STRATEGIC PLANNING
NEW VISION STATEMENT
RSU as an innovative agricultural university, committed to develop industry responsive life-long learners, resilient to the changing environment towards an internationally competitive higher education institution.
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NEW MISSION STATEMENT
RSU exists by providing quality higher education and learning environment in agriculture, fisheries and forestry, arts and sciences, business and accountancy, education, engineering and technology, and other related disciplines; ensuring the development of competent professionals; and conducting relevant research and extension programs using modern and appropriate technology conforming with international standards.
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DRAFT STRATEGIC PLAN 2019-2025
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NEDA Comments and Recommendations
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DRAFT PERFORMANCE INDICATORS AND TARGETS 2019-2025
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STRATEGIC PLANNING WORKSHOP 2019
11-13 March 2019
11-13 March 2019
SUC LEVELING INSTRUMENTS
RELEVANT RSU MANUALS
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REFERENCE MATERIALS
MEMOS AND COMMUNICATION
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RATIONALE OF THE STRATEGIC PLAN 2019-2025 PREPARATION
IN RECENT YEARS, new challenges emerged that the Philippine higher education institutions (HEIs) are facing which are complex and changing. These challenges include the need for a better access to quality formal education services and to meet the institutional vision, mission, and goals (VMG). At the same time, to provide access and affordable higher education through outcome-based teaching and learning process in key result areas of instruction, research, extension, and production.
In particular, the Philippine Development Plan 2017-2022 highlighted the major issues in higher education such as follows: (a) quality of graduates, (b) lacklustre performance in producing innovators, researchers, job creators, etc., (c) lack of faculty with advanced degrees, (d) poor quality of graduate programs, (e) low number of accredited programs, (f) inadequate attention to research and technological innovations, (g) lack of interest among Filipinos engineering, scientific and technical studies, (h) mismatch between higher education and industry, and (i) bureaucracy and questionable practices among HEIs. In addition, with the present Duterte’s administration, it is envisioned through AmBisyon 2040 that formal education is a vital sector in the realization of creating opportunities for Filipinos to enjoy a “matatag, maginhawa, at panatag na buhay.” Thus, the government should be proactive in setting the agenda for education towards moulding the future of every Filipino.
During the AACCUP Convention 2016, the former Chairperson of the Commission on Higher Education (CHED), Honourable Licuanan also reiterated that State Universities and Colleges (SUCs) should take the challenge of the ASEAN integration in forging partnerships and collaboration among other academic institutions from the neighbouring countries in the region as part of CHED’s internationalization agenda. CHED also crafted its Strategic Plan 2019-2022 which highlighted four key result areas (KRAs), namely: access and equity; quality and competitiveness; relevance and responsiveness; and resilience and capability. These KRAs resonate CHED’s goals in broadening access to higher quality education and strong linkages with industry, government and civil society, as well as to strengthen capabilities among SUCs. Moreover, sometime in September 2017, a regional roadshow was held at the university campus which also launched the MIMAROPA Regional Development Plan 2017-2022. The launching was graced by the presence of NEDA Undersecretary, Dr. Adoracion M. Navarro which she emphasized the role of the plan and the collective effort of various stakeholders in the pursuit of socioeconomic development in the region.
With the above-mentioned challenges, it is imperative for SUCs to engage in a planning process based on strategic thinking. Likewise, the Romblon State University (RSU) must be developing a “strategy” or approach to proactively and successfully deal with these emerging challenges. The valuable inputs from the delivery units (colleges, satellite campuses, administration, and support services), including other government agencies as partners/stakeholders are also greatly important in shaping this university’s strategic direction – redefining RSU institutional goals and priorities in the next 3-5 years. The development of a doable strategic plan for the entire university, as well as specific campus/college-level strategic plans is aligned to the vision and mission of the university.
IN RECENT YEARS, new challenges emerged that the Philippine higher education institutions (HEIs) are facing which are complex and changing. These challenges include the need for a better access to quality formal education services and to meet the institutional vision, mission, and goals (VMG). At the same time, to provide access and affordable higher education through outcome-based teaching and learning process in key result areas of instruction, research, extension, and production.
In particular, the Philippine Development Plan 2017-2022 highlighted the major issues in higher education such as follows: (a) quality of graduates, (b) lacklustre performance in producing innovators, researchers, job creators, etc., (c) lack of faculty with advanced degrees, (d) poor quality of graduate programs, (e) low number of accredited programs, (f) inadequate attention to research and technological innovations, (g) lack of interest among Filipinos engineering, scientific and technical studies, (h) mismatch between higher education and industry, and (i) bureaucracy and questionable practices among HEIs. In addition, with the present Duterte’s administration, it is envisioned through AmBisyon 2040 that formal education is a vital sector in the realization of creating opportunities for Filipinos to enjoy a “matatag, maginhawa, at panatag na buhay.” Thus, the government should be proactive in setting the agenda for education towards moulding the future of every Filipino.
During the AACCUP Convention 2016, the former Chairperson of the Commission on Higher Education (CHED), Honourable Licuanan also reiterated that State Universities and Colleges (SUCs) should take the challenge of the ASEAN integration in forging partnerships and collaboration among other academic institutions from the neighbouring countries in the region as part of CHED’s internationalization agenda. CHED also crafted its Strategic Plan 2019-2022 which highlighted four key result areas (KRAs), namely: access and equity; quality and competitiveness; relevance and responsiveness; and resilience and capability. These KRAs resonate CHED’s goals in broadening access to higher quality education and strong linkages with industry, government and civil society, as well as to strengthen capabilities among SUCs. Moreover, sometime in September 2017, a regional roadshow was held at the university campus which also launched the MIMAROPA Regional Development Plan 2017-2022. The launching was graced by the presence of NEDA Undersecretary, Dr. Adoracion M. Navarro which she emphasized the role of the plan and the collective effort of various stakeholders in the pursuit of socioeconomic development in the region.
With the above-mentioned challenges, it is imperative for SUCs to engage in a planning process based on strategic thinking. Likewise, the Romblon State University (RSU) must be developing a “strategy” or approach to proactively and successfully deal with these emerging challenges. The valuable inputs from the delivery units (colleges, satellite campuses, administration, and support services), including other government agencies as partners/stakeholders are also greatly important in shaping this university’s strategic direction – redefining RSU institutional goals and priorities in the next 3-5 years. The development of a doable strategic plan for the entire university, as well as specific campus/college-level strategic plans is aligned to the vision and mission of the university.
The Strategic Planning Process, Monitoring and Evaluation
Monitoring is the process of gathering feedbacks in the utilization of project inputs, on unfolding of projects activities, on timely generations of project outputs, and on circumstances that are critical to the efficient and effective implementation of the Plan. A yearly monitoring and evaluation shall be conducted by all units to make sure that all deliverables are attained. At the end of five years, a Task Force will be created to make a holistic evaluation of the degree of implementation of the five year development plan. The evaluation shall focus on the goals, objectives and targets of specific programs, projects and activities contained in the plan. Attached is the planning procedure.
Monitoring is the process of gathering feedbacks in the utilization of project inputs, on unfolding of projects activities, on timely generations of project outputs, and on circumstances that are critical to the efficient and effective implementation of the Plan. A yearly monitoring and evaluation shall be conducted by all units to make sure that all deliverables are attained. At the end of five years, a Task Force will be created to make a holistic evaluation of the degree of implementation of the five year development plan. The evaluation shall focus on the goals, objectives and targets of specific programs, projects and activities contained in the plan. Attached is the planning procedure.
rsu_planning_control_procedure_draft.pdf | |
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HIGHLIGHTS OF THE 5-YEAR DEVELOPMENT PLAN 2013-2017
THE FIVE-YEAR DEVELOPMENT PLAN provides a holistic view of the progress path it will tread in the next five years (2013-2017). It was formulated based on its vision – “Romblon State University as a premier institution of higher education in the MIMAROPA region for a globally competitive Province of Romblon”.
The Development Plan builds up from the general mandate which states that “the university shall primarily provide advanced education, higher technological and professional instruction and training in agriculture and fishery, forestry, science and technology, education, arts and sciences and other relevant fields of study. It shall also undertake research and extension services, and provide progressive leadership in its areas of specialization and systematically employ these to chart the direction of the university”.
It merely provides in broad strokes the desired future scenario for the university system, along with the strategies and policies needed to realize such vision within the context of its mission. This will have to be translated into concrete programs and projects to be implemented by concerned and responsible centers and units. The plan is dynamic; however, it must be constantly monitored and modified to suit the needs of various colleges, schools, centers and units.
The formulation of the plan is a good example of multi-sectoral and multi-level cooperation and teamwork. If the unity of purpose that went into the making of the Development Plan 2013-2017 would be sustained through the program-project planning and implementation stages, then we can be assured that the goals of the plan will be realized.
THE FIVE-YEAR DEVELOPMENT PLAN provides a holistic view of the progress path it will tread in the next five years (2013-2017). It was formulated based on its vision – “Romblon State University as a premier institution of higher education in the MIMAROPA region for a globally competitive Province of Romblon”.
The Development Plan builds up from the general mandate which states that “the university shall primarily provide advanced education, higher technological and professional instruction and training in agriculture and fishery, forestry, science and technology, education, arts and sciences and other relevant fields of study. It shall also undertake research and extension services, and provide progressive leadership in its areas of specialization and systematically employ these to chart the direction of the university”.
It merely provides in broad strokes the desired future scenario for the university system, along with the strategies and policies needed to realize such vision within the context of its mission. This will have to be translated into concrete programs and projects to be implemented by concerned and responsible centers and units. The plan is dynamic; however, it must be constantly monitored and modified to suit the needs of various colleges, schools, centers and units.
The formulation of the plan is a good example of multi-sectoral and multi-level cooperation and teamwork. If the unity of purpose that went into the making of the Development Plan 2013-2017 would be sustained through the program-project planning and implementation stages, then we can be assured that the goals of the plan will be realized.