Catch UP Plan FINAL As of 22 FEB 2018

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Approved by the USeP Board of Regents (BOR)

per BOR Resolution No. 88, s. 2017
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Message
WHAT’S INSIDE?
MESSAGE
of the University President
“Organization development is a response hopefully creates differentiation in a more competitive
to change, a complex educational strategy intended industry climate.
to change the beliefs, attitudes, values and structures
of organizations so they can better adapt to new As a state university, USeP bears a special set
Contents
technologies, markets, challenges and the dizzying rate of of responsibilities to our region and country. We have
change itself.” - Warren Bennis, American author identified our core challenge in the coming years, and
that is to make USeP as a Premier Research University
Being a part of the University as a faculty and in the ASEAN. The realization of this grand vision entails
researcher, for 35 years prior to presidency, caused me not significant changes that must begin in our own backyard. 3
to succumb to status quo. This was my feeling because However, for these needed changes to happen, the critical
I appreciate the need for change given the immense mass must understand that change is not an event, but
3 Message of the University President potential of USeP to level-up in various aspects as a result a process; and that change is not a destination, but a
4 The Catch-up Planning Process of its competitive edge, and the trends and opportunities journey.
in the environment where it functions.
6 Realizing our Vision (Strategy Map) We are in the right direction. The momentum we
Institutional Goals When I assumed the presidency in November have gained continues to push this Institution constantly
09
2015, the University of Southeastern Philippines operates forward. Let us not settle for mediocrity. I encourage the
11 Recognized ASEAN Research University
under a 15-year Strategic Plan, 2007-2021. As part of members of the USeP community to co-own this Plan by
13 ASEAN Competitive Graduates and monitoring and evaluation, a medium-term review was committing to change; to be in one boat in our journey
Professionals conducted to assess what has been accomplished in towards the attainment of our desired vision. Together, we
15 Vibrant Research University reference to the 15-year Strategic Plan. The baseline and will be able to realize our vision, and achieve unparalleled
the changing landscape for higher education institutions excellence.
17 Proactive Research-based Economic
brought about by recent developments, reveal the need
Empowering Extension Services
for a catch-up plan.
19 Capacity for Innovative Resource Generation
LOURDES C. GENERALAO
Strategic Areas of Concern (SAC) Alleviating poverty, through sustainable SUC President IV
21
economy, sits at the top of the country’s list of priorities.
22 Governance
But without setting standards, it would be difficult
26 Instruction to monitor our progress. Thus, all efforts to improve
30 Research will be futile. This means that setting standards, even
within the level of our institution, plays a significant
34 Extension role in influencing a bigger reality. The efforts we put
38 Production into improving our behavior (individually and as an
organization), policies, system, and structure reflect the
Enablers
41
change we contribute into our community. Ultimately, this
42 People is how we help uplift the quality of life of Filipinos.
44 Financial Resources
The Catch-up Plan, 2018-2021, specifies the
institutional objectives, strategies, initiatives and targets
Plan Implementation, Monitoring of the University in the next four (4) years. It also outlines
and Evaluation Cycle 47 Plan Implementation the Plan implementation, monitoring and evaluation cycle
46
– capacitating for change – to carry out the aspiration
48 Monitoring and Evaluation
of becoming a research university. This ambition does
not just imply the direction that the University is taking
but is also an attempt to initiate a branding process that
51 Acknowledgments
PLANNING PROCESS
PLANNING PROCESS
The Catch-up The University used the Balanced for each of the five SACs. From the objectives
Planning Process
Scorecard (BSC) as the planning framework and formulated for each SAC, corresponding strategies,
approach. This necessitated the identification of measures and specific actions were listed together
USeP’s core processes (referred in this document with their respective timeline, responsible offices,
as Strategic Areas of Concern or SACs), which were collaborating offices, and needed financial
agreed by the Top Management and the Workshop resources.
participants. These SACs correspond with the five
key functions of the University – Governance, In August 2017, the Technical and
The change in the University leadership The draft USeP CUP maintained the eight Instruction, Research, Extension, and Production. Documentation Group (TDG) was constituted to
in November 2015 brought with it a felt need and Strategic Areas of Concern (SACs) from the Strategic As such, the eight SACs in the USeP Strategic Plan package the USeP Catch-up Plan 2018-2021. Upon
4 a decision to revisit the 15-Year Strategic Plan Plan: were clustered to align with the five key University approval of the Board of Regents, the Catch-up Plan 5
(2007-2021), approved by the Board of Regents functions. For example, SAC 3 (Administration and is widely disseminated to all the key stakeholders of
(BOR) in 2006. More than halfway through its Academic Programs, Curriculum Institution), SAC 4 (Physical Plant and Facilities), the University.
implementation, the University deemed it necessary SAC 1 and Instruction SAC 5 (Human Resource Development) and SAC
to re-evaluate its accomplishments aligned to its 6 (Financial Resources) were all grouped under In all these activities, alignment to the
Research, Development and
targeted activities and outcomes. SAC 2 Extension Governance. After clustering, it was agreed that in international, national and regional societal goals,
the proposed Catch-up Plan, the SACs would now such as the Sustainable Development Goals (SDGs)
It is imperative, therefore, to do a reflective SAC 3 Administration and Institution be: and ASEAN integration was faithfully considered.
and participative manner of reviewing what were The CUP is also strongly anchored on the Philippine
and were not accomplished in the Strategic Plan. SAC 4 Physical Plant and Facilities
long-term vision – Ambisyon Natin 2040 and the
This review covers the consequential reasons for not SAC 1 Governance
Davao Regional Development Plan (DRDP) 2017-
being able to accomplish what has been planned,
SAC 5 Human Resource Development
SAC 2 Instruction 2022. By solidly linking the CUP to all these goals,
as well as the consideration of current trends, SAC 6 Financial Resources USeP shall be a significant player in the attainment
opportunities, and challenges, and how these may SAC 3 Research of national and regional targets.
possibly affect the University strategic directions. It SAC 7 Student Services
is in this light that the USeP administration initiated SAC 4 Extension Moreover, the Program Expenditure
the conduct of the catch-up planning. SAC 8 Library Services
Classification (PREXC), Institutional Sustainability
SAC 5 Production
Assessment (ISA), CHED SUC Leveling, among
A Technical Working Committee (TWC) was To help the University identify its best others were also considered in identifying the
then tasked to assess the implementation of the opportunities for growth and to provide fresh This became the new framework by which University CUP indicators.
USeP Strategic Plan and to establish baseline data. and objective perspective independent from the the Catch-up Plan was structured and organized.
The TWC report became the basis of the Technical University’s group-think culture, a third party This catch-up planning process is outlined
Working Group (TWG) assigned to draft the USeP consultant was engaged to serve as resource After the workshop, consultations were to serve as reference for similar future initiatives of
Catch-up Plan (CUP) to address the relevant person in a two-day workshop in June 2017. In this conducted to consolidate projected targets for the the University.
gaps. However, there were targets in the USeP workshop, the University core values, shared vision formulated institutional and strategic objectives.
Strategic Plan that would no longer be pursued in and mission were reviewed; and a series of relevant
consideration of new priorities in the national and goals that translate the shared vision into concrete The annual operational plan for the first
regional development directions. terms as well as strategic objective(s) per goal were school year within the Catch-up Plan period (i.e.
agreed upon. for Year 2018) was drafted during the workshop
REALIZING OUR VISION
REALIZING OUR VISION

Realizing
our Vision VISION: PREMIER RESEARCH
UNIVERSITY IN THE ASEAN
The fast-changing academic landscape of Visually, the strategy map summarizes how
higher education institutions drives the University the University could achieve its goal. It is believed
6 of Southeastern Philippines (USeP) to define its

identity and relevance in the context of knowledge
that judicious management of financial resources
could enable mechanisms to optimize capabilities
7
and technology generation in the ASEAN. The
perceived strategic gaps between the USeP
of people in the University. This shall lead to value-
imbued, competent and research-empowered
STAKEHOLDERS
Strategic Plan 2007-2021 and the current trends, personnel. Convergence of USeP’s core processes
opportunities and challenges need to be addressed in governance, instruction, research, extension, and
“Inclusive and Sustainable Socio-Economic
through proactive and dynamic actions across production is also envisioned to promote highest
Development for Graduates and Communities”
core processes of the University. The strategy map satisfaction of stakeholders in the University’s MISSION
highlights the path that the University needs to take quest for Inclusive and Sustainable Socio-economic USeP shall produce
to attain its vision of becoming a Premiere Research Development for Graduates and Communities.
world-class graduates CORE PROCESSES
University in the ASEAN by 2021. | Recognized ASEAN Research University | ASEAN Competitive Graduates and
All actions and strategies are anchored and relevant research Professionals | Vibrant Research Community | Proactive Research-based Economic
Empowering Extension Services | Capacity for Innovative Resource Generation |
The four perspectives in the balanced to USeP’s mission and mandate with its human and extension through
GOVERNANCE INSTRUCTION RESEARCH EXTENSION PRODUCTION
scorecard, which the University used in the resources committing to quality service in quality education and
planning process, captured how USeP should accordance with its core values of Unity,
utilize its human and material resources to promote Stewardship, Excellence, and Professionalism.
sustainable resource
quality and excellence with highly satisfied clients management
and stakeholders. PEOPLE
CORE VALUES “Value-imbued, competent and
Unity, Stewardship, research-empowered personnel”
Excellence and
Professionalism
FINANCIAL RESOURCES
“Judicious management of financial resources”
The USeP Strategy Map 2018-2021
University of Southeastern Philippines

CATCH-UP PLAN 2018-2021
OUR GOAL
OUR GOAL
8
INSTITUTIONAL 9
GOALS
01 Recognized ASEAN
Research University
At the end of the plan period, the

02 ASEAN Competitive Graduates
and Professionals
03
(USeP) aims to achieve five comprehensive Vibrant Research Community
and primary goals.
04
Overarching these aspirations is Proactive Research-based Economic
the vision of USeP to become a Premier Empowering Extension Services
Research University in the ASEAN - a
research university which is not only
committed to teaching and learning but
values and promotes entrepreneurial drive
and innovative culture.
05 Capacity for Innovative
Resource Generation
Recognized ASEAN
OUR GOAL
OUR GOAL
Research University
As the years progressed, USeP recognized the potential
of producing new knowledge and technology in developing
communities. Aware of its capacity to influence on such a
grand scale, USeP mandates its faculty, non-teaching staff and
students to engage in research.
This goal includes advancing the University’s academic

programs and processes to global standards and consequently
become a premier research university in the ASEAN.
10 11
The journey to achieving this goal was limned with
opportunities of solidifying USeP’s credibility in the international
scene. The initiatives mentioned in this section are meant to
cultivate a conducive learning environment and a robust higher
education system worthy of international recognition.
INSTITUTIONAL OBJECTIVE
“Achieve recognitions comparable

to ASEAN standards”
INSTITUTIONAL INITIATIVES INSTITUTIONAL TARGETS
Institutional
To meet the goal, USeP shall: By the end of 2021, USeP shall achieve:
• Improve performance in Key Result Areas TO1 SUC Level 5 recognition
Goal 01
under the State Universities and Colleges
(SUC) Leveling Instrument TO2 CHED Institutional Sustainability
• Ensure that needed targets to be typed as Assessment (ISA) and typology
Research University are achieved recognition as an autonomous university
• Improve performance in the criteria
set by world ranking institutions (e.g. TO3 Top 300 University rank in Asia (e.g. QS-
Quacquarelli Symonds) Asia world ranking)
• Ensure implementation of Quality
Management System TO4 ISO 9001:2015 certification

ASEAN Competitive
OUR GOAL
OUR GOAL
Graduates & Professionals
It is the goal of USeP, as a state university, to provide every
student with an opportunity to earn a degree through quality
education. While helping its graduates pursue their lifelong ambitions,
USeP enables individuals to actualize their full potential as a human
being.
Beyond providing skills in basic development and workforce

preparation for its students, USeP also aims to equip them with 21st
Century Skills and practical disciplines, as well as cultivating the
12 right attitudes and values so that they may become crucial players 13
in appropriately addressing global challenges that require globally-
minded solutions.
This goal necessitates reinventing the USeP academic initiatives

by offering and rationalizing varied educational pathways which are
learner-centered. Through these, students will be exposed to a myriad
of opportunities that conforms to the ASEAN qualification framework.
“Align academic programs and student services

to ASEAN standards”
Institutional
• Rationalize academic offerings TO5 CHED Certificate of Program
Goal 02
• Improve institutional capacity on planning, Compliance (COPC) in 90% of applicable
evaluation, and quality assurance academic programs
• Improve infrastructure and delivery of
student services TO6 Readiness of three (3) academic
programs for international accreditation
TO7 Very good or excellent rating of academic

experience by 90% of students

Vibrant Research
OUR GOAL
OUR GOAL
University
USeP aims to achieve cultural change with a focus
on supporting a vibrant environment which strikes the right
balance between teaching and research. To realize this goal,
USeP will invest on state-of-the-art equipment, facilities, and
infrastructure to encourage its faculty, non-teaching staff, and
students to maximize their research potential in exploring novel
and innovative areas of inquiry and to raise the impact and
profile of their research outputs.
14 In an institution where research and teaching go hand in 15

hand, USeP is able to foster a culture of innovation.
“Nurture strong research culture”

Institutional •
•
Enhance researchers’ capabilities
Improve faculty, non-teaching staff and
TO8 Research outputs that will produce:
Goal 03
students involvement in research • Thirty one (31) publications to
• Produce quality research proposals refereed journals
that will lead to publication and patent/ • Four (4) technologies patented or
copyright utility model registered
• Enhance research visibility • Thirteen (13) submissions for
patenting
• One hundred fifty five (155) citations
in refereed journals

Proactive Research-based
OUR GOAL
OUR GOAL
Economic Empowering
Extension Services
The University’s goal is to implement research-based extension
services that not only cater technology transfer but also advocate
sustainable development and social inclusion.
Recognizing its influence to effect change, in the individual

level and in communities, the University aims to revolutionize
the delivery mechanisms of its extension services by responding
16 proactively and effectively to the social and economic needs of 17
communities it serves.
“Intensify innovation and technology transfer”
Institutional
• Increase research utilization in the delivery TO9 Extension programs, projects and
Goal 04
of extension activities activities that will result to:
• Implement mechanisms to increase
technology adoption • 24 technologies transferred
• Improve technology packaging for • 17 research outputs utilized/adopted
commercialization in the communities
• 20% change of income/quality of life/
productivity/efficiency by adopters of
technology

Capacity for Innovative
OUR GOAL
OUR GOAL
Resource Generation
To support its operation amidst challenging government
subsidy, USeP operates as a corporate entity, optimally
managing its fiscal resources and potently pursuing innovative
entrepreneurship programs to generate revenues.
To realize this goal, the University will maximize and

modernize land utilization for agricultural production and
intensify strategies to increase revenue from non-agricultural
based enterprises.
18 19
“Increase resource generation

of the University”
Institutional
• Enhance existing income-generating T10 5% annual increase in annual net income
Goal 05
projects (IGPs) from income-generating projects (IGPs)
• Establish new revenue streams

STRATEGIC AREA OF CONCERN

STRATEGIC AREA
SAC
OF CONCERN
20 21
This section highlights the strategic

actions that the University shall pursue in
implementing the Catch-up Plan,
01 Governance
2018-2021.
The realization of the five comprehensive

and primary goals of the University
02 Instruction
03
strongly relies on the harmonious
interplay of the following five core Research
processes or strategic areas of concern
(SAC): Governance, Instruction, Research,
04
Extension, and Production.
Extension
The succeeding sections for each
SAC outline the strategic objectives,
institutional strategies, performance
measures and specific actions to attain the
University goals.
05 Production
SAC 01
STRATEGIC OBJECTIVE NO. 1

“Provide a modern working and learning environment to
sustain a world-class academic system, standard-compliant
service, and improved customer satisfaction”
INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

To meet the objective, USeP shall: By the end of 2021, USeP shall achieve:
22 • Establish building infrastructure and refurbish

facilities to enhance working and learning
S1.1 100% completion of infrastructure projects
according to timeline 23
environment and fulfill space demands for S1.2 100% compliance to CHED Memorandum
improved university services Order (CMO) or Policies, Standards and
• Implement Information Systems Strategic Plan Guidelines (PSG) requirement on basic
(ISSP) to improve administrative and front-line facilities (e.g. comfort rooms, water supply,
services, and support sharing of resources among laboratories)
offices and campuses S1.3 90% very good or excellent satisfaction rating
• Improve mechanisms in the delivery of student
of students for frontline services
services
S1.4 100% completion of Information Systems
• Comply with the requirements of Program to
Strategic Plan (ISSP)
Institutionalize Meritocracy and Excellence in
Human Resource Management (PRIME-HRM) S1.5 Recognition from the CSC as Center for
of the Civil Service Commission (CSC) and the Excellence in Human Resource Management
Continuing Professional Development (CPD) of S1.6 Continuing Professional Development
the Professional Regulation Commission (PRC) (CPD) accreditation from the Professional
Regulation Commission
SPECIFIC ACTIONS
• Complete construction of • Refurbish comfort rooms and Archiving System, Decision Support
Information Technology Building; construct gender-neutral restrooms System, ePlanning to Procurement
Industrial, Electronics and • Provide adequate and potable water System, Documents Tracking System
Mechatronics Training Center; supply and others.
College of Governance and Business • Construct/upgrade facilities for • Improve VoIP facility in all campuses
Building; Engineering Laboratory audio-visual presentation, theater • Establish Command Center for inter-
Strategic Area
Building; Technology and Livelihood arts, and large group lectures campus monitoring and knowledge
Effective and efficient governance is at the heart Education Building; student study • Upgrade classroom facilities with exchanges
of the strategic actions of the University. kiosk; Main Building in Mintal sufficient ventilation and lighting • Install Queuing System and Turnstile
Campus; and RDE Center in Tagum- system Security System for all campuses
of Concern
Mabini Campus • Upgrade laboratories, equipment • Design and implement student-
USeP shall achieve this by investing aggressively • Construct administrative building, and facilities to support delivery of centered activities to address
in making and sustaining a world-class academic science laboratory building, student instruction, research and innovation security and safety, and student
(SAC) 01:
system. This demands the implementation of center, student canteen, student activities welfare in terms of physical, mental,
dormitory, University Learning and • Upgrade/purchase facilities in psychological, socio-emotional,
standardized processes to enhance operations, Resource Center (ULRC), and RDE support to student services including sports and cultural needs
increase efficiencies, maximize productivity, and Building in Obrero Campus medical, dental, guidance and • Acquire recognition from the CSC
Governance
improve customer satisfaction. • Construct child minding center and counseling on PRIME-HRM
lactation station • Fully implement the Integrated • Submit application to PRC as
• Rehabilitate academic buildings and Information Systems Project accredited CPD provider
USeP shall also strive to build and sustain its offices • Implement Campus Interconnectivity
presence and prominence to achieve recognition • Upgrade University oval grounds and Project and other information
drainage system systems to support university
as a significant institution of higher and • Establish complete fire and processes and services such as
advanced learning in the ASEAN. emergency facility Quality Assurance Documents

SAC 01 SAC 01
STRATEGIC OBJECTIVE NO. 2 STRATEGIC OBJECTIVE NO. 3

“Ensure processes and operations are systematically
“Elevate the stature of the University as a globally
designed and appropriately implemented to maximize
significant institution of higher and advanced learning”
productivity and improve efficiency”
INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

To meet the objective, USeP shall: By the end of 2021, USeP shall achieve: To meet the objective, USeP shall: By the end of 2021, USeP shall achieve:
24 • Adopt a multidimensional brand strategy

and communications plan by amplifying
S1.7 Institutional awards given by reputable
organizations: 1 international, 4 national,
• Identify opportunities and eliminate
redundancies to best optimize University
S1.10 11 approved manuals
25
signature accomplishment to elevate and 4 regional/local resources and implement structured S1.11 8 annual internal quality audit visits
University profile and presence. systems, policies and processes
• Initiate exchanges between professionals S1.8 Active partnerships with government • Ensure conformance to ISO approved S1.12 60 procedural manuals
in the industry and academia, and bring and non-government organizations, processes
awareness to both sides on the benefits of academic institutions and private entities: • Formalize the process of strategic planning, S1.13 100% conformance to QMS processes
industry-academe collaboration. 7 international, 10 national, 15 regional/ from proposal review to monitoring and
• Widen reach to higher education best local evaluation
practices in instruction, research, extension
• Implement a proactive system of budget
and production through a set of compact
S1.9 Production of 4 institutional newsletters allocation to the University’s strategic
partnerships and progression agreements
annually priorities and initiatives
with other academic institutions
• Forge partnerships with alumni, government • Make gender sensitivity intrinsic in
and non-government organizations and processes and operations
philanthropists, and provide them with
opportunities to take part in University
development.
SPECIFIC ACTIONS SPECIFIC ACTIONS

• Adopt a University tagline • Establish alliances with • Connect with philanthropists • Establish Quality Assurance Projects Manual, Curriculum • Procure facilities to support
and make it a byword in all employers through mutually- for possible funding/support of Center as a central source of and Instruction Manual, Data Quality Assurance
university promotions and beneficial agreement and university projects university data Privacy Manual, University • Document processes and
events understanding • Formulate enabling • Conduct staffing inventory, Financial Management Manual develop corresponding
• Conduct intensive media • Conduct benchmarking to top mechanisms and establish revisit job structures and and Intellectual Property Rights procedural manuals
relations campaign that universities in the country and clear internal and external realign resources Manual • Commit increasing annual
promotes and celebrates the in the ASEAN to experience communication channels to • Revise RDE Manual and • Develop an institutional-wide budget for instruction, research
achievements and successes of their best practices support internationalization Faculty Manual planning and procurement and extension
the University and its people • Establish consortium efforts • Publish Strategic Performance cycle procedures including • Consider gender sensitivity in
• Update regularly the University agreement with other academic • Undertake activities that Management System Manual, supply management and the formulation of processes
website and other official social institutions for program would lead towards University Sports and Cultural Affairs disposal and operations
media network accounts complementation recognition Manual, University Records • Conduct Internal Quality Audit
• Invite professionals as resource • Intensify collaboration with the Management Manual, visits as scheduled in the QMS
speakers in college events or alumni for University activities University Records Disposition program in all campuses
during delivery of instruction • Partner with other government Schedule, Emergency • Establish Monitoring and
• Send faculty to industry agencies in the delivery of Preparedness and Response Evaluation Office
immersion community projects Manual, Income Generating • Establish Internal Control Unit

SAC 02

“Establish relevant academic programs with functional
support structure responsive to K-12 curriculum and
ASEAN qualifications framework”

26 • Conduct curriculum evaluation, revision

and development according to USeP’s
S2.1 100% undergraduate academic programs
OBEdized.
27
mandate and typology, and international S2.2 100% graduate school programs revised/
trends enhanced
• Utilize alternative teaching and learning S2.3 10 programs offered through Expanded
modalities Tertiary Education Equivalency and
• Expand market scope of academic Accreditation Program (ETEEAP)
programs through accreditation and S2.4 100% of faculty utilized alternative
equivalency teaching and learning modalities
• Design appropriate bridge/intervention S2.5 50 e-learning materials produced and
programs to address competency gaps of offered through distance learning
entrants S2.6 Full implementation of new governance
• Implement efficient and effective architecture for undergraduate and
governance architecture to support graduate levels
academic direction S2.7 8 new academic programs offered (e.g.
Law, medicine, sanitary engineering,
graduate programs)
SPECIFIC ACTIONS
• Conduct evaluation/revision accords under ETEEAP
Strategic Area
of existing curriculum and • Revitalize MiSpace as a core • Implement designed bridge/
As the world becomes increasingly globalized, proposed new programs division to support e-learning intervention programs for
USeP is beset with the challenge of preparing according to institutional and upgrade its facilities for entrants
its graduates to be globally competitive. It has
of Concern
mandate and priorities the delivery of e-learning • Implement governance
become imperative that USePians are equipped • Align the academic direction modality architecture of graduate and
with qualifications that would guarantee success of the University with K-12 • Require faculty to use undergraduate programs
(SAC) 02:
in their careers and lifelong pursuits. curriculum, Outcome- alternative teaching and
Based Education (OBE) learning modalities (e.g.
To be at par with other higher education and typology, Philippine USeP Virtual Learning
Instruction
Qualifications Framework Environment)
institutions, USeP shall adapt to the fast-
(PQF), ASEAN Qualification • Offer programs through
changing dynamics in higher education by Framework (AQF), and distance learning
institutionalizing academic policies, obtaining applicable international • Increase number of programs
institutional accreditation and quality assurance
certification, and offering relevant academic
programs responsive to the K-12 curriculum and
ASEAN qualifications framework.

SAC 02 SAC 02

“Achieve higher level of program/institutional
accreditation, recognition, and quality assurance “Produce globally competitive graduates”
certification”

28 • Increase program submission for

national and international accreditation/
S2.8 90% of academic programs accredited • Standardize process of student admission
and promotion in the graduate and
S2.11 85% passing rate in licensure
examinations
29
certification/recognition/awards S2.9 10 programs granted COE/COD undergraduate programs S2.12 75% of graduates employed within 2
• Increase number of academic programs • Institutionalize quality assurance years after graduation
granted Center of Excellence (COE) and/ S2.10 Completed self-survey for Philippine mechanism to implement curriculum S2.13 4 academic programs qualified for
or Center of Development (COD) Quality Awards (PQA) and monitor students’ academic progress student mobility and credit transfer
• Intensify implementation of Quality according to intended outcomes, S2.14 10 faculty exchanges/fellowships
Management System (QMS) and performance in licensure examinations, S2.15 350 students involved in student mobility
mechanism to achieve COPC, ISA, and and employment
desired vertical and horizontal typology • Strengthen internationalization efforts on
faculty exchanges, student mobility and
credit transfer

• Conduct inventory and certification • Review and comply program • Revise academic policy for ASEAN trends activities within the University
self-assessment of academic • Conduct self-assessment requirements based on faculty and students in all • Harmonize student records in and off-campus
programs qualified for of all programs for CHED Memorandum programs all student services to support • Implement Internal Quality
accreditation international accreditation Orders and Program • Conduct relevant data integration for monitoring Audit (IQA) regularly to
benchmarking activities of student performance monitor ISO processes on
• Intensify and standardize and the PQA Standards and Guidelines
and develop standardized • Implement data mining to curriculum and instruction
academic program • Conduct self-assessment for • Secure COPC for all assessment tools for students’ support decisions on curricular • Design online system and tools
evaluation through Internal COE and COD application applicable programs admission and promotion improvement to track graduates in terms
Quality Audit and submit programs for • Document all processes to • Implement testing program to • Implement delivery of of employment and other
• Submit all qualified recognition conform to the requirements monitor students’ performance instruction according to ISO- professional engagement
graduate and undergraduate • Implement academic for institutional from admission to graduation aligned process • Integrate foreign language in
programs for accreditation programs according to the sustainability • Implement outcomes-based • Produce instructional materials the curriculum
• Package process in standards of COE/COD • Secure ISA and typology assessment of learning to support attainment of • Operationalize plan for
curriculum and instruction • Install systems to harmonize certifications standards to align with OBE learning outcomes internationalization to target
to migrate from ISO data for monitoring and curriculum • Develop assessment tools to faculty exchanges, student
• Conduct relevant action measure assessment tasks mobility and credit transfer
9001:2008 to ISO 9001:2015 evaluation of programs
research to improve and prescribed in the curriculum • Strengthen identified academic
enhance student performance • Intensify student involvement programs for student mobility
• Align assessment standard with in curricular and co-curricular and/or credit transfer

SAC 03

“Promote dynamic and sustainable participation
of USeP stakeholders in research”

30 • Provide enabling mechanisms to encourage

and inspire faculty, non-teaching staff and
S3.1 Approval of policies on enabling
mechanism in the conduct of research
31
students to engage in research work S3.2 Involvement in research by faculty (50%),
• Provide relevant training to enhance non-teaching staff (10%) and students
research capabilities of faculty, non- (10%)
teaching staff and students S3.3 Training of faculty (80%), non-teaching
• Develop monitoring and evaluation staff (20%) and students (20%) to
initiatives to ensure attainment of research conduct research
targets S3.4 Training of faculty (40%), non-teaching
staff (10%) and students (10%) to write
for publication
S3.5 Awareness of faculty (40%), non-
teaching staff (5%) and students (10%) on
intellectual property rights
SPECIFIC ACTIONS
• Implement policy on requiring • Develop policies for inclusion
faculty to conduct research of students and non-teaching
based on rank staff in research projects
• Establish clear guidelines on • Develop policy on participation
load releases and incentive to conferences and seminars
Strategic Area Within the Catch-up Plan period, USeP intends scheme for faculty, non- • Develop policy on monitoring,
to strongly build its reputation as a home of teaching staff and students evaluation and submission of
conducting research studies research accomplishments
academics and scientists, honing a culture of
of Concern
• Conduct research engagement • Conduct patent awareness
producing research outputs that are responsive program for faculty, non- symposium in all colleges
to the national and regional development teaching staff and students
(SAC) 03:
thrusts and the communities it serves.
USeP shall provide enabling strategies,
Research
enhanced RDE policies, appropriate innovative
infrastructures, and exposure to various
platforms to increase research engagement,
impact and visibility.
All research activities of the University shall be

harnessed on the convergence of instruction,
research and extension.
SAC 03 SAC 03

“Produce cutting-edge research outputs with emphasis on the
“Improve research and researchers’ visibility to the
convergence of instruction, research and extension, aligned to the
University RDE Agenda and conforming to ethical standards” community”

32 • Implement RDE policies on research ethics

and establish an independent University
S3.6 155 research outputs produced
S3.7 90% research studies completed within
• Provide support mechanism for
presentations in conferences and seminars
S3.16 Research outputs presented in
international (53), national (45) and
33
Research Ethics Board (UREB) time frame • Conduct research dissemination initiatives regional (37) fora
• Implement 6Ps (publication, patents, S3.8 100% ethics-compliant research • Increase research publications and S3.17 170 research studies disseminated in
products, people services, places, and S3.9 100% research outputs with at least one of citations print, radio and television
policies) guidelines of DOST in producing DOST’s 6Ps deliverables • Organize strong publication board S3.18 180 research studies disseminated through
research S3.10 30 new technologies generated legitimate academic research outlet
• Establish research centers to support S3.11 20 externally-funded research studies S3.19 Average of 3 citations per publication
instruction, extension and production S3.12 100% of research outputs by faculty, non- S3.20 Citation of 50% of research studies
• Ensure alignment of faculty, non-teaching teaching staff and students, aligned to S3.21 Hosting of 8 research conferences/fora
staff and student research outputs to RDE RDE Agenda
Agenda S3.13 Accreditation of 4 University journals
• Constitute “Think Tank” group to access S3.14 7 research centers
external funding S3.15 Hosting of 4 visiting scientists/fellows
• Expand scholarly exchange of scientific
information and expertise by hosting
visiting scientists/fellows

• Establish University Research • Conduct high impact studies University Journals
• Develop mechanism/guidelines outputs fora
Ethics Board (UREB) and aligned to RDE agenda and • Seek funds through grants
to support attendance to • Adopt new ways in publication • Establish Publication
incorporate in the University’s academic program niche. or partnerships to support
international, national and local of results Board based on CHED
organizational structure • Organize core group to package the establishment of research
seminars and conferences • Conduct training on how accreditation requirements and
• Develop policy to adopt DOST research proposals for external centers
• Encourage researchers to to improve research and incorporate in the University’s
6Ps in the development of funding and develop incentive • Sponsor/invite visiting
upload profile in various researchers visibility through organizational structure
research proposals policy scientists
legitimate academic research social media, web and academic
• Engage with government and • Involve external entities in
outlet and join diverse groups
non-government organizations, research undertaking
academic groups • Develop page in University
academic institutions and • Formulate college research
• Establish linkages with TV, website for researchers profile
private entities through agenda aligned to the
newspapers and radio networks and research conducted
MOUs and MOAs in research University’s RDE Agenda
for dissemination of research • Host research conferences and
undertakings • Apply accreditation of

SAC 04

“Intensify implementation of research-based community
extension services that could also enhance the academic
and research programs of the University”

34 • Implement extension services utilizing the

knowledge and technology produced in the
S4.1 11 active instruction-based extension
programs
35
academic program level S4.2 4 extension programs in collaboration
• Improve linkages, networks and with external partners
collaborations in conducting research- S4.3 100% research-based extension projects
based extension services conducted with at least one of the DOST’s
• Implement 6Ps (publication, patents, 6Ps deliverables
products, people services, places, and S4.4 Involvement in extension services by
policies) guidelines of DOST in conducting faculty (26%), non-teaching staff (5%)
extension services and students (1%)
• Increase awareness and capabilities of S4.5 Training of faculty (80%), non-teaching
faculty, non-teaching staff and students in staff (20%) and students (10%) to
the delivery of extension services conduct extension activities
• Engage with the communities by
conducting need-based extension services
SPECIFIC ACTIONS
• Package and implement • Conduct trainings on planning,
research-based extension implementing monitoring and
proposals aligned to academic evaluating extension programs
program offerings and RDE • Seek funds through grants
Strategic Area
Acknowledging its vital role in the development Agenda or partnerships to support
of communities, USeP is committed to carry out its • Engage with government and extension services
extension service function with the primary objective non-government organizations, • Conduct consultation with
of Concern of improving the quality of life especially the socially

and economically-disadvantaged communities.
academic institutions and
private entities through MOUs
and MOAs in extension
communities on gaps and needs
that can be addressed through
extension services
(SAC) 04: USeP extension services shall offer research-based

solutions to the pressing problems and issues
important to the communities. The University
•
undertakings
Develop policy to adopt DOST
6Ps in the conduct of extension
• Conduct monitoring and
evaluation of implemented
extension programs
Extension
intends to contribute in poverty alleviation through activities
technology commercialization, which consequentially
elicits generation of employment and creation of new
products.
Like other SUCs, USeP is mandated to render

extension service hand in hand with instruction,
research and production.

SAC 04 SAC 04

“Design systems to increase knowledge and technology
“Improve technology packaging through extension or
transfer and improve community adopters’ productivity,
business incubation for commercialization”
efficiency and quality of life”

36 • Increase knowledge and technology

transfer capability among faculty, non-
S4.6 10,400 trainees weighted by the length of
training
• Provide support mechanism to showcase
generated technologies
S4.13 Commercialization of four (4) products
37
teaching staff and students S4.7 6 adopters engaged in profitable enterprise • Develop mechanisms to support S4.14 Establishment of one (1) Technology
• Implement mechanisms to ensure S4.8 1% average yearly increase in number of incubation of technologies generated from Business Incubator (TBI)
improvement of community adopters’ adopters to total number of trainees. faculty, non-teaching staff and student
productivity, efficiency and quality of life S4.9 6 viable demonstration projects with positive research S4.15 Establishment of two (2) spin-off/startup
• Improve implementation of extension return on investment (ROI) in the past three • Improve support for commercialization companies
services through various modalities years activities that leads to generation of
S4.10 20% internal rate of return for all employment and creation of new products S4.16 Two (2) employment generated from
demonstration projects • Engage with government and non- spin-off/startup companies
S4.11 90% of partners rate training courses and government organizations, academic
advisory services as very good or excellent in institutions and private entities to
terms of quality and relevance support technology incubation and
S4.12 At least 1 IEC material in every approved commercialization activities
research-based extension program/project

• Conduct training on productivity, efficiency and transfer and utilization • Upgrade existing facilities for manual on Intellectual Property fairness opinion review, among
knowledge and technology quality of life of community • Establish profitable technology incubation Rights (IPR) others
transfer for faculty, non- adopters demonstration projects in • Conduct networking events • Provide seed funds for • Establish and capacitate pool
teaching staff and students • Implement extension communities and product market matching University-generated start-ups of experts both for TBI and
• Establish commercialization • Establish license agreements, technology transfer activities
• Create technical advisory services through training • Develop and disseminate
center of technologies sale proceeds and royalty • Establish office spaces and
group to provide guidance to programs, technical knowledge materials of • Establish support mechanisms sharing with potential adopters/ mentoring services for potential
extension workers assistance and advisory research-based extension through partnership and takers of technologies incubatees.
• Design tools and services, communication/ programs/projects collaboration • Provide pre-commercialization • Integrate technopreneurship
instruments for continuous information services, • Allocate funds to provide services on IP management, courses in selected curricula
improvement of extension community outreach incentives for utilized and technology valuation, business
services to ensure activities, and technology commercialized technology modeling/planning, market
• Develop and implement study, freedom to operate,

SAC 05
STRATEGIC OBJECTIVE

“Generate new revenue streams and maximize
opportunities to increase institutional income”

38 • Assess the University’s current assets and

investments to maximize their potential for
S5.1 100% of IGPs fully audited
S5.2 Approved business management strategy
39
income generation and procedure
• Minimize business losses S5.3 20% decrease in business losses
• Optimize farm production S5.4 100% farm productivity based on
• Enhance business management capability optimum capacity
• Develop mechanism for effective S5.5 8 feasibility studies for new IGPs; 4 of
and efficient management of Income which are approved and 2 new ventures
Generating Projects (IGPs) implemented
• Invest on new business undertakings
SPECIFIC ACTIONS
• Conduct full audit and potential business ventures • Develop and implement
inventory of existing IGPs • Implement new IGPs a Maintenance Plan of
• Conduct quarterly study on • Strictly implement the lease commercial facilities
profit and loss of IGPs contract for commercial areas
• Monitor and evaluate existing • Secure necessary permits
IGPs and formulate innovations and licenses for all business
for improvement undertakings
• Develop business management • Develop and implement
Strategic Area
strategy and procedures guidelines and policies on each
As the higher education scenario changes
• Conduct marketing of products type of IGP
with the implementation of Republic Act and professional services • Explore the viability of securing
10931 (Universal Access to Quality Tertiary
of Concern
• Implement modern and loans for business investments
Education Act) along with other factors effective tools and approaches • Conduct trainings to
affecting fund allocation from the government to increase farm production personnel involved in business
(SAC) 05:
to SUCs, USeP is stepping up in its innovation • Conduct feasibility studies for management
and resourcefulness in defraying some of its
operational costs.
Production Underpinned by coherent entrepreneurial

strategies, USeP intends to maximize its income
generation capacity to sustain the University’s
infrastructure, services and academic activities.

ENABLERS
ENABLERS
40 41
ENABLERS
For the University to achieve its goals, it

intends to strengthen its organizational
enablers - its People and Financial
Resources. 01 People
The University emphasizes on

implementing rational approaches for
the improvement of asset and resource
management.
02 Financial Resources
ENABLER 01
STRATEGIC OBJECTIVE
ENABLER
ENABLER
“Value and support the full potential of faculty and
non-teaching staff while maintaining job qualification
standards”

42 • Provide a conducive working environment

where faculty and non-teaching staff are
E1.1 90% of faculty and non-teaching staff
with individual working space and
43
highly valued desktop computer
• Develop the knowledge, capabilities, and E1.2 70 institution-wide activities related
skills of the University workforce and to faculty and non-teaching staff
encourage them to grow in their job development
• Establish a functional faculty and non- E1.3 5% of non-teaching staff with doctorate
teaching staff development program to degree
support advancement of instruction, E1.4 40% of faculty with doctorate degree
research, and extension including E1.5 50% of non-teaching staff given job-skill
scholarship and training opportunities training
• Recruit, reward and retain the best talent E1.6 98% filled plantilla positions
for sustainable development E1.7 Approval of policy on load releases for
• Ensure compliance to applicable laws, faculty with designation
rules, and regulations in hiring and E1.8 8 award categories for personnel
designating faculty and non-teaching staff E1.9 100% of positions/designations filled with
qualified faculty and non-teaching staff
SPECIFIC ACTIONS
• Procure facilities and training needs for personal and dismissal
equipment for faculty and non- technical skills development • Implement a computerized
teaching staff • Regularly monitor and evaluate Monitoring and Evaluation
Enabler 01:
• Conduct institution-wide the implementation of the system for faculty and non-
The USeP’s most essential asset is its human resource. activities for faculty and non- Faculty and Staff Development teaching staff to efficiently
teaching staff development Plan capture and generate
The training and development, coordination, safety • Review/revise policy on • Send faculty and non-teaching performance evaluation results
People
in the workplace and motivation of the faculty and load releases for faculty with staff to advanced studies or and utilize the same to improve
non-teaching staff affect the quality and productivity designation job skill training in a variety of delivery of instruction, research
of work, customer satisfaction, and the University • Conduct regular activities for avenues and extension
reputation. health and wellness of faculty • Formulate policies to • Implement action research
and non-teaching staff institutionalize rewards system approaches in designing and
To optimize delivery of services to students, USeP • Formalize institutional awards • Implement a timely and implementing interventions to
Value-imbued, competent and intends to uphold a strategic management system
and implement a functional faculty and non-teaching
for best employee in different
categories
stringent Strategic Performance
Management System
improve faculty performance.
research-empowered staff development program. • Conduct competency gap

analysis and identification of
• Formalize policies on
appointment, promotion and
personnel USeP shall be a home to professional, motivated, and
united faculty and non-teaching staff with excellent
skills to perform their functions in the University.

ENABLER 02
STRATEGIC OBJECTIVE
ENABLER
ENABLER
“Strive for judicious management of financial resources
and exemplify a culture of compliance, accountability,
efficiency and stewardship”

44 •
•
Broaden access base to financial resources
Develop and administer effective financial
E2.1 5 additional access bases to financial
resources
45
management frameworks for all campuses,
colleges, and offices to allow appropriate E2.2 Utilization Rate of:
independence with corresponding
accountability Internally generated income and business
• Maintain robust and rigorous financial related funds
controls and planning systems including • 70% Utilization/Approved Budget
budget forecasts and public expenditure • 90% Disbursement/Utilization
review to achieve good value for money
Regular agency funds
• 100% Obligation/Allotment
• 100% Disbursement/Obligation
E2.3 90% utilization of fiduciary funds for the

improvement of student services
SPECIFIC ACTIONS
• Conduct funding sources integrated with other long-term planning
surveillance and explore Information Systems • Conduct analysis on
all available funding • Localize aspects of budget spending history and
Enabler 02:
opportunities management to all units formulate mechanisms
The USeP aims to implement highly efficient and • Formulate an institution- and allow flexibility to enable prudent and
responsive financial administration. wide financial management and adjustments within expedient management of
Financial
framework allocation financial resources
The University shall implement and continuously • Develop and implement • Conduct enhanced training • Develop a clear and
improve its policies and procedures to University Financial programs on financial comprehensive approach on
judiciously manage its financial resources. Management Manual management and internal the management of fiduciary
Resources
• Maximize the use of controls funds
In the delivery of its core activities and in Financial Records • Develop longer-range
developing new initiatives, the University shall Management System budget forecasts to enable
uphold transparency in its transactions, fortify
its commitment to combating inefficiencies, and
Judicious management of foster stewardship of financial resources.
financial resources
Plan Implementation
PLAN IMPLEMENTATION AND M&E CYCLE
PLAN IMPLEMENTATION
Plan Implementation, The Specific Actions in the Catch-up Plan shall be the bases for the development of an Operational Plan
Monitoring and Evaluation wherein activities to be implemented within the 4-year plan period (2018-2021) will be formulated. For each activity,
it is important to indicate which Institutional Target is being addressed to ascertain alignment to the University
Cycle
Goals. The Operational Plan will also indicate the owners and collaborators as responsibility center/s of each activity,
schedule spread across the plan period, and corresponding budgetary requirement. The temple below shall be used
for the development of the Operational Plan.
The Catch-up Plan and the Operational Plan shall be cascaded to the difference campuses, colleges and
The University needs to adopt a framework that provides the procedure for the implementation of the
Plan, articulates the processes to monitor the achievement of the strategic goals, and sets a systematic approach to offices in the University, and shall be the bases for the development of their respective annual Action Plans. The
evaluation and continuous improvement. Heads of campuses/colleges/offices shall communicate the Plans to the faculty and non-teaching staff and shall
ascertain that applicable targets in the Catch-up Plan are reflected in the office’s and individual’s performance
This framework is designed to ensure that at the university, campus, college and office levels, targets are commitment. The template for the development of Annual Action Plans is shown below.
met, and obligations are properly satisfied in a cost-effective, timely and synchronized manner. The diagram below
46 illustrates the implementation, monitoring and evaluation cycle of the University’s Catch-up Plan.
It is underscored that the USeP Strategic Performance Management System (SPMS) for years 2018-2021 47
The University sets its strategic direction through responsive identification of opportunities and planning shall be anchored in this Catch-up Plan.
for improvement. Such systematic approach to planning translates institutional objectives and strategies into actions
OPERATIONAL PLAN TEMPLATE
and targets encapsulated in detailed campus, college and office action plans. The University is committed towards
judicious, responsible and sustainable financial management, hence, financial considerations are integrated in all Strategic Institutional Specific Actions and Institutional Target Year Budgetary
key decision-making coupled with rigorous business and financial planning analysis of all major undertakings. Owner Collaborator
Objectives Strategies Activities Addressed (Code) Y1 Y2 Y3 Y4 Requirement
Essential to the framework is the monitoring stage where data is collected to analyze the result of the change and
STRATEGIC AREA OF CONCERN: GOVERNANCE
determine whether it made any difference. Reporting of personnel evaluation, plan implementation and customer
satisfaction is an important activity for continued quality improvement and informed decision-making. A systematic
STRATEGIC AREA OF CONCERN: INSTRUCTION
approach to evaluation, reporting and quality assurance promotes effectiveness and efficiency. A strong emphasis on
strategic risk identification and management, and assignment of accountability for risk reduction shall be embedded
as part of quality assurance. As quality assurance becomes a binding force in this framework it should be noted that STRATEGIC AREA OF CONCERN: RESEARCH
appropriate measures and standards are documented for all processes so that the entire organization understands
what is expected. STRATEGIC AREA OF CONCERN: EXTENSION
STRATEGIC AREA OF CONCERN: PRODUCTION
ENABLER: PEOPLE
• Feedback for
Planning and • University ENABLER: FINANCIAL RESOURCES
Decision Making Catch-up Plan
• Reporting EVALUATION
STRATEGIC ACTION PLAN TEMPLATE
PLANNING
QA
Strategic Institutional Local Institutional Target Responsible Verifiable Year Budgetary Fund
Baseline Targets Remarks
Objectives Strategies PAPs Addressed (Code) Person Indicators Q1 Q2 Q3 Q4 Requirement Source
STRATEGIC AREA OF CONCERN: GOVERNANCE
RISK MANAGEMENT 01
PRIORITY MEASURES STRATEGIC AREA OF CONCERN: INSTRUCTION
STRATEGIC AREA OF CONCERN: RESEARCH
MONITORING IMPLEMENTATION STRATEGIC AREA OF CONCERN: EXTENSION
STRATEGIC AREA OF CONCERN: PRODUCTION
• Personnel Performance • Action Plan

• Plan Implementation • Financial
ENABLER: PEOPLE
• Customer Satisfaction Management ENABLER: FINANCIAL RESOURCES
USeP’S CONTINUOUS IMPROVEMENT CYCLE

Monitoring and Evaluation
MONITORING & EVALUATION

YEAR
STRATEGIC AREAS OF CONCERN INDICATORS
2018 2019 2020 2021
The Quality Assurance Division (QAD) of the University shall spearhead the regular monitoring of the 02 INSTRUCTION S2.1 Percentage of undergraduate academic programs OBE aligned 100% 100% 100% 100%
S2.2 Percentage of graduate school programs revised/enhanced. 30% 60% 80% 100%
plan implementation. It shall provide feedback to the Administration and to the various campuses, colleges and
S2.3 Number of programs offered through ETEEAP (accumulated) 3 5 7 10
offices of their performance vis-à-vis their respective targets. The output of the evaluation shall serve as significant
S2.4 Percentage of faculty utilizing alternative teaching and learning modalities 60% 70% 80% 100%
input in the development of future plans. In the institutional level, the QAD shall be guided with the following
S2.5 Number of e-learning materials produced and offered through distance learning (accumulated) 10 20 40 50
annual targets of the Institutional Goals, Strategic Area of Concerns and Enablers in its monitoring activities, and S2.6 Implementation of new governance architecture for undergraduate and graduate levels
shall coordinate with concerned offices on any interventions needed to ensure their achievement. Number of new academic programs offered (e.g. Law, medicine, sanitary
S2.7 2 2 2 2
engineering, graduate programs)
INSTITUTIONAL GOALS S2.8 Percentage of academic programs accredited 65% 70% 80% 90%
S2.9 Number of programs granted COE/COD (accumulated) 5 7 8 10
YEAR
GOALS INDICATORS S2.10 Completed self-survey for PQA
2018 2019 2020 2021
S2.11 Passing rate in licensure examinations 75% 80% 83% 85%
01 RECOGNIZED ASEAN RESEARCH
UNIVERSITY
T01 SUC Level 5 Recognition
S2.12 Percentage of graduates employed within 2 years after graduation 65% 68% 71% 75%
T02 CHED ISA and typology recognition as an Autonomous University
S2.13 Number of academic programs for student mobility and credit transfer (accumulated) 1 2 3 4
T03 Top 300 University rank in Asia (e.g. QS-Asia world ranking)
48 T04 ISO 9001:2015 Certification

S2.14
S2.15
Number of faculty exchanges/fellowships (accumulated)
Number of students involved in student mobility (accumulated)

3
200
5
250
7
300
10
350
49
02 ASEAN COMPETITIVE
GRADUATES AND
T05 Percentage of applicable academic programs with COPC 30% 60% 80% 90%
03 RESEARCH S3.1 Approved policies with enabling mechanism in the conduct of research
T06 Number of programs PASSED international accreditation through self-assessment 1 2
PROFESSIONALS S3.2 Percentage of involvement in research by:
T07 Percentage of students who rated their academic experience as very good or excellent 50% 70% 80% 90%
• Faculty 40% 40% 40% 50%
03 VIBRANT RESEARCH
COMMUNITY
Number of research outputs published in refereed ISI journal 6 7 8 10
• Non-teaching staff 5% 6% 7% 10%
Number of technologies patented or utility model registered 1 1 1 1
T08 • Students 1% 3% 5% 10%
Number of technologies submitted for patenting 1 3 4 5
S3.3 Percentage of faculty, non-teaching staff and students trained to conduct research:
Number of citations in refereed journals 30 35 40 50
• Faculty 50% 60% 70% 80%
04 PROACTIVE RESEARCH-BASED
ECONOMIC-EMPOWERING
Number of research-based technology/knowledge transferred in the community 5 5 7 7
T09 Number of research-based technology/knowledge utilized in the community 2 3 6 6
EXTENSION SERVICES • Students 5% 10% 12% 20%
Percentage change in income/quality of life/productivity/efficiency of adopters of
technology
10% 15% 20% 20% S3.4 Percentage of faculty, non-teaching staff and students trained to write publication
05 CAPACITY FOR INNOVATIVE

RESOURCE GENERATION
T10 Percentage increase in annual net income from IGPs 5% 5% 5% 5%
• Faculty 25% 30% 35% 40%
• Students 3% 5% 6% 10%
STRATEGIC AREAS OF CONCERN S3.5 Percentage of faculty, non-teaching staff and students oriented on intellectual property rights
YEAR • Faculty 10% 20% 30% 40%

2018 2019 2020 2021
• Students 4% 6% 8% 10%
01 GOVERNANCE S1.1 Percentage of completion of infrastructure projects according to timeline 100% 100% 100% 100%
S3.6 Number of research outputs produced 30 35 40 50
Percentage of compliance to CHED Memorandum Order (CMO) or Policies,
S1.2 Standards and Guidelines (PSG) requirement on basic facilities (e.g. comfort rooms, 50% 75% 100% 100% S3.7 Percentage of research studies completed within the time frame 60% 70% 80% 90%
water supply)
S3.8 Percentage of research compliant to ethical standards - 25% 50% 100%
S1.3 Percentage of students with very good or excellent satisfaction rating for frontline services 65% 75% 85% 90%
S3.9 Percentage of research outputs with at least one of DOST’s 6Ps deliverables 60% 70% 85% 100%
S1.4 Percentage of completion of Information Systems Strategic Plan 25% 50% 75% 100%
S3.10 Number of new technologies generated (accumulated) 10 15 20 30
S1.5 Center for Excellence in Human Resource Management recognition from the CSC Lev II Lev III Lev III
S3.11 Number of externally-funded research studies 5 5 5 5
S1.6 Accredited Continuing Professional Development (CPD) provider
S3.12 Percentage of research outputs by faculty, non-teaching staff and students, aligned to RDE Agenda 40% 60% 80% 100%
Number of institutional awards given by reputable organizations
S3.13 Number of University Journals accredited (accumulated) 1 2 3 4
• International 1
S1.7 S3.14 Number of research centers established 3 4
• National 1 1 1 1
S3.15 Number of visiting scientists/fellows hosted 1 1 1 1
• Local 1 1 1 1
S3.16 Number of research output presented
Number of active partnerships with other agencies and academic institutions
• International 8 10 15 20
S1.8 • International (accumulated) 2 4 5 7
• National 6 8 14 17
• National (accumulated) 4 6 8 10
• Regional 5 7 10 15
• Regional/Local (accumulated) 5 7 12 15
S3.17 Number of research studies disseminated in print, radio and television 20 30 50 70
S1.9 Number of newsletters produced 4 4 4 4
Number of research studies disseminated through legitimate academic research
S1.10 Number of approved manuals published (accumulated) 8 9 10 11 S3.18 10 20 50 100
outlet
S1.11 Number of annual Internal Quality Audit visits 8 8 8 8 S3.19 Average citations per publication 2 2 3 3
S1.12 Number of QMS procedure manuals developed (accumulated) 45 50 55 60 S3.20 Percentage of research studies cited 20% 30% 40% 50%
S1.13 Percentage of conformance to QMS processes 90% 92% 95% 100% S3.21 Number of research conferences/fora hosted 2 2 2 2

YEAR
Acknowledgments
ACKNOWLEDGMENTS

2018 2019 2020 2021
04 EXTENSION S4.1 Number of active instruction-based extension programs (accumulated) 8 9 10 11

S4.2 Number of extension programs in collaboration with external partners 1 1 1 1 Dr. Lourdes C. Generalao University President
S4.3 Percentage of research-based extension projects conducted with at least one of the DOST’s 6Ps 60% 70% 85% 100% Dr. Danilo B. Pacoy Vice President for Research, Development and Extension
Percentage of involvement by faculty, non-teaching staff and students in extension services:
Dr. Shirley S. Villanueva Vice President for Academic Affairs
S4.4
• Faculty 20% 22% 24% 26% Ms. Maria Luisa B. Faunillan Vice President for Administration
• Non-teaching staff 2% 3% 4% 5% Asst. Prof. Aristeo C. Salapa Vice President for Planning, Quality Assurance
• Students 1% 1% 1% 1% and Resource Management
Percentage of faculty, non-teaching staff and students to conduct extension activities:
• Faculty 20% 40% 60% 80%

S4.5 Dr. Lorenzo F. Templonuevo Consultant
• Students 4% 6% 8% 10%
S4.6 Number of trainees weighted by the length of training 2200 2500 2700 3000
TECHNICAL WORKING COMMITTEE (TWC)
S4.7 Number of adopters engaged in profitable enterprise 1 - 2 3 TO CREATE THE BASELINE FOR STRATEGIC PLANNING
S4.8 Average percentage of yearly increase in the number of adopters to total number of trainees 1% 2% 3% 4%
Chair: Dr. Bonifacio G. Gabales
50 51
Number of viable demonstration projects based on positive return on investment
S4.9 1 - 2 3
(ROI) analysis in the past three years
Members: Dr. Reynaldo M. Nogodula
S4.10 5% 10% 15% 20%
Percentage of internal rate of return for all demonstration projects
Dr. Maychelle M. Nugas
S4.11
Percentage of partners rate training courses and advisory services as very good or
excellent in terms of quality and relevance
75% 80% 85% 90% Dr. Romel V. Gador
S4.12 Number of IEC materials in every approved research-based extension program/project 1 1 1 1 Dr. Reynilo D. Garcia
S4.13 Number of products commercialized 1 1 1 1 Dr. Tamara Cher R. Mercado
S4.14 Number of Technology and Business Incubator (TBI) established - 1 - - Dr. Val A. Quimno
S4.15 Number of spin-off/startup companies established - - 1 1 Ms. Melanie C. Pagkaliwagan
S4.16 Number of employment generated from spin-off/startup companies - - 1 1
05 PRODUCTION S5.1 Percentage of IGPs fully audited 50% 70% 85% 100% TECHNICAL WORKING GROUP (TWG)
S5.2 Established business management strategy and procedure
FOR THE CATCH-UP PLAN
S5.3 Percentage of decrease in business losses 5% 10% 15% 20%
S5.4 Percentage of farm productivity based on optimum capacity 100% 100% 100% 100%
Chair: Vice President for PQuARM Asst. Prof. Aristeo C. Salapa
Number of feasibility studies conducted for new IGPs 2 2 2 2
Members: Dr. Tamara Cher R. Mercado
S5.5 Number of approved IGPs - 2 2 -
Dr. Bonifacio G. Gabales
Number of new IGPs implemented - - 1 1
Dr. Reynaldo M. Nogodula
Dr. Maychelle M. Nugas
ENABLERS Dr. Romel V. Gador
YEAR
ENABLER INDICATORS Dr. Val A. Quimno
2018 2019 2020 2021 Ms. Melanie C. Pagkaliwagan
01 PEOPLE E1.1
Percentage of faculty and non-teaching staff with individual working space and
desktop computer
35% 50% 75% 90%
E1.2
Number of institution-wide activities conducted related to faculty and non-
10 15 20 25
CATCH-UP PLAN TECHNICAL AND
teaching staff development
E1.3 Percentage of non-teaching staff with doctorate degrees - - - 5%

DOCUMENTATION GROUP (TDG)
E1.4 Percentage of faculty with doctorate degrees 32% 35% 37% 40%
E1.5 Percentage of non-teaching staff given job-skill training 15% 20% 30% 50%
Chair: Dr. Tamara Cher R. Mercado
E1.6 Percentage of plantilla positions filled 80% 90% 95% 98%
Members: Dr. Bonifacio G. Gabales, Jr
E1.7 Approved policy on load releases for faculty with designation
Dr. Joan D. Gervacio
E1.8 Number of categories for personnel awards (accumulated) 4 6 7 8
Dr. Gilbert A. Importante
E1.9 Percentage of positions/designations with qualified faculty and non-teaching staff 70% 80% 90% 100%
Dr. Val A. Quimno
Ms. Melanie C. Pagkaliwagan
02 FINANCIAL RESOURCES E2.1 Number of access bases to financial resources (accumulated) 2 3 4 5
Mr. Robert C. Satorre
E2.2 Utilization rate of internally generated income and business related funds:
• Utilization/Approved Budget 70% 70% 70% 70%

• Disbursement/Utilization 90% 90% 90% 90%
E2.3 Utilization rate of regular agency funds:
• Obligation/Allotment 100% 100% 100% 100%

• Disbursement/Obligation 100% 100% 100% 100%
E2.4 Percentage of utilization of fiduciary funds for the improvement of student services 90% 90% 90% 90%
For more information, please contact:
The President
Iñigo St., Bo. Obrero, Davao City
8000 Philippines

Telephone No.: (082) 227-8192
Email: [email protected]
Website: www.usep.edu.ph

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Approved by the USeP Board of Regents (BOR)

REALIZING OUR VISION

6 of Southeastern Philippines (USeP) to define its

The USeP Strategy Map 2018-2021

University of Southeastern Philippines

At the end of the plan period, the

This goal includes advancing the University’s academic

“Achieve recognitions comparable

INSTITUTIONAL INITIATIVES INSTITUTIONAL TARGETS

University of Southeastern Philippines

Beyond providing skills in basic development and workforce

This goal necessitates reinventing the USeP academic initiatives

“Align academic programs and student services

INSTITUTIONAL INITIATIVES INSTITUTIONAL TARGETS

TO7 Very good or excellent rating of academic

University of Southeastern Philippines

14 In an institution where research and teaching go hand in 15

“Nurture strong research culture”

INSTITUTIONAL INITIATIVES INSTITUTIONAL TARGETS

University of Southeastern Philippines

Recognizing its influence to effect change, in the individual

“Intensify innovation and technology transfer”

INSTITUTIONAL INITIATIVES INSTITUTIONAL TARGETS

University of Southeastern Philippines

To realize this goal, the University will maximize and

“Increase resource generation

INSTITUTIONAL INITIATIVES INSTITUTIONAL TARGETS

University of Southeastern Philippines

STRATEGIC AREA OF CONCERN

This section highlights the strategic

The realization of the five comprehensive

STRATEGIC AREA OF CONCERN

INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

22 • Establish building infrastructure and refurbish

University of Southeastern Philippines

STRATEGIC AREA OF CONCERN

INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

24 • Adopt a multidimensional brand strategy

SPECIFIC ACTIONS SPECIFIC ACTIONS

University of Southeastern Philippines

STRATEGIC AREA OF CONCERN

INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

26 • Conduct curriculum evaluation, revision

University of Southeastern Philippines

STRATEGIC AREA OF CONCERN

INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

28 • Increase program submission for

SPECIFIC ACTIONS SPECIFIC ACTIONS

University of Southeastern Philippines

STRATEGIC AREA OF CONCERN

INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

30 • Provide enabling mechanisms to encourage

USeP shall provide enabling strategies,

All research activities of the University shall be

STRATEGIC AREA OF CONCERN

INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES INSTITUTIONAL STRATEGIES PERFORMANCE MEASURES

32 • Implement RDE policies on research ethics

SPECIFIC ACTIONS SPECIFIC ACTIONS