WELL-DEVELOPED PLANNING PROCESS

BUKSU’S PLANNING PROCESS

The planning process of BukSU is a collaborative activity headed by the Top

Management who handles the management process. The management process
includes the processes on Planning, Performance Monitoring and Evaluation, Internal
Audit, Managing Improvements and Feedback Management.

BukSU as an organization has to conduct periodic planning to determine its

direction, understand its current position, and establish possible avenues to which BukSU
can pursue a particular course of action. The primary purpose of planning is to create
direction and understanding of its objectives, and to put operational processes in place
to guide the university towards its achievement. Anchored on the planning process of
BukSU’s Quality Management System, the university follows three planning processes -
Strategic Planning, Operational Planning, and Performance Planning across 3 levels-
Long range (20 years), medium-term (3 to 5 years), and short-term planning (1-3 years).

BUKSU’S STRATEGIC PLANNING

BukSU’s Strategic Planning and its Strategic Plan

During the Strategic Planning, Bukidnon State University aims to produce a highly
detailed plan that provides a clear presentation of how University Planning will contribute
to the achievement of the organization’s strategic goals. The University provides an
organized and systematic system in setting priorities, focusing on energy and resources,
strengthening of operations, establishing agreement around intended outcomes or
results, and assessing/adjusting direction in response to the changing environment. The
university strategic plan articulates its strategic direction based on the key aspects of the
organization, services, and stakeholders determined, reviewed and analyzed relevant to
university’s purpose. This requires the identification and understanding of internal and
external issues, both positive and negative, that can affect its ability to achieve intended
results, its ability to achieve intended results, and its services and interested parties. Many
issues are identified through an analysis of risks facing either the BukSU or the interested
parties. These issues are summarized, monitored, and updated as appropriate during
management planning and/or management reviews.

BUKSU’s SWOT Analysis

 Interested parties are the stakeholders who receive outputs (products and
services) from, or who may be impacted by, the BukSU’s decisions and actions. They can
affect the BukSU’s ability to consistently provide products and services that meet
customer and applicable statutory and regulatory requirements. Thus, the BukSU
determines, monitors, and reviews the requirements, needs and expectations of these
relevant interested parties. This information is updated as necessary and used by the
management to review its strategic direction during management planning and review.
This is defined in the records of management review, and periodically updated as
conditions and situations change.

The VPs, College Deans and Administrative Unit Heads first establish overall
objectives for their areas of responsibility at the Strategic Planning session and other
identified planning activities. Prior to the university planning activities, the various
operating units of BukSU periodically conduct pre-planning activities to assess
performance and needs diagnosis; gather information on stakeholder requirements and
expectations; and review and align future directions.
BukSU periodically conducts strategic planning to discuss strategic thrusts. In this
venue, commitments are obtained and resource requirements are determined.
Objectives and targets, such as MFOs and OPCRs are set at appropriate levels but
specific quality objectives are defined during management program planning and
budget preparation. These objectives identified and articulated in the strategic plan are
monitored, measured, and analyzed as Major Final Outputs (MFOs).

BukSU’s Strategic Planning Milestone

The strategic planning process of Bukidnon State University was initiated by the
Office of the Vice President for Administration, Planning and Development (VPAPD) in
April 2015. This was a response to the changing landscape of higher education in general.
BukSU has been aspiring to provide better higher education services; and therefore,
strategic planning is important. The significance of strategic planning was driven by the
need to lay new foundations to assure the organization’s sustainability and
competitiveness. The university, with the new administration under the tutelage of Dr.
Oscar B. Cabañelez, has completed the previous SDP 2010-2014. This strategic planning
process was launched in order to provide the university with a forward-looking, strategic
road map for the university’s future goals and directions.
In the summer of 2015, forty-three (43) academic and administrative officials
reviewed the published 2010-2014 University Strategic Plan; and collectively inputted
during the intellectual divisional/departmental dynamic discussions in identifying priorities
for the next 5 years. In June 2015, the 5-year SDP was presented to the Board of Regents
(BOR) for approval. Series of cascading activities of the plan were also conducted to
the BukSU community.
To ensure that the plan is done with a realistic financial framework and aligned
with the mandates of the New Administration with the newly elected President, the
existing SDP was reviewed in 2016 linking the university mandated priorities with the
priorities of Duterte’s administration. After revisiting the vision, mission and tagline of the
university, the academic and administrative officials adopted University Mandate as the
new mission. A new vision and tagline was also proposed.
Based from the proposed mission and vision statements, academic process
paradigm, six (6) strategic themes, eight (8) strategic goals, and 20 strategic objectives
were formulated. Action plans aligned with the SDP were also formulated by the
academic and administrative units.
Highlights of BukSU’s Perspectives, Strategic Priorities, and Strategic Goals
 In 2017, development workshops, meetings and discussions were conducted for
the finalization of the university vision and tagline statements. The final vision statement
with Filipino, Cebuano and Binukid translations, and tagline were presented to the
administration, faculty, and students during the Joint Administrative and Academic
Council meeting, and to the Board of Regent for approval. The highlight of all the
activities in 2017 is the Midterm Assessment of BukSU’s Strategic Directions which was
triggered by EO 27 of then newly elected President Rodrigo Duterte.

The midterm assessment participated by the dynamic and strong force of the Top
Management and the University Officials held last November 13-15, 2017 at the Mallberry
Suites Business Hotel, CDO
 The objectives of the 3-
day Midterm Assessment include
the revisiting of BukSU’s 2015-2022
Strategic Plan towards
enhancement, updating, and
alignment; assessment of BukSU’s
performance in 2015-2017;
review and finalization of the 2018
targets: and the development of
the office/delivery unit’s success
indicators

The participants of the 3-day Midterm Assessment during

their Workshops

Need for a Harmonized and Updated Strategic Development Plan for 2017-2022

In compliance to Executive Order No. 27-2017 issued by President Rodrigo Duterte

which directs all government agencies to implement the Philippine Development Plan
(PDP) and Public Investment Program (PIP) 2017-2022, a midterm assessment for 2015-
2017 of BukSU’s SDP was conducted by the academic and administrative officials in
November 2017. Results matrix was chosen as a methodology for the midterm
assessment of the 2015-2019 Strategic Plan.
BukSU’s Midterm Results Matrix for 2015-2017
BukSU’s Planning Perspective, SDP Planning Process, and Strategic Framework 2015-2022

In the revisit of the 2015-2019

Strategic Plan, balanced scorecard was
used as a method in determining the
parameters for the assessment of the
current vision, and mission. In the light of
the methodology used, the Philippine
Government Planning Performance
Management System, the societal,
sectoral, and organizational outcomes
were presented. These served as guide in
the formulation of strategic objectives.
From the strategic objectives formulated, measure and targets with baseline were set.
Office success indicators were also identified from the reviewed initiatives based on the
time period of the plan that lasts until 2022.
BukSU’s SDP contains the new
vision and mission for the university, an
assessment of the previous plan for the
period 2010-2014, which includes
development challenges, the strategic
framework which indicates the
expected outcomes and
corresponding strategies that the
university shall pursue and results matrix
which contains the specific indicators
and targets that the university aims to
accomplish annually until the end-of-
plan period.
Institutional Learning Outcome

A key premise of the strategic direction of the BukSU is that it should provide many
relevant opportunities that makes educational experiences increasingly important to the
development of student’s abilities. Like, students should acknowledge and appreciate
the existing various cultural differences in the University community, use knowledge in
their own lives and pursue lifelong learning, to develop leadership and teamwork skills,
and to engage in community and civic affairs.

To conceptualize the learning outcome in more comprehensive terms, the

university has developed a set of core competencies as follows: Upon graduation from
BukSU, students will be able to: 1. Generate and utilize new knowledge necessary to
obtain competitiveness in one’s profession; 2. Exhibit professional and ethical
responsibility; 3. Manifest dispositions of life-long learning; 4. Communicate competently
in various modes and forms in a multicultural setting; 5. Demonstrate sociocultural and

environmental sensitivity and responsiveness to the indigenous culture of the tribes in

Bukidnon. Strategic Assumption Every individual has the capacity and potential to
become a leader. One who excels because of good character and effective
performance.

Strategic Assumption

Every individual has the capacity and potential to become a leader. One who
excels because of good character and effective performance.
Innovative: To innovate means adapting, improving, enhancing and creating Expected
Outcome: A transformed individual who excels in his field because of his character and adaptive
performance style which makes him innovative
 BUKSU’S OPERATIONAL PLANNING AND ACTION PLANS

During the Operational Planning, BukSU provides action plans that that serve as a
system of documentation in the review of accomplishments, address of the issues and
concerns of the foregoing operational plan, and the identification of the priority
targets/objective of BukSU to ensure the achievement of the University’s Mission,
Realization of Vision and the accomplishment of the Strategic Goals.

The operational planning of the university is conducted annually at the University-

wide level specifically conducted within the first quarter of each Calendar Year. Below
are the action plans as outputs during the operational planning conducted by the
university.
 BUKSU’S PERFORMANCE PLANNING

The Performance Planning is done at the start of the performance period where
Heads of Offices meet the supervisors and staff and agree on the outputs that should be
accomplished based on the goals/objectives of the organization. During this time,
success indicators are determined. Once these indicators and targets are identified,
what follows is the performance review and evaluation.

Currently, BukSU is guided by its Strategic Performance Management System

(SPMS) with BOR Approval per BOR Resolution No. 1513, s. 2013. This SPMS is also in
pursuant to the Civil Service Commission Memorandum Circular No. 6, s. 2012.

Present institutional policies in the conduct of SPMS

The Office of the VPAPD assisted the Performance Management Team (PMT)
in the conduct of the Strategic Performance Management System (SPMS) seminar
workshop for all its academic and non-academic personnel in compliance with the Civil
Service Commission’s (CSC) directive to establish and implement the said system.
The SPMS is a mechanism that links employee performance with organizational
performance to enhance the performance orientation of the compensation system,
ensuring that both the employees and the organization achieve the objective identified
in the strategic plan. The new rating system basically hinges on both individual and team
outputs/ outcomes orientation that will eventually replace the long- standing
Performance Evaluation System (PES).
Responsibilities

1. Performance Management Team(PMT)

The performance Management Team is responsible for the implementation of the

University Ranking System.

2. University President

The University President is responsible for approving the PMT evaluation.

Delivery Units (DU)

1. The DUs of Bukidnon State University shall be grouped and ranked according to the
following clusters as provided in the Memorandum Circular No. 2016-2 issued on
October 12, 2016 by Inter-agency Task Force on the Harmonization of National
Government Performance Information and Reporting System. The delivery units are
grouped into three clusters, namely:
Cluster1
1. Office of the President (DXBU andMuseum)
2. Office of the Vice President for Academic Affairs (National
Service Training Program and Quality Assurance Unit)
3. Office of the Vice President for Research and Extension
a. Research Unit
b. Extension Unit
c. IMDC
4. Office of the Vice President for Administration, Planning and
Development
a. Planning Unit
b. Disaster Risk Management Unit
5. Office of the Chief Administration Officer
a. Administrative (Building and Estates)
b. Finance

Cluster 2: Colleges
1. College of Education
2. College of Law
3. College of Arts and Sciences
4. College of Social Development and Technology
5. College of Business
6. College of Nursing

Cluster 3: Services
4. Administrative Services
a. Human Resource Development Unit
b. Physical Plant and Maintenance Unit
c. Procurement and Property Management Unit(BAC)
d. Information and Communication Technology Unit
5. Financial Management Services
a. Accounting
b. Budget
c. Cashiering
 6. Registrar
7. Library
8. Office of the Student Services
9. Guidance Services
a. Medical Services
b. Dental Services
c. Socio Cultural
d. Sports
10. Business Affairs
a. University Press
b. Economic Enterprise Unit

2. All academic units must include in their core functions, among others, the major
final outputs of the University
3. The final rating of an office for the whole year shall be the weighted average of the
OPCR ratings for the two periods, January- June and July-December.
4. In evaluating the accomplishments of the offices, rating scale for the relevant
dimensions of efficiency, quality and timelines shall be applied.
5. Only the DU with offices, departments and/or academic units that satisfy the
provision of Section 4.1. of the A025 IATH Memorandum Circular No. 2016-1, dated
May 12,2016 are eligible for PBB2016.
6. DUs with more or less than 100% accomplishments in any one of its targets must
submit their corresponding justification for exceeding or not meeting their target/s
together with supporting documents.
7. The DUs eligible to the PBB shall be forced ranked, per cluster, according to the
following categories:
Other Institutional Plans of Bukidnon State University

BukSU maintains other institutional plans that support the strategic directions of the
university. These plans are byproduct of the operational planning of the institution. Most
of these plans are required by government agencies as part of their monitoring and
assessment scheme to constantly monitor the alignment of BukSU’s direction to the wider
goal of the President of the Philippines and to determine the physical accomplishments
of BukSU’s targets.

BukSU’s Land Use Development and Infrastructure Plan (BLUDIP)

In compliance to the House Bill No. 8379 otherwise known as An Act Requiring
State Universities and Colleges to Prepare and Implement a Land Use Development and
Infrastructure Plan that shall include the Construction of Dormitories for Students and
Housing Sites for Employees, Bukidnon State University embarked on the development of
such requirement that began during the 3rd quarter of the Calendar Year 2018 and is still
on-going at the present time. BukSU’s Top Management initiated series of consultative
and technical guidance activities in its pursuit to coin a long-range plan designed
primarily to improve and optimally utilize the University’s resources.

The BukSU Land Use Development and Infrastructure Plan (BLUDIP) contains
campus planning framework, detailed geographical description and survey of site,
inventory of all existing buildings, facilities and other real estates assets. It also contains
cadastral survey of land of the university; detailed description of the research core,
academic core, dormitory areas for students, detailed geographical description of land
used for commercial and other activities.

The initial activity conducted was the creation of the Technical Working Group
(TWG) composed of teaching and non-teaching workforce of the university who were
clustered according to the five sectors covered in the BLUDIP namely, Physical Sector
(Infrastructure); Environmental Sector (Waste Management, Sewerage); Economic
Sector (IGP), Social Sector (Education); and Institutional Sector (Human Resource
Development, Financial Management).

The university tied up with the City Government of Malaybalay to ensure that the
BukSU’s LUDIP (BLUDIP) will complement with the Local Government Units’ land use plan
and practices across geographical boundaries. Moreover, the university also tied up with
Central Mindanao University because of their available resources and expertise. The
crafting of the BLUDIP employed various methodologies such as economic analysis,
transportation analysis, demographic analysis, and land use analysis in order to provide
a holistic representation of the university’s efficient and just allocation as well as utilization,
development and management of its landholdings.

During the Phase I BLUDIP Write Shop held on April 23-226, 2019 at the Research and Extension Building

During the Phase II BLUDIP Write Shop held on May 21, 2019 at the Balay ha BukSU Hotel.
It has to be noted however, that even before the crafting of the BLUDIP, the university
has already implemented and completed many of its infrastructure projects as part of its
Campus Development Plan and expansion initiatives.

One of the completed

infrastructure projects of the university is
the Procurement, Research, and
Extension Building which serves as the
Research, Extension, and Instructional
Materials Development hub of the main
campus.

Another completed project in the

campus is the Bukidnon Studies Center that
houses a variety of Bukidnon’s artefacts and
cultural heritage learning materials.

Both of these completed infrastructures

are products of the careful planning process of
university. These buildings along with the other
on-going infrastructure projects of the university
both in the main campus and its annex are all in
response to one of BukSU’s Objectives which is to
make BukSU a Green University.
 As of the 2nd quarter of this year, 2019, the development and finalization of the
BLUDIP is on-going. Specifically, the TWG is on the process of developing and finalizing
the Phase II of this documentation which is now the integration of the Infrastructure Plan
of the university’s landholdings for the next 20 years.

BukSU’s Public Investment Plan

As a supplement to the Strategic Development Plan of BukSU, the institution has

also prepared and updated its Investment Program (BPIP) pursuant to Section 3 of E.O.
No. 27 on the implementation of the 2017-2022 Philippine Development Plan (PDP) issued
on June 1, 2017. The Investment Plan of the university serves as one of its medium-term
plans that provides direction for the annual investment plan of the university. It contains
the rolling list of priority program and projects (PAP) to be implemented by Bukidnon State
University within the medium term that contribute to the achievement of the societal goal
and targets in the Philippine Development Plan 2017-2022 and respond to the outcomes
and outputs in its Result Matrices. These PAPs may be financed by national government
funds.

BukSU’s 2017-2022 Investment Plan

BukSU’s 2020-2022 Three Year Rolling Infrastructure Program (TRIP)

BukSU also prepares a Three-year Rolling Infrastructure Program (TRIP) as part of its
planning process output. It contains the priority infrastructure PAPs requiring funding from
national government for FY 2020-2022. This serves as the basis for the determination of
the infrastructure PAPs to be included in the National Budget of the Government. BukSU
are enjoined to coordinate with the Commission on Higher Education (CHED) through
the web-based project database system called Public Investment Program Online
System (PIPOL) for purpose of updating. BukSU’s Three-year Rolling Infrastructure Program
(TRIP) has already been posted in PIPOL and has been included in the updated PIP at
the national level, and by the NEDA PIP.
BukSU Annual Investment Plan

In addition to the BPIP and the TRIP of the university, BukSU has also prepared its
Annual Investment Plan (AIP) in response to the Regional Development Council-Northern
Mindanao Memorandum dated September 24, 2018. The memorandum requires all
government agencies including SUCs to formulate their 2020 annual investment program
as input to the FY 2020 budget preparation. BukSU’s AIP contains the list of the university’s
Priority programs, projects and activities in the areas of higher education, advanced
education, research, extension and capital outlays.

BukSU’s Annual Investment Plan (AIP)

 BUKSU’s Plan and Implementation in place to Support Quality Assurance

BUKSU’s Key Targets and Milestones to Support Quality Assurance

By 2018: BukSU as ISO 9001:2015 Certified

By 2019: BukSU as Philippine Quality Award recipient

By 2020: BukSU as CHED ISA Accredited

By 2025: BukSU as Green University

By 2030: BukSU as comprehensive research university

By 2035: BukSU is ranked in the Top 300 Universities in Asia

One notable outcome of the well-developed planning process of BukSU in support

to Quality Assurance, and in fact, one of the university’s best practices is the
achievement of one of its key targets on time. This is to become ISO certified by 2018.
With the concerted effort of the university’s workforce, the university has achieved more
than its target. Not only is BukSU ISO 9001:2015 certified, the institution is also ISO 9001:2008
Certified. What makes this achievement notable is that both ISO Standards led to the
continuous improvement of the university’s QMS leading to the consistent PBB grants of
the university beginning 2014.

In August 2017, BukSU’s Quality Management System (QMS) has been Certified
against ISO 9001:2008 Standards. This was not an easy journey for BukSU. As a matter of
fact, it took the University 3-long years beginning 2015 to craft a Process-Based QMS. In
doing so, BukSU took a great risk in improving the organization’s culture and context
leading to an improved university bound to commit for compliance and commitment to
continual improvement.
 In August 2018, BukSU’s QMS has been certified against ISO 9001:2015 standards.
The highlight of this certification is the Risk-Based Approach used in the planning process
not only in the strategic level but also down to the operational level in all of BukSU’s QMS
processes. This allows the university including all of its operations to plan in mitigating
probable risks in achieving their operation’s planned results and outcomes by operating
on verifiable actions and monitoring these on a regular basis. This is to ensure that all the
identified risks will be addressed on a timely basis.
The picture was taken during the ISO 9001:2015 Awarding held on February 20, 2019 at the
University Auditorium. The AJA Registrar Representative (5th from the left among the ones
who are seated) graced the event.