	

 of	excellence	and	development,	responsive	and	adaptive	to	fast-	changing	

 environments.	USEP	shall	also	be	known	as	the	leading	university	in	the	country	

 that	fosters	innovation	and	applies	knowledge	to	create	value	towards	social,	

 economic,	and	technological	developments.




                                                      USEP Strategic Plan 2007 - 2021    5
USEP Strategic Plan 2007 - 2021




                                 USEP Shall Produce
                           World -Class Graduates and
                     Relevant Research and Extension
                      Through Quality Education and
                    Sustainable Resource Management




          MISSION
               Particularly,	USEP	is	committed	to:

               			          •		Provide	quality	education	for	students	to	grow	in	knowledge,			
               																	promote	their	well-rounded	development,	and	make	them	globally		
               	            				competitive	in	the	world	of	work;	
               	            •		Engage	in	high	impact	research,	not	only	for	knowledge’s	sake,		
               	            				but	also	for	its	practical	benefits	to	society;	and,	
               	            •		Promote	entrepreneurship	and	industry	collaboration.




   6    USEP Strategic Plan 2007 - 2021
                                                                                                     USEP Strategic Plan 2007 - 2021




GOALS
Aligned	with	the	university’s	vision	and	mission	are	specific	
goals	for	Key	Result	Areas	(KRA)	on	Instruction;	Research,	
Development,	and	Extension;	and	Resource	Management.




                                                                 KRA 1.Instruction
                                                                 Produce	globally	competitive	and	morally	upright	graduates


                                                                 KRA 2. Research, Development, and Extension (RDE)
                                                                 Develop	a	strong	RDE	culture	with	competent	human	
                                                                 resource	and	responsive	and	relevant	researches	that	are	
                                                                 adopted	and	utilized	for	development	


                                                                 KRA 3. Resource Management
                                                                 Effective	and	efficient	generation,	allocation,	and	utilization	
                                                                 of	resources




                                                                                        USEP Strategic Plan 2007 - 2021             7
USEP Strategic Plan 2007 - 2021




        PART II. COMPETITIVE / BENCHMARK ANALYSIS
            2.1 COMPETITIVE ADVANTAGE OF THE UNIVERSITY




            Quality education at affordable cost
            Demand	 from	 incoming	 first	 year	 stu-
            dents	 to	 enroll	 at	 USEP	 continues	 to	
            increase	every	year.		This	is	manifested	
            by	 the	 increasing	 number	 of	 students	
            taking	the	USEP	entrance	exam	before	
            the	opening	of	each	school	year.		The	
            obvious	reasons	why	demand	remains	
            high	are	the	known	quality	of	education	
            the	 University	 provides	 at	 affordable	
            cost.




   8    USEP Strategic Plan 2007 - 2021
                                                                               USEP Strategic Plan 2007 - 2021




                                                      Strong Research, Development and
                                                      Extension
                                                      In	the	last	five	(5)	years,	USEP	produced	136	re-
                                                      searches,	majority	of	which	were	on	agriculture.	  	
                                                      Eighty-one	 (81)	 of	 these	 researches	 were	 also	
                                                      presented	 outside	 of	 USEP	 while	 seventeen	
                                                      (17)	 researches	 gained	 regional	 and	 national	
                                                      recognition.	 	 	 Twenty-nine	 (29)	 researches	 on	
Highly Satisfactory Performance in                    agriculture,	 engineering,	 and	 economics	 were	
Standardized Exams                                    published.		

USEP	 has	 consistently	 performed	 well	 (hav-       The	 USEP	 has	 established	 and	 strengthened	
ing	students	who	topped	and	a	high	percent-           partnerships	 through	 45	 memoranda	 of	 agree-
age	of	passers)	in	the	examinations	for	Elec-         ment	 (MOAs)	 that	 are	 currently	 in	 force.	 	 The	
tronics	 and	 Communications	 Engineering,	           USEP	is	the	base	agency	of	the	Southern	Mind-
Electrical	 Engineering,	 Mechanical	 Engineer-       anao	Agriculture	and	Resources	Research	and	
ing,	 Forestry	 and	 Elementary	 Education.	 	 In	    Development	 Consortium	 (SMARRDEC)	 and	
2005,	 the	 Professional	 Regulatory	 Commis-         being	so,	USEP	has	10	MOAs	which	are	SMAR-
sion	(PRC)	awarded	USEP	as		the	no.	1	top	            RDEC-related.		There	are	13	MOAs	which	cover	
performing	 school	 nationwide	 based	 on	 the	       extension	projects	with	local	government	units	
result	 of	 the	 licensure	 examinations	 in	 Elec-   as	partners.		
tronics	 and	 	 Communications	 Engineering	
(ECE)	and	Electrical	Engineering	(EE).                It	 is	 also	 the	 lead	 university	 of	 a	 group	 of	 21	
                                                      Teacher	Education	Institutions	(TEIs)	in	three	re-
A	study	made	by	CHED	and	the	PRC	showed	              gions	of	Mindanao,	namely:	Region	XI,	XII,	and	
that	USEP	is	among	the	top	20	Higher	Edu-             ARMM,	in	the	implementation	of	the	Pre-Serv-
cation	 Institutions	 (HEIs)	 in	 the	 country	 in	   ice	Project	of	BEAM-AusAid.
terms	of	performance	in	standardized	board	
exams.




                                                                 USEP Strategic Plan 2007 - 2021                   
USEP Strategic Plan 2007 - 2021




     Partnership with Various International
    Agencies in Development Undertakings
    USEP	has	forged	linkages	that	have	allowed	it	to	
    implement	 programs	 and	 projects	 with	 ground-
    breaking	 and	 far-reaching	 (Mindanao-wide)	 im-
    pact	such	as	the	following:



    •   Knowledge	 for	 Development	 Center	 (with	 	 World	    •   Southeast	Asian	Ministries	of	Education	Organization	–	Regional	
        Bank)                                                       Center	 for	 Vocational	 and	 Technical	 Education	 and	 Training	 in	
    •   Basic	Education	Assistance	for	Mindanao		                   Brunei	Darussalam	(SEAMEO-VOCTECH)
        (BEAM)	 and	 DepEd,	 a	 partnership	 in	 Pre-service	   •   Resources	for	the	Blind,	Inc.	(with	Christoffel-Blindenmission	of	
        Education	for	Teachers	and	Mindanao	e-Learning	             Germany)
        Space	(MiSpace)	(Under	the	Australian	Agency	for	       •   Confucius	Institute	(with	the	Republic	of	China	and	CHED)	
        International	Development)                              •   Philippine-Australia	 Human	 Resource	 Development	 Facility	
    •   Institute	of	Languages	supported	by	PAHRDF	for	             (PAHRDF)	for	training	in	Teacher	Education	and	Languages	
        Muslim	Studies	and	Arabic	Language                      •   Florida	State	University,	Tallahassee,	Florida	(USA)
    •   Sung-Duk	College,	South	Korea                           •   University	of	South	Florida,	Tampa,	Florida	(USA)
    •   Pamulaan	Center	for	Indigenous	Peoples’	Educa-          •   Ministry	of	Education	of	the	People’s	Republic	of	China
        tion	 (with	 Assisi	 Development	 Foundation,	 Cart-    •   Democratic	Republic	of	Timor-Leste	through	CHED
        wheel	Foundation	&	Ilawan	Center)                       •   Republic	of	Indonesia	through	CHED
                                                                •   SEAMEO-INNOTECH	for	training	




   10    USEP Strategic Plan 2007 - 2021
                                                                                           USEP Strategic Plan 2007 - 2021




                                                                  Dynamic Administration and
                                                                    Management System
                                                                    Latest	development	in	organizational	structure	and	ad-
                                                                    ministration	 of	 the	 university	 allowed	 for	 greater	 ease	
                                                                    in	 coordination	 and	 management.	 	 With	 the	 President	
                                                                    assisted	by	three	Vice	Presidents,	the	delineation	of	re-
                                                                    sponsibilities	has	become	clearer,	resulting	in	greater	ef-
                                                                    ficiency	in	the	University	operations.

                                                                    The	appointment	of	the	Chancellor	for	the	Tagum	–	Ma-
                                                                    bini	 Campus	 also	 contributed	 to	 pushing	 the	 develop-
                                                                    ment	of	the	campus	as	a	growth	area.




 Highly Motivated and Competent
   University Faculty
   In	 terms	 of	 educational	 qualifications	 of	 faculty,	
   majority	 of	 full-time	 faculty	 have	 acquired	 ad-
   vance	degrees	in	various	fields	of	specialization.	
   It	has	more	than	met	the	required	standards	for	
   a	university.		


 Ladderized System of Education
   USEP	 is	 the	 first	 institution	 in	 the	 region	 to	 im-
   plement	the	ladderized	system	of	education	that	
   allows	 graduates	 of	 technician	 courses	 to	 pro-
   ceed	to	the	Engineering	Program.		This	is	along	
   the	thrusts	of	the	Technical	Education	and	Skills	
   Development	Authority	(TESDA)	and	the	govern-
   ment	in	order	to	provide	wider	access	to	higher	
   education.	




 Equivalency Program and Accreditation
  Schemes
  USEP	 has	 an	 Equivalency	 Program	 that	 allows	
  professional	 and	 government	 workers	 to	 earn	
  degrees.	




                                                                            USEP Strategic Plan 2007 - 2021                 11
USEP Strategic Plan 2007 - 2021



   2.2 CURRENT DEVELOPMENT TRENDS
        The	 university	 operates	 in	 a	 dynamic	 milieu	 with	 economic,	 political	 and	 social	 forces	
        constantly	in	a	flux.		Not	existing	in	a	vacuum,	the	university	needs	to	interact	with	certain	
        developments	not	only	locally	but	globally,	not	only	in	concrete	instances	but	also	in	the	
        realm	of	ideas.		The	following	are	realities	that	the	university	must	consider:


      Development of Eight (8) Priority                                     Employment for Entrepreneurship
        Industry Clusters                                                     Program of TESDA
        The	 Davao	 Region’s	 Medium-Term	 Development	 Plan	                  TESDA	is	pioneering	this	effort	where	students	are	en-
        identifies	 the	 region’s	 competitive	 quartet	 agriculture	          couraged	to	become	entrepreneurs	in	the	future.
        (mango,	banana,	coconut,	seaweed	and	wood),	mining,	
        eco-tourism	and	ICT.	

                                                                             Expanded Tertiary Education
      Establishment of Mindanao as One of                                    Equivalency and Accreditation
       the Super-Regions of the Country                                       Program (ETEEAP)
        President	Gloria	Macapagal-Arroyo	announced	the	crea-                  The	 ETEEAP	 is	 an	 educational	 assessment	 scheme	
        tion	of	super-regions	during	her	State	of	the	Nation	Ad-               which	 recognizes	 knowledge,	 skills	 and	 prior	 learning	
        dress	(SONA)	in	July	2006.		This	pronouncement	compels	                obtained	 by	 individuals	 from	 formal	 and	 informal	 edu-
        the	university	to	look	beyond	the	region	in	the	prepara-               cation	 experiences.	 By	 establishing	 equivalency	 com-
        tion	of	its	strategic	plan.		The	Mindanao	Super	Region’s	              petence	 standards	 and	 a	 comprehensive	 assessment	
        identified	 competitive	 edge	 is	 agribusiness,	 a	 field	 that	      system	employing	written	test,	interview,	skills	demon-
        the	university	also	specializes	in.							                             stration	and	other	creative	assessment	methodologies,	
                                                                               higher	 education	 institutions	 may	 administer	 compe-
                                                                               tency–based	 evaluation.	 A	 Panel	 of	 Assessors	 is	 con-
                                                                               vened	to	determine	candidates’	knowledge,	skills,	and	
      Creation of Cyber-Corridor                                              attitudes	relevant	to	a	particular	discipline,	and	conse-
        The	cyber	corridor	is	a	Commission	on	Information	and	                 quently	 equivalent	 credits	 and	 appropriate	 certificates	
        Communication	Technology	(CICT)	initiative.		It	is	an	ICT	             and	degrees	are	awarded	by	administering	higher	edu-
        channel	running	over	600	miles	across	the	country,	from	               cation	institutions.
        Baguio	City	in	the	north	and	Zamboanga	City	down	south.	
        The	 cyber	 corridor	 is	 home	 to	 numerous	 cyber-service	
        providers	that	supply	expert	services	in	various	fields	of	
        ICT	 like	 business	 process	 outsourcing	 (BPO),	 contact	          Regional State University System (RSUS)
        centers,	animation,	medical	and	legal	transcription,	soft-             The	 RSUS	 is	 a	 Commission	 on	 Higher	 Education	
        ware	development,	e-learning,	e-entertainment	and	gam-                 (CHED)	 initiative	 to	 integrate	 existing	 state	 colleges	
        ing,	 and	 other	 back	 office	 operations	 (e.g.	 finance	 and	       and	universities	in	the	region	into	one.		It	aims	for	two	
        accounting	and	human	resource	development).						                      things:		greater	access	and	equity;	and	better	quality	
                                                                               and	 relevance.	 	 	 The	 strategic	 plan	 should	 then	 con-
                                                                               sider	this	direction	so	as	not	to	run	counter	to	its	pur-
      Ladderized Tertiary Education                                           pose	and	spirit.		
       System
        Consonant	with	the	provisions	of	Executive	Order	358,	
        TESDA	is	progressively	implementing	a	ladderized	terti-              Emergence of ICT-Based Program
        ary	education	system	in	coordination	with	the	Commis-                 Delivery System
        sion	on	Higher	Education	(CHED).	The	ladderized	tertiary	
                                                                               The	 wide	 use	 of	 ICT	 and	 the	 dispersal	 of	 populations	
        education	 system	 allows	 certification	 or	 recognition	 of	
                                                                               have	 encouraged	 the	 development	 of	 academic	 pro-
        units	gained	in	TESDA	registered	tech-voc	programs	for	
                                                                               grams	that	do	not	require	students	to	physically	attend	
        equivalent	credits	under	CHED-	recognized	programs.	
                                                                               classes	regularly.		Among	the	alternative	modes	of	pro-
                                                                               gram	delivery	include	the	open-university	and	e-learn-
        Similarly,	a	college	student	or	graduate	wanting	to	take	
                                                                               ing	systems.	This	is	a	trend	that	is	expected	to	continue	
        up	TVET	programs	is	given	equivalent	credits	in	a	related	
                                                                               and	even	escalate	in	the	future.
        TVET	program.	The	system	is	envisioned	to	facilitate	the	
        transition	 and	 progression	 between	 TVET	 and	 higher	
        education




   12   USEP Strategic Plan 2007 - 2021
                                                                               USEP Strategic Plan 2007 - 2021



2.3 CHALLENGES AND PRIORITIES

 Academic programs and instructional
methods must be rationalized and enhanced
to adapt to changing needs of students and
the external environment
It	is	apparent	that	the	university	has	many	curricular	pro-
grams	that	do	not	match	with	the	manpower,	financial,	
and	physical	resources	of	the	university.	There	is	a	need	
therefore	to	rationalize	academic	programs	as	some	of	
them	have	lost	their	relevance.	The	academic	programs	
must	be	reviewed	in	the	light	of	a	declining	demand	and	
the	need	in	the	academic	marketplace.		




  There is a need to enhance the
 learning environment
 There	is	a	need	to	maintain	and	renovate	facilities	(in-
 cluding	 sports	 and	 socio-cultural	 facilities)	 in	 a	 sys-
 tematic	manner.		In	the	Obrero	Campus,	for	example,	
 some	 buildings	 such	 as	 the	 technicians’	 workshop	
 which	 have	 been	 constructed	 in	 1958	 and	 1965	 have	
 neither	been	repaired	nor	renovated.		The	Colleges	of	
 Arts	and	Sciences	and	Technology	are	in	need	of	better	
 ventilated	classrooms	and	the	College	of	Governance,	
 Business	and	Economics	in	the	Mintal	Campus	needs	
 improved	lighting	conditions.		Comfort	rooms	need	to	
 be	repaired	and	maintained.		To	better	implement	and	
 enhance	the	programs	that	are	gaining	ground	in	terms	
 of	USEP’s	role	in	this	part	of	the	region,	complementary	
 amenities	have	to	cope	with	the	academic	gains	in	or-
 der	to	attain	higher	targets.




  There is a need to expand RDE
   programs
 The	university’s	research	culture	is	more	developed	in	
 some	 disciplines,	 such	 as	 agriculture	 and	 economics,	
 and	to	some	extent,	in	engineering,	education,	
 environment	and	natural	resources.	

 With	 respect	 to	 extension	 activities,	 it	 is	 also	 evident	
 that	 some	 campuses	 or	 units	 have	 engaged	 in	 more	
 than	 30	 extension	 activities	 from	 2003	 to	 2005	 while	
 some	units	have	less	number	of	extension	
 services.	There	is	a	need,	therefore,	to	encourage	facul-
 ty	members	to	pursue	research	and	extension	as	areas	
 for	professional	growth.



  Organizational structure has to
   be rationalized
 The	present	organizational	structure	of	the	university	
 has	to	be	rationalized	and	improved	given	that	the	
 university	is	highly	complex	and	extensive,	consisting	
 of	five	campuses.	




                                                                     USEP Strategic Plan 2007 - 2021   13
USEP Strategic Plan 2007 - 2021



   The human resource manage-
  ment system of the university has to
  be enhanced
  Although	the	university	has	adequate	HRD	
  documents,	a	sound	human	resource	man-
  agement	system	has	to	be	put	in	place	for	a	
  more	effective	implementation	of	plans	and	
  policies.


   The need to expand student
  services
  The	 lack	 of	 personnel	 to	 deliver	 services	
  that	 will	 redound	 to	 better,	 well-adjusted	
  students	 is	 very	 pronounced	 in	 some	 of-
  fices,	 e.g.,	 the	 nurse	 based	 in	 the	 Tagum	
  Campus	is	also	expected	to	deliver	services	
  in	Mabini.		It	is	noted	that	there	were	years	
  when	 neither	 medical	 nor	 dental	 services	
  were	 rendered	 in	 Tagum-Mabini	 and	 Bislig	
  campuses.	 	 The	 invitation	 is	 for	 the	 USEP	
  to	explore	other	means	with	which	to	deliver	
  the	service.		If	utility	services	have	been	out-
  sourced,	 medical	 and	 dental	 services	 may	
  also	be	provided	using	the	same	mode.

  In	terms	of	guidance	services,	only	few	take	
  advantage	of	it	e.g.,	in	AY	2004-2005,	only	
  2.4	 %	 availed.	 	 The	 dearth	 of	 personnel	 in	
  the	 guidance	 and	 counseling	 office	 limits	
  the	service	the	office	can	render.		Currently,	
  there	 are	 3	 personnel	 in	 the	 guidance	 and	
  counseling	office	in	the	Obrero	Campus	and	
  only	1	in	Mintal.	



   University landholdings are
  underutilized
                                                                                                                   The need to improve access of
  The	university	has	to	develop	its	resources,	                                                                   students to library services
  such	as	its	vast	landholdings.	The	Tagum-
  Mabini	 campus,	 for	 instance,	 has	 a	 total	                                                                 There	is	a	need	for	the	university	to	im-
  area	of	about	186	hectares	but	only	a	small	                                                                    prove	the	library	and	its	services	as	well	
  portion	is	actually	used.	The	idle	land	may	                                                                    as	increase	its	library	resources.	Results	
  instead	be	developed	as	demo	farms	since	                                                                       of	 the	 stakeholders’	 consultation-work-
  the	said	campuses	specialize	in	agriculture	                                                                    shops	 revealed	 the	 dissatisfaction	 of	
  and	 forestry.	 	 Through	 this,	 the	 university	                                                              students	 with	 library	 services.	 The	 stu-
  may	be	able	to	generate	more	income	and	                                                                        dents	cited	in	particular	the	lack	of	library	
  provide	students	with	actual	training	or	ex-                                                                    space,	lack	of	materials,	restrictive	poli-
  posure.			As	authorized	under	Republic	Act	                                                                     cies	 in	 borrowing,	 and	 non-cataloguing	
  8292	 or	 the	 Higher	 Education	 Moderniza-                                                                    of	 reading	 materials.	 Accreditation	 rat-
  tion	 Act,	 the	 university	 may	 venture	 into	      ings	 for	 programs	 in	 Agricultural	 Engineering,	 Elementary	 Education,	 and	 Forestry	 in	 Tagum	
  business	activities	to	increase	revenues.             Campus	likewise	revealed	library	services	as	one	of	its	weaknesses	from	among	the	various	
                                                        program	accreditation	criteria.


                                                                     The possibility of diminishing                      Competition from other HEIs
                                                                    National Government subsidy
                                                                    Almost	 all	 resources	 that	 support	 the	 op-      USEP	can	provide	quality	education	at	af-
                                                                    eration	of	the	University	come	largely	from	         fordable	cost.		However,	a	study	revealed	
                                                                    the	National	Government.		Over	the	years,	           graduates	 of	 other	 universities	 in	 the	 re-
                                                                    this	 financial	 support	 has	 not	 been	 signifi-   gion	are	perceived	to	be	better	than	USEP	
                                                                    cantly	 reduced.	 	 Official	 pronouncements	        graduates.	 	 This	 perception	 somehow	 is	
                                                                    in	the	past,	however,	point	to	the	possibility	      eroding	 USEP’s	 strategic	 advantage	 of	
                                                                    of	reducing	national	government	subsidy	to	          providing	 an	 affordable	 college	 educa-
                                                                    SUCs.		Reduced	financial	support	from	the	           tion	 as	 most	 parents	 and	 students	 put	
                                                                    national	 government	 would	 likely	 have	 an	       premium	on	quality	education.		Competi-
                                                                    adverse	impact	on	the	operations	of	USEP	            tion	 from	 other	 HEIs	 also	 come	 in	 terms	
                                                                    in	the	future.	                                      of	 their	 ability	 to	 offer	 programs	 that	 are	
                                                                                                                         responsive	 to	 emerging	 trends	 allowing	
                                                                                                                         them	to	capture	bigger	student	markets.



   14      USEP Strategic Plan 2007 - 2021
                                                                                  USEP Strategic Plan 2007 - 2021



PART III. STRATEGIC ACTIONS
The	strategic	actions	to	be	undertaken	to	implement	the	plan	reflect	the	
guiding	principles	adopted	in	the	plan.	These	strategies	are	presented	by	
strategic	area	of	concern.	


1. ACADEMIC PROGRAMS, CURRICULUM, AND INSTRUCTION
Strategic Objective
Establish accessible academic programs and mechanisms that
ensure continuing improvement in the quality of teaching and
learning responsive to changing student needs.

Strategic Outputs and Activities
The	following	are	the	planned	output	and	activities	to	
support	the	strategy:



1.1	    Rationalized and Enhanced Academic
        Programs		–	The	development	of	
new	programs	require	the	evaluation	and	
review	of	existing	programs	to	determine	
their	continuing	relevance	to	the	changing	
needs	and	demands	of	the	industry.		It	is	
envisioned	that	by	2007,	a	comprehensive	
review	of	the	curricular	offerings	of	the	
University	shall	have	been	undertaken.		
The	review	shall	be	spearheaded	by	the	
curriculum	development	committee.	
Industry	studies	may	be	conducted	by	
the	committee	if	necessary.	Based	on	its	
findings,	the	committee	may	recommend	
new	academic	programs	to	be	offered	
starting	academic	year	2008-2009.	It	is	
envisioned	that	in	the	future,	the	university	
shall	develop	ICT-based	learning	systems	
to	enhance	existing	ones.



 1.2	    Established
         World-Class Resource Centers	–	In	
 line	with	the	university’s	vision	to	become	
 a	premier	University	in	the	ASEAN	Region,	
 world	class	resource	centers	that	serve	the	
 various	needs	of	students,	faculty	and	the	
 entire	university	constituencies	shall	be	estab-
 lished.		These	resource	centers	shall	be	equipped	
 with	facilities	responsive	to	the	growing	demands	on	the	
 major	functions	of	the	University,	particularly	in	instruction.	
 Existing	university	resource	centers,	such	as	the	Lifelong	
 Study	Center	and	the	Institute	of	Languages,	shall	likewise	be	
 upgraded.
 In	the	next	five	(5)	years,	the	following	centers	are	
 proposed	to	be	established:			

 	         a)	Center	to	address	learning	difficulties	of		students
 	         b)	Center	for	Teaching	and	Learning
 	         c)	International	Studies	Center
 	         d)	Center	for	Industry	Linkage	and	Placement
 	         e)	Center	for	Culture	and	the	Arts
 	         f)	One-Stop	Information	Center




                                                                        USEP Strategic Plan 2007 - 2021   15
USEP Strategic Plan 2007 - 2021




                                                                      1.3        Strengthened Instructional Management and Leader-
                                                                                 ship Competence of Faculty	–	Alongside	the	develop-
                                                                      ment	 of	 curricular	 offerings	 is	 the	 need	 to	 strengthen	 the	
                                                                      competence	 of	 the	 faculty,	 particularly	 in	 instruction	 man-
                                                                      agement	and	leadership.	In	addressing	such	need,	an	as-
                                                                      sessment	of	faculty	competence	that	need	to	be	improved	
                                                                      shall	 be	 identified	 It	 is	 expected	 that	 by	 2007,	 a	 more	 fo-
                                                                      cused	faculty	competence	assessment	has	been	conduct-
                                                                      ed	with	the	re-tooling	program	designed	and	implemented	
                                                                      starting	academic	year	2008-2009.		Follow-up	assessment	
                                                                      shall	be	conducted	every	three	years	after	the	re-tooling	ac-
                                                                      tivity	is	implemented.



                                                                      1.4       Institutionalized Well-Developed Alternative Delivery
                                                                                Modes of Programs	–	The	dynamic	nature	of	higher	
                                                                      education	calls	for	creativity	in	designing	delivery	modes	of	
                                                                      academic	programs	that	will	respond	to	the	diverse	nature	
                                                                      of	the	target	market	or	population.		The	growing	demand	for	
                                                                      higher	education	and	graduate	studies	by	working	individu-
                                                                      als	 and	 busy	 business	 people	 indicates	 a	 market	 that	 the	
                                                                      USEP	can	tap.		The	e-learning	approach	being	institution-
                                                                      alized	by	the	university	can	be	offered	to	this	new	market.	
                                                                      The	 equivalency	 program,	 where	 working	 individuals	 with	
                                                                      relevant	experience	in	their	chosen	field	may	earn	a	degree	
                                                                      from	 the	 University	 through	 accreditation	 and	 equivalency	
                                                                      is	another	alternative	delivery	mode	that	shall	be	pursued.	     	
                                                                      Both	 approaches	 have	 been	 institutionalized	 and	 will	 be	
                                                                      pursued	vigorously	within	the	first	five	(5)	years	of	plan	im-
                                                                      plementation.

                                                                      Another	alternative	mode	of	program	delivery	is	the	imple-
                                                                      mentation	 of	 the	 “open-university”	 concept.	 	 A	 thorough	
                                                                      study	shall	be	conducted	to	put	in	place	the	“open-univer-
                                                                      sity”	mechanism.




    Key Performance Indicators
    The	following	are	the	planned	output	and	activities	to	sup-
    port	the	strategy:


    Accreditation Level                                               Performance in Standardized Exam
    A	more	definitive	barometer	of	the	quality	of	academic	pro-       Another	good	indicator	to	measure	quality	of	academic	pro-
    gram	is	the	status	of	accreditation	by	recognized	accredit-       grams	 is	 the	 performance	 of	 students	 in	 standardized	 ex-
    ing	bodies.		Once	all	programs	are	accredited,	it	will	mani-      aminations.		A	more	detailed	analysis	of	the	performance	in	
    fest	that	the	University	has	achieved	certain	level	of	quality	   standardized	examinations	of	the	University	graduates	will	
    with	respect	to	the	programs	accredited.		Conscious	effort	       be	institutionalized.		The	analysis	will	consider	not	only	the	
    will	be	exerted	to	achieve	higher	level	of	accreditation.         percentage	 of	 passing	 or	 failing,	 but	 more	 importantly	 the	
                                                                      competitive	performance	of	USEP	vis-à-vis	other	universi-
                                                                      ties	and	colleges.
    Proportion of graduates employed
    One	 determinant	 of	 the	 relevance	 and	 responsiveness	 of	
    the	University’s	academic	programs	is	the	employability	of	       Stakeholders’ Satisfaction
    graduates.		There	is	a	need	to	gather	information	as	to	the	      Another	measure	that	will	indicate	the	quality	of	academic	
    employment	of	the	graduates.		For	this	purpose,	tracer	stud-      programs	is	level	of	satisfaction	of	the	students.		This	can	
    ies	will	be	conducted	periodically	to	measure	how	many	of	        be	undertaken	by	institutionalizing	a	feedback	mechanism	
    the	graduates	land	in	full-time	employment,	engage	in	en-         that	 will	 measure	 the	 level	 of	 satisfaction	 of	 students	 with	
    trepreneurial	undertakings,	or	have	pursued	further	studies.		    respect	to	instruction,	and	the	academic	programs	in	gen-
    The	study	will	also	look	at	how	many	of	the	graduates	failed	     eral.
    to	land	a	job.




   16    USEP Strategic Plan 2007 - 2021
                                                                                                     USEP Strategic Plan 2007 - 2021




2.RESEARCH, DEVELOPMENT, AND EXTENSION
Strategic Objective
Improve Research, Development, and Extension (RDE) capacity

Strategic Outputs and Activities

2.1    Improved RDE Programs	–	Improving	programs	for	re-
       search,	development,	and	extension	takes	off	from	
defining	the	needed	RDE	agenda.		In	order	to	do	this,	an	as-
sessment	is	necessary	that	will	consider	regional	priorities,	
as	well	as,	the	industry	demands.

Building	the	capacity	of	faculty	members	to	undertake	RDE	
activities	is	an	important	component	in	developing	the	RDE	
program.		In	line	with	this,	the	university	will	continue	to	sup-
port	degree	and	non-degree	trainings	to	educate	and	fortify	
its	workforce	in	an	increasingly	technological	society.




                                                                      2.3       Improved management of RDE programs 	 –	 Together	
                                                                                with	improving	the	programs	of	the	university	for	RDE	
                                                                      is	 the	 need	 to	 further	 improve	 management	 capability.	 This	
                                                                      may	be	started	by	assessing	the	capability	needs	of	faculty	
                                                                      members	related	to	RDE.	The	assessment	will	guide	the	uni-
                                                                      versity	 in	 putting	 together	 package	 of	 interventions	 geared	
                                                                      toward	retooling	faculty	members.

                                                                      Improving	 management	 of	 RDE	 programs	 requires	 that	
                                                                      knowledge	generated	is	not	only	shared	but	also	safeguard-
                                                                      ed.	Essentially,	this	means	that	the	university	should	pursue	
                                                                      efforts	to	protect	its	intellectual	property	rights	over	research	
                                                                      outputs.	 A	 Committee	 that	 will	 plan	 out	 courses	 of	 actions	
                                                                      towards	this	end	may	have	to	be	created.		



                                                                      2.4     Research results utilized and commercialized 	 –	 The	
                                                                              university	shall	properly	ensure	that	research	outputs	
                                                                      and	 results	 are	 properly	 utilized.	 	 Thus,	 it	 shall	 ensure	 that	
                                                                      research	outputs	are	disseminated	through	the	internet,	pub-
                                                                      lished	in	refereed	journals,	and	shared	through	other	media	
                                                                      forms.



2.2      Installed support facilities for RDE 	–	To	ensure	success-
         ful	implementation	of	RDE	programs,	there	is	a	need	
                                                                      2.5     Research Institute Foundation established 	 –	 A	 more	
                                                                              focused	approach	to	implement	RDE	program	of	the	
                                                                      university	 requires	 the	 establishment	 of	 a	 research	 institute	
to	equip	RDE	units	in	the	university	with	the	necessary	sup-          foundation.	 	 The	 foundation	 shall	 network	 with	 various	 re-
port	facilities.	These	facilities	may	include	high-end	computer	      search	institutes	and	clients,	as	well	as,	generate	resources	
equipment	and	state-of-	the	art	laboratory	facilities	as	well	as	     that	shall	support	the	various	research	programs	or	agenda	
the	necessary	software	and	other	electronic	materials.                of	the	university.
Building	the	capacity	of	faculty	members	to	undertake	RDE	

                                                                      2.6
activities	is	an	important	component	in	developing	the	RDE	                  Established Partnership with the Private Sector 	–	The	
program.		In	line	with	this,	the	university	will	continue	to	sup-            university	shall	pursue	joint	ventures	with	the	private	
port	degree	and	non-degree	trainings	to	educate	and	fortify	          sector	such	as	fast-tracking	the	adoption	of	tested	technolo-
its	workforce	in	an	increasingly	technological	society.               gies.	The	university	will	have	to	provide	the	enabling	environ-
                                                                      ment	for	local	and	international	cooperation	in	a	transparent	
                                                                      and	effective	system	that	instills	confidence	and	trust.




                                                                                      USEP Strategic Plan 2007 - 2021                17
USEP Strategic Plan 2007 - 2021




  Key Performance Indicators
  Researches Utilized and Commercialized                              Resources to Fund Researches Generated
  Improved	RDE	program	is	measured	by	the	extent	that	                Research	activities	should	not	only	be	funded	by	the	Uni-
  research	outputs	are	utilized.		It	is	targeted	that	at	least	one	   versity	 but	 also	 from	 external	 sources.	 	 This	 is	 important	
  research	is	utilized	every	year.                                    as	 possible	 added	 sources	 for	 the	 University	 in	 pursuing	
                                                                      its	function	in	RDE	and	resource	management.		The	target	
  Refereed Articles Published                                         is	 to	 generate	 not	 less	 than	 5	 million	 pesos	 from	 external	
  Articles	which	are	products	of	RDE	activities	should	be	pub-        sources	to	fund	researches	every	year.
  lished.		At	least	30	articles	should	be	published	by	the	Uni-
  versity	every	year.
                                                                      Resources from Researches Generated
  Prepared Packages of Technology (POT) and                           Research	 output	 should	 also	 be	 looked	 upon	 as	 one	 in-
  Information, Education, and Communication (IEC)                     come	 source	 for	 the	 University	 through	 active	 marketing	
  Materials                                                           and	 commercialization	 of	 research	 outputs.	 	 This	 can	 be	
  It	is	targeted	that	at	least	10	POT	and	at	least	20	IEC	            started	in	the	first	five	(5)	years	of	plan	implementation	and	
  materials	will	be	prepared	every	year.		                            is	envisioned	to	be	institutionalized	starting	in	the	sixth	year	
                                                                      of	plan	implementation.

  Research Patents Acquired
  Important	research	outputs	should	be	owned	by	the	
  University.		As	it	is,	it	is	desired	that	at	least	two	(2)	
  research	patents	are	acquired	every	year.




   18    USEP Strategic Plan 2007 - 2021
                                                                                                     USEP Strategic Plan 2007 - 2021




3.ADMINISTRATION AND INSTITUTION
Strategic Objective
Develop effective and efficient governance, supportive of and
responsive to the University’s functions


Strategic Outputs and Activities


3.1     Implemented Effective Participatory Approach, Man-
        agement Information System (MIS) and Total Quality
Management (TQM) Program	 –	 As	 the	 University	 enters	 the	
21st	 century,	 more	 innovative	 management	 approaches	
should	be	adopted.		A	dynamic	management	program	shall	
be	 properly	 supported	 by	 an	 efficient	 Management	 Infor-
mation	System	(MIS).	A	total	quality	management	system	
has	to	be	put	in	place	to	ensure	a	broad-based	decision-
making	process.		The	TQM	shall	be	expected	to	produce	
results	within	the	first	3	years	of	the	strategic	plan	imple-
mentation.



3.2     Improved Enrolment and Financial System 	 –	 Part	 of	
        the	 move	 to	 adopt	 MIS	 as	 support	 to	 administra-              	
                                                                          3.3	   	Rationalized Organizational Structure and Decentralized
                                                                                 Governance 	–	Governance	of	the	university	shall	be	
                                                                          gradually	decentralized.	This	shift	in	governance	shall	first	
tion	 and	 governance	 has	 already	 been	 put	 in	 place	 with	
the	 approval	 of	 the	 ISSP	 (Information	 Systems	 Strategic	           focus	on	the	Tagum	campus	–	a	move	that	strongly	consid-
Plan).	The	next	two	years	will	put	in	place	electronic-based	             ers	the	campus	as	a	growth	area.		Together	with	such	shift	
systems	 for	 enrolment	 and	 financial	 processes.	 	 There	 is	         in	governance	approach	for	the	Tagum	campus	is	the	build-
also	a	need	to	train	personnel	on	the	systems	that	will	be	               ing	of	its	personnel’s	capability	to	respond	to	the	growing	
developed.		                                                              demands	of	decentralization.




Key Performance Indicators
Client Satisfaction
Improvements	in	governance	and	administration	of	the	University	will	
be	measured	based	on	clients’	satisfaction.		A	mechanism	has	to	be	
put	in	place	to	see	to	it	that	clients	are	provided	with	the	opportunity	
to	give	their	feedback	with	respect	to	various	aspects	of	the	Univer-
sity	administration.


Efficiency in the Conduct of Various Transactions
Related	to	clients’	satisfaction	as	a	way	of	indicating	improvements	
in	the	administration	and	governance	systems	in	the	University	is	
the	 improvement	 in	 the	 efficiency	 of	 transactions.	 	 By	 and	 large,	
this	is	indicated	by	reduced	processing	time	of	various	transactions	
in	the	University.




                                                                                         USEP Strategic Plan 2007 - 2021          1
USEP Strategic Plan 2007 - 2021




4.PHYSICAL PLANT AND FACILITIES
Strategic Objective
Create a safe and conducive environment for all


Strategic Outputs and Activities

4.1     Established university-wide security and safety
        measures 	–	Measures	and	policies	that	will	en-
sure	security	and	safety	within	the	various	campuses	of	
the	university	shall	be	put	in	place.	This	will	involve	the	
installation	 of	 fire	 safety	 measures	 and	 components,	
among	 others.	 The	 fencing	 of	 campuses	 outside	 the	
Obrero	campus	shall	be	undertaken.



4.2      Upgraded existing facilities –	 Essential	 to	 be-
         coming	a	premier	institution	of	higher	learning	is	
the	upgrading	of	its	facilities	to	international	standards.	
Facilities	 upgrading	 shall	 include	 the	 automation	 of	
utilities.		There	is	also	a	need	to	rehabilitate	still	usable	
buildings	in	the	different	campuses.	


4.3    Established new infrastructures –	 In	 support	 of	
       USEP’s	 growth,	 the	 following	 infrastructure	
projects	shall	be	implemented	within	the	plan	period:

        a)    Construction	of	access	road	from	main	building		
        	     of	USEP	Mintal	to	Pamulaan	Center
        b)    Construction	of	library	university	sanitarium/	
        	     hospital,	cultural	center,	convention	center,		
        	     residential	halls,	sports	complex,	student	study		
        	     centers,	archives	building,	cafeteria,	kiosks,		
        	     and	video	conferencing	hall
        c)    Construction	of	additional	academic	and	labo	
        	     ratory	buildings	equipped	with	state-of-the-art		
        	     facilities
        d)    Construction	of	student	residential	lounges	
        e)    Construction	of	pathways	(covered	walk)
        f)    Construction	of	Business	Centers
        g)    Construction	of	Administration	Building
        h)    Establish	a	Campus-wide	Area	Network	

 It	has	to	be	ensured	that	the	design	of	the	buildings	
 shall	be	in	compliance	with	the	standards	set	in	Batas	
 Pambansa	Blg.	344	or	the	Accessibility	Law,	the	Na-
 tional	 Building	 Code,	 environmental	 laws/standards,	
 Fire	Code,	and	other	NBC	Referral	Codes.	




   20        USEP Strategic Plan 2007 - 2021
                                                                                                     USEP Strategic Plan 2007 - 2021




4.4      Secured titles of all university-owned lands –The	
         demand	for	the	improvement	of	the	physical	fa-
cilities	of	USEP	calls	for	securing	the	University’s	tenure	
over	lands	it	owns	where	facilities	shall	be	established.	   	
The	titling	of	all	property	of	the	University	should	be	pur-
sued	within	the	next	two	(2)	years.



4.5     Acquisition of additional real property –	In	addition	to	
        the	effort	of	securing	titles	of	USEP	properties,	the	
university	shall	also	pursue	acquisition	of	real	estate	for	
future	expansion.




                                                                    Key Performance Indicators
                                                                    Attained Higher Accreditation Level
                                                                    Since	the	quality	of	the	physical	facilities	of	a	university	has	
                                                                    bearing	in	terms	of	accrediting	academic	programs,	then	
                                                                    one	good	indicator	to	look	at	as	to	whether	the	facilities	of	
                                                                    the	University	is	at	par	or	better	off	than	the	standard	is	to	
                                                                    refer	to	the	result	of	the	accreditation.		

                                                                    Stakeholders’ Satisfaction
                                                                    Outside	of	whatever	outcome	or	observation/findings	there	
                                                                    may	be	from	the	process	of	accreditation,	it	is	also	impor-
                                                                    tant	that	the	clients	of	the	University	are	satisfied	with	the	
                                                                    kind	of	facilities	that	they	deserve.




                                                                                        USEP Strategic Plan 2007 - 2021           21
USEP Strategic Plan 2007 - 2021



  5.HUMAN RESOURCE DEVELOPMENT

  Strategic Objective
  Improve Human Resource Management in the University

  Strategic Outputs and Activities

  5.1	     HRD	Plan	Formulated		–	A	Human	Resource	Devel-
           opment	 (HRD)	 plan	 shall	 be	 formulated	 to	 set	 the	
  direction	for	the	development	of	the	university’s	important	
  resources,	its	faculty	and	staff.		The	plan	shall	clearly	out-
  line	 the	 university’s	 organizational	 structure	 and	 articulate	
  policies	that	will	define	management	of	personnel	records,	
  attendance	 and	 leave	 privileges,	 and	 other	 non-monetary	
  benefits	for	the	faculty	and	staff,	among	others.		An	elec-
  tronic-based	system	for	human	resource	development	(i.e.	
  Human	Resource	Information	System)	shall	likewise	be	de-
  veloped.


  5.2     Rationalized Policies on Appointments, Promotion and
          Dismissal 	–	While	various	laws	and	circulars	current-
  ly	provide	some	framework	in	addressing	concerns	on	merit	
  and	 promotion,	 policies	 shall	 be	 made	 more	 definite	 and	
  relevant	in	this	respect	to	consider	the	peculiarities	of	USEP	
  as	an	institution	of	higher	learning.		These	policies	shall	in	
  no	 way	 contradict	 instead	 supplement	 and	 even	 reinforce	
  existing	legal	provisions	governing	issues	on	appointments,	
  promotion,	and	dismissal.


  5.3     Faculty and Staff Development Program 	 –	 It	 is	 ac-
          knowledged	that	a	revitalized	human	resource	is	es-
  sential	to	the	development	of	an	institution.		There	should	
  therefore	be	a	conscious	effort	to	give	priority	to	faculty	and	
  staff	development,	not	only	with	respect	to	building	profes-
  sional	competence,	but	also	with	regard	to	holistic	develop-
  ment	of	faculty	and	staff.		It	may	be	fitting	to	institutionalize	
  sports,	recreational,	artistic	and/or	cultural	programs	for	the	
  university’s	faculty	and	staff.	



                                                                         Key Performance Indicators
                                                                         Faculty and Non-Teaching Staff who have availed
                                                                         of the Program
                                                                         The	most	immediate	determinant	of	the	improvement	in	the	
                                                                         human	 resource	 development	 program	 is	 the	 number	 of	
                                                                         faculty	and	staff	who	have	availed	of	the	program.		This	is	
                                                                         ascertained	by	way	of	looking	at	available	records.

                                                                         Faculty and Staff Performance Evaluation
                                                                         To	pursue	further	and	look	at	the	outcome	of	the	supposed	
                                                                         improved	HRD	program,	there	is	a	need	to	review	the	per-
                                                                         formance	of	faculty	and	staff	members,	particularly	the	level	
                                                                         of	satisfaction	from	the	perspective	of	their	immediate	cli-
                                                                         ents.

                                                                         Stakeholders’ Satisfaction
                                                                         One	indicator	to	assess	the	delivery	of	planned	outputs	for	
                                                                         human	resource	development	is	the	satisfaction	level	of	uni-
                                                                         versity	personnel.



   22     USEP Strategic Plan 2007 - 2021
                                                                                      USEP Strategic Plan 2007 - 2021


6.FINANCIAL RESOURCES

Strategic Objective
Increase availability, accessibility, and utilization of
financial resource to enhance delivery of services

Strategic Outputs and Activities


6.1     Expanded e-Learning 	–	The	demand	for	electronic-
        based	education	is	growing	and	this	promises	to	be	
a	steady	source	of	additional	income	for	the	university.		As	
such,	there	is	a	need	to	further	develop	programs	using	the	
e-learning	delivery	mode	and	reach	to	as	many	markets	as	
may	be	possible.		Active	marketing	through	strengthening	
of	local,	national	and	international	linkages	has	to	be	pur-
sued.		This	should	be	reinforced	by	developing	and	main-
taining	an	interactive	website	to	cater	to	such	purpose.	

The	expansion	of	the	e-learning	program	necessitates	the	
acquisition	 of	 software	 and	 hardware	 that	 will	 match	 the	
requirements	of	the	technology	in	the	coming	years.

6.2     Leased university landholdings and other property 	–	
        The	growing	commercial	value	of	the	landholdings	
of	the	University	as	a	possible	source	of	income	for	the	uni-
versity	shall	be	tapped	as	additional	source	of	income.		A	
complete	inventory	of	the	property	of	
the	university	should	be	under-
taken	 and	 the	 most	 beneficial	
terms	for	its	use,	such	as	lease	
arrangements,	 determined	 and	
pursued.	 Engagement	 in	 Build,	
Operate,	 and	 Transfer	 (BOT)	
scheme	of	putting	up	infrastructures	in	case	of	insufficien-
cy	of	funds	shall	also	be	considered.


6.3      Established call center 	–	The	university	shall	work	to	
         become	a	training	institute	for	call	center	agents	–	a	
response	 to	 the	 growing	 need	 of	 the	 call	 center	 industry	
within	 the	 medium-term.	 	 Additional	 income	 is	 expected	
to	 be	 derived	 out	 of	 serving	 as	 a	 training	 institute	 for	 call	
center	agents.		

It	is	also	envisioned	that	in	the	coming	years,	USEP	shall	
establish	a	call	center	where	agents	maybe	hosted	in	part-
nership	with	some	business	organizations.


6.4    Financial Resources Generated from production of in-
       structional materials –	 Another	 possible	 source	 of	
income	for	the	University	is	the	production	of	instructional	
materials.		This	can	be	pursued	as	an	offshoot	of	and	sup-
port	for	projects	implemented	with	different	funding	agen-
cies.

6.5    Established review and training centers –	 Review	
       and	 training	 centers	 that	 will	 address	 the	 demand	
of	graduates	who	are	going	to	take	standardized	examina-
tions	should	be	established.		This	undertaking	could	mean	
not	only	additional	revenue	for	the	university,	but	also	help	
the	graduates	improve	their	chances	of	passing	the	board	
examinations.

	
The	training	center,	on	the	other	hand,	is	expected	to	ad-
dress	the	need	for	capacity	building	requirements	of	vari-
ous	clients	that	may	include	local	government	units,	non-
government	organizations,	and	the	private	sector.


                                                                            USEP Strategic Plan 2007 - 2021   23
USEP Strategic Plan 2007 - 2021



6.6     Established trade/skills testing center –	 The	 estab-
        lishment	of	a	skills	testing	center	is	another	oppor-
tunity	that	can	augment	the	income	of	the	university.	This	
                                                                      Key Performance Indicators
will	be	pursued	in	partnership	with	TESDA	and	other	similar	          Income of the University
entities	here	and	abroad.                                             The	level	of	University	income	indicates	whether	the	objec-
                                                                      tive	to	increase	its	financial	resources	is	realized.

6.7      Established university printing press –	A	printing	office	
         for	the	university	shall	be	establish	to	meet	the	in-
creasing	demand	for	printing	of	research	and	resource	ma-             Financial Allocation and Utilization
terials.	The	printing	press	shall	be	another	potential	source	        Greater	 accessibility	 to	 the	 financial	 resources	 of	 the	 Uni-
of	additional	income	for	the	University.                              versity	 is	 measured	 by	 the	 financial	 allocation	 of	 each	 of	
                                                                      the	working	units	in	the	University.		This	could	be	monitored	
                                                                      regularly	to	assess	the	level	of	access	of	every	unit	in	the	
6.8     Expanded income-generating facilities –The	income	
        derived	 out	 of	 operating	 a	 dormitory/cum	 training	
center	 and	 the	 canteen	 has	 augmented	 the	 University	 re-
                                                                      University	with	respect	to	the	financial	resources.		Alterna-
                                                                      tively,	the	utilization	of	the	allotted	budget	for	each	unit	in	
sources.		Expanding	these	revenue	opportunities	should	be	            the	University	also	indicates	accessibility	to	the	financial	re-
pursued	in	the	first	five	(5)	years	of	plan	implementation.           sources	of	the	University.		




   24     USEP Strategic Plan 2007 - 2021
                                                                                                        USEP Strategic Plan 2007 - 2021



7.Student Services
Strategic Objective
Improve student services for effective delivery
of quality education

Strategic Outputs and Activities

7.1     Guidance Counseling and Placement Office and Pro-
        gram established –	 Guidance	 services	 shall	 be	
further	 enhanced	 to	 ensure	 that	 the	 psychosocial	 needs	
of	 students	 are	 properly	 and	 immediately	 addressed.	 	 A	
placement	 center	 shall	 likewise	 be	 created	 to	 assist	 the	
university	graduates	find	employment.



7.2    Improved medical and dental services 	 –	 Within	 the	
       next	 five	 years,	 the	 equipment	 necessary	 to	 up-
grade	 medical	 and	 dental	 facilities	 of	 the	 university	 shall	
be	 procured.	 Creation	 of	 plantilla	 and/or	 outsourcing	 to	
hire	additional	medical/dental	personnel	shall	likewise	be	
undertaken.



7.3     Improved canteen services –	 A	 project	 study	 for	
        the	 establishment	 of	 a	 university	 food	 court	 shall	
be	 formulated.	 The	 project	 study	 will	 determine,	 among	
other	aspects,	the	viability	of	establishing	food	courts	in	
all	university	campuses	that	are	either	internally	operated	
or	leased	out.



7.4   Student manual developed 	 –	 Within	 the	 next	 five	
      years,	a	new	student	manual	shall	have	been	for-
mulated	in	consultation	with	students.	



7.5      Student hostels established 	–	Part	of	the	demands	
         of	a	growing	University	is	the	need	to	provide	tem-
porary	shelter	for	out	of	town	university	students	and	vis-
iting	 students	 from	 other	 institutions.	 	 As	 such,	 a	 study	
on	the	establishment	of	hostels	in	every	campus	shall	be	
undertaken.

7.6    Improved Student Council Office –	 To	 further	 en-
       hance	 the	 efficiency	 of	 services	 of	 the	 student	
council,	 procurement	 of	 necessary	 equipment,	 such	 as	
computer	and	printer,	will	be	pursued.		


7.7    Established Student Assistance Center –	 A	 student	
       assistance	center	shall	be	established	purposely	
to	 manage	 scholarships,	 provide	 student	 loans,	 among	
                                                                       Key Performance Indicators
other	services.				                                                    Number of clients served
                                                                       To	determine	the	extent	of	services	rendered	by	the	medi-
                                                                       cal/dental	clinics,	a	complete	record	has	to	be	maintained	
                                                                       by	medical/dental	personnel.	

                                                                       Student Satisfaction
                                                                       A	means	to	determine	the	efficiency	of	medical	and	dental	
                                                                       services	is	the	level	of	satisfaction	of	students.	This	could	
                                                                       be	established	through	a	feedback	mechanism.




                                                                                           USEP Strategic Plan 2007 - 2021          25
USEP Strategic Plan 2007 - 2021




    8.LIBRARY SERVICES
    Strategic Objective
    Develop a state of the art library that promotes intellectual
    advancement, productive learning, relevant researches, and
    quality education




   26    USEP Strategic Plan 2007 - 2021
                                                                                                           USEP Strategic Plan 2007 - 2021




Strategic Outputs and Activities



8.1     Established library buildings in all campuses –	A	world-
        class	library	with	a	seating	capacity	of	1,000	shall	be	
put	up	in	the	Obrero	campus	by	2012.		By	2021,	a	world-
class	library	with	a	seating	capacity	of	200	shall	have	been	
established	in	each	of	the	other	campuses.	


8.2     Compiled a wide array of library resources –	 An	 ex-
        tensive	collection	of	reference	materials	in	all	media	
forms	shall	be	made	available	and	accessible	in	the	USEP	
libraries.	Materials	in	the	main	library	currently	in	the	Obrero	
campus	 shall	 be	 initially	 expanded	 with	 the	 acquisition	 of	
more	 new	 books,	 periodicals,	 and	 other	 information/refer-
ence	materials.	Regular	updating	of	library	resources	shall	
be	undertaken.	Library	materials	shall	be	properly	organized	
to	ensure	easy	retrieval.



8.3     Developed responsible library users –	 The	 university	
        shall	 ensure	 that	 library	 users	 are	 well	 informed	 on	
library	policies.	Library	orientation	for	all	students	shall	be	
conducted	at	the	start	of	each	semester	and	library	notices	
shall	be	regularly	posted.



8.4    Enhanced and improved e-library, internet, and audio-
       visual services –	 USEP	 libraries	 shall	 ensure	 that	
internet	services	and	other	audio-visual	facilities	are	made	
available	 to	 all	 library	 users.	 	 	 The	 university	 shall	 acquire	
computer	units	and	periodically	upgrade	hardware/software	
to	support	a	more	efficient	ICT	system.	An	assessment	and	
improvement	of	e-library	policies	shall	be	undertaken.	Au-
dio-visual	 rooms	 shall	 be	 established	 and	 state-of-the-art	
audio-visual	equipment	shall	be	acquired.

                                                                            Key Performance Indicators
8.5     Employed adequate and competent library personnel –	
        To	ensure	adequate	manpower	support	for	efficient	
library	services,	the	university	shall	ensure	that	plantilla	for	
                                                                            Client Satisfaction
such	be	created	and	filled	up	by	competent	library	person-                  One	determinant	to	measure	the	efficiency	of	library	serv-
nel.	Regular	training	and	attendance	to	seminar	for	library	                ices	is	the	level	of	client	satisfaction.	One	way	of	knowing	
staff	shall	be	promoted.                                                    the	level	of	client	satisfaction	is	by	establishing	a	feedback	
                                                                            mechanism.	The	library	may	install	a	comment	or	sugges-
                                                                            tion	 box	 within	 the	 library	 premises	 to	 regularly	 receive	

8.6     Established an integrated computer-based library sys-
        tem –	The	USEP	libraries	shall	continue	to	enhance	
its	automated	library	system.	Hardware	and	software	for	li-
                                                                            feedback	from	its	clients.


brary	automation	shall	be	acquired.	As	the	entire	system	is	                Accreditation rating
being	 put	 in	 place,	 training	 and	 skills	 upgrading	 of	 library	      One	 aspect	 that	 is	 being	 reviewed	 during	 the	 conduct	 of	
personnel	in	the	operation	of	automated	library	shall	be	un-                program	accreditation	is	the	quality	of	library	services.	The	
dertaken.                                                                   accreditation	 rating	 given	 to	 library	 services	 would	 be	 a	
                                                                            more	definitive	gauge.		
8.7      Improved management and coordination mechanism
         among university libraries –	A	clear	coordination	and	
management	 relationship	 among	 university	 libraries	 shall	              Student to book ratio
be	defined.	Planning,	organization,	and	establishment	of	a	                 To	determine	the	extent	of	library	holdings,	student	to	book	
library	organizational	structure	shall	be	undertaken	toward	                ratio	shall	be	determined.	It	is	expected	that	the	USEP	
this	 end.	 Regular	 interaction	 through	 monthly	 meetings	 of	           library	in	the	Obrero	Campus	would	have	a	student	to	book	
all	library	personnel	shall	be	pursued.                                     ratio	of	1:6	by	2012,	1:8	by	2017,	and	1:10+	by	2021.	USEP	
                                                                            libraries	 in	 the	 other	 campuses	 should	 have	 a	 student	 to	
                                                                            book	ratio	of	1:5	by	2012,	1:7	by	2017,	and	1:10	by	2021.	




                                                                                              USEP Strategic Plan 2007 - 2021            27
USEP Strategic Plan 2007 - 2021



  PART IV. PLAN IMPLEMENTATION AND
  COMMUNICATION
  This	section	articulates	the	procedures	for	the	implementation	of	the	strategic	plan	
  for	the	University	of	Southeastern	Philippines.		The	manner	of	communicating	the	
  plan	to	the	University	stakeholders	and	constituency	is	also	presented	here.	This	
  part	also	outlines	the	specific	means	of	implementing	the	identified	strategic	ac-
  tions	under	the	eight	strategic	areas	of	concern.




  Implementing Mechanisms
  The	 university’s	 top	 management	 headed	 by	 the	            The	implementing	mechanism	of	the	USEP	Strategic	Plan,	
  President	 shall	 take	 the	 lead	 in	 implementing	 the	       including	the	functions	and	responsibilities	of	entities	in-
  programs,	 activities	 and	 projects	 of	 the	 15-Year	         volved,	is	presented	below.	
  Strategic	 Plan	 for	 USEP.	 	 It	 is	 expected	 that	 ac-
  tions	 by	 University	 President	 relative	 to	 the	 affairs	
  of	the	university	are	anchored	on	the	strategies	and	
  directions	as	outlined	in	USEP	Strategic	Plan,	2007-
  2021.

  To	ensure	the	effective	implementation	of	the	Plan,	
  the	 university’s	 management	 shall	 develop	 a	 cul-
  ture	 of	 partnership.	 As	 such,	 collaboration	 among	
  university	 campuses	 and	 departments	 shall	 be	
  strengthened	so	that	they	complement	one	another	
  and	provide	students	and	faculty	greater	space	to	
  learn	to	sustain	the	university’s	competitive	advan-
  tages.		Further,	intelligent	linkages	with	universities	
  nationwide	 and	 even	 in	 the	 world	 outside	 shall	 be	
  established	and	sustained.	USEP	shall	take	on	stra-
  tegic	roles	in	consortium	and	partnership	arrange-
  ments	 that	 will	 continually	 strengthen	 synergies	 in	
  the	creation,	transmission	and	exploitation	of	knowl-
  edge.	 For	 the	 implementation	 of	 various	 projects	
  under	 the	 key	 result	 areas	 (instruction,	 research	
  and	extension,	and	resource	management),	linking	                Diagram	of	the	Implementing	Mechanisms	of	the	USEP	Strategic	
  with	the	local	government	units,	national	agencies,	             Plan.
  members	of	congress	and	multilateral	agencies	will	
  be	pursued	and/or	strengthened.

  To	orchestrate	the	implementation	of	the	proposed	
  changes	under	this	plan,	an	institutional	mechanism	
  shall	be	established.		This	institutional	mechanism	
  shall	 have	 a	 Project	 Management	 Team	 that	 shall	
  directly	undertake	the	implementation	of	the	Plan.	

  This	project	management	team	shall	be	called	the	
  Institutional	 Development	 Group	 (IDG).	 The	 IDG	
  shall	be	composed	of	eight(8)	improvement	teams	
  (ITs)	to	cover	the	eight(8)	strategic	areas	of	concern	
  of	USEP,	and	a	Communication	Team.	The	IDG	shall	
  work	directly	under	a	Quality	Council	(QC),	a	body	
  that	shall	provide	the	overall	direction	of	plan	imple-
  mentation.	The	QC,	in	turn,	shall	regularly	report	to	
  the	Board	of	Regents	on	the	progress	of	the	strate-
  gic	plan	implementation.




   28     USEP Strategic Plan 2007 - 2021
                                                                                                         USEP Strategic Plan 2007 - 2021




T
      he	USEP	Strategic	Plan	Implementation	Struc-                     b.	Membership	of	IDG	members
      ture	 is	 an	 informal	 structure	 that	 works	 along-             The	IDG	shall	be	composed	of	the	heads	of	the	eight	(8)	
      side	the	USEP	Administration	in	the	implemen-                      strategic	areas	of	concern	who	shall	also	be	the	respective	
tation	 of	 the	 Strategic	 Plan.	 It	 is	 meant	 to	 ensure	            chairs	of	the	eight	(8)	improvement	teams	(ITs),	the	chair	
participation	 of	 all	 internal	 stakeholders	 of	 USEP	 in	            of	 the	 Communication	 Team	 and	 the	 Co-chair	 of	 the	 IT,	
                                                                         namely:
the	implementation	of	the	plan,	utilizing	both	bottom-
up	and	top-down	approaches.                                              i.	            Vice	President	for	Academic	Affairs	as	the		
                                                                         	              Learning	Management	Specialist		
                                                                         ii.	           Vice	President	for	Research,	Development,	and		
1. Quality Council                                                       	              Extension	as	the	Research	Specialist	
   a.	Functions                                                          iii.	          Vice	President	for	Administration	as	the	Admin	
                                                                         	              istration,	Institution	and	Governance	Specialist	
     i.								   Provides	the	policy	direction	and	support		            iv.	           Director,	Physical	Development	and	Planning		
     	            to	USEP	Strategic	Plan;                                	              Office	as	the	Physical	Planning	Specialist
     ii.	         Approves	plans,	programs,	and	projects		               v.	            Human	Resource	Management	Officer	as	the		
     	            proposed	by	the	IDG	based	on	the	strategic		           	              Human	Resource	Management	Specialist
     	            plan;                                                  vi.	           Director,	Corporate	Enterprise	and	Develop	
     iii.	        Endorses	to	the	BOR	through	the	President,		           	              ment	Office	as	the	Business	Management		
     	            policies	recommended	by	USEP	Strategic	Plan;           	              Specialist	
     iv.	         Serves	as	fora	for	reconciling	differences		           vii.	          Director,	Office	for	Student	Services	as	the		
     	            and	conflicts	that	may	arise	as	a	result	of		          	              Student	Services	Specialist	
     	            the	change	process;	and,                               viii.	         Head	Librarian,	USEP	Main	Library	as	the		
     v.	          Conducts	regular	assessment	of	USEP			                 	              Library	Services	Specialist	
     	            Strategic	Plan’s	effectiveness	and	respon	             ix.	           Director,	Finance	Division	as	the	Finance	
     	            siveness.                                              	              Specialist
                                                                         x.	            Chair,	Communication	Team	as	the	Communi	
   b.	Membership                                                         	              cation	Specialist

     i.	          USEP	President	     	         	                      The	IDG	shall	be	chaired	by	the	Vice	President	for	Administration
     ii.	         Alumni	Association	President	 	        	
     iii.	        Council	of	Deans	President	 	                          3.	Improvement	Teams	–	organized	by	IDG	to	translate	the	strate-
     iv.	         Obrero	Campus	Student	Council	(OCSC)	                  gic	actions	under	each	SAC	into	an	operational	plan.
     	            President		         	
     v.	          Non-Teaching	Staff	Association	President	
                                                                         a.	Functions
     vi.	         Faculty	Association	President                             i.	           Design	and	implement	the	strategies	and		
1. Institutional Development Group (IDG)                                    	             activities	identified	under	each	strategic	area	of		
                                                                            	             concern	(SAC)	in	the	USEP	Strategic	Plan;
   a.	Functions                                                             ii.	          Outline	and	implement	other	activities	that		
     i.	          Prepares	project	designs,	annual	USEP	                    	             would	make	result	to	the	fulfillment	of	the	PAPs		
     	            Strategic	Plan	program	and	budget	for	the		               	             stipulated	in	every	SAC;
     	            review	by	QC;                                             iii.	         Promote	participation	of	USEP’s	stakeholders		
     j.	          Facilitates	the	conduct	of	strategic	plan	                	             in	the	implementation	of	the	plan’s	strategies		
     	            activities;                                               	             and	activities;	and
     ii.	         Provides	regular	feedback	and	update	to	the		             iv.	          Perform	other	functions	as	mandated	or	re	
     	            QC	on	the	IDG	and	strategic	plan	activities;              	             quired	by	IDG.	
     iii.	        Reviews	all	outputs	of	the	Improvement	
     	            Teams	(ITs);                                            b.	Membership
     iv.	         Facilitates	the	conduct	of	training	and	other		            i.					IT	for	Academic	Program,	Curriculum,	and		        	          	
     	            capability	building	activities	to	enhance	change		         							Instruction
     	            management	competence	of	the	participative		
     	            management	structures;                                            •     Vice	President	for	Academic	Affairs	(Chair)
     v.	          Supervises	the	ITs,	and	Communication	Team		                      •     Chair,	University	Curriculum	Committee
     	            of	the	departments,	and	recommends	actions		                      •     Student	Representative	from	every	campus
     	            needed	to	sustain	their	effectiveness;	and,                       •     Student	Representative	for	each	Graduate	School
     vi.	         Performs	other	functions	as	mandated	and		                        •     1	Research	Specialist
     	            needed	by	the	Quality	Council.                                    •     2	Faculty	Representatives
                                                                                    •     2	Industry	Representatives	-	optional



                                                                             ii.					IT	for	Research,	Development,	and	Extension

                                                                                    •     Vice	President	for	Research,	Development	and	
                                                                                          Extension	(Chair)
                                                                                    •     Director,	Research	Division
                                                                                    •     Director,	Extension	Division
                                                                                    •     Director,	Project	Development	Division
                                                                                    •     Research	Coordinator	of	each	College
                                                                                    •     Extension	Coordinator	of	each	College



                                                                                           USEP Strategic Plan 2007 - 2021                2
USEP Strategic Plan 2007 - 2021


     iii.					IT	for	Administration	and	Institution                     The	success	of	the	USEP	Strategic	Plan	lies	in	the	
                                                                                                                                	
                                                                        broad	 participation	 of	 all	 university	 stakeholders.	
          •     Vice	President	for	Administration	(Chair)               This	can	be	done	by	incorporating	the	PAPs	out-
          •     ISSP	Director
                                                                        lined	in	the	strategic	plan	in	their	respective	annual	
          •     Chief	Administrative	Officer,	Administrative	Division
          •     Finance	Director                                        programs	of	activities.
          •     Office	of	Admission	and	Student	Records	Director
          •     Human	Resource	Management	Officer                       In	 terms	 of	 plan	 financing,	 significant	 portion	 of	
          •     Student	Leader	from	the	Graduate	School	                the	planned	PAPs	shall	be	funded	from	the	regular	
          •     Student	Leader	from	every	Campus                        budget	 of	 the	 University.	 	 Hence,	 these	 planned	
          •     Representatives	from	the	Alumni	Association	(2)         PAPs	 should	 be	 consciously	 considered	 in	 the	
          •     Representatives	from	the	Faculty	(2)                    preparation	of	the	annual	budget	proposal	of	the	
                                                                        University.
     iv.					IT	for	Physical	Plant	and	Facilities
                                                                        As	 means	 of	 creative	 resource	 management,	 the	
          •     Director,	Physical	Development	and	Planning		           LGUs,	Congress	and	National	Government	Agen-
                Office	(Chair)                                          cies	shall	also	be	tapped	to	finance	some	of	the	
          •     Director,	Facilities	and	Services	Unit                  planned	 PAPs.	 	 Government	 line	 agencies	 have	
          •     Representative	from	the	Finance	Division	(1)            roles	 to	 play	 in	 the	 realization	 of	 the	 vision	 and	
          •     University	Engineer
                                                                        goals	of	the	strategic	plan	for	USEP,	especially	in	
          •     Student	Representatives	from	every	Campus
          •     Representatives	from	the	Faculty	(2)                    the	creation,	transmission	and	operation	of	knowl-
                                                                        edge	and	in	job	placement	and	market	trending	of	
                                                                        manpower	both	local	and	foreign.	
     v.				IT	for	Human	Resource	Development
                                                                        Official	 Development	 Assistance	 (ODA)	 through	
          •     Human	Resource	Management	Officer	(Chair)               the	 USAID,	 World	 Bank	 and	 the	 Australian	 Gov-
          •     Representative	from	the	Finance	Division	(1)            ernment	shall	also	be	likewise	considered	as	fund-
          •     Representatives	from	the	Faculty	(3)                    ing	sources.
          •     Representative	from	the	Industry	(1)	–	optional
          •     Representative	from	the	Non-Teaching	Staff		 	
                Association
          •     Representative	from	the	Faculty	Association
                                                                        Communicating Mechanisms
                                                                        Stakeholders	of	the	University	shall	be	involved	in	
     vi.				IT	for	Financial	Resources
                                                                        translating	 and	 communicating	 the	 plan.	 Unless	
          •     Director,	Corporate	Enterprise	Development	Office	      these	 people	 are	 informed	 that	 the	 University	 is	
                (Chair)                                                 doing	 something,	 they	 are	 unable	 to	 take	 part	 in	
          •     Chief	Administrative	Officer,	Finance	Division	(Co-     facing	the	challenges	that	go	along	with	change.	
                chair)
          •     In-charge/Head	of	IGPs	per	campus                       In	 communicating	 the	 plan,	 a	 team	 mainly	 de-
          •     Head,	Training	and	Review	Center                        signed	to	spearhead	all	necessary	forms	of	com-
          •     Representatives	from	the	Faculty
                                                                        munication	 shall	 be	 institutionalized.	 	 This	 team	
          •     Representatives	from	the	Alumni
          •     Representatives	from	the	Students	(one	per	Col-
                                                                        shall	be	called	a	Speakers’	Bureau	or	a	Communi-
                lege/Campus)                                            cation	Team.		The	Speakers’	Bureau	shall	be	under	
          •     Representatives	from	the	Graduate	School	(2)            the	supervision	of	the	IDG.		Every	college/campus,	
                                                                        department,	and	unit	of	the	University	shall	select	
                                                                        one	 representative	 who	 shall	 serve	 as	 member	
     vii.				IT	for	Student	Services
                                                                        of	 the	 Communication	 Team.	 	 The	 team	 shall	 be	
          •     Director,	Office	of	Student	Services	(Chair)            headed	 by	 the	 communication	 specialist	 who	 is	
          •     Director,	Medical	and	Dental	Unit	of	the	University     also	a	member	of	the	IDG.	
          •     Director,	University	Guidance	and	Testing	Office
          •     Representatives	from	the	Faculty
          •     Representatives	 from	 the	 Students	 (one	 per	 Col-
                lege/Campus)


     viii.			IT	for	Library	Services

          •     Head	Librarian,	USEP	Main	Library	(Chair)
          •     Librarian	of	the	other	libraries	in	USEP	(KDC,	STL-
                RC,	etc.)
          •     Information	Technology	Specialist	(1)
          •     Representatives	 from	 the	 Students	 (one	 per	 Col-
                lege/Campus)
          •     Representatives	from	the	Graduate	School	(2)
          •     Representatives	from	the	Faculty




   30    USEP Strategic Plan 2007 - 2021
                                                                                     USEP Strategic Plan 2007 - 2021


The	team	shall	perform	the	following	functions:
        •   Formulate	 and	 implement	 procedures	 and	 poli-
            cies	 regarding	 communicating	 mechanisms	 of	
            the	strategic	plan;
        •   Transmit	strategic	plan	information	to	its	college/
            campus/department;
        •   Provide	services	when	needed	to	enhance	par-
            ticipation	in	the	implementation	of	the	strategic	
            actions;
        •   Evaluate	the	attitude,	opinion	and	receptiveness	
            of	the	college/campus/department	on	the	change	
            management	 activities,	 provide	 feedback,	 and	
            submit	reports	as	needed,	to	IDG;	and,
        •   Perform	other	functions	as	required	and	needed	
            by	IDG.

For	the	team	to	be	effective,	it	shall	be	oriented	on	the	working	
knowledge	of	the	following:
          •  Advocacy	work,	such	as,	but	not	limited	to	ad-
             vertising	 and	 marketing	 employing	 appropriate	
             channels	of	communication.		These	shall	encour-
             age	learning,	participation,	approval	and	convic-
             tion	among	USEP’s	stakeholders;
          •  Public	relations	which	aim	to	build,	manage,	and	
             sustain	the	positive	image	of	the	University	to	its	
             key	publics	during	the	plan	implementation.		Es-
             sential	part	of	public	relations	is	bridging	the	gap	
             (that	may	arise	due	to	changes)	between	the	top	
             management	and	the	university	constituency.		To	
             do	 this,	 intervention	 strategies	 must	 be	 set	 by	
             the	Bureau;	
          •  Journalism	which	is	collecting,	analyzing,	verify-
             ing,	and	presenting	information	on	recent	devel-
             opments	of	the	plan;	and,
          •  Public	announcement	to	keep	all	concerned	up-
             dated.

Apart	from	the	creation	of	a	Speakers’	Bureau,	other	commu-
nicating	 mechanisms	 of	 the	 15-year	 strategic	 plan	 for	 USEP	
are	outlined	as	follows:		
          •   Translating	full	version	of	the	plan	into	an	abridged	
              version	 in	 print	 and	 in	 audio-visual	 types.	 Print	
              form	may	be	in	the	form	of	a	brochure	or	primer	
              for	 easy	 distribution	 and	 dissemination.	 	 The	
              audio-visual	 type	 is	 conducive	 for	 presentation	
              purposes.
          •   Taking	advantage	of	every	opportunity	to	present	
              the	 plan	 in	 various	 university	 fora,	 such	 as,	 but	
              not	 limited	 to	 students’	 orientation	 and	 meet-
              ings	 of	 the	 academic	 and	 administrative	 coun-
              cils.	 Small	 group	 discussions	 should	 not	 be	
              discounted.		Generally,	the	best	communication	
              takes	place	in	small	groups.	Hence,	the	need	to	
              organize	 small,	 informal	 meetings	 in	 graduate	
              and	undergraduate	levels.
          •   Coordinating	 with	 USEP	 Faculty	 Association,	
              Non-Teaching	 Staff	 Association,	 Supreme	 Stu-
              dent	 Council,	 the	 student	 publication	 and	 the	
              Alumni	 Association	 in	 communicating	 the	 plan.	
              Student	publication	is	another	avenue	of	letting	
              the	students	do	their	part	in	translating	and	com-
              municating	 the	 plan.	 	 This	 would	 further	 make	
              them	feel	that	they	are	not	just	mere	recipients	of	
              the	strategic	plan.
          •   Posting	 of	 billboards	 or	 tarpaulins	 bearing	 the	
              vision,	 mission	 and	 goals	 or	 highlights	 of	 the	
              strategic	plan		in	each	campus	of	the	University	
              and	in	a	strategic	area	in	the	localities	where	the	
              USEP	campuses	are	situated.
          •   Uploading	the	strategic	plan	to	the	USEP	web-
              site.	 Communication	 should	 also	 be	 posted	 in	
              the	 USEP	 website.	 	 It	 is	 essential	 to	 let	 every-
              body	know	the	PAPs	articulated	in	the	strategic	
              plan	as	this	would	open	doors	of	funding	institu-
              tions.	

The	conduct	of	these	communicating	mechanisms	shall	be	super-
vised	by	the	IDG	through	the	Communication	Team	or	the	Speakers’	
Bureau.		



                                                                           USEP Strategic Plan 2007 - 2021   31
USEP Strategic Plan 2007 - 2021




PART V. MONITORING
AND EVALUATION
Three	sets	of	changes	have	been	planned	to	be	achieved	
during	the	plan	period	to	realize	USEP’s	vision	of	becom-
                                                                  SCOPE AND FOCUS
ing	the	Premier	University	in	the	ASEAN	Region.		Firstly,	
the	university	planned	to	introduce	changes	in	its	pro-
                                                                  1. Effectiveness Measures
grams	and	services	and	the	manner	in	which	these	will	
                                                                  In	the	monitoring	and	evaluation	of	the	plan,	one	ma-
be	implemented	to	make	them	more	responsive	to	the	
                                                                  jor	 focus	 is	 the	 	 achievement	 of	 desired	 long-term	
needs	of	its	diverse	groups	of	stakeholders.		Secondly,	
                                                                  goals.	It	shall	cover	the	following	indicators:
the	 university	 planned	 to	 put	 in	 place	 flexible	 mecha-              Performance	in	standardized	board		
nisms	and	structures	making	them	consistently	relevant	                  	 examinations
to	the	changing	needs	of	the	university’s	stakeholders.	      	             Percentage	of	graduates	employed	and		
Lastly,	as	a	result	of	the	first	two	sets	of	changes,	the	               	 who	are	successful	in	their	employment		
university	 envisioned	 to	 achieve	 the	 following	 desired	            	 endeavors
                                                                            SUCs	Levelling	Status
final	 outcomes:	 	 a)	 produced	 globally	 competitive	 and	               Program	Accreditation	Status
morally	 upright	 graduates,	 b)	 developed	 	 strong	 RDE	                 Percentage	of	researches	commercialized
culture,	and	c)	effective	and	efficient	in	resource	mobi-                   Percentage	of	researches	given		 	
lization.                                                                	 recognition
                                                                            Percentage	of	USEP	generated	income	to		
To	 ensure	 the	 achievement	 of	 the	 aforementioned	                   	 total	funds
                                                                            Number	of	published	books	and		 	
changes,	 a	 monitoring	 and	 evaluation	 (M	 &	 E)	 mecha-              	 instructional	materials	produced	by	faculty
nism	 should	 be	 established	 to	 provide	 the	 university	
decision	makers	with	the	necessary	information	for	the	
                                                                  2.Efficiency Measures
effective	 and	 efficient	 management	 of	 the	 envisioned	
change	 process.	 	 Specifically,	 the	 implementation	 of	
                                                                  The	other	major	focus	of	the	plan	M	&	E	is	the	achieve-
strategies	has	to	be	monitored	and	evaluated	regularly	           ment	 of	 strategic	 objectives	 that	 have	 been	 set	 to	 re-
and	periodically	for	many	essential	reasons	among	other	          alize	 the	 long-term	 goals.	 	 It	 shall	 cover	 the	 following	
are	as	follows:	to	improve	its	chances	of	success;	to	in-         performance	indicators:
corporate	the	lessons	of	experience;	to	identify	possible	
changes,	 such	 as	 modifications	 in	 guidelines	 and	 pro-                Percent	increase	in	enrollment	(annually	or		by	
                                                                        school	year)
cedures;	and	to	suggest	changes	in	policies,	because	of	                    Increase	 level	 of	 stakeholders	 satisfaction	 in	
evidence	–	in	practice	–	of	alternative	approaches.                     the	 university	 programs,	 teaching	 resources	 and	  	
                                                                        instruction,	and	other		services
                                                                            Increase	in	the	number	of		POT		and	ICT	mate-
                                                                        rials	prepared	yearly
                                                                            Increase	in	the	number	of	research	patents	ac-
                                                                        quired	yearly
                                                                            Increase	 in	 the	 amount	 of	 resources	 	 gener-
                                                                        ated	yearly	by	RDE
                                                                            Organization	 and	 Management	 Structure	 in	
                                                                        place	by	2011
                                                                            Responsive	and	efficient	operational	systems,	
                                                                        such	 as	 the	 MIS,	 TQM,	 enrollment	 and	 financial	
                                                                        systems	are	in	place	by	2010
                                                                            Increase	 in	 the	 number	 of	 teaching	 and	 non-
                                                                        teaching	 staff	 who	 have	 availed	 of	 	 capability	
                                                                        building	programs
                                                                            Increase	in	the	number	of	library	users




   32     USEP Strategic Plan 2007 - 2021
                                                                                              USEP Strategic Plan 2007 - 2021




STRATEGIES
  » Generation	 of	 required	 information	 from	 other	
  		
      monitoring	and	evaluation	studies.	
  » Some	of	the	data	required	to	be	able	to	measure	
  		
      the	 effectiveness	 and	 efficiency	 of	 plan	 imple-
      mentation	may	be	obtained	from	results	of	stud-
      ies	 conducted	 by	 external	 partners	 and	 agen-
      cies,		such	as	the	SUCs’	Levelling	Studies	and	       	
      Program	Accreditation	Studies.
  »
  	   Inclusion	of	required	research	studies	in	the	uni-
      versity	research	agenda.
  »
  	   Conduct	 of	 required	 research	 studies	 shall	 be	
      included	 in	 the	 university’s	 priority	 research	
      agenda.
  »
  	   Enhancement	 of	 existing	 university	 monitoring	
      and	evaluation	systems.
  »
  	   The	existing	university’s	monitoring	and	evalua-
      tion	mechanisms	shall	be	enhanced	to	incorpo-
      rate	the	M	&	E	requirements	of	the	plan.
  »
  	   Outsourcing	 of	 major	 M	 &	 E	 activities	 to	 allow	
      external	parties	in	the	review	of	plan	implemen-
      tation.




M & E DELIVERABLES
Reports on various evaluation studies	 as	 inputs	               Report on Medium-term Plan Review	-		After	10	years	
to	plan	implementation	reviews	such	as	Tracer	Studies	           of	 plan	 implementation,	 a	 plan	 review	 should	 be	 under-
of	Graduates	and	Stakeholders’	Satisfaction	Surveys,	            taken	 to	 determine	 the	 likelihood	 of	 achieving	 the	 long-
among	others.                                                    term	goals	set	by	the	end	of	the	plan	period.		If	as	a	result	
                                                                 of	this	review,	it	was	found	out	that	achievement	of	goals	
Reports on Annual Plan Implementation                            may	not	be	realized	on	time,	a	catch	up	program	has	to	
Progress Review	 -	 	 The	 university	 shall	 undertake	         be	formulated	to	ensure	their	attainment.
plan	 implementation	 assessment	 yearly	 to	 ascertain	
the	plan’s	progress	and	identify	bottlenecks	and	their	          Report on Terminal Implementation Review	 -	 	 A	
corresponding	solutions.	                                        comprehensive	review	of	plan	implementation	should	be	
                                                                 made	 to	 assess	 both	 its	 efficiency	 and	 effectiveness	 to	
Short-term Plan Implementation Assessment                        serve	as	basis	for	the	successor	plan		to	be	formulated.
Report -		After	five	(	5	)	years	of	plan	implementation,	
the	university	shall	conduct	a	plan	implementation	as-
sessment	to	ascertain	among	others,	the	following:		a)	
achievement	of	targets	set	for	the	period,					b)	iden-
tify	 possible	 changes	 in	 the	 plan	 strategy	 design,	 c)	
identify	possible	modifications	in	guidelines	and	pro-
cedures,	and	d)	possible	changes	in	policies.




                                                                                USEP Strategic Plan 2007 - 2021            33
Project Management Group (PMG)
Dir. Nicasio Angelo J. Agustin, NEDA XI, Chairperson
Dr. Julieta I. Ortiz, USEP
Dir. Ma. Delia M. Morados, DOST XI
Mr. Antonio F. Lagdameo Jr., Private Sector
Dr. Daniel T. Ugay, Jr., USEP
Dr. Evelia R. Sator/Dr. Jailen Paul, USEP
Mr. Ronhel B. Celocia/Mr. Alfe Keith Apalit, USEP
Dr. Irvin C. Generalao, USEP
Dr. Susan F. Labutap, USEP

Documentation Group (DG)
Mr. Noel E. Quiratman, NEDA XI
Mr. Jose T. Corenales, NEDA XI
Mr. Jason P. Balais, NEDA XI
Ms. Rowena M. Dañgo, NEDA XI
Ms. Ma. Riza D. Melliza, DOST XI
Ms. Grace D. Aquino, USEP
Ms. Melanie C. Pagkaliwagan, USEP

Resource Persons
Dir. Reynaldo T. Peña, CHED XI
Dir. Gaspar S. Gayona, TESDA XI
Dir. Ma. Gloria A. Tango, DOLE XI

								
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