Page 145 - BPA-Area 10 PPP_Neat

4. Develop products for glocalization;

5. Support students’ participation to local and international fora to enhance their potentialities; and

6. Review on a periodic basis, the Quality Management System (QMS) and gather feedbacks on the level of client
satisfaction as basis for continual improvement.

Strategic Thrusts:

▪ Academic Excellence

▪ Operational Excellence

▪ Financial Stability

Strategic Directions: ISU’s operations are aligned to four major Key Result Areas, namely: Instruction; Research
and Development; Extension and Training Services and Management of Resources. Governance and External
Linkages and Public Relations, likewise, are indispensable components.

DEVELOPMENT OF THE STRATEGIC PLAN
The 2019- 2024 Strategic Development Plan is a product of a long and extended process spanning the
transition of leadership of the University. The model complies with the essential requirement of participation of a
grounded “Situations Assessment” and participatory “Goal Establishment” and the cascading top-bottom strategy
and action planning that “Unpacks” strategic goals into actionable strategies and objectives. The SAGE-U Model
stands for Situations Assessment (SA) upon which Goal Establishment (GE) processes are grounded and
launched. These goals are then Unpacked (U) into strategic goals and objectives to drive an overall development
direction for the university. Situation assessment initially and extensively revolves around the evaluation of current
conditions based on tangible environments, available data, internal and external reviews, as well as local, regional
and national policy statements. From the current scenarios, the process eventually shifts into choosing the
institution’s desired future and transforming these into ideal plans. Accordingly, the entire process conforms with
the fundamental requirements of a grounded situational assessment, both the present and the envisioned future of
the university. Projection and programming are indispensable components of the design. SAGE requires a deeper
analysis of the Social, Technological, Economic, Environmental, and Political (STEEP) contexts within which the
university is placed. It is a holistic and exhaustive process of situation assessment. To ensure that all the areas are
covered, situation assessment was further supplemented by the application of generally accepted Strengths,
Weaknesses, Opportunities and Challenges (SWOC) analysis. The outputs became the foundation of our strategic
goals. Both the SAGE-U and SWOC models were developed in 2011 as identifying marks for the Isabela State
University’s Strategic Development Planning framework. The ISU - SDP was finally approved in August 19, 2020.
The approval confirmed earlier pre-approval cascading of action planning activities and results and kicked off a
new wave of action planning for the year 2020 as well as the conduct of monitoring and evaluation activities. The
whole process developed slowly following the SAGE -U Model over a span of more than a year. The SAGE
process was enriched by the SWOT Analysis procedure in identifying strengths and weaknesses as well as
opportunities and challenges which became the basis for the definition of strategic goals. The SWOT Analysis
used to support the SAGE-U processes was guided by the generally accepted SWOT Framework.

 Discuss the process of monitoring of the Strategic Development Plan.

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90 | P a g e - OBQA-PPP / Area X: The Administration/Bachelor of Arts in Public Administration