Written by: Dr. Lea E. Usman
The Western Mindanao State University has once again proven its dynamism by taking proactive measures that raised the consciousness of its constituents towards a unified organizational direction. The new leadership with Dr. Ma. Carla A. Ochotorena at the helm as the 6th president is instrumental in optimizing the University’s operational systems and processes that are aligned with its vision and mission.
The recent University strategic planning was held in a series of workshops from January 2022 to December 2022 to revisit its goals in the last ten years. This was essential to ascertain the responsiveness of the University toward the shifting demands of our society as reiterated in Ambisyon Natin 2040 Philippine Development Plan, Sustainable Development Goals (SDGs) 2030, and Globalization. The University is then enabled to examine its objectives better and what it needs to do to involve everyone in the planning process. The collective involvement of the stakeholders in the process enhanced their range of choices, in the present and in the future, in all areas of economic, social, political, and cultural life in the academe as a workplace. And these have become milestones the University plans to meet within a certain period of time as benchmarks that will help measure its progress.
Working closely with a technical working committee (TWC) through the Quality Management Office headed by Dr. Mario Obra and the University Planning Office thru Dr. Oscar Sicat, the internal stakeholders of the University were tasked to review the University’s performance and accomplishments from 2015 to 2025. Leading the discussions of its quality objectives targets and goals in the four key areas of the University functions were the Vice President for Academic Affairs, Dr. Nursia Mani Barjose; Vice President for Finance and Administration, Dr. Joselito Madroñal and the vice President for Research Extension Service and External Linkages, Dr. Teresita Narvaez, Vice President for Resource Generation, Dr. Fredelino San Juan and their respective departments. Active participation from the external community stakeholders was further manifested as they laid down their expectations as interested parties from the University. The government agencies were represented by the Commission on Higher Education Deputy Executive Director, International Affairs Office, Atty. Lily Freida M. Milla; The Commission of Higher Education officer-in-charge RD-9, Dr. Rody P. Garcia; The Department of Environment and Natural Resources Executive RD-9,Ms. Crisanta Marlene P, Rodriguez; Department of Budget and Management RD-9, Mr. Mark Louie C. Martin; Department of Science and Technology RD-9 Mr. Martin A. Wee; Technical Education and Skills Development Authority, RTC chief and RD-9 Ms Jocelyn Wee; Tarlac Agricultural University, Director External Linkages and International Affairs; Dr. Christine N. Ferrer. A seasoned consultant, Professor Eddie M. Nuque has been commissioned by the University administration to steer a dynamic strategic planning path throughout the workshops.
Meanwhile, some developments in the national and regional policies triggered a change in the strategic direction of the University shifting its priorities and targets towards a new perspective in the areas of instruction, research, extension, and governance. The impact of the Covid 19 pandemic further prompted the University to bolster its academic endeavors within the paradigm of a Smart Research Campus that is propelled by technology and founded on industry 4.0.
Briefly the strategic plan aimed to: (a) revisit, evaluate and recalibrate the existing institutional performance and priorities as against its targets for the last ten years; (b) infuse new goals and strategies that are responsive to the university leadership agenda and development; (c) identify measurable key performance indicators for instruction, research, extension, governance, and resource generation; (d) align key performance indicators (KPIs) with office functions/ processes (organizational structure); and, (e) institutionalize the Strategic Performance Management System (SPMS).
A clear roadmap integrating the University’s breakthrough goals, strategic objectives, and programs with its vision and mission was eventually drawn through a series of consultations with various stakeholders. The following activities were undertaken:
1. Discussions of the context of strategic planning where internal and external issues of interested parties as well as risk management were defined
2. Crafting of the new WMSU vision, mission, goals, objectives (VMGO) and core values of the University amending the visualization of its goals grounded on normative values that are currently responsive to the challenges of times
3. Articulation of the University’s Strengths, Opportunities, Aspirations, and Results (SOAR) of its performance. This required drawing of its strategic goals before laying down its objectives in a strategic map.
4. Formulation of the University’s objectives and programs at the operational level.
5. Designing action plans and KPIs and the five-year development plan (FYDP) of academic, research, extension, and administrative units
6. Revision of the Strategic Performance Management System (SPMS) to stress its constructive alignment to the plan and mandate of office functions
7. Consolidation of the individual FYDP as groundwork for the writing and critiquing of the narratives documenting the strategic plan
8. Review of the results-based monitoring and evaluation of existing programs, projects, and initiatives as identified per strategic goals and objectives
9. Endorsement of a new Strategic Plan from the academic, research, and administrative councils and the approval of the Board of Regents.
Indeed, by analyzing and aligning various elements of an organization, its long-term success is ensured. High-performing organizations are often the most aligned, engaged, prepared, and change-ready. According to Creately, “strategic alignment is the prudent arrangement of the various internal and external elements of an organization—from its business strategy to its organizational structure—to best support the achievement of its long-term goals and purpose.”
Thus, planning development for WMSU as in any organization may be complex but the results can be rewarding. And having a strategy is no novel concept but it can be a foundation for transformational change. It acts as a North Star and provides a unifying goal for the University.
