Page 10 - ADMINISTRATIVE MANUAL

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d) Developing a comprehensive Incentive and Reward System for faculty and employees to
boost their morale and start working efficiently even at their own levels;
e) Improved implementation of the Incentive and Reward System and the University
Grievance Machinery.

4. Impact evaluation of the University Extension Program for better direction in technology
transfer and capacity building of target clientele

a) Conduct evaluation of existing extension programs/projects to see if they are addressing
the development needs of the clientele; and create a greater impact on the local
communities;
b) Extension programs/projects to be location and felt need specific;
c) Extension programs/projects to focus on technology transfer of mature technologies
generated by research;
d) Collaborative extension programs/projects across all disciplines, institutions and countries
through networking; and
e) Holding a strategic planning to formulate the extension agenda and set its direction
including capability of building and professionalization of extension staff.

5. Provide clear cut research direction and utilization of research outputs or mature
technologies generated by research.

a) A clear-cut R and E agenda and setting its priority direction;
b) Inventory of the research outputs/mature technologies that are already adopted to avoid
wasteful replication and/or duplication;
c) Researches to be need/location/industry based;
d) Creating a breakthrough in the research of a specific commodity so that such commodity
will be easily identified with ISU (e.g. VISCA/LSU is identified with root crops);
e) Apply a research business attitude where commercial value of RDE could be set, initially
with a University Business Incubator to SMIs like putting up an investment consulting
company and the revival of the RED process for each venture;
f) Transform ISU into a research-intensive University to include university-wide research
audit, creation of one-stop RDE management and improved database system; and more
precise processing of outputs into technology, information for science and information for
policy;
g) Establishment of different research-oriented institutes or centers focused on a specific
research/service agenda like EIC and SWPTL in ISU Cabagan and Isabela Dairy Buffalo
and Artificial insemination Center in Echague;
h) Capability building and professionalization of researchers so that misfits are realigned, if
not removed;
i) Review the existence of SCHER as a separate research department; and
j) Smaller campuses to have R and D programs/projects.

6. Ensure the proper monitoring and evaluation of the performance of the faculty and
administrative support personnel in response to the students’ clamor to improve and
address the deteriorating quality of instruction brought about by the seeming complacency
and indifferent attitude of some faculty members and personnel to student concerns.

a) Regular class observation of faculty members by Department Chairs and Deans;
b) Implementation of an improved PES developed through participatory approaches;
c) Strict evaluation of the performance of faculty members and non-teaching employees;
d) Standardization of the syllabi of common general education subjects and the
departmentalization of their Midterm and Final Exams;
e) Putting-up of suggestion/complaint box and looking into the concerns of students, even
those coming from anonymous sources;
f) Regular dialogue with student leaders and/or surveys of students to gather feedbacks
regarding faculty teaching performance and employee services/efficiency;
g) Disciplinary actions on erring/misbehaving and inefficient faculty and employees; and
h) Value orientation in-house seminars.