Sultan Kudarat State University

2021 Philippine Quality Award

Application Report
000-000-000

Copy 1 of 15
LIST OF FIGURES
Organizational Profile
Figure P.1-1: Educational Programs and Service Offerings
Figure P.1-2: Mandate, Mission, Vision, Values and Core Competencies
Figure P.1-3 HR Profile per Campus and Status of Employment as of April 30, 2021
Figure P.1-4 Educational Background of Faculty in the Seven Campuses
Figure P.1-5: Regulatory Requirements
Figure P.1-6: Customer Requirements and Expectations
Figure P.1-7 Suppliers and Partners
Figure P.2-1 Changes and Opportunities for Innovation and Collaborations
Figure P.2-2 Strategic Challenges and Advantages of SKSU
Figure P.2-3 SKSU PIS

Category 1: Leadership
Figure 1.1-1: SKSU’s Leadership Framework
Figure 1.1-2: Communication Methods
Figure 1.2-1: Process, Measures, and Focal Persons for Achieving Compliance
Figure 1.2-2: Key Ethical Processes

Category 2: Strategy
Figure 2.1-1: Strategic Planning Process
Figure 2.1-2: Planned Changes to Address the Changing Needs
Figure 2.1-3: Strategic Objectives with the Corresponding Plans, Performance Measures

Category 3: Customers
Figure 3.1-1: Listening to Students and other Customers
Figure 3.1-2: Methods Used to Obtain Customer Satisfaction & Dissatisfaction Feedback
Figure 3.2-1: Grievance Mechanism SKSU-MP-OPAC-004

Category 4: Measurement, Analysis, and Knowledge Management

Figure 4.1-1: SKSU Tracking, Review of Data, and Offices in Charge
Figure 4.1-2: SKSU Financial Measures and Frequency of Tracking
Figure 4.1-3: SKSU Comparative Data Selection Process
Figure 4.1-4: SKSU OP Emergency Response
Figure 4.1-5: SKSU Process for Identifying Best Practices
Figure 4.2-1: SKSU Knowledge Management Process
Figure 4.2-2: SKSU’s Sources of Knowledge, Collection and Transfer Processes
Figure 4.2-3: SKSU Mechanisms to Ensure Data and Information Quality & Security
Figure 4.2-4: SKSU Data Availability, InfoSys and Accessibility

Category 5: Human Resource

Figure 5.1-1: PRIME HRM Model
Figure 5.1-2: SKSU Succession Plan for Retirement
Figure 5.1-3: Health, Security, Accessibility
Figure 5.1-4: Services and Benefits of SKSU HR
Figure 5.2-1: SKSU Drivers, Values, and Practices
Figure 5.2-2: Kirkpatrick’s Four-Level of Evaluation Model
Category 6: Operations
Figure 6.1-1: SKSU Work System Model (SKSU-WSM)
Figure 6.1-2: SKSU Work Systems & Key Process Key Requirements Target results
Figure 6.1-3: Work System Example of Client Oriented System
Figure 6.1-4: SKSU Work Process Design Considerations
Figure 6.1-5: SKSU Organizational Planning
Figure 6.1-6: Sample of Work Process Monitoring
Figure 6.2-1: SKSU Innovation Management Model
Figure 6.2-2: SKSU Sample of Austerity Measures
Figure 6.2-3: SKSU Process for Inspection of Delivered Goods and Equipment
Figure 6.2-4: SKSU Safe Initiatives
Category 7: Results
Figure 7.1-1: Performance of Bachelor in Secondary in Licensure Examination for Teachers
Figure 7.1-2: Performance of Bachelor in Midwifery in Licensure Examination
Figure 7.1-3: Performance of Bachelor in Nursing in Licensure Examination
Figure 7.1-4: Percent Employability of SKSU Graduates
Figure 7.1-5: Employment Rate of the Graduates of Tacurong Campus
Figure 7.1-6: Employment Rate of the Graduates of Kalamansig
Figure 7.1-7: Employment Rate of the Graduates of Isulan Campus
Figure 7.1-8: Employment Rate of the Graduates of Lutayan Campus
Figure 7.1-9: Employment Rate of the Graduates of ACCESS, Bagumbayan, & Palimbang
Figure 7.1-10: Items in the Agenda Approved by Board of Regents
Figure 7.1-11: Comparative Graduates for the Last Three (3) Years
Figure 7.1-12: Accredited Programs of the University
Figure 7.1-13: Certificate of Program Compliance
Figure 7.1-14: SKSU Innovations
Figure 7.1-15: Most Significant Awards Received
Figure 7.1-16: Number of Fire Drills Conducted
Figure 7.1-17: Number of Earthquake Drills
Figure 7.1-18: Provision of Mandatory Reserve Fund Emergency Purposes
Figure 7.1-19: SKSU Graduation Rates
Figure 7.1-20: Overall Evaluation of Suppliers
Figure 7.1-21: Evaluation of Suppliers’ Performance on Office, Books, Laboratory and IT Supplies
Figure 7.1-22: Evaluation of Suppliers’ Performance on Carpentry, Electrical & Other Supplies
Figure 7.1-23 Evaluation of Suppliers’ Performance on Plant Equipment, Office Equipment,
Furniture, and Plumbing Materials
Figure 7.2-1: Overall Customer Satisfaction per Office
Figure 7.2-2: Survey Results of Student Satisfaction
Figure 7.2-3: Customer Complaint
Figure 7.2-4: Parents’ Feedback
Figure 7.2-5: Parents’ Response on “How does SKSU compared to other Universities where they
have enrolled their children?”
Figure 7.2-6: Fast Service
Figure 7.2-7: Good Service
Figure 7.2-8: Respectable Employees
Figure 7.2-9: Good and Clean Office/Unit
Figure 7.2-10: Knowledge on the Job
Figure 7.2-11: Students’ Engagement
Figure 7.2-12: SKSU is a name I can always trust
Figure 7.2-13: SKSU always delivers its promises
Figure 7.2-14: SKSU always treats me with respect
Figure 7.2-15: I feel I belong to SKSU
Figure 7.2-16: I will recommend SKSU to my friend/associate
Figure 7.3-1: Educational Degrees Attained by the Teaching Human Resources
Figure 7.3-2: Educational Degrees Attained by the Non-Teaching Human Resources
Figure 7.3-3: Teaching HR under Scholarships Who Completed their Doctor’s and Master’s Degrees
Figure 7.3-4: Teaching HR Evaluated and Promoted under NBC 461 Cycles
Figure 7.3-5: Teaching HR Status of Employment as of CY2019-2020
Figure 7.3-6: Non-Teaching HR Status of Employment as of CY 2019-2020
Figure 7.3-7: Retention rate of teaching HR
Figure 7.3-8: Retention Rate of Non-Teaching HR
Figure 7.3-9: Academic Rank of Teaching HR as of March 2021 Based on NBC 461
Figure 7.3-10: IPCR Ratings
Figure 7.3-11: Student-Faculty Ratio
Figure 7.3-12: Days to Fill-Up Vacancies
Figure 7.3-13: Nature of Leaves Applied for by the Teaching and Non-Teaching HR
Figure 7.3-14: Health-Related Programs Conducted
Figure 7.3-15: Severe Illnesses Recorded for the Three-Year Period
Figure 7.3-16: Health claims for the three-year period
Figure 7.3-17: Number of Ramps, Dormitories, and CCTV installed in the University for
Accessibility & Security
Figure 7.3-18: HR Benefits Provided by the University
Figure 7.3-19: HR Engagement Survey Results
Figure 7.3-20: Trainings and Scholarship Allocation based on GAA, FY 2018-2020
Figure 7.3-21: Top and Middle-Level Managers Sent for Professional Trainings
Figure 7.4-1: SKSU Regular Meetings and Awarding Events
Figure 7.4-2: Attendance of SLs and Middle Managers in the EXECOM Meetings
Figure 7.4-3: SLs set and share VMGO
Figure 7.4-4: Management makes its expectations clear
Figure 7.4-5: Management keeps me informed of the University’s updates
Figure 7.4-6: Management is easy to talk with
Figure 7.4-7: I can get a straight answer from the management
Figure 7.4-8: Extent of Implementation of Critical Elements of Good Governance
Figure 7.4-9: Board Resolutions Approved and Implemented
Figure 7.4-10: Remittances of Contributions
Figure 7.4-11: Compliance to External Requirements
Figure 7.4-12: Compliance to DBM Requirements
Figure 7.4-13: Compliance to other External Requirements
Figure 7.4- 14 Infrastructure Projects Implemented in the Different Campuses Based on the
Allocation from GAA, FY 2015-2020
Figure 7.4-15: Ethical Behavior
Figure 7.4-16: SKSU’s societal responsibility in a form of community support
Figure 7.5-1: Comparative budget allocation based on GAA
Figure 7.5-2: Maintenance and Other Operating Expenses (MOOE)
Figure 7.5-3: General Administration and Support
Figure 7.5-4: Higher Education Services
Figure 7.5-5: Budget for Advance Education Services
Figure 7.5-6: Budget for Research
Figure 7.5-7: Budget for Extension Services
Figure 7.5-8: Distribution of Revenue from Tuition Fees
Figure 7.5-9: Distribution of Revenue from Fiduciary Fees
Fig 7.5-10 Comparative Enrollment, Region XII
Figure 7.5-11: BUR of SKSU Compared to the Rate Required by DBM
Figure 7.5-12: Financial Status of the University
Figure 7.5-13: Cost Containment
Figure 7.5-14: Numbers of Partnerships Linkages in Research
Figure 7.5-15: Numbers of Partnerships and Linkages in Extension
Figure 7.5-16: Number of Traine
CONTENTS
2021 Eligibility Information Form
Organizational Chart
Glossary of Terms and Abbreviations
List of Figures
ORGANIZATIONAL PROFILE........................................................................................................................i
P.1 Organizational Description..............................................................................................................................i
P.2 Competitive Environment..............................................................................................................................iv
CATEGORY 1 – LEADERSHIP......................................................................................................................1
1.1 Senior Leadership...........................................................................................................................................1
1.2. Governance and Societal Responsibilities......................................................................................................5
CATEGORY 2 – STRATEGY..........................................................................................................................8
2.1. Strategy Development....................................................................................................................................8
2.2 Strategy Implementation...............................................................................................................................12
CATEGORY 3 – CUSTOMERS....................................................................................................................17
3.1. Voice of the Customers................................................................................................................................17
3.2 Customer Engagement..................................................................................................................................19
CATEGORY 4 – MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT............22
4.1. Measurement, Analysis, and Improvement of Organizational Performance.................................................22
4.2 Knowledge Management, Information, and Information Technology...........................................................25
CATEGORY 5 – HUMAN RESOURCE......................................................................................................28
5.1 HR Capability and Capacity..........................................................................................................................28
5.2 Human Resource Engagement......................................................................................................................31
CATEGORY 6 – OPERATIONS...................................................................................................................33
6.1 Work Processes.............................................................................................................................................33
6.2 Operational Effectiveness.............................................................................................................................36
CATEGORY 7 – RESULTS...........................................................................................................................39
7.1. STUDENT LEARNING AND PROCESS RESULTS.................................................................................39
7.2. CUSTOMER-FOCUSED RESULTS..........................................................................................................43
7.3 HUMAN RESOURCE-FOCUSED RESULTS.............................................................................................46
7.4. LEADERSHIP AND GOVERNANCE RESULTS......................................................................................49
7.5 BUDGETARY, FINANCIAL, AND MARKET RESULTS.........................................................................53
 SULTAN KUDARAT STATE UNIVERSITY

*BOARD OF REGENTS

**Academic Council
COA
ROLANDO F. HECHANOVA, PhD
PRESIDENT
**Administrative Council Other Coordinating
Agencies

Research, Development &

Extension Services

LYNNETTE G. PINIERO IRISH MAE G. PASQUIN

Board/University Secretary Executive Assistant
DENNIS M. MERIALES, PhD. ATTY. MARCO RAY GLEYO, RN
Dir. for Planning and Development Legal and International Affairs

NORAISA K. YASIN, PhD.

SUSIE D. DAZA, MS
Dir. for Human Resource Management
Dir. for Gender and Development
& Dev¶t

LANI B. ALCON, MPA LEONCIO B. DULIN

Dir. for Quality Assurance Dir. for Security Services

REBECCA D. SUBILLAGA, EdD BENEDICT A. RABUT, DIT

Dir. for Public Resource and Information Dir. for MIS & ICT

DESIREE G. LEGASPI ELVIE V. DIAZ, PhD

Internal Audit Services Procurement

JULIE E. ALBANO, PhD

VP FOR RESEARCH DEVELOPMENT AND CHRISTINE P. ABO, PhD. REYNALDO H. DALAYAP, PhD.
VP FOR ACADEMIC AFFAIRS VP for Finance, Administration and Resource
EXTENSION
Generation

RODELYN M. DALAYAP, PhD. *Campus Directors/Deans JESHER Y. PALOMARIA, CPA

ROSITA T. RIZALDO, PhD.
Dir. for Research and Development Dir. for Finance and Management
of Satellite Campuses Services
Dir. for Resource Generation/Production

SIONY S. BRUNIO, PhD. EULOGIO L. APELLIDO, Jr., MIT LYNNETTE G. PINIERO LANI B. ALCON, MPA EFREN C. FLORES, PhD
Dir. for Extension Services Dir. for Instruction Dir. for Records and Admission Dir. for Administration Dir. for Infra and General Services

RANDE B. DECHAVEZ, PhD. MARITES B. JAVA, PhD REY A. FUENTEBELLA, MS

Dir. for Agri-Aqua Technology Dir. for Licensure Examination and Dir. for National Service Training
Review Center Program
GRACE R. PEDROLA, RN
Dir. for Health Services

CYRIL JOHN DOMINGO, MSc.

ANNERILL R. LORIO, MS
Dir. for Food Processing Center ALNE C. QUINOVEBA, PhD Dir. for Guidance and Testing Center
Dir for Learning Resource Center

MITOS D. DELCO, PhD.

Dir. for Climate Change & Disaster Risk MARY JEAN S. FALSARIO, EdD
Reduction and Mgt. Center LILIBETH B. EDAÑO, EdD Dir. for Alumni Relations
Dir. for Socio-Cultural Affairs

RODELYN M. DALAYAP, PhD. DOLORCITA E. PAUYA, EdD

Dir. for Halal R & D Center LEO C. IBOT, MA Dir. for Instructional Materials Dev¶t
Center
Dir. for Sports & Amusement Center

Legend:
HASSANAL P. ABUSAMA, MS Line of supervision
Dir. for Student Affairs & Services
Line of coordination
COA Commission on Audit
Reference: MIS Management Information Systems
-Proposed Revised Organizational Structure and ICT Information and Communications Technology
Staffing Standards for SUCs, 2015 Edition
-Manual of Operation for SUCs, 2004
-RA 9966 (SKSU Charter)
*Approved on March 12, 2020 as per Board Resolution No. 010-2020
GLOSSARY OF TERMS
Accrediting Agency of Chartered Colleges and Universities in
AACCUP
A the Philippines
ACME Annual Conferment for Medal of Excellence
ADAC Administrative and Academic Council
AIP Annual Investment Plan
APP Annual Procurement Plan
ARTA Anti-Red Tape Act
B BAC Bids and Awards Committee
BI Background Investigation
BLGU Barangay Local Government Units
BOR Board of Regents
BUR Budget Utilization Rate
C CC Core Competency
CD Campus Director
CHED Commission on Higher Education
CHED ISA Institutional Sustainability Assessment
CMO CHED Memorandum Order
CO Capital Outlay
COA Commission on Audit
COD Center of Development
COD Center of Development
COE Center of Excellence
COPC Certificate of Program Compliance
COS Client Oriented System
CRFV Council for the Restoration of Filipino Values
CSC Civil Service Commission
2017 Omnibus Rules on Appointment and other Personnel
CSC MC 14 s.2018
Action
Interim Guidelines on Appointments and Other Human
CSC MC No. 14, s.2020 Resource Actions for the Period of State of Calamity Due to
COVID-19 Pandemic
Interim Guidelines on Appointments and Other Human
CSC MC No. 14,s. 2020
Resource Actions

Amendment of CSC MC No.10, s.2012 on the Education

CSC MC No. 22, s.2016 Requirement for Faculty Positions in State Universities and
Colleges and Local Universities and Colleges

2017 Omnibus Rules on Appointments and Other Human

CSC MC No. 24, s.2017
Resource Actions
Civil Service Commission Agency Accreditation Program
CSCAAP

CSEDFS Customer Satisfaction, Engagement and Dissatisfaction

 Feedback Survey
D DA Department of Agriculture
DAR Department of Agrarian Reform
DBM Department of Budget and Management
DOST Department of Science and Technology
DTI Department of Trade and Industry
E EEOP Equal Employment Opportunity Principles
ELeaDS Electronic Learning Delivery System
EXECOM Executive Council
Fairness, Accountability, Transparency, Excellence and Service
FATES
F to God and Country
FE Faculty Evaluation
FFA Force Field Analysis
G GAA General Appropriation Act
GO General Orientation
H HEIs Higher Education Institutions
HRDP Human Resource Development Plan
HRIS Human Resource Information System
HRM Human Resource Management

HRMDO Human Resource Management and Development Office

Interim Guidelines on Appointments and Other Human

IGAOHRA
Resource Actions
I IP Indigenous People
IPCR Individual Performance Commitment Report
ISO International Organization for Standardization
K KPIs Key Performance Indicators
KPMs Key Performance Measures
KSA Knowledge Skills and Attitude
KWS Key Work System
L L&D Learning and Development
LCP Learning Continuity Plan
LGU Local Government Units
LMS Learning Management System
LS Leadership System
M MFO Major Final Output
MOA/U Memorandum of Agreement/Understanding
MOOE Maintenance operation and other Expenses
MS Management System
NAS Network Attached Server
N NBC National Budget Circular
NBC NO. 461 dtd. June 1, Revising and Updating the Compensation and Position
1998 Classification Plan for Faculty Positions Embodied in National
 Compensation Circular (NCC) No, 69

NEDA National Economic Development Authority

NEP National Expenditure Program
NOSA Notice of Salary Adjustment
NOSI Notice of Step Increment

Objectives, Key Result Area, Performance Indicator, Strategies,

OKRAPISPATTRES
Programs/Projects, Activities, Time and Resources
O
OP Office of the President
OPAC Online Public Access Catalog
OPCR Office Performance Commitment Report

PASUC Philippine Association of State Universities and Colleges

P
PBB Performance-Based Bonus
PBIS Performance -Based Incentive System
Philippines Council for Agriculture, Aquatic and Natural
PCAARRD
Resources Research and Development
PDCA Plan-Do-Check-Act
PES Performance Evaluation System
PES Performance Evaluation System
PESTEL Political Economic,

PMAAP Personnel Management Assessment and Assistance Program

PMS Performance Management System

PMT Performance Management Team
PP Performance Projection
PPMP Project Procurement Management Plan
PR Purchase Request

PRAISE Program on Awards and Incentives for Service Excellence

Program to Institutionalize Meritocracy and Excellence in

PRIME-HRM
Human Resource Management
PRIZE Patriotism, Respect, Integrity, Zeal and Excellence
Q QCE Qualitative Contribution Evaluation
R R&E Research and Extension
R&R Rewards and Recognitions
RA 10173 Data Privacy Act of 2012
Ease of Doing Business and Efficient Government Service
RA 11032
Delivery Act of 2018
RA 9184 Government Procurement Reform Act
RA 9485 Anti-Red Tape Act of 2007
RDE Research Development and Extension
RMIS Records Management Information System
 ROSSS Revised Organizational Structure Staffing Standards
RSP Recruitment, Selection and Placement
RSPP Recruitment, Selection, Placement and Promotion
S SAM Strategic Alternatives Matrix
SKPSC Sultan Kudarat Polytechnic State College
SKSU Sultan Kudarat State University
SL Senior Leaders
SO Strategic Objective
South Cotabato, Cotabato, Sultan Kudarat, Sarangani and
SOCCSKSARGEN
General Santos City
SOGIE Sexual Orientation Gender Identity and Expression
SOCCSKSARGEN Agriculture, aquatic and Natural Resources
SOXAARRDEC
Research and Development Consortium
SPI Strategic Planning Information
SPMS Strategic Performance Management System
SPP Strategic Planning Process
SPP Strategic Planning Process
SS Support System
STO Support to Operation
SUCs State Universities and Colleges
SWOT Strengths Weaknesses Opportunities and Threats
T TES Tertiary Education Subsidy
TNA Training Needs and Assessment
U UDC University Data Center

UFYHRDP University Five-Year Human Resource Development Plan

UHRT University Health Response Team

UMIS Unified Management Information System
UYERPW University Year-End Review and Planning Workshop
V VMGO Vision, Mission, Goals and Objectives
VPAA Vice President for Academic Affairs
Vice President for Finance Administration and Resource
VPFARG
Generations
VRO Values Restoration Officer
W WHO World Health Organization
WSM Work System Model
ORGANIZATIONAL PROFILE
P.1 Organizational Description. The Sultan P.1a (1) Service Offerings
Kudarat State University (SKSU) formerly Sultan Figure P.1-1: Educational Programs and
Kudarat Polytechnic State College (SKPSC) was Service Offerings
established on December 5, 1990 through
CAMPUS COURSES MECHANISM RELATIVE
Republic Act 6973, which merged five (5) OFFERED
IMPORTANC
PER
previously DECS-supervised high schools in five CAMPUS E
(5) municipalities of Sultan Kudarat Province. X Y A. BLENDED X Y
ACCESS 7 3 LEARNING 3.19 32.03
After 20 years, the College was converted to ISULAN
3 5 (Online and Offline) 17.20 4.96
SKSU through Republic Act 9966.  At present, the TACURONG 1 9 *The LMs are
University offers 48 programs in its seven (7) accessible through
campuses in the Province of Sultan Kudarat that online platforms 19.81 1.05
like Google
includes the main ACCESS campus and campuses LUTAYAN 3 0
Classroom and FB
2.86 1.01
BAGUMBAYAN 1 1 2.74 0.34
in Isulan, Tacurong, Kalamansig, Lutayan, Page/chat group.
PALIMBANG 1 1 2.85 2.22
Palimbang, and Bagumbayan. Among the program KALAMANSIG These materials
3 2 can be downloaded 4.05 5.69
offerings, BS in Industrial Technology (Level IV) and or e-copied by
of Isulan Campus leads the rank in terms of Legend: learners to read /
accreditation level conducted by the Accrediting study offline to
X- With perform
Agency of Chartered Colleges and Universities in Board assessment.
the Philippines (AACCUP).  As to the licensure B. MODULAR
examination results in the last eight (8) years, Y-Non- LEARNING
Board
SKSU produced national level topnotchers in *Learners are given
modules / learning
Bachelor of Elementary Education, Bachelor of materials that they
Secondary Education, Bachelor of Science in can study and
Nursing, Bachelor of Science in Midwifery, perform their class
work even without
Bachelor of Science in Criminology, and Bachelor internet
of Science in Agriculture. connections or very
poor internet
SKSU acknowledges that instruction is the core connectivity.
service to deliver higher scholastic endeavors to C. FACE-TO-FACE
the students as its primary stakeholders. To ensure INSTRUCTIONS
the quality of services offered, the University *Laboratory
activities are
undertakes program accreditation through the conducted /
policies and guidelines of the AACCUP, performed by the
continuously meeting the requirements of ISO students under
close supervision of
9001:2015, institutional performance through the faculty. (Virtual
CHED SUC Levelling, and applying for awards Experiment and
through the PQA. Hands-on-
Experiment)
With the current global situation caused by the *On-the-Job
Trainings / Field
pandemic, the usual delivery mechanisms of the Study / Practice
University particularly on instructions are Teaching are
affected; hence, there is a need to adapt different conducted in
coordination with
learning modalities such as blended learning other stakeholders
(online and offline) and modular learning. The (DepEd and other
learning materials are accessible through online Training Agencies).
platforms like Google Classroom, Zoom,
Facebook page/group chat, Moodle, Microsoft Most of the SKSU program board offerings are
team and ELeaDs. While in modular learning, from the ACCESS (Main) campus that has
students are given modules and/or learning produced topnotchers in the board examination in
materials so that they can study and perform their the field of Midwifery, Nursing, Criminology,
class work even without internet connections. Agriculture and Teacher Education.

i
P.1a(2) Mandate, Mission, Vision, and Values
Figure P.1-2: Mandate, Mission, Vision, Values both teaching and non-teaching staff (Figure P.1-
and Core Competencies
Mandate
The University shall primarily provide advanced instruction and
professional training in science and technology, agriculture,
fisheries, education and other relevant fields of study. It shall also Designations like coordinators of sports and socio-
undertake research and extension services, and provide
progressive leadership in its areas of specialization.
Mission
A trailblazer in arts, science and technology in the region.
Vision
The University shall primarily provide advanced instruction and
professional training in science and technology, agriculture,
fisheries, education and other relevant fields of study. It shall also
undertake research and extension services and provide
progressive leadership in its areas of specialization.
Core Values
Fairness, Accountability, Transparency, Excellence, Service to
God and People
Core Competencies
1. Providing a responsive and exceptional educational
experience
2. Sustaining Partnership and Linkages with DTI, DAR-SK, NIA,
DA, DOST, TESDA, and Agrostudies-Israel
3. Providing Technical Services in Halal Goat Technology,
Coffee Technology, Arts, Mud Crab, Food Processing,
Procurement, and Computer Technology
4. Creating Niche for Halal Goat and Coffee
SKSU ensures to deliver the four-fold functions
with quality service to achieve its vision, mission,
goals and objectives (VMGO). It caters to diverse
learners and personnel and frontlines and provides
equal opportunities to Indigenous Peoples (IPs) by
incorporating affirmative action plans particularly
on admission, retention, and scholarship programs.
Cooperation and commitment prevail amidst
differences in culture, language and ethnicity.
P.1a(3) Workforce Profile
Figure P.1-3 HR Profile per Campus and
Status of Employment as of April 30, 2021
SKSU has a total of 566 personnel that includes
3). Due to the pandemic, the University had to
trim down campus’ level designations and did not
renew some job order staff. This unavoidable
move was done since face-to-face contact and
activities with students were prohibited.
cultural activities were temporarily removed.
A permanent status of employment is given to a
faculty who possesses at least a Master’s degree
and who meets other requirements; temporary
appointment are given to those who do not meet
the basic qualification requirements. Contract of
Service and Part-Time designations are issued to
faculty whose specialization is needed but without
any available regular plantilla item. Figure P.1-4
shows the educational background of the teaching
staff.
Figure P.1-4 Educational Background of
Faculty in the Seven Campuses
CAMPUS PhD/EdD/DIT MS BS
ACCESS 28 73 0
BAGUMBAYAN 1 10 0
ISULAN 13 61 4
LUTAYAN 1 24 3
KALAMANSIG 3 20 0
PALIMBANG 2 6 1
TACURONG 15 55 5
TOTAL 63 249 13
SKSU engages its workforce with its Vision,
Mission and Values and its key HR drivers of
engagement. Top five key drivers are (1)
transparency and implementation of ethical
standards; (2) quality of working relationships
with co-employees, peers or colleagues; (3)
employee empowerment through the delegation of
responsibilities by superiors; (4) strong, positive
and inspirational leadership; and (5) rewards and
recognition for exemplary performance.
SKSU has two active employee organizations: (1)
the Sultan Kudarat State Polytechnic State
College-Non-Teaching Employees Association
(SKPSC-NTEA) and (2) the Sultan Kudarat State
University Faculty Association (SKSU-FA).
In addition to the health and safety requirements
brought about by the pandemic, other special
requirements that SKSU needs to comply with are
those for staff and students working in its
laboratories used for instructions.
ii
P.1a(4) Assets. SKSU facilities are safe, secure, Body to the President and there are three major
and conducive to learning. SKSU has a total of 92 Departments headed by Vice-Presidents.
buildings across its 7 campuses. Most of it is used
as classrooms and the rest are for the laboratories P.1b(2) Students, Other Customers, and
and administrative facilities. Assets include the Stakeholders
academic and classroom buildings, administrative
buildings, library facilities, gymnasiums, Figure P.1-6: Customer Requirements and
cafeterias, science classrooms and laboratories, Expectations
computer laboratories, resource centers, health Key Customers Key Requirements and
offices, instructional and assessment services, and Expectations
disaster risk management offices. Key technology Engaging instruction
Safe and supportive environment
and equipment consist of computers, servers, Students Instructional Satisfaction
printers, copiers, scanners, tarpaulin printer,
Undergraduate and Postgraduate
fitness facility equipment, LED wall, and wireless success
internet network throughout all campuses for Parents/Guardians Safe and supportive environment
employees, students, and guests. In addition, Client satisfaction
SKSU employs a Unified Management Partners in Extension Linkages and partnerships
Information (UMIS) for student-related and and Research
administrative functions and e-LEADS software Beneficiaries in key Conduct of training for
for instruction. communities knowledge, skills and technology
transfer
P.1a(5) Regulatory Requirements. SKSU
adheres to the Philippine government laws and P.1b (3) Suppliers and PARTNERS
regulations for the welfare of its students and
other customers, human resources, suppliers, Figure P.1-7 Suppliers and Partners
partners and all stakeholders.
Key Role Products Communication
Figure P.1-5: Regulatory Requirements Suppliers, and/or Mechanisms
Partners or Services
Agency Regulatory Collaborators Provided
Requirement
Contractors Construct Infrastru- PHILGEPS
Procurement Process and buildings cture posting,
Department of Budget
Reports, Office Financial and (build- Meetings,
and Management (DBM)
Transactions in accordance laboratories Telecommunica
Commission on Audit ings)
with existing COA rules and tion, Emails,
(COA)
regulations SKSU Website
Compliance with hiring and
Civil Service Commission Business Provide Lab. PHILGEPS
selection and posting of
(CSC) Sectors goods, Eqpt., posting,
vacancies
products, Comput- Meetings,
BIR Remittances of Taxes
equipment ers, Telecommunica
Remittances of employer
facilities School tion, Emails,
and employee contributions,
GSIS), PhilHealth and and Supplies SKSU Website
updated employee profile
Pag-IBIG Fund services
and payment of employees’
loans Public and Provide Freshmen Meetings,
Private students students Telecommunica
Schools and tion, Emails,
P.1b Organizational Relationships transfer- SKSU Website
P.1b (1) Organizational Structure. The Board of ees
Regents (BOR) is the governing board of SKSU GO’s/NGO’s Funding Financial
Meetings,
and is composed of eleven members chaired by agency for support
Telecommunica
the CHED Chairperson in compliance with RA research tion, Emails,
and SKSU Website
8292. The BOR, as the governing board, is the extension
highest policy and decision-making body of the
Suppliers and partners may provide funding,
University. The SKSU President is the Chief
technology and other support and services for
Executive Officer and reports to the BOR. Further,
innovation at SKSU. Key supply chain
there are three Councils that serve as an Advisory
requirements include product and service quality,
timeliness of delivery, reliability through the
iii
provision of warranties, and responsiveness to create opportunities for innovation and
claims. collaboration.
P.2a(3) Comparative Data. Internal comparative
P.2 Competitive Environment institutional data available in the SKSU campuses
P.2a(1) Competitive Position and colleges include the profile information on
SKSU is the only State University with seven enrolment, board/licensure examination
campuses in the Province of Sultan Kudarat. performances, accreditation, and budget as well as
There are four (4) other State Universities and
Colleges (SUCs) in the Region: (1) Cotabato Figure P.2-1 Changes and Opportunities for
Foundation College of Science & Technology Innovation and Collaborations
(CFCST); (2) Cotabato City State University Changes Affecting the Competitive Opportunities
(CCSU); (3) University of Southern Mindanao Situation for
(USM); and (4) Mindanao State University INNOVATION
and
(MSU). More or less, 58 private colleges and Collaboration
universities provide similar higher education
programs and services, among which are Notre Delivery of services from face-to-face to Online and
Dame of Marbel University (NDMU), Notre online learning and modular approaches in virtual
the event of COVID-19 Pandemic collaborations
Dame of Dadiangas University (NDDU), and the opened
Notre Dame University (NDU) in Cotabato City. opportunities for
Among higher education institutions, SKSU borderless
education.
became the only system-wide ISO-certified SUC
in all of Region 12 in May 2020. Increasing number of retiring faculty in Hire fresh minds
specialized fields and innovative
SKSU has been selected from among SUCs and ideas as
HEIs to house the following centers and shared contractual or
permanent
service facilities: Regional Center for Coffee faculty
Cupping Laboratory, Barista Training Center,
Regional Food Processing Center, Complementary Changes in the second line leadership with Collaborations
established partnership, collaborations, and are sustained and
Food Processing, and Food Innovation Center. In linkages ensured with an
addition, SKSU was also able to establish a Halal- institutional
Compliant Slaughterhouse for Goats and agreement.
Processing Center in the country. Rapid turnover in some programs primarily Prioritization of
The academic edge of SKSU is the consistent high on the contract of service (COS) faculty and the Security of
the limited number of permanent non- Tenure through
passing rate in Midwifery and Nursing Programs teaching personnel “scrap and
in their respective board examinations build”*
performances. It ranks 3rd among private HEIs
Curricular changes in the educational system Professional
such as NDMU and NDDU in the Region. In by Laws (K-12) advancement in
terms of student enrollment, the Graduate School getting master's
programs have an average of 1,662 students per and doctorate
degrees for the
semester for the last three (3) years, higher than teaching force
any SUCs or HEIs in the Region, which have
more or less 1,000 enrollees. Similarly, the The unstable peace and order situation in Online and
Mindanao virtual
undergraduate programs have the highest collaborations in
enrollment of more than ten (10) thousand terms of
students and rank second to USM. education,
capability
P.2a(2) Competitiveness Changes building, and
consultations
The competitive changes may alter the *Higher positions after retirement are "collapsed" to create lower
competitive stance of SKSU; however, it could but more vacant items.
open venues for opportunities that create
innovative and collaborative interventions. Figure best practices. The comparative data available
P.2-1 shows key changes affecting SKSU’s from outside (HEIs and other SUCs in the Region)
competitive situation and including those that may include similar data and information
mentioned above. Although regional exchange of
iv
information is now easier for the SUCs and HEIs
in Sultan Kudarat as it is organized under the
CHED Regional Office, some data are still
covered by data privacy policies of respective
institutions, limiting access to those data and
information. In some cases,
competitor/comparative data are not updated and
may be incomplete.
participatory planning to ensure that objectives
and key result areas are discussed and made clear.
This may include the financial requirements, as
applicable. For potentially transformational
initiatives, the SWOT/TOWS Strategic
Alternatives Matrix elements are used during
strategic planning. In these cases, plans go through
the approval process that include BOR approval.

P.2b Strategic Context

Figure P.2-2 Strategic Challenges and
Advantages of SKSU
Strategic Challenges
1. Educational Programs and
Services
● Some programs are not
yet accredited, no CODs,
no COPCs due to delayed
action of CHED.
● Harmonization of
curricular content in
general subjects
● Curricular changes from 5
to 4 years, i.e., BS in Civil
Engineering (national
education policy changes)
● Rationalization of subject
distribution to faculty
with specialization
2. Operations
● Lack of permanent
personnel in the
administrative workforce
due to the delayed
approval of the proposed
plantilla positions brought
about by Covid-19.
3. Societal Responsibility
● Migration from face-to-
face to virtual
engagements to reach the
sectoral community
● Appropriateness of the
IT infrastructure for
stakeholders
P.2c. Performance Improvement System (PIS) and expected outputs. In all cases, including those
SKSU’s Performance Improvement System (PIS) pertaining to operational improvements, PDCA is
is shown in Figure P.2-3. SKSU’s PIS involves
Figure P.2-3 SKSU PIS
Strategic
Advantages
● Free education
● Open admission,
selective retention
policy
● All programs are
accredited in
various levels (1-4)
The strategic plans are cascaded to respective
Heads of campuses and divisions based on the
approved plans & targets in the Major Final
● Numerous Outputs (MFOs). During the implementation
externally funded phase, there is a regular conduct of Performance
projects and
provision of budget Management Reviews (PMR) to identify gaps and
counterparts bottlenecks in achieving the targets. To ensure
● Income generated
from projects is
quality performance, processes adhere to the
locally utilized standards systems in accreditation and complies
● Observance of with ISO 9001:2015 requirements.
transparency in the
utilization of funds. Monitoring and evaluation are conducted through
regular and periodic meetings, workshops, and
● Enough pool of
experts to provide submission of quarterly (BOR), biannual
technical assistance (OPCR/IPCR), and annual (MFOs) reports to
● The institution is
recognized by provide data for analysis and identify actions to be
DAR, DTI, DA, taken.
DOST, NIA, etc.,
For identified gaps in implementation, catch-up
as its service
provider
plans (re-planning) are developed based on the
program/project and institutional predictive targets
v
used to ensure that gaps are closed in a systematic
manner.
Awards and incentives, including cash or plaque
of recognition, are given to employees based on
their performance evaluation. In addition,
performance–Based Bonuses (PBB), and other
institutional incentive grants and awards are
provided to staff contributing to the achievement
of targets. This serves as motivation for
employees to strive for continual improvement.

vi
CATEGORY 1 – LEADERSHIP values, “FATES”. The august body considered
1.1 Senior Leadership and endorsed to the BOR the transformation of the
1.1a (1) Vision and Values. Senior Leaders core values from Patriotism, Respect, Integrity,
(SLs) lead from top to bottom. Everything is Zeal and Excellence (PRIZE) to Fairness,
cascaded from the SLs down to the employees: Accountability, Transparency, Excellence, Service
from the University President, down to the Vice to God and People (FATES). It was approved
Presidents, the Campus Directors/Deans and the during the 103rd BOR meeting on February 9,
Division Directors, and then to the ordinary 2017.
employees. Below are the communication methods used by
SKSU’s SLs include the University President and SLs to deploy the vision and values to students
the three Vice Presidents, the Campus and other customers, human resources,
Directors/Deans, and the Division Directors, who community, suppliers and partners:
all report directly to the President. The SLs set the Figure 1.1-2: Communication Methods
University’s vision and values and deploy the
same using the Leadership Framework as shown Method Students Work Com- Suppliers
-force munity /Partners
in Figure 1.1-1. Website √ √ √ √
Student Publication √
Figure 1.1-1: SKSU’s Leadership Framework General Orientation* √ √
Classroom Orientation* √ √
Posting in √ √ √
Conspicuous Places
Facebook Page * √ √ √ √
Memorandum Order √ √ √
Orientation Seminar * √
Various University √ √ √ √
Programs
Syllabi √
University Magazine √ √
Executive Committee √
Meeting *
Joint Academic and √
Administrative Councils
Meeting *
UREDC Meeting √
Annual Report √ √
Letters √ √ √ √
Routing Slips √ √
Memorandum of √ √
Agreement/Understand
ing
The Leadership Framework highlights the role of State University √ √ √ √
Address
every SL in achieving the vision and mission of Flag Ceremony √ √
the University.
*two-way communication
SKSU’s vision and values was set by the SLs
through a workshop which form part of the The vision and mission of the University are
strategic planning of the University. The presented and explained by the SLs to the students
University vision was revisited and revised during the General Orientation at the start of the
according to the new direction of the University in school year. This is reinforced with classroom
2017. This was participated by stakeholders such orientations conducted by every faculty member
as LGUs, students, representative from the alumni, in all their classes during the first meeting.
industry partners and the University key officials.
Annually, the HRMDO conducts an Orientation
The participants recognized that SKSU, as the
Seminar for newly hired workforce where the
only State University in the province, is expected
University vision, mission, goals, objectives, and
to shape the future of the community through
core values are presented and discussed. The SLs
quality education. The Administrative and
are in attendance during the orientation to
Academic Council endorsed the newly crafted
welcome the newly hired. This is underpinned by
vision during the 107th BOR Meeting and was
the various programs of the University which
approved on February 28, 2018.
consists of the vision, mission and core values.
During the Joint Administrative and Academic The faculty are likewise required to submit their
council meeting, the SLs proposed the new core
1
syllabus for every subject where VMGO and core Service Commission wherein the University has
values are integrated. produced several Values Restoration Officers.
The University has a website and a community VROs are employees of the University who have
radio station where the VMGO and the core completed the seminar workshop Council for the
values are recited as part of its station ID. Through Restoration of Filipino Values (CRFV), after
print media, the VMGO and the core values are which they are issued certifications as VROs.
disseminated through the University’s official VROs are then assigned a specific Filipino Value
publications and even in the program invitations to discuss and share personal experiences on
of both small and big gatherings especially in the during the Monday Flag Ceremony. However,
significant occasions of the University where considering that Flag Raising Ceremony was
stakeholders and other members of the community temporarily suspended, values sharing is now
are invited. For our partners, suppliers and other done on - air every Monday.
collaborators, further dissemination is made The SLs commitment to legal and ethical behavior
during drafting of the MOU/MOA. are reflected by their becoming a role model to the
As can be gleaned from Figure 1.1-1, the SLs use other employees of the University in the
the University VMGO and core values as they implementation of the policies of the University.
develop and implement the University Operational SLs must follow the protocols that reflect
Plans and Targets, which is set and agreed upon responsibility, accountability and professionalism.
during the annual University Year-End Review SLs communicate clearly and courteously, and
display trust and mutual respect to subordinates at
and Planning Workshop (UYERPW).
work regardless of their rank. The SLs implement
SLs’ personal actions reflect their commitment to the protocols in communication for effective and
the core values by modelling the same in their efficient dissemination. The process for outgoing
interactions with the students, workers, and other and incoming communication of the University is
stakeholders. SLs reflect Fairness, Accountability, enrolled as an ISO process under Document No.
and Transparency by adhering to their reportorial SKSUMPCOMM002.
duties and refraining from exercising their
discretion in matters that are best left to the The SLs champion zero tolerance to corruption
established rules and regulations. To further policy in the University, so much so that it has
demonstrate their commitment to Excellence, the become their mantra when dealing with
SLs recognize students who excel in their field, contractors, suppliers, and other partners and
workers who are outstanding in the performance collaborators. The SLs refuse to use discretion in
of their job, and award contracts and projects to terms of hiring and promotion.
suppliers and contractors who emerge as the To promote an organizational environment that
lowest and most responsive bidder. As a requires a commitment to legal and ethical
commitment to the value of Service to God and to behavior, background investigations of all
People, the SLs support University endeavors in applicants are conducted to ensure that they have
extending help to the community and by actively no criminal records and that their previous
supporting and recognizing all religious sectors in employment holds no derogatory record about
the University. them. Employees are oriented on the policies,
rules and regulations, and standards for ethical
1.1a(2) Promoting Legal and Ethical Behavior
The University, through its SL, demonstrates its behavior during the Annual Orientation Seminar.
commitment to legal and ethical behavior through Newly hired employees upon their oath taking, are
professional and personal actions, fair and honest also required to sign the SKSU Pledge of
decision–making, and consistent actions based on Commitment so that they adhere to the core values
of the University. All employees are likewise
fairness and accountability.
SLs set and model high standards for legal and required to submit their Statement of Assets,
ethical behavior at SKSU based on the core values Liabilities, and Net worth every year and to clear
(Accountability and Transparency). The themselves of any liability whenever they apply
University does not distinguish among its for a leave of more than one month, and upon
workforce hierarchy in regard to ethical behavior. separation from service. SKSU also strictly
SLs participate in ethics training, like the Values adheres to RA 6713 otherwise known as the Code
Restoration Program promoted by the Civil of Conduct for Public Officials and Employees, in
2
addition to complying with the Faculty Manual
and Administrative Manual. As models for
students, all employees are held to a high standard
of professionalism with the way they dress, speak
and act.
To reinforce a strong ethical environment, senior
leaders also established several committees to
review manuals and policies and ensure that they
adhere to legal and ethical standards. SKSU
promotes Filipino values through the conduct of
trainings and seminar workshops. Values
formation is also conducted during flag
ceremonies and meetings where Values
Restoration Officers share their reflections on the
chosen values of the day. Regular sharing of
reflections by VROs are aired in the radio station
every day. A Grievance Committee and the
Committee on Decorum and Investigation were
also established in 2018 to respond to potential
ethical behavior issues for faculty and staff and to
provide the ethical conduct of advice and counsel.
1.1a (3) Creating a Successful Organization.
SLs build an organization that is successful now
and in the future by employing values-based
leadership. They guide the employees by
encouraging them to act in accordance with the
University’s shared core values. Instead of
focusing exclusively in the metrics, they drive
positive change by emphasizing the organizational
mission and purpose. The SLs walk the talk and
serve as role models for the employees to emulate.
Through the collaboration among the SLs, the key
officials, students, and other stakeholders, SKSU
creates an environment for achieving its VMGOs,
improving its performance, and accomplishing
organizational and individual learning. By
considering all aspects of the University, SKSU
enables high-performance results.
Through the OPCR and the IPCR, the University
is able to deploy its operational plans and targets
through its key divisions and ultimately, to every
employee. These OPCR and IPCR likewise serve
as tools to identify learning opportunities, thus
refocusing on organizational improvement
combined with individual growth.
SLs create a workforce culture that delivers a
positive experience for students and employees
alike by creating an avenue that allows every
individual to pursue their goals while contributing
to the attainment of the University’s VMGOs.
Students are well-represented in the BOR and the
3
SLs are supportive of student activities. The
students are involved in the decision-making
processes and the disbursement of their funds.
Even the alumni are represented in the BOR.
As part of the curriculum of every program,
students are required to have an on-the-job
training in selected industries wherein the
University ensures that they have enough
experiences for their chosen careers. Since 2014,
SKSU has established partnerships with
universities abroad, which allows qualified
students based on a set of criteria to have the
opportunity to undergo their practicum in other
countries.
In order to ensure that students get the best quality
of education, the University has an approved a
Five–Year Human Resource Development Plan
which allows faculty and staff alike to pursue
higher studies for professional growth.
Application for study leaves, as needed in the
campus, is endorsed by the SL from the campus,
with the provision that the applicant is included in
the programmed Five-Year Human Resource
Development Plan. These endorsements are then
consolidated by the Learning and Development
Division, which is then presented to the Joint
Administrative and Academic Councils Meeting
for endorsement to the Board. Scholars are
required to render return services to the University
through their re-entry plan, upon completion of
their higher education, thereby contributing to the
pool of experts of the University.
In order to promote a culture of positive customer
experience, the HRMDO follows a systematic
process to assess the performance of HRMDO
personnel, as well as frontline services employees.
Walk-in clients are entertained and requests are
processed in accordance with the Anti Red Tape
Act (ARTA). The HRMDO has also strategically
placed comments/suggestions boxes in accessible
areas for clients and customers to leave their
comments and suggestions. These suggestion
boxes are collected regularly. Recently, the
HRMDO deployed an expanded Customer
Satisfaction Survey for students, workforce, and
parents to gauge how these stakeholders perceive
the delivery of their services.
By undergoing accreditation, ISO certification,
and securing Certificate of Program Compliance
(COPC), the University ensures compliance to
minimum standards and adoption of best
processes.
Innovation and intelligent risk taking is reflected
in the founding principles of SKSU as the first and
only chartered state University in the province.
Innovation is most often a product of intelligent
risk taking. This much can be said about the
University’s venture on Halal Goat Project. When
SKSU first started this undertaking, nobody in the
province has actually ventured into halal, despite
the province being largely Muslim-inhabited.
Through the efforts of the University Research
and Extension Division, SKSU is now recognized
as the only DOST NICHE for Halal in the Region.
Similarly, innovation, as borne out of the need to
continue the delivery of quality services to the
students despite the pandemic, took the shape of
the University’s very own ELeaDS, or Electronic
Learning Delivery System, a system developed by
a team of University programmers and computer
engineers, tailored to the needs of SKSU students,
as well as its faculty and staff.
As part of the strategic plan of the University, in
2018, a Successional Planning workshop was
conducted to identify potential successors to key
divisions of the University, and to start honing
these individuals. In the case of our incumbent
Vice President for Finance and Administration, he
was trained under the former Vice President for
the said division one year before the retirement of
the latter, as was the case for the incumbent
University Accountant and University Cashier. By
appointing officers-in-charge in the absence of
SLs, the latter allows subordinates to take up the
mantle and exercise their decision–making
abilities.
1.1b Communication and Organizational
Performance
1.1b (1) Communication. SLs engage and
communicate with stakeholders through many
methods and formats to identify requirements,
inform, develop relationships, solicit feedback,
and permit open and honest dialogue. Formal and
informal approaches to communicate and respond
to stakeholders, depending on the audience, scope,
and urgency, are utilized. Some means include
using social media, website and portal
announcements, University and campus
publications, memoranda, emails, and letters. The
SLs consider the message, its implications, and the
audience before determining the approach and
best option for communicating key decisions and
information. Meetings like the ExeCom Meetings
and the Joint ADAC Meetings, are likewise
4
regularly conducted to apprise the broader
University community of the status of the
University. Similarly, a State of the University
Address is given yearly together with the release
of the Annual Report (see Figure 1.1-2,
Communication Methods).
To encourage frank and two-way communication,
the SLs practice an open-door policy, which
allows almost everyone to have access to SLs. To
secure an audience with the University President,
one only needs to fill out an appointment slip,
submit it to the Executive Assistant, who in turn
communicates the details of the appointment slip
to the University President, who then responds
with his availability. However, in view of the
constraints brought about by the pandemic, the
Office of the President now limits in–person
transactions. A survey on the level of open
communication of top management is also
conducted with the results presented in Figures
7.4-3 to 7.4-7.
To encourage the human resource to perform their
best, the University has a reward and incentive
system called ACME–PRAISE, which recognizes
the exemplary contributions of employees
throughout the year. Certificates, plaques and cash
incentives are given during the three-day
celebration of SKSU’s founding anniversary.
During meetings with the workforce, the SLs
announce the commendable performance of the
personnel. The University HRMDO, as PRIME-
HRM recognized for its learning development and
performance management by the Civil Service
Commission, has established an award system
which gives on-the-spot recognition for the
exemplary performance of the personnel. Awards
are given to those with complete attendance
during the flag ceremony and for the best dressed
employee, for the tidiest area of responsibility
assigned to the utility personnel, for the best
initiative, and other laudable contributions.
Tokens are given during the University Day and
other informal gatherings.
1.1b (2) Focus on Action. SLs create a focus on
action to achieve the University’s VMGOs
through the strategic planning process. The SLs
identify needed actions through the development
of the University Five-Year Development Plan,
which is comprised of high-level initiatives,
particularly in research and extension divisions,
with support goals deployed through the use of the
OPCR and the IPCR (Major Final Outputs).
The OPCR is used for cascading the approved initial stages of the proposal to offer the BS in
Operational Plans and Targets (OPT) anchored on Medical Technology program.
the Strategic Plans. Each division, upon the Catch-up plans are formulated in the different
approval of the OPT, sets their own OPTs. This divisions whenever there are backlogs and delays
particular scheme creates a domino effect, wherein and if targets are not accomplished during the last
the accomplishment of one individual contributes quarter. In the case of the Research Development
to the accomplishment of the University as a and Extension (RDE) in 2020, the budget for the
whole. conduct of research and extension activities were
The SLs create a focus on action for improvement not fully utilized as scheduled because of the
of its performance by identifying the needs of its COVID-19 pandemic and restrictions among
stakeholders. For example, the students’ need for locations of the research and extension activities.
quality education is responded to by the The division scheduled a call for proposals on
University through the provision of adequate problems related to the COVID-19 pandemic to be
resources such as funding for academic facilities conducted for three to four months only. Eight
and equipment, capacitating employees, and research studies and one extension proposal were
ensuring that the curricula programs are at par approved.
with other state universities and colleges in the To balance the potentially competing needs of
Region. All programs submitted for accreditation various stakeholders including students and other
are already accredited Levels I-IV. Moreover, customers while at the same creating value for
there are also programs submitted for them, SLs, in setting expectations for
accreditation as Centers of Development, which
organizational performance, review and prioritize
are undergoing evaluation by the CHED Regional the most urgent needs in relation to strategic
Office XII. objectives. SLs are further guided by the Annual
Quarterly, accomplishment reports are submitted Procurement Plan (APP) that is a consolidation of
by every division to their respective vice approved PPMPs from all offices. The approved
presidents, which in turn, are consolidated for APP serves as a guide for all disbursements of the
submission to the University President. During the University.
quarterly BOR Meetings, the accomplishment 1.2. Governance and Societal Responsibilities
reports are presented. After the BOR meeting, the
1.2a Organizational Governance
results are presented to the Executive Committee1.2a (1) Governance System. As a chartered
for reassessment and the formulation of catch-upstate University, SKSU’s highest governing body
plans, as necessary. Comparative data on is the Board of Regents (BOR). The BOR assumes
performance indicators such as student and full responsibility for directing the University
stakeholder satisfaction are also reviewed President. Nonetheless, certain powers of the BOR
quarterly for reporting to the BOR. are delegated to the University President to ensure
At the campus level, planning workshops are the systematic and smooth operation of the
likewise conducted. This is where faculty University.
workloads are finalized, the number of faculty The University BOR is composed of 11 members.
members needed are identified, and the Project A commissioner from the Commission on Higher
Procurement Management Plan (PPMP) is Education sits as the Chairperson. The University
reviewed and finalized before submission to the President serves as the Vice Chairperson. Line
University BAC. agencies are likewise represented in the BOR. The
During reviews, improvement priorities are Regional Directors of NEDA and DOST sit as ex
identified by evaluating gaps between the current officio members. Two representatives from the
performance and expected performance, and the private sector also sit as members for a term of
current performance compared to the performance two (2) years, upon appointment after a thorough
of other similar universities, benchmarks or best evaluation process. The Presidents of the Student
practices. Performance gaps or new ideas result in Council, Alumni Association, and the Faculty
actions such as the allocation of additional funding Association likewise sit as local members. Finally,
or the initiation of further studies or benchmarking the chairpersons of the Committee on Education
through a University Committee or special task both in the Senate and in the House of
force. This approach was followed during the Representatives are likewise ex officio members.
5
The BOR represents the interests of all
stakeholders for the oversight of financial viability
and organizational sustainability. As such, they
hold quarterly meetings where items for action are
noted, votes are recorded and minutes are taken,
reviewed and approved. After the meeting, the
Board Secretary prepares the resolutions that need
approval.
SLs demonstrate transparency in operations by
including the results of the BOR meetings in the
agenda of the Executive Committee meeting and
the joint ADAC meetings. SLs also give updates
on the status of the infrastructure projects and the
budget utilization of the University during
meetings. SKSU has a transparency seal in the
University website where the following
documents are published: (1) the agency’s
mandates and functions, names of its officials with
their positions and designations, and contact
information; (2) annual reports, as required under
National Budget Circular Nos. 507 and 507-A
dated January 31, 2007 and June 12, 2007,
respectively, for the last three years; (3) respective
approved budgets and corresponding targets; (4)
major programs and projects categorized in
accordance with the five key results areas under
E.O. 43, s. 2011; (5) the program/projects
beneficiaries as identified in the applicable special
provisions; (6) status of implementation of
programs and projects; and (7) annual
procurement plan, contracts awarded and the
names of contractors, suppliers, and consultants
are published. Fiscal accountability is likewise
readily apparent through the submission of
reportorial requirements to the Department of
Budget and Management (DBM), National
Economic and Development Authority NEDA,
and to the Resident Auditor from the Commission
of Audit on a monthly basis.
To ensure compliance with documentary and legal
requirements, the University has an internal audit
in charge, who reviews if vouchers have the
necessary attachments before forwarding the same
to the Budget Office. Moreover, SKSU has the
Bids and Awards Committee headed by the Legal
Officer to ensure that the University complies with
the Government Procurement Law. Along the
same lines, all contracts and memoranda entered
into by SKSU are reviewed and endorsed by the
University Legal Officer for the protection and
interest of the stakeholders and the University as a
whole. 1.2b Legal and Ethical Behavior
6
The University Board of Regents are involved in
the succession of the University President. Six
months before the end of the term of the
incumbent, the office is declared open for
application. Anyone who is qualified may apply
and the BOR members, after a thorough vetting,
cast their votes. For other SLs, the University
President designates them for a term of one year.
The designation is based on their qualifications as
laid down in the University Code and also based
on the trust and confidence of the University
President as the appointing authority. The BOR
confirms the designation as submitted by the
University President during the BOR meeting.
1.2a(2) Performance Evaluation. The SLs
performance vis-a-vis the Operational Plans and
Targets are reviewed during the BOR meetings. A
President’s Report is presented during every
meeting before the business of the day is
discussed. The BOR holds the SLs accountable for
the successful, on-going implementation of the
Operational Plans and Targets. Similarly, a
performance survey evaluation was recently
crafted and distributed to the University
employees to assess the performance of the SLs.
This performance evaluation survey is the basis to
determine the current level of performance of the
SLs. Identification of gaps between the target and
the actual accomplishment is used in optimizing
the SLs’ capabilities, knowledge, and skills.
Students, faculty members, and stakeholders have
access to the performance evaluation surveys,
which provide inputs on the individual and team
leadership. Through this approach, performance
adjustments and improvements can be made in the
LF in order to adapt to the fast-changing needs of
the customers and clients.
The Performance Evaluation is not used as a basis
for determining salary, as this is determined by the
Salary Standardization Law. However, this
performance evaluation provides input for the
SLs’ personal improvement. Based on these
inputs, SLs attend trainings and seminars/webinars
such as those conducted by the Development
Academy of the Philippines and the Commission
on Higher Education. They also indulge in self-
study such as reading books on leadership and
improving management skills to advance their
development and leadership effectiveness based
on the performance evaluations.
1.2b(1) Legal and Regulatory Compliance. Figure 1.2-1: Process, Measures, and Focal
SKSU anticipates and addresses public concerns Persons for Achieving Compliance
with the educational programs and services and
operations using as one of its approaches the
comments/suggestions box strategically placed in 1.2b(2) Ethical Behavior. SKSU creates and
areas accessible to the customers and clients, as maintains processes that promote and ensure
well as insights obtained from customer ethical behavior in all interactions. The University
satisfaction surveys and other listening has a Legal Officer, and the BOR serves as a
mechanisms shown in Figure 1.1-2 and those check and balance to ensure not only legal
discussed in 3.1a(1) and 3.1a(2). The feedback is compliance but ethical behavior as well. Annually,
used as one of the inputs in conducting SWOT the Resident Auditor issues its Annual Audit
analysis where external and internal scanning of Report reviewing the propriety of the
compliance evaluations and stakeholder disbursements made by the University. To
requirements, among others, vis-a-vis the promote and ensure ethical behavior among the
organization’s performance results are assessed. human resource, all newly hired employees
On the other hand, SLs anticipate public concerns undergo an Orientation Seminar upon hiring
with future programs and services and operations wherein they are indoctrinated with the Code of
as well as prepare for impacts and concerns by Ethics of the University. Background investigation
attending public hearings with the City Council is also conducted with all applicants. All
and conducting consultation meetings with various applicants likewise take a psychology test, which
shareholders and line agencies, as well as is taken into consideration during their interview.
representation in various professional boards and Moreover, the University has the Faculty and
organizations at local, regional, and national Administrative Manuals, which outline the
levels. Knowledge gained from these standard ethical behavior for faculty and staff. To
organizations are inputs into the strategic plan sustain ethical behavior, team building activities
which prepares SKSU for impacts and concerns in are conducted annually by campus in order to
a proactive manner. build camaraderie and sustain the bond among
colleagues. During these team building sessions,
In order to conserve its meagre resources, SLs workshops are conducted to discuss relevant
issue orders for cost-cutting measures and topics on ethical and social behavior, followed by
carefully consider areas, which need financial an open forum to air out grievances and address
attention, including supply-chain arrangements for sensitive issues.
potential savings without increasing risks for Ethical Standards are likewise deployed to
potential adverse impacts. The key compliance Students through the Student Manual and to other
processes as well as the measures for achieving stakeholders through the MOA/U, contracts, and
compliance and focal persons are listed in Figure meetings. To promote ethical behavior for
1.2-1 below. Full or 100% compliance is the goal suppliers, bids must be compliant with RA 9184.
in all cases. Compliance results are shown in Figs. Measures to assess the effectiveness and the
7.4-10 to 13. processes to promote ethical behavior are reflected
in Figure 1.2-2 below. Results for ethical behavior
are shown in Figures 7.4-14 and 15.
Key Compliance Measures Focal Person
Process Figure 1.2-2: Key Ethical Processes
AACCUP Accreditation Accreditation Level Director for
and Term Instruction
RQAT Evaluation Compliance Director for
Certificate Instruction
DBM Financial Reports Timeliness and Vice President
Submission Accuracy of for Finance
Submission
GSIS Remittances Timeliness and Payroll Master
Completeness of
remittances
PhilHealth Remittances Timeliness and Payroll Master
Completeness of
remittances
HDMF Remittances Timeliness and Payroll Master
Completeness of
remittances
BIR Remittance for Tax Timeliness and Accounting
Withheld Completeness of Office
remittances 7
OMB Submission of Timeliness and HRMDO
SALN Completeness of
Submission
Budget Proposal Compliance with Finance Office
Submission Criteria set by DBM
1.2c Societal Responsibilities and Support of
Key Ethical Processes
Key Communities
Stakeholder Process Frequency
1.2c (1) Societal Well – Being. SKSU considers Students Student Manual Annually
societal well-being as part of its strategy and given to new
students
daily operations to support its VMGO vis-a-vis during
its core competencies. One of SKSU’s core enrolment
Workforce Background Investigation Before hiring
competencies is its pioneering strength in halal Interview and Teaching Before hiring
research, which requires extensive research and Demo
Psychology Exam Before hiring
immersion in Muslim communities in the Region. Orientation Seminar Upon Hiring
By partnering with LGUs and various RA 6731 or the Code of As needed
Conduct and Ethical
government agencies, SKSU connects with the Standards for Public
community in the realization of its vision while Officials and Employees
Faculty and As needed
altogether improving the lives of the residents. Administrative Manuals
The University also takes pride in its robust University Code As needed
Supplier Handbook on RA 9184 As needed
Extension Services which has involved several Partners/Collaborators MOA/U As needed
communities in the Province. By improving the
economic viability of the communities through of SUCs and LUCs in the region, as well as
livelihood programs and capacity building partnerships with DA, DAR, DTI, and DOST to
trainings and seminars, SKSU is fulfilling its name a few. SLs also approve the budget for
societal responsibility of giving back to the community extension and join in the MOA
community. Recycling initiatives have been put in signing and launching of extension activities.
place as part of the University’s environmental Faculty and staff likewise have community
consciousness efforts that includes the Zero involvement as they are the ones conducting the
Plastic Policy proposed by the USG and duly extension activities and serve as resource persons,
approved by the BOR. secretariat, documenter, and such other relevant
functions.
1.2c(2) Community Support. SKSU has several
key communities supported by its extension To ensure that key community initiatives are
services. Among these key communities are the identified, prioritized, and actions are aligned with
BLGUs of Lutayan, Bagumbayan, Lebak, SKSU’s long-term goals, community involvement
Kalamansig, SNA, and Tacurong to name a few. and economic development initiatives are
These key communities are identified through a integrated in the strategic and budget planning
needs assessment process conducted prior to the process. Key communities are identified by using
extension activity. This needs assessment process the needs assessment process wherein the needs of
identifies the needs of the community vis-à-vis the a particular community are identified and
technology, core competencies, and expertise of juxtaposed with the technology and expertise that
the University. Upon identification of these is available in the University.
communities and their needs, a proposal is then To reinforce the importance of community and
prepared and submitted for funding. Most social involvement, SKSU extends its community
extension activities involve financial literacy and commitment and involvement practices to its
capability-building programs such as those in the students. “Hatag Bulig” is an annual donation
above mentioned BLGUs. drive by the University conducted during the
SLs, faculty, and staff promote the community’s celebration of its Kambuniyan, which promotes
education and economic health. The SLs lead by opportunities for students to volunteer time toward
example and by their involvement in partnerships community service. In 2020 particularly, the
with line agencies and organizations. SLs also University launched several donation drives to
have extensive community involvement with their support various communities destroyed by
participation in city, regional, and national earthquakes and plagued with typhoons. With the
associations and professional societies. SLs are advent of the COVID 19 pandemic, the student
likewise members of regional consortia government also started the “Piso mula sa Puso”, a
representing the University such as the donation program for the stranded students of the
SOCCSKSARGEN Agriculture, Aquatic, and University who were not able to go home due to
Natural Resources Research and Development the lockdown. The faculty and staff contributed in
Consortium (SOXAARRDEC) and the consortia cash and in kind and the College of Law
8
spearheaded the #CaretoShare program which also
collected donations in cash and in kind for these
stranded students. This activity was participated
by law students and law professors. Finally, the
SKSU Faculty Association together with the Non-
Teaching Employees Association contributed to a
donation drive conducted during the pandemic for
the benefit of the front-liners of Tacurong City
and nearby municipalities. Results for societal
responsibilities and support of key communities
are presented in Figure 7.4-16.
CATEGORY 2 – STRATEGY
2.1. Strategy Development
2.1a Strategy Development Process
2.1a(1) Strategic Planning Process
SKSU categorizes its plans into long-term (10
years), medium-term (5 years), and short-term
(one year). The long-term plan is a master plan
aligned with regional, national, and international
agendas, while the medium-term Plan aligns with
the regional and national agenda. The medium-
term Plan serves as a basis for preparing short-
term plans in line with the government's thrust
since the operating budget comes from it on a
yearly funding cycle. Regardless of the time frame
of plans, it follows the Strategic Planning Process
(SPP), Figure 2.1-1. The SPP adopts the four-step
iterative process of the Plan-Do-Check-Act or
PDCA Cycle (SKSU-MP-COTO-001 -
Understanding the Mandate of SKSU & SKSU-
MP-COTO-002 - Understanding SKSU as an
Organization). The first step is Plan, which
occurs in January through a workshop called for
by the President's Office. In this step, we revisit
the previous strategic plan, the vision, mission,
goals, objectives, key performance indicators
(KPIs), and the SOCSKSARGEN Regional
Development Plan 2017-2022 and Ambisyon Juan
2040. Then, using PESTLE (Political, Economic,
Social, Technology, Legal, and Environment) and
SWOT/TOWS Strategic Alternatives Matrix,
Development of goals, objective setting, and
complementary strategies are presented in a
matrix dubbed as OKRAPISPATRES (Objectives,
Key Result Areas, Performance Indicator,
Strategies Programs/Projects, Activities, Time and
Resources), where gaps and new initiatives are
identified. The key participants in this process are
the Vice Presidents, Campus Directors/ Deans,
Division Directors, Regent (Student and Faculty),
Alumni, and other stakeholders. Next, the
Planning Office and Committee consolidate,
prepare the write-up, and package it into an
integrated plan in February. Finally, the Plan is
presented to the Board of Regents for approval
before it is adopted. The second step is Do or
deployment or implementation of the approved
Plan wherein the President issues a memorandum
to the three Vice Presidents who then facilitates
the implementation of the Plan. Check is the third
step carried out through monitoring and evaluation
as well as performance management reviews. A
quarterly accomplishment report is submitted to
the Office of the President through the respective
Vice Presidents. Measurements for the overall
accomplishments are presented in 2.2a(5) and
4.1a(1). The final step is Act in which the
accomplishments in instruction, research,
extension, production, and administration &
governance are compared with the targets. If
targets are not met, re-planning for changes is
done, and a catch-up plan is prepared to ensure
that the targets for the year are met (SKSU-MP-
RPMS-002-Conduct of Mid-year and Year-end
Performance Management Evaluation).
Figure 2.1-1: Strategic Planning Process
 Revisit previous Strategic Plan, Mission,
January-February
Vision, and Goals
 PESTLE & SWOT/TOWS Strategic
Alternatives Matrix
 Dev’t. of innovation based on analyses
 Dev’t. of goals, objective setting &
corresponding strategies
 Consolidate, write-up and packaging
Mar-Jun-Sep- March-
December
Accomplishme
Dec
nts are
Cascading of
compared with plans through
the targets the 3 Vice
 Re-planning Presidents
for changes Implementati
 on of the
catch-up plans Plan
Implementati
on of
Innovation
March-June-Sept-Dec
 Monitoring and evaluation
Fully integrated Performance
in the Mgt.SPPReview
is the quick and
immediate response to changes in educational
environment, costumer requirements, and other
conditions. This process allows implementers to
go over the SP through periodic reviews and
evaluation and make the necessary revisions.
Actions and initiatives are prioritized for the short-
term and long-term plans. The SPP undergo
continuous improvement and refinement annually
to be more responsive, synchronous and ensure
realization of targets. Changes in the process are
communicated for implementation.
9
2.1a(2) Innovation. The University strategy Science & Technology) in the region are
development process incorporates innovation by considered. For example, one of the performance
combining the SWOT/TOWS Strategic measures benchmarked is the budget allocated per
Alternatives Matrix elements, whereby key SUC, which is dependent on the attainment of the
strategies and strategic opportunities are identified major final output as indicated in the
with the strategic or medium-term plan. At the Government’s Appropriations Act (GAA). On a
same time, the University’s performance is three-year period (2018-2020), SKSU ranked
reviewed and discussed to identify opportunities second to USM, but in terms of the allocation for
for improvement (Figure 2.1-1). The strategic maintenance and other operating expenses
advantages and opportunities for improvement are (MOOE) and capital outlay (CO), SKSU ranked
further subjected to risk assessment regarding (1) first (see Figures 7.5-1 and 2).
success factors, (2) budget requirements, (3) The University Risk Assessment Team (RAT) of
human resources, and (4) facilities to ascertain every campus, division or unit assesses potential
viability (SKSU-MP-QPAC-001 - Identification risks using the Risk and Opportunities Evaluation
and Evaluation of Risks/Issues and Opportunities). and Assessment Criteria Matrix (SKSU-MP-
Those viable initiatives that are intelligent risks QPAC-001-Identification and Evaluation of
for pursuing are incorporated in the medium-term Risks/Issues and Opportunities). Results of this
plan and worked out by the responsible division or assessment are inputs in the SPP.
unit. The identification of SKSU by the The potential changes in the regulatory
Department of Science and Technology (DOST) environment that SKSU monitors are contained in
as the Niche of the Region for Halal Goat provides
the memorandum circulars issued by the
one example of innovation due to direct Department of Budget and Management (DBM),
competition and environmental analysis. More CHED, Civil Service Commission (CSC)
than 1,000 higher education institutions (HEIs) Commission on Audit (COA), Board of Regents,
allocate funds for research activities in the and national laws as well as local ordinances.
country. Usually, research funds are easily These issuances are bases for determining the
accessed by prominent and established HEIs. efficiency index of the targeted major final output.
However, we found out that no HEI is researching For example, some of the projects for 2020 were
halal despite a massive demand for halal products not implemented due to the issuance of DBM
in the local and international markets. So, the National Budget Circular No.580s 2020, affecting
initial research was internally funded by SKSU the discontinuance of 10% of the MOOE and CO.
and when DOST-PCAARRD saw the potential of Hence, SKSU opted to offer the allocation for
this commodity, they encouraged us to package a travel and capital outlay (building and equipment)
three-year proposal in 2009, which they then since these items do not significantly affect the
supported. From then on, new proposals on the efficiency index, particularly on the operations,
halal goat and halal science curriculum were notwithstanding the restrictions brought about by
prepared and were funded. COVID 19.
SKSU’s current strategic opportunities are (1) Moreover, the potential blind spots in the SPP and
harmonization of curricular program offerings, (2) the Strategic Planning Information (SPI) are
on-the-job training of civil engineering students addressed using the SWOT and PESTLE
on the building constructions of the University, (3) Analyses, which are determined in a workshop.
registration of research outputs with IPOPhil, and This workshop is participated in by the VPs,
(4) service provider for S & T, technical and Campus Directors, Division Heads, Deans, student
management-related skills. and alumni representatives, competitors, and
2.1a(3) Strategy Considerations. SKSU collects stakeholders who serve as the magnifying lens to
and analyzes relevant data from primary and address blind spots in the SPP and SPI. The
secondary sources and conducts a workshop to results of the analyses serve as a guide in
determine and address the strategic challenges and identifying corrective actions or solutions to
strategic advantages (P.2b). These are done using ensure that plans and targets are met at the
competitive analysis wherein the three other SUCs specified time/period. Results of external audits by
(University of Southern Mindanao, Cotabato State regulatory agencies and the QMS certifying body
University, and Cotabato Foundation College of are also used to identify organizational and
10
operational blind spots during the strategic accomplish the expected organizational
planning process. performance. The areas where external suppliers
SKSU's ability to execute the Plan can be gleaned and partners' resources are being used include the
from the accomplishment reports, minutes of the contract of service, security officers,
infrastructure, payments and collection, students’
meetings, and BOR Resolutions. These serve as a
take-off point for preparing the major initiatives or housing, and food services. In addition, the
targets within the third quarter of every year. external suppliers and partners are informed
These initiatives or targets are presented for through publication, letters of invitation/request,
BOR’s approval in the last-quarter meeting for the and dialogues in students’ housing so that they
year. Primary initiatives/targets with the indicated would know if they have the relevant core
measures are University-wide goals aligned with competencies to deliver SKSU’s required products
the operational plan, SUC leveling, and national or services.
and regional goals set by the National Economic The future organizational core competencies are
Development Authority or NEDA. Once the BOR done by mapping out the organizational culture
approved the major initiatives, the President, using Force Field Analysis (FFA). This analysis is
through the three VPs, cascades their respective done during reviews and workshops to get the
Office Performance and Commitment Review details of the current strengths and weaknesses of
(OPCR) to the different campuses and Divisions SKSU and identify the competitive edge and the
who will discuss it with their personnel for the corresponding CC. There is a long-term plan to
preparation of their respective Individual attain the highest levels of the Program to
Performance and Commitment Review (IPCR). Institutionalize Meritocracy and Excellence in
The OPCR and IPCRs serve as a guide for the Human Resource Management (PRIME-HRM),
personnel in delivering and accomplishing their which aims to integrate and enhance the Personnel
given tasks. The human resource division Management Assessment and Assistance Program
conducts a review and planning workshop (PMAAP) and the CSC Agency Accreditation
annually, to assess the capacity and capability of Program (CSCAAP) as shown in Figure 2.1-3. In
the personnel. Result of the workshop is the addition, the VMGO is reviewed to determine
updated HR plan. projected organizational core competencies that
2.1a(4) Work Systems and Core Competencies. will be needed in the long term to make the
The University identified three key work systems University viable and competitive in the future.
to ensure efficient operation. These work systems
include 1) management system, 2) client-oriented 2.1b Strategic Objectives
system, and 3) support system (Figure 6.1). 2.1b(1) Key Strategic Objectives. The key
Decisions on work systems are identified during strategic objectives are categorized into short and
the SPP based on the customer needs, long-term. The short term is aligned with the
requirements, and organizational performance and major final outputs (MFO) measured every quarter
the necessary adjustments that will possibly of the current year, while the long-term strategic
impact the work systems. The core competencies objectives are the result of the cumulative
(Figure P.1-2) are also evaluated to ensure that it accomplishment based on the MFOs. For
is aligned to the work systems; if not, new or example, accreditation is dependent on the
improved core competencies are developed to Certificate of Program Compliance (COPC) set by
support work system improvement and CHED, which means that any program will not be
innovation. As a result of the review, new or considered for accreditation if it has no approved
improved competency is identified. For example, COPC. On the other hand, one of the requirements
CC on creating niche, research on halal is for the Center of Development (COD) is an
migrated to instruction curriculum, particularly in accredited Level III program. Figure 2.1-3
Agriculture, Hospitality Management and presents the strategic objectives, long and short-
Entrepreneurship. term plans, and the corresponding core
competencies.
During the SPP, midyear, or year-end
Change is inevitable, and SKSU has to plan for
management reviews, external suppliers and
changes to address the services, needs of
partners are identified based on the work
customers, suppliers, partners, and the operations,
requirements that require complementation to
in light of the recent COVID 19 pandemic that had
11
affected the total operations of the University. The focused on what must be achieved in the short
planned changes in SKSU’s educational programs term in relation to the long-term goals. An
and services, and other areas of importance are example of how SKSU’s strategic objectives
shown in Figure 2.1-2. consider and balance the needs of all key
stakeholders can be gleaned from the planned
Figure 2.1-2: Planned Changes to Address the changes (Figure 2.1-3) that are the result of the
Changing Needs stakeholders’ analysis during the SPP to ensure
Particular Planned Changes (*)
productive engagement and address their
Strict adherent Implementation of ARTA,
leverage on what is already working expectations and needs.
Services *Flexible Learning was adapted: Online
classes and Modular Classes
2.2 Strategy Implementation
*Development of Learning Continuity Plan
2.2a - Action Plan Development and
Improve the feedbacking mechanism
Deployment
2.2a(1) - Action Plans. SKSU’s key short- and
Customers *citizens/customers were reached out through
online platforms, catered through online longer-term action plans are presented in Fig. 2.1-
services
3. These action plans support strategic plans to
Intensify the use of different communication
media in informing the vision and accomplish the regulatory compliance
accomplishments of the University requirements and the MFOs reflected in the GAA,
Sector *Aligned policies and guidelines in the new
released advisories and memorandums of
SUC Levelling performance, and the PBB
different government and non-government (Performance-Based Bonus). Strategic plans are
sectors
designed to fulfil the core competencies and the
Improve the conduct of a post-qualification
activity of winning bidder/s four-fold functions (instruction, research,
Suppliers *Provide online accessibility of biddings and extension, and production), including the support
submission of documents to operation (STO) and the governance and
*bank-to-bank transaction for payments, administration functions. Action plan development
Magnify small wins (highlight where is included in SKSU’s strategic planning process
collaboration/coordination has taken place)
Partners
*Virtual accreditations, online submission of
(Fig. 2.1-1). Action plan development involves
documents, webinars collaborations consultation with the senior leaders [1.1b(2)],
Review the existing organizational structure middle managers customers [3.1a(1)], and
and changed it to a more functional one; revisit
University Code and its corresponding stakeholders in processing situational analysis
manuals, influence people at the right time
Operations (SWOT), problem identification, action plan
*Manuals, policies, and guidelines were formulation, and setting and prioritizing target.
revisited and amended to fit the need of
current situations
* Changes due to COVID-19 Pandemic. 2.2a(2) Action Plan Implementation. After the
participative (involving stakeholders) strategic
2.1b(2) Strategic Objective Considerations planning is completed and the action plans
The SKSU strategic objectives achieve an [2.2a(1)] are finalized, these action plans and
appropriate balance among varying and potentially targets are disseminated through memos,
competing organizational needs using a system- meetings, and letters from the Office of the
based approach where the strategic goals and University President through the Vice Presidents
plans are tied with the core competencies, which to the Campus Directors and the Division
cut across the mandated functions of Instruction, Directors for the cascading of targets to units and
Research, Extension, and Production (Figure 2.1- individuals (OPCR/IPCR). The divisions and
3). These strategic objectives address its strategic campuses carry out the implementation of plans
challenges and leverages its core competencies, and targets including any follow-through
strategic advantages, and strategic opportunities activities. Plans that require outsourcing and
by analyzing each one and determining its participation of key suppliers and partners are
alignment and relationship with each particular published on the SKSU website. Official
strategic objective. These alignment and communications are also sent out to specific key
relationships are shown in Figure 2.1-3. To suppliers and partners. To ensure continuous and
balance short- and longer-term planning horizons, sustained progress in achieving the targets,
the corresponding short and long-term action periodic and regular monitoring is done during
plans corresponding to each strategic objective are Management Reviews, and mid and year-end
also shown in Figure 2.1-3 so that everyone is reviews. In addition, evaluation is done to identify
12
improvements, refinements, or catching up are participated by the University key officials, as
needed to make the necessary adjustment, mentioned earlier. Proper allocation of resources
revision, and realignment of budget. is done in support of the operation to attain the
University's strategic objectives, action plans and
2.2a(3) Resource Allocation. The University risks assessment and management.
resources are allocated to support the delivery of
the core competencies in instruction, research,
extension, production, and in support to operation
(STO) under the administration and governance.
The proposed allocation of the University's budget
is conducted by preparing the Annual Investment
Plan (AIP), presented to NEDA for their
endorsement to the DBM and integration in the
NEP. When approved, it becomes part of the
GAA. The amount stipulated in the GAA is the
budget of the University for the Fiscal Year. In
addition, the GAA allocation for the different
campuses and divisions serves as the basis for
preparing the Project Procurement Management
Plan (PPMP). Finally, the PPMP is consolidated
into the Annual Procurement Plan (APP) by the
University Budget Officer during the last quarter
of the Fiscal Year in preparation for the
succeeding year's procurement.
The APP is presented to the Executive Council
(EXECOM), Administrative Council, Pre-Board,
and finally to the Board of Regents meeting for
their approval. This is done in the first quarter of
the Fiscal Year. All the campuses and divisions
base their procurement on the approved APP.
The budget allocations for the different activities
are based on the approved activity design,
Purchase requests (PR), and vouchers for
disbursements. The Research, Extension, and
Production budget allocations are based on the
approved proposal. The budget for each activity is
based on the Line-Item Budget for each project
and approved activity design. All the campuses
and divisions procure goods and services
following the procedures prescribed by RA 9184,
otherwise known as the Government Procurement
Reform Act of 2003.
To monitor the expenditure and improve the
University's budget utilization rate (BUR), plans
and targets are reviewed, and the budget and
expenditures, including the BUR, are reported per
quarter. For the research, extension, and
production functions, quarterly reports are
submitted. Midyear and year-end in-house reviews
are also conducted. Moreover, an annual
management review and a planning workshop are
done in May and October. The review is
13
 SA Monitoring Key
SC Plan Projections Frequency/ Resul
Strategic FY Source ts
Objectives (SO) Key Performance Measures 2020 FY 2021 Compa
(2.1b(1)) Per Areas of (4.1a(1); (Cat.7) Results -
MFOs & CC LONG TERM SHORT TERM
rators*
2019
INSTRUCTION CC1 & SC    Establ’nt of COD and  Achieve all programs with COPC a. % of CHED compliant programs (COPC) ** 100 7.4a3
CC2 SA COE  Attain Level II status for in BSF, b  % of programs accredited Levels 1-4 8 9 50 Semestral/UMIS 7.4a3
   Attain Level IV BSCE, BSHRM BS Accountancy * Faculty. Qualification by specialization Annually/HRIS 7.3a1
1. Produce highly Status of Level III  Achieve a higher national average *Faculty IPCRF Ratings Semestral/RMIS 7.3a1
qualified, competent, and programs passing rate in the programs with c. % of graduates in priority programs 100 100 100 Semestral/RMIS 7.2a2
socially responsible    Attain Inst’l Accred. licensure examinations. d. % of graduates employed 90 55 Annually/RMIS 7.1a
graduates across sectors Status, Level 1 e. Average% passing in all board covered ** 40
   Intensify linkages programs (1st taker) 38 Quarterly/PRC 7.1a
with int’l academic f. % of students who rate the timeliness of 100 75
institutions education delivery Semestral/RMIS 7.2a2
RESEARCH CC2 & SA     Establish a strong R  Register research outputs with a. # of research outputs completed in the last 7 7 5 Quarterly/RMIS 7.1b
CC4 SC & D program in halal IPO Phil three years utilized
2. Generate respon-sive science, agri-, fisheries,  Commercialize Utility Models b. % of research outputs published in 5/35 (250%) 17 - 2/35 2 Annually/RMIS
technolo-gies and environ-ment, IT, reg..with IPO Phil. internationally refereed journals. (850%) 7.1b
information for various health culture & arts, &  Accredit SKSU Research Journal c. # of research output submitted for 6 (6 out of 4 4 Annually/RMIS
stakeholders educ.. as peer-reviewed patenting /patented or 150%) 7.2
3. Capacitate extension SA Enhance faculty  Engage and enhance productivity a. # of trainees trained weighted by the length 2,315 out of 1750 1700 Monthly/RMIS 7.2 &
providers to empower the capability to provide of communities through medium of training 1,750 7.3a1
community expert services on the and long-term programs. b. # of extension programs organized and 15 out of 6 8 6 Monthly/RMIS
EXTENSION CC2 & six (6) thematic areas  Provide ontinuing/lifelong supported
CC3 Establish model farms c. # of persons provided with technical advice 45 45 Monthly/RMIS 7.2
on the halal goat,  Establish campus-based and d. % of request for training/ technical advice 90 20/20
coffee, cacao, curricular-based programs responded to within three days of a request (100) 90
mushroom and rice,  Clients served are satisfied with the e. % of beneficiaries who rate the training 96 95 Monthly/RMIS
corn, and vegetable delivery of extension services courses and advisory services good or better 95 Monthly/RMIS
conservation f. # of active partnership 8 8 5 Daily/RMIS
PRODUCTION CC2 SC  Establish a. % share of Income generated from locally .27 .20 25 Monthly/RMIS 7.5
4. Contribute 25% Pangkabuhayan and operated IGPs to the total operating budget. 7.5
production income from agri-ecotourism projects b. # of IGPs 20 - Monthly/RMIS 7.5
IGPs c. Amount/ % of internally generated income to 1,181,419.21 1,210,955 Monthly/RMIS 7.5
total operating budget/ cost. .41
ADMINIS-TRATION & SA  ISO Certification for  Sustain acceptable BUR a. Certification of Institutional Accreditations - 1 Semestral/RMIS 7.1b
GOVERNANCE CC1, Quality Management  Develop 10 Year Master Plan b. % of actual utilization of budget 100 Monthly/RMIS 7.4
CC2, CC3 & CC4 System; c. % financial statements & reports submitted
 Develop a comprehensive LUP
5. Sustain strong  Additional plantilla d. #of top level and middle managers attended 23 12 Monthly/RMIS 7.3 &
 Professional advancement by
leadership and good positions for non- professional training 7.4
enforcing the adoption of a career
governance teaching staff e. % of personnel pursue relevant studies/trng 31.25** 15 Monthly/RMIS 7.3
development program
 Secure land title for the f. % of personnel who availed non-academic 100 45
 Competency development and
campuses related services (medical, dental, etc.) Daily/RMIS 7.3
empowerment for non-teaching
 PRIME HRM g. % of Non-teaching rated very satisfactory 39 40 Annually/RMIS 7.3
personnel
 Acquire modern h. % of students who availed non-academic ** 50 Daily/RMIS
 Institutionalize human relation
laboratory and other related services (medical, dental, etc.) Daily/RMIS 7.2
enhancement program.& HRIS
i. Customers’ satisfaction rating 100 75
14
 support facilities management
 Full implementation of Cycle 7-A
Figure 2.1-3: Strategic Objectives with the Corresponding Plans, Performance Measures

15

SO - Strategic Opportunities; SA - Strategic Advantages; SC - Strategic Challenges; HR Plan highlighted with yellow green; *refers to baseline/benchmark data; highlighted in green are the HR plans.
Sultan Kudarat State University
2.2a(4) Human Resource Plans. Human resource
plans support the short and long-term strategic
objectives and the action plans for Instruction,
Research, Extension, Production, and
Administration, and Governance. As shown in Fig.
2.1-3, Strategic Objective No. 5, “Sustain strong
leadership and good governance”, is supported by
the long-term plan of “PRIME HRM” and short-
term plans of (1) professional advancement
through a career development program, (2)
competency development and empowerment for
non-teaching personnel, (3) institutionalize human
relation enhancement program & HRIS
management, and (4) full implementation of Cycle
7-A. These HR plans improve both HR capability
and capacity that increase the flexibility of
personnel to adopt to any potential changes.
2.2a(5) Performance Measures. Key
performance measures and their alignment with
the corresponding strategic objectives, action
plans and key results are shown in Figure 2.1-3.
These KPIs are based on the regulatory
compliance requirements and the MFOs in the
GAA, SUC Levelling, and the PBB are set during
the strategic planning activities. The KPIs and
targets established are discussed and agreed upon
by the Performance Management Team (PMT)
and cascaded to the office heads, which serves as
bases for preparing the office and individual
performance contract and rating forms
(OPCR/IPCR). The Performance Evaluation
System (PES) includes the assessment of quality
(Q), efficiency (E), and timeliness (T) in the bi-
annual evaluation. Performance Management
Review is also conducted bi-annually to measure
program/project implementation. These processes
also ensure that requested budgets are aligned
with the agency's allocations, the work
distribution in offices is rationalized, and targets
are anchored to the organizational goals and
objectives. The actual accomplishments are
linked and aligned to the SKSU's performance
scorecard targets. The institution's recognition,
awards, and incentives for performing employees
discussed in 5.2a(4) are anchored on
measurements shown in 4.1a(1).
2.2a(6) Performance Projections. The
performance projections (PPs) cover the short and
long-term plans of the University and are geared
towards attaining the SKSU vision and mission.
These PPs are established during the SPP (Figure
2.1-1) and projections are reviewed during the
16
Mid-year and Year-end Management Reviews.
Gaps are identified (SKSU-MP-RPMS-002-
Conduct of Midyear and Year-end Performance
Management Evaluation), and performance
projection recommendations are based on trends
from three-year previous performances,
anticipated changes in priorities, resources (effect,
e.g., of a pandemic), and comparative data and
benchmarks. Gap analysis of under-targeted and
over-targeted indicators and measures are the basis
of re-planning, development of catch-up plans,
corrective actions (SKSU-MP-COCA-001-
Corrections and Corrective Actions), and
innovations [2.1a(2)]. The planning process is
participatory, and cascading is communicated
from SLs to the units and sub-units, and to the
individual workforce. The process of approval
passes through deliberation during meetings and is
adequately endorsed to the BOR. SKSU’s
performance projections are compared to
performance projections of competitors by
reviewing available historical competitive data and
projecting those using the same approach earlier
described. If SKSU’s performance projections are
lower than those of competitors, the gaps in those
projections are also considered and addressed in
the development of catch-up plans.
2.2b Action Plan Modification. Action plans are
adjusted periodically depending on the responses
made to address identified gaps and changes in the
situation/condition (policies, laws, and other
regulatory requirements). In cases, however, of
circumstances requiring a shift in plans and rapid
execution of new plans, the SLs immediately
convene a meeting to assess the situation and
brainstorm what plans need to be in place and
implemented to address any rapid changes in the
internal or external environment. For example,
emergency meetings are conducted and a
Taskforce Committee is organized to address the
effect of COVID-19 on the operation of the
University. As such, learning continuity plan
(LCP), policies and guidelines are developed.
Action plans are also subjected to continual
improvement based on comparative data,
benchmarking of best practices, performance
management results or changes in measurement
systems, according to the needs of the time. The
Management Review is the primary venue and one
of the critical control points (Check) in setting the
right track for action plans to attain performance
Sultan Kudarat State University

projections. Action plan modifications may S – Semestral ICR – Improve Conflict Resolution

include corresponding physical, financial and

procedural changes, which will involve SLs’ The customers’ feedback obtained through surveys
decision and approval that are communicated to is used to improve the quality of instruction,
delivery units through memoranda, meetings, and efficiency of the faculty and staff, and
other feedback mechanisms discussed in 1.1b(1). effectiveness of services being offered. Suggestion
CATEGORY 3 – CUSTOMERS boxes are provided and made available and
3.1. Voice of the Customers accessible in compliance with the Citizen’s
3.1a(1) Current Students and other Customers Charter of the University, the Anti-Red Tape Act
SKSU listens to, interacts with, and observes (RA 9485), and the Code of Conduct and Ethical
students and other customers through various Standards for Public Officials and Employees (RA
channels such as direct communications, printed 6713). Data from these sources are consolidated
materials, and non-print technology-based means. and transformed into information which is
Figure 3.1-1 identifies the means of reported and discussed in special meetings for
communication based on customer groups, urgent matters, or in committee meetings, as
frequency, and data used. appropriate.
Figure 3.1-1: Listening to Students and other A Customer Satisfaction, Engagement and
Customers Dissatisfaction Feedback Survey (CSEDFS) is
APPROACH CUSTOMER FREQUENCY DATA used nowadays to listen to students and customers
USE
DIRECT COMMUNICATION because of the threats of the current pandemic.
Walk –in All OH IS, II,IE This was originally a written survey administered
Direct message to the All OH IS,IS
President through face-to-face prior to the pandemic. For
VP, Directors’ Direct All OH IS,IS,IE non-emergency situations, the ARTA in-charge
Message
Consultation meeting CS, PSC ANA IE, IS consolidates and reports in writing, the findings to
Classroom observation CS S II the concerned office/s for immediate action in
Specific service delivery/ CS, PSC M IS
ARTA
compliance with SKSU’s ISO process on Clientele
Forum CS,PS,CC ANA IE Satisfaction Measurement Analysis (SKSU-MP-
Research, Development CS,PC
and Extension Review and
SA II,IE CLSA-001).
Planning
Research Exposition CS, CC A II.ES
Each University personnel is empowered with the
Community outreach All A IS.IE core values of SKSU and so anyone can assist on
Special Committee CS ANA ICR direct complaints, suggestions, and
meeting
Academic Council meeting CS Q IE,IS, recommendations by forwarding them to the
Board of Regent meeting CS Q IS, IE concerned office/s so that these are addressed
PRINT
Customer satisfaction and CS,PSC, S IS,IE immediately within the day as per Civil Service
dissatisfaction CC, FSC Rules and RA 11032 (Ease of Doing Business and
Letter All OH IS, IE
Memoranda CS ANA IS,IE
Efficient Governance Service Delivery Act of
Newsletter All Q IS, IE 2018). Customers can text or private message on
Assessment CS S II Facebook (FB) messenger directly to the
Formal Invitation All ANA II,IS,IE
Programs CS, PSC ANA II,IS President, Vice Presidents, Directors and Deans,
NON-PRINT/TECHNOLOGY-BASED Program Chairmen and teachers whatever
Emails CS, PSC ANA IE, IS
Social Media (Facebook, CS,PSC, OH ICR concerns they want to voice out. Some clients call
Messenger) FSC on phones, view notices on memoranda,
Telephone Calls All OH IS.IE
Correspondence All OH IS,IE
newsletters, and University programs like
CS – Current Students (Undergraduate, Graduate and special graduations and orientations. Issues, which call for
programs
PSC – Transferees, Old students, Community (Tricycle
the approval of the higher council are acted upon
drivers, boarding house owners, vendors) and during special sessions for emergency concerns or
incoming agency partners
CC – Customer Comparators (Co-State Universities &
in quarterly regular meetings for appropriate
Colleges and Private Higher Education Institutions and action of the Board of Regents, especially when
GO’s, NGOs, Industry)
FSC – Former Students and Customers
policies are affected. From the usual face-to-face
ANA– As the Need Arises OH – Office Hours mode, quarterly meetings are conducted via Zoom
Q – Quarterly II – Improve Instruction
SA – Semi -Annua IS – Improve Services
or Google Meet. Students who formally lodge
M – Monthly IE – Improve Effectiveness/
Efficiency
17
Sultan Kudarat State University
their complaints channel those to their Department
Heads via their Student Body Organization.
3.1a(2) Potential Students and other Customers
The primary potential customers are the Grade 12
completers, college graduates who wish to get
another or advanced degree, and college-level
students who seek to transfer. They can access
information about the University through the
official website, social media, and printed posters
and flyers. Since the pandemic began, graduating
senior high school students avail of SKSU’s career
guidance orientation using online platforms. From
this listening channel, it has been determined that
potential students are interested to enroll at SKSU,
because of the free tuition and miscellaneous fees
aside from the opportunity of receiving cash
stipends from various scholarships. Other potential
customers are the funding, partner and
collaborative agencies or entities who commission
faculty and staff to conduct research and extension
services. They are listened to using several
approaches shown in Figure 1.1-1 such as
community outreach, fora and research
expositions.
Former students and other customers are those old
students, transferees, alumni, community, service
providers, and project implementers who are
identified as former after the termination of their
contracts with SKSU. They are requested to
respond to the Customer Satisfaction, Engagement
and Dissatisfaction Feedback Survey (CSEDFS)
and/or attend special meetings physically or
virtually to help the University obtain actionable
information for improvements or innovations.
Their responses, for example, are used as the
primary evidence for Area I (VMGO), III
(Students), V (Research) and VI (Extension
Services) during accreditation by the Accrediting
Agency for Chartered Colleges and Universities
(AACCUP).
SKSU’s comparators are the higher learning
institutions in the region and nearby provinces
identified from the official list of CHED, as
mentioned in P.2a(1). Newly established local
colleges are the Glan Institute of Technology and
the Makilala Institute of Science and Technology.
There are also sectarian and non-sectarian Higher
Education Institutions (HEIs) in the locality as
comparators aside from those outside Region XII.
During its report on enrollment at the Board of
Regents meeting, the Student Admission and
Records Office is required to explain the reasons
18
for any increase or decrease in enrollment
including information on the services offered by
comparators. The Chairman of the Board of
Regents of SKSU, who is also the Chairman of the
Board of Regents and Board of Trustees of all
SUCs in the region, provides feedback on SKSU’s
educational programs and services vis-à-vis those
of comparators.
3.1b(1) Satisfaction, Dissatisfaction and
Engagement The methods used to determine
customer satisfaction, dissatisfaction, and
engagement per student and other customer groups
are presented in Figure 3.1-2.
Fig. 3.1-2: Methods Used to Obtain Customer
Satisfaction & Dissatisfaction Feedback
CUSTOMER METHODS/ TOOLS
Student SKSU-MP-CLSA-001 (Client’s
Satisfaction Measurement and Analysis),
Customer Satisfaction, Engagement and
Dissatisfaction Feedback Survey
(CSEDFS)
Parents/ CSEDFS for Parents
Guardians NBC QCE on Clientele Satisfaction
Old Students and CSEDFS
transferees
Feeder School Tracer Study
Comparators Tracer Study and Benchmarking
Industry Partners CSEDFS, NBC 461 QCE on Clientele
Satisfaction Survey
RDE Communities CSEDFS, NBC 461 QCE on Clientele
Satisfaction Survey
Note: RDE Community – Adopted barangays and Institutions
(BJMP), LGU, GOs with MOA
Satisfaction and dissatisfaction of students,
industry, and the RDE Community can also be
gauged using the National Budget Circular (NBC)
instrument. In communities where RDE programs
are implemented by SKSU students and personnel,
at least five program recipients and local leaders
are required to respond to a survey every two
years to evaluate the performance of the program
implementers. This survey provides feedback for
teachers who choose research, extension or
production as an additional function aside from
instruction. The survey employed to ensure
quality and excellence follows the ISO procedures
of “Client’s Satisfaction Measurement and
Analysis” (SKSU-MP-CLSA-001) and “Clients’
Feedback Survey” (QRDI-MP-CLSA01-002). The
online customer survey, CSEDFS, was developed
in 2021 to answer the call for contactless
evaluation and surveys due to the threats of the
current pandemic. It is carried out to determine
customer satisfaction, dissatisfaction, and
engagement.
3.1b(2) Satisfaction Relative to Competitors
Sultan Kudarat State University
The University conducts benchmarking with
comparators and competitors to secure basic
information that would help in improving its
services and the system in general. This
information includes students’ profile, tuition fees
and other development fees. Some of the data are
accessible in the website of the Department of
Budget and Management (DBM) and CHED. Top
performing universities and colleges in terms of
licensure examination is also available at the
CHED Regional Office (CHED RO 12) and is
usually shared via social media. To obtain
information on student satisfaction with
competitors and comparators for comparison with
SKSU’s own student satisfaction, parents of
current SKSU students who have other children
enrolled in other universities or colleges, are
identified and asked in a survey (CSEDSF -
Customer Survey for Parents) regarding their
perception of their children’s satisfaction enrolled
in other educational institutions. This survey
provides a convenient way to assess student
satisfaction in other universities so that actionable
information can be determined on how to improve
SKSU’s own student satisfaction if student
satisfaction ratings in other universities are higher.
3.2 Customer Engagement
3.2a(1) Program and Service offerings. SKSU
determines its educational programs and services
through environmental scanning, bench marking
and stakeholders’ consultation meeting. The
offering of degree programs is based on the
Memorandum Orders issued by CHED. It
observes the set criteria required by the Board of
Regents and the AACCUP Survey Instrument. The
requirements and procedures in designing
educational programs and Services are discussed
in Item 6.1.
SKSU identifies and adapts program and service
offerings to enter new markets, attract new
students and other customers, and create
opportunities to expand relationships with current
students and other customers through several
approaches such as national policies and standards
from CHED, as well as emerging techniques,
trends and technologies that lead to innovation,
increased student engagement, and better
academic results. The University closely monitors
national dropout data, regional demographics, and
Higher Education Institutions (HEIs) results to
determine community educational needs.
SKSU keenly and regularly seeks input from both
customers and industry partners to determine
19
employability skills needed for today’s graduates.
It also closely monitors competitor offerings to
design programs that best meets customers’ needs.
Customers’ Satisfaction Engagement and
Dissatisfaction Feedback Survey results are used
to improve these programs and services offered.
The timeliness, efficiency and effectiveness are
continuously monitored through the Office
Performance & Commitment Review (OPCR).
The University identifies and adapts program and
service offerings to meet the requirements and
exceed the expectations of students and customers
through SKSU’s innovation process (6.1c), as well
as participation to various professional
conferences, representation on diverse community
and professional boards and organization
memberships for networking and benchmarking
purposes. Semi-annual Performance Evaluation
through the CSEDSF - Customer Survey for
Parents and Students also serves as one of the
bases to identify a new program or revisit one so
that the evolving needs of customers are
continually addressed.
3.2a(2) Student and other Customer Support
The University enables students and other
customers to seek information and support through
the various listening mechanisms shown in Figure
3.1-1. In addition, posting of advertisements on tri-
media and the provision of career guidance
orientation enable them to obtain educational
programs and services from SKSU.
The key means of students and other customer
support are based on CMO 09, s.2013 (CHED
Monitoring Guidelines on Student Services) and
these include providing SKSU’s students with
medical services, sports and socio–cultural affairs,
and other real-world exposures and challenges for
a positive learning experience at SKSU. Other key
means of student support at SKSU includes intra-
and extracurricular activities, skills and other
student competitions, conduct of various local and
international endeavors, and the creation of
international linkages under the Office of the
President. Key communication mechanisms
include the official website, various social media
platforms, printed media and radio.
In addition to listening and feedback mechanisms
shown in Figures 3.1-1 and 3.1-2, SKSU’s SLs
and Quality Assurance (QA) members collect,
analyze and present results during meetings to
determine students’ and other customers’ key
support requirements. The conduct of Internal
Sultan Kudarat State University
Quality Audits (SKSU–MP–IQUA 01 to 03), and
the use of the AACCUP instrument (AREA III)
during accreditation visits also provide
information on key support requirements of
students and other customers. Data and
information on key support requirements are
reported to the concerned divisions and offices
involved in student and other customer support for
appropriate action. Regular monitoring is
performed as to the implementation and actions
taken through semi-annual management reviews.
3.2a (3) – Students’ /Customers’ Segmentation
SKSUs customers’ segmentation is presented in
P.1b2. The University uses its communication
methods (Fig. 1.1-2) and listening mechanisms
(Fig. 3.1-1), together with feedback from
stakeholders and the needs of the community to
identify its current and anticipate future student
and other customer groups and market segments.
Information about potential students and other
customers, including those of competitors are also
used in determining segmentation by identifying
and distinguishing key requirements important to
each of the groups. Student and customer feedback
and trend analysis is used for to determine which
groups to emphasize and pursue to growth.
3.2b(1) Student and other Customers
Relationships. One of the main approaches for
building and managing relationships with students
and other customers is through a two-way
communication. Hence, newer ways of
communicating with them are constantly being
developed including text messaging, emails, and
Group Chats (SKSU COP GATC-003).
Announcements for students are posted in the
SKSU website, Facebook account of the Student
Body Organization, emails and/or letters, printed
materials, and aired in the SKSU Radyo
Katilingban or other radio stations. The latest
development in delivering instruction is through
Electronic Learning Delivery System (E-LeaDS).
To build harmonious relationship with students
and other customers, SKSU sets both intra- and
extracurricular activities such as intramural and
intercampus meets, leadership trainings, research
paper presentations and alumni homecoming
which allow the customers to socialize and mingle
with one another. These activities are included in
the University Calendar of Activities approved by
the Board of Regents. To acquire students and
other customers, the University accommodates
referrals such as Certificate of Good Moral
20
Character from identified feeder schools of DepEd
and CHED. The conduct of Career Guidance is
done by the office of the Guidance and Testing
Center (SKSU-COP GATC 002). Faculty and staff
are identified to visit secondary schools at least
three to five months before the end of the
scholastic year. Under normal conditions,
applicants for enrollment are required to take
admission examinations and undergo the process
of enrollment on a face-to-face basis. However,
given the current challenge brought about by the
COVID-19 pandemic, both walk-in and online
modes are adopted for the enrollment of students
as indicated in BOR No. 020-2020 and amended
through BOR No. 015-2021. Public and private
agency partners are identified through their
respective websites and other portals when SKSU
needs collaborations with external parties.
In building market share, benchmarking on
comparators’ enrollment rates and need-based
assessments for trainings and other programs are
conducted by the designated key officials every
third quarter of the calendar year. This was
previously conducted every January to February
because classes end in March or April. Since the
school calendar now ends in July, it is being
conducted every March to April. The image and
brand of SKSU is symbolically represented by its
University Seal and Logo. Moreover, its vision
and mission also speak on how SKSU wants to be
imagined and branded. Hence, current students are
motivated to observe excellence and dignity in
their pursuit of learning in their respective fields of
specialization so that they act as role models and
in the process, promote the SKSU brand to
potential customers in their own communities. To
maintain the positive image of the University and
to ensure the quality of information received by
students and customers, the following steps are
observed: (1) announcements are only posted
when approved and verified as to its correctness;
(2) Data Privacy Act (RA 10173) is strictly
observed; and (3) achievements of students,
faculty and other stakeholders are duly validated
and recognized and posted on various media. To
help students graduate on time, an individual or
class session is conducted where teachers give
pieces of advice.
In order to retain students and other customers,
their voices are heard through the CSEDSF,
semestral students’ evaluation, student
counselling, and other listening mechanisms
shown in Figure 3.1-1. Compliance with the
Sultan Kudarat State University

requirements of CMO 09, s. 2013 (CHED,
Monitoring Guidelines on Student Services, also
help in retaining students through the provision of
medical services, sports and socio–cultural affairs,
and other real-world exposures and challenges for
a positive learning experience.
On exceeding their expectations in each stage of
their relationship with SKSU, the following
approaches are deployed: (1) assignment of lighter
course loads for incoming first-year students; (2)
availability of Tertiary Education Subsidy (TES)
amounting to P10,000 to P35,000 aside from other
scholarships; (3) national and international
participation in research, sports and socio-cultural
competitions in addition to regular intra- and
extracurricular activities; (4) opportunities for
commissioned works to gain extra income and; (5)
awarding of special citations during the
recognition day called “Adlaw sang Pagdayaw”.
Loyalty awards are given to parents with 3 or
more children who graduated at SKSU. This
acknowledges parents’ loyalty to the University
and encourages other parents to send their other
children to SKSU.
To increase their engagement with SKSU, the
following approaches are used: (1) recognition of
their participation in the regular awarding
ceremony; (2) hearing their feedback and concerns
through tracer studies; and (3) representation in
the Board of Regents by providing seats for
students, alumni and two slots for prominent
citizen as stipulated in the University Code. Their
representatives are invited in every regular and
special sessions of the Board of Regents.
University’s brand that begins with the students’
official enrollment where both the administration
and the students start to work hand in hand to
attain the University’s vision. Students are
immediately given the opportunity to organize
themselves through the election of their officers. A
front desk officer is detailed daily to establish
better customer relations. And in some cases,
parents and other customers are invited to
participate in planning workshops.
3.2b(2) Complaint Management. Students’ and
customers’ complaints are settled promptly at the
campus level. However, when the campus cannot
handle the complaint, it is forwarded to the
University level for proper action. This is to
ensure that issues are addressed with the right
respondent/s at minimal costs and damage.
Resolving complaints promptly and effectively is
in accordance with Civil Service Orders (RA
11032 and IRR of RA 6713). To ensure effective
resolution of conflicts, a win-win solution is the
ultimate goal where both sides are heard and a
meeting is terminated with an end result.
Complaints are addressed based on Civil Service
and Regulations, the University Code, the Student
Handbook, and an enrolled ISO process Grievance
Mechanism. To recover students’ and other
customer’s confidence, complaints are acted upon
immediately. They are also notified about the
decision at the soonest time possible. This practice
is a mechanism that contributes to the attainment
of SKSU’s 10-point Quality Objectives and is in
accordance with the provision in the Quality
Policy to improve clients’ satisfaction by
providing high quality services. The process for
START

The office of the Public Relations and Information addressing complaints

Figure 3.2-1: is presented
Grievance Mechanismbelow.
SKSU-MP-
leverages social media to manage and enhance OPAC-004
Discuss with the
immediate

the image or brand of the University with an

supervisor

emphasis on its core values. The Facebook pages Appe al to the

of the University and Student Government, and the Higher

Supervisor
NO Se ttled?

SKSU Official website are used to promote the YES

image of the University. Enhancement of student Dismiss the

complaint

and other customers’ engagement is done by

empowering students and customers. For example, Appeal to the
Civil Se rvice
Commission
different student organizations are recognized to Regional

govern their respective groups to ensure total File an ap peal to

human development. Other customers are also

the Civil Service Satisfied?
NO
Commission
Region al Off ice

being tapped to be part of the improvement of the YES

programs. Faculty and sponsor-agencies conduct Process the

complaint/

civic and socio-cultural activities, community grievance

service and technology-transfer and Select the

commercialization. These approaches enable mediator

customers to have a first-hand experience of the

Conduct the
init ial conf erence

21
Conduct the
mediation
process

END
Sultan Kudarat State University
Review / Consolidate
VICE PRES University KPM Monthly /
(VPs) / PRES performance; Financial Quarterly
performance;
Consolidate / Review
VPs / Division KPM performance; Monthly /
DIRECTORS Financial performance; Quarterly
OPCR, IPCR (bi annual)
CAMPUS
Track / Consolidate / Review
DIRECTORS Daily
Campus KPM performance
(CDs)
DEANS,
Track / Consolidate / Review
PROGRAM Daily
College KPMs
HEADS (PH)
FACULTY, NON
Track / Collect Individual
TEACHING Daily
KPMs
To enhance satisfaction and engagement, PERSONNEL

customers are informed through calls, texts,

correspondence, and emails. To help ensure that
the same complaint will not happen again in the
future the result of the settlement is disseminated
in the form of policy reminders. A record of the
event is integrated in the policy review and
revision, and used as an example in discussions to
avoid precedent cases.
CATEGORY 4 – MEASUREMENT,
ANALYSIS, AND KNOWLEDGE
MANAGEMENT
4.1. Measurement, Analysis, and Improvement
of Organizational Performance
4.1a. Performance Measurement
4.1a(1) Performance Measures. SKSU
recognizes the vital role of data and information to
achieve University goals. It established a system
of collecting data from daily operations and uses it
to recognize operational issues that need
immediate attention and make corrections. SLs use
the KPMs to track the progress of the University
performance
wherein they identify gaps and devise cope up
mechanisms to ensure the timely attainment and
success of the strategic objectives.
SKSU selects key performance measures during
the Strategic Planning Process to track overall
University performance. Considered therein are
the regulatory compliance measures aligned with
the strategic objectives, discussed in 2.2a(5).
Figure 2.1-3 shows the KPMs identified by the
SLs, the InfoSys where data is stored or accessed,
and the frequency of data tracking. Each SL is
responsible for collecting and tracking their
corresponding KPMs, as shown in Figure 4.1-1.
Figure 4.1-1: SKSU Tracking, Review of Data,
and Offices in Charge
TRACKING/REVIEW OF
PARTICIPANTS FREQ
DATA
Review KPM performance;
ADAC / BOR Quarterly
Financial performance;
SKSU tracks progress on achieving strategic
objectives and action plans by (1) the continuous
monitoring of KPMs by the SLs through various
InfoSys, (2) monthly submission of reports to VPs,
(3) Performance Review using the OPCR and
IPCR ratings, and (4) quarterly Management
Review of SLs and the BOR, including the Mid-
Year and Year End Management Review.
SKSU through the VP for Finance and Resource
Generation (VPFARG) tracks its financial
performance by computing each divisions’ Budget
Utilization Rata (BUR), monthly and quarterly,
shown in Figure 4.1-2. VPFARG coordinates with
other VPs in cases where there is under or over
performance in the respective division’s BUR. To
promote accountability, every quarter the
VPFARG presents and submits consolidated
financial report to the governing board, and the
following government agencies: DBM, NEDA,
and COA. The governing board advises and
approves budget adjustments if necessary.
Figure 4.1-2: SKSU Financial Measures and
Frequency of Tracking
SOURCE MEASURES FREQUENCY
Budget
Monthly
FUND Utilization Rate
101/ FUND Consolidate
163/4 d Quarterly Budget Quarterly
Utilization Rate
4.1a(2) Comparative Data. SKSU selects
comparative data through a selection process
illustrated in Figure 4.1-3. SKSU effectively uses
comparative data to establish performance
projections and for performance monitoring by
systematically incorporating comparisons into all
graphs and charts used to analyze performance
example of such comparison is shown in Figure
7.1-11. This approach hinge on the desire of

22
Sultan Kudarat State University
SKSU to ensure its competitive advantage over
other neighboring SUCs.
Figure 4.1-3: SKSU Comparative
Selection Process
Select KPMs
Search Comparative Opportunities
 Benchmarking
 Environmental Scanning
No Determine most
Comparative
meaningful
Data Exists?
comparison
Yes
Evaluate source for
 Reliability
 Validity
 Comparability
Use data to establish performance
projections
Use to monitor performance
For example, SLs recognized the need in 2017 to
improve its competitive advantage in research as it
has the least budget in research among SUCs in
the region. In response, the research division
conducted environmental scanning and
benchmarking. From this effort, they found Halal
Research as an unexplored topic among SUCs &
SKSU could take advantage of it as a research
focus. Consequently, SKSU set higher targets for
research including study proposals for Halal
Research Project. In 2019, SKSU Research
Division was recognized as the niche for Halal
Research in the region.
4.1a(3)  Student and Other Customer Data
SKSU employs CSEDFS to gather the voice of the
customer, and other market data. The results of the
CSEDFS are used to validate the effectivity of the
implementation of university services, to enhance
customer satisfaction, and to assess the
performance of the University vis-à-vis the key
expectations of customers as discussed in P.1b(2).
As a learning outcome of the PQA application, the
Customer Satisfaction Process has been revised,
broadened and Customer Satisfaction Rating has
been identified as KPMs for each strategic goal as
shown in Figure 2.1-3. Each division sets a target,
which is used to assess the adequacy of actual
monthly average ratings. Any difference detected
is used as a basis for learning.
Data Included in the CSEDFS are data gathered online,
as discussed in 3.1a(1). The Head of the
University ARTA monitors online feedback and is
responsible for assessing the seriousness of the
issue being raised. He filters feedback that have
legitimate causes and forwards the feedback to the
office concern who in turn conducts an
investigation and verifies its authenticity.
An example of the effective use of customer
feedback in creating a more student-focused
culture and support organizational decision
making is exemplified in the monitoring of student
feedback concerning the eLeaDS. The latter is the
SKSU Learning Management System developed
and launched in 2021. The Head of the University
ARTA closely monitored the feedback of the
students through Facebook, InfoSys and made a
repository of the common issues regarding the
LMS. The feedback was forwarded to the
developers and changes were made to the LMS to
reflect the preference and needs of students.
4.1a(4) Measurement Agility. SKSU SLs review
KPMs on a monthly basis, Figure 4.1-1, and an
Executive meeting is held every month to ensure
that the PMS responds to any unexpected
organizational or external changes. Also, the OP
has an emergency response process, described in
Figure 4.1-4, as a means to address any changes
that need outright attention.
When COVID hit in March 2020, memorandum
circulars from CHED were released directing all
HEIs to formulate policies on the continuity of
learning. A day after the OP received the memo,
the President assembled the SLs to appreciate the
issue and come up with action plans.
Subsequently, KPMs for Instruction, “% of CHED
compliant
Figure 4.1-4: SKSU OP Emergency Response
OP receive information
Conduct Emergency Executive Meeting
Plan of action No
includes changes in Implement
performance action plan
measures
Yes
23
Sultan Kudarat State University

incident will put a dent in the workload

Review and revise Plans and Targets,
Identify new KPMs, sources
Cascade new performance measurement
programs”, and Administration, “the % of students
who availed non-academic related services
(medical, dental, etc.)”, were revisited and revised.
Since the crisis halted movements of people,
action plans relative to these KPMs were
suspended, and corresponding indicators in the
OPCR and IPCR were changed. The OP released
the information throughout the University and the
community using the communication methods
shown in Figure 1.1-2.
4.1b Performance Analysis and Review. The
University performance and capabilities are
periodically reviewed by respective offices as
shown in Figure 4.1-1. The KPM measures and the
customer and comparative data that are gathered
and submitted to offices, are used to analyze the
performance of offices. These offices make the
assignments of teachers and affect the KPMs for
instruction. The VPAA coordinated with the
CD and HR to hire Contract Of Service (COS) to
temporarily address the needs and ensure their
quarterly target are achieved.
4.1c(1) Best Practices. SKSU shares best
practices through annual reports, fora,
conferences, accreditation documents, in-house
training and through the communication methods
employed by the OP (Figure 1.1-2).
It identifies high performing units based on
performances on KPMs that are assessed during
the Management Review. SL recognizes those
units or divisions that exceed their performance
projections, and Division Heads are directed to
assess their division or unit’s good points and
identify best practices. The process for identifying
best practices is illustrated in Figure 4.1-5.
Figure 4.1-5: SKSU Process for Identifying Best
Practices
Review Result

corresponding actions to ensure that SKSU is

meeting its target. Aside from the SLs, the BOR, No
as the governance board, reviews the performance Are there differences Sustain
every quarter. in the projection and
performance?
The following analyses are performed to support Reconcile
the reviews and ensure that conclusions are valid: Yes
difference
1) mean/percentage difference test between (a) Gap/s · Identify issues that
quarterly data and target projections, (b) Identify
needs to be
address
University performance and comparative data, and Difference
(c) KPMs and BURs of the seven campuses, and; · Implement Action
Exceed/s plan / Catch up plan
2) line graph analysis to find trends in the
University performance over the years. From the · Assess the good points
result, the SLs are able to 1) identify issues from · Identify best practices
the ground, 2) understand where SKSU stands
with respect to other competitors, 3) gauge the Continual Improvement and
University financial health, 4) recognize units who Innovation

perform more than what is expected, 5) identify

The University subscribes to two systems to
strategic goals that needs modification, and 6)
identify units that are high performing: 1) the
develop priorities for continuous improvement and
System of Ranking Delivery Units as required in
opportunities for innovation.
the PBB, and 2) the PRAISE System. In the first
The VPs submit a monthly report to the President.
system, the University delivery units are classified
Contained in this report are consolidated reports
into clusters. Clusters are ranked according to the
coming from the CDs and Division Directors.
cumulative scores from the computed KPMs for
Through this process SLs can readily recognize
the year in review, and the average ratings of the
needs and challenges in the University operations.
IPCR and OPCR of the division heads and
For example, a faculty had submitted a resignation
faculty/personnel belonging to the clusters. The
letter in the middle of the semester to be enforced
cluster with the highest score is recognized as the
immediately. The CD reflected this in the monthly
best delivery cluster, followed by the better and
report to the VPAA. It recognized that this
24
Sultan Kudarat State University
then the good unit. The personnel belonging to this
cluster receives a bonus corresponding to
prescribed rates for the ranks, as stipulated in the
PBB circular.
In the second system, the HR through its Awards
Committee discussed in 5.2a(4), evaluates the best
performing delivery units through the PRAISE
system. Unlike in the first system where delivery
units are clustered, for the PRAISE system, the
units or divisions, are distinguished per campus.
And the unit or division with the highest KPM
performance is recognized as the Best Unit.
An example of recognition and sharing of best
practices is exemplified by the awarding of the
Lutayan Campus as the Hall of Famer for the Best
Income Generating Project for 2018-2020. The
campus has continually exceeded their target in
their Income Generating Projects (IGP), one of the
KPMs in Strategic Objective 4, and their
performance evaluation ranked the highest in the
University compared to the other campuses. Aside
from receiving the awards and incentives, they
were given the opportunity to share their best
practices in IGP in the in-house training.
4.c Performance Improvement
4.1c(2) Future Performance. SKSU projects its
future performance by analyzing trends of its
KPMs and examining regulatory, mandated data to
develop projections. SKSU uses performance
review findings and key comparative and
competitive data in projecting future performance,
as described in 2.2a(6). It identifies which 1)
among KPMs have difference between
performance and future projection, 2) campuses
and or divisions that are ahead or lagging behind
in their performance, and 3) difference between
the current performance and comparative data.
Using the process outlined in Figure 4.1-5, SLs
respond to gaps, and reconcile any differences
among goals, projections, and projections for
comparison or competitor performance for each
KPMs.
4.1c(3) Continuous Improvement and
Innovation. SKSU uses the performance review
findings to develop priorities for continuous
improvement and opportunities for innovation
based on comparative analysis, trend projections
and goals, as aligned to the SDP, Figure 4.1-5.
Whenever significant gaps are identified or if
stretch goals are required by the SLs during
performance reviews, these differences either in
current performance vs targets or desired future
25
performance vs future projections, are considered
priorities for continuous improvement or
opportunities for innovation. The University
deploys the priorities and opportunities to the rest
of the faculty and personnel through the
communication methods employed by SLs shown
in Figure 1.1-2 and follows the processes
described either in 6.1b(3) for service and process
improvements or in 6.1c for innovation.
4.2 Knowledge Management, Information, and
Information Technology
4.2a Organizational Knowledge
4.2a(1) Knowledge Management
SKSU manages organizational knowledge using
the Knowledge Management Process shown in
Figure 4.2-1. This process ensures the availability
of reliable and valid information to enable SKSU
to make informed decisions and to provide inputs
for organizational learning.
Figure 4.2-1: SKSU Knowledge Management
Process
Identify knowledge requirement
Check existing org knowledge
No Identify external
data source and
Available? mechanism to
obtain
Yes
Collect knowledge
Transfer knowledge
No
Evaluate
Effective? Problems
Yes
Identify and implement as best practice
Assimilate new knowledge into
organizational knowledge assets
For example, SKSU collects workforce knowledge
and stores it in the HRIS. It transfers the tacit
knowledge through in-house training, seminars,
workshops, small group discussions, and
mentoring, while explicit knowledge is transferred
through University-recognized multimedia
platforms. The SKSU L&D system facilitates the
evaluation of in-house training, seminars, and
Sultan Kudarat State University

workshops and identifies those activities that are Annual Report

effective to attendees, as discussed in 5.2b(2).
Furthermore, it identifies best practices and 4.2a(2) Organizational Learning. SKSU
coordinates with Division Heads for any employs various activities to use knowledge and
associated action plans. L&D keeps the resources to embed learning in the University
documentation of all the activities for recording operations. It identifies training and other learning
and storage purposes. & development interventions from the data
collected by each division. The divisions hold in-
SKSU Divisions access data from various InfoSys house training workshops and utilize SKSU
and or office files to blend and correlate data to experts to encourage senior staff to train or mentor
create new knowledge. For example, in 2020, the juniors. SKSU also employs the sharing of best
Office of the VPAA conducted a Training Needs practices as discussed in 4.1c(1). This culture of
and Assessment (TNA) (SKSU-SP-HRMD-002) sharing prevents organizational knowledge from
to categorize faculty according to the type of ending up in silos and instead is fed back into a
training they needed for the Blended Instruction system of continuous learning, development, and
Enhancement and Capacity Building. The Office innovation. This initiative in organizational
of the VPAA analyzed the data and the results knowledge is grounded in the strategic direction of
aided them in identifying groups who needed the University shown as Strategic Objective 5 in
instructions on (a) Online Training and (b) Module Figure 2.1-3.
Making, and then identifying the faculty who are
considered highly skilled and experts in those Embedding of learning in the organization is best
areas so that they can provide the training. exemplified in 2020, when CHED mandated
Blended Instructions to facilitate classes under the
The means to transfer relevant knowledge to and new normal. The Office of the VPAA assessed the
from students, other customers, suppliers, partners, capability of the faculty using data blending as
and collaborators are shown in Figure 4.2-2. discussed in 4.2a(1). They conducted a series of
Figure 4.2-2: SKSU’s Sources of Knowledge, training for the faculty according to their needs.
Collection and Transfer Processes As a result, 150 Modules were created by the
Sources of
Process to faculty and an LMS, created by a recognized
Data collected transfer
Knowledge
knowledge
SKSU expert, is now being utilized by the
Human  Workforce profile  In-house University.
Resource  IPCR Training
Knowledge  OPCR  Conferences
 PDS  Meetings 4.2b. Data, Information and Information
Student/  Student profile  Student Technology
Customer  Student and Training 4.2b (1) Data and Information Quality
Knowledge Parent  Conferences
SKSU manages electronic and other data and
Satisfaction  Publishing
survey articles in information through the mechanisms shown in
 Yearbook data SKSU Figure 4.2-3, to ensure the accuracy and validity,
 Alumni tracer website, in integrity and reliability, and currency and
Study newsletters,
student security of the data. 
publication
Supplier  Bidding  Basis for Figure 4.2-3: SKSU Mechanisms to Ensure
Knowledge Documents awarding of
 Bid Evaluation projects Data and Information Quality & Security
Report PROPERTY MECHANISM
 Post Evaluation User Trainings
Report Accuracy and
Partner  Project Profile  Publishing Validation of data
Validity
 Monitoring Data articles in Standardized data entry items
 Evaluation and SKSU
Research of software, hardware specs
Assessment website, in
newsletters, Integrity and Monitoring and preventive maintenance
Annual Report Reliability Standardization and uniformity of
Collaborators  MOA  Publishing software
 MOU articles in Currency Daily updating
 Contracts SKSU
website, Security and Firewall protection
Journals, Confidentiality Policies and procedures
26
Sultan Kudarat State University
Anti-virus software Figure 4.2-4: SKSU Data Availability, InfoSys
Network system maintenance and Accessibility
Accessibility rights within InfoSys Units InfoSys Data
Document Retention and Disposition WORKFORCE UMIS Financial Records
process RMIS Faculty Records
eLeaDs Student Records
SKSU utilized a simpler InfoSys until it acquired Website Daily Operations KPMs
and implemented the UMIS in 2019 to automate ISO Manuals, ISO
the data collection, storage, and record-keeping of Documented Info
Forms
student records. Currently, the University also uses SUPPLIERS Website University
three more Infosys. These are: (1) eLeaDs, a (Transparency Announcements
Learning Management System (LMS) launched Seal, linkage Bids and Awards Info
before the second semester of 2021, (2) the RMIS, to PhilGEPS
PARTNERS Website University
an Infosys developed in 2021 to store other data COLLABORATORS Announcements
not found in the UMIS and used as a tool to track OTHERS Reports
CUSTOMERS
the University performance, and (3) Human STUDENTS Website University
Resource InfoSys (HRIS), as an application and UMIS Announcements
eLeaDs Student Records
database for HR. Learning Materials
4.2b(2) Data and Information Security. In Bills and Payments
addition to those approaches already mentioned in The University maintains its Infosys to effectively
Figure 4.2-3, SKSU ensures the security of serve its customers. In 2020, the student records
sensitive data and information through the and billing statements were integrated in the
implementation of the policy of restrictive use of UMIS to provide easy data access. Through this
confidential records to authorized personnel only. feature, the students no longer need to meet their
Every end user and system administrator of teachers and personally get their class cards. By
InfoSys is provided with corresponding access logging in to their personal account, they can
rights and a level of restriction, protected with easily check their grades.
passwords in accessing the data stored in the 4.2b(4) Hardware and Software Properties.
system. Also, the ICT Office assigns technical SKSU capitalizes on its state-of-the-art ICT
resource personnel who manage, maintain, and facilities and networking peripherals. ICT
monitor the installed secured database server in conducts regular preventive maintenance
the University Data Center. procedures to ensure the reliability of the ICT
SKSU acquired cybersecurity tools to ensure the equipment. They also installed proper ventilation
security of online data. Authorized network users with a backup power supply using Uninterruptible
are required to store electronic data in the Network Power Supply to meet the ICT environmental
Attached Storage. ICT installed MikroTik conditions. 
RouterOS Firewall to secure NAS from viruses or As a security measure, the data center of the
unauthorized access and hacking. Web content are University is restricted to authorized technical
hosted in a secured webserver with proper backups personnel and the hardware equipment is protected
that can be accessed online anytime via the with passwords. Database storage is well protected
internet. with limited access rights provided to every user.
The Records Division manages the records that are To ensure functionality and smooth operations, the
in document form and archives them properly network administrator initiates regularly the
using a compactor. They adhere to the guidelines proper configuration of all ICT devices. An ICT
of the Document Retention and Disposition technical personnel is assigned for the
process (SKSU-DRDI-001). troubleshooting and repair of defective units.
4.2b(3) Data and Information Availability. Graphical user interfaces are well-designed to
SKSU ensures the availability of organizational ensure the user-friendliness of the InfoSys. At the
data and information through various InfoSys and same time, the University also subscribes to a high
websites. Figure 4.2-4 outlines the various bandwidth of internet connectivity in the selected
platforms where data and information can be campuses for fast and easy online access to all
accessed by different units and individuals. web applications.

27
Sultan Kudarat State University
4.2b(5) Emergency Availability. SKSU has
acquired network equipment, generators, and
software to ensure that InfoSys and the website are
operational in times of emergency. Each campus is
provided with database and application servers for
decentralization of data with redundant hardware
and network equipment. This system ensures that
data are stored in the University Data Center. If
the UDC crashes, the ICT can retrieve data from
the campuses. Uninterruptible power supplies and
generators are installed to ensure the uninterrupted
availability of the InfoSys to students and the
University. SKSU also hires skilled ICT staff to
provide technical assistance in case of hardware
failure.
Moreover, the data stored in the database is
regularly backed up using cloud computing
technology. Software installers and patch-ups are
also provided to be used in case of a system crash.
Configuration of network equipment is done to
accommodate multiple Internet Service Providers
with bandwidth balancing. This equipment enables
failover for continuous internet connectivity.
For other data and information, the University
maintains a compactor to store records. The
registrar, HR, and QMS house compactors are
properly installed to store important documents
that can be accessed by authorized personnel only.
CATEGORY 5 – HUMAN RESOURCE
5.1 HR Capability and Capacity
5.1a(1) - Capability and Capacity. SKSU
assesses HR capability and capacity by working
with the University Five-Year Human Resource
Development Plan (UFYHRDP) generated by the
campus directors based on the program needs. For
the capability needs, SKSU considers the job
descriptions and other requirements like
educational attainments required in the
Recruitment, Selection, and Placement (RSP)
Process. The skills and competencies are assessed
for teaching and non-teaching personnel through
scheduled employee evaluations, the IPCR,
OPCR, and Faculty Evaluation (FE) in different
colleges. Certificates are evaluated through the
HRDP basis of the National Budget Circular
(NBC) 461 – Compensation and Position
Classification Plan, merit promotions, and salary
adjustments for non-teaching staff. Moreover, bi-
annual Faculty Performance Evaluations are
conducted to evaluate the teaching effectiveness of
the faculty. During these evaluations, students,
28
peers, self and superior give their respective
ratings of which the results are conscientiously
discussed by the superior and the concerned
personnel. Results of evaluations (Figure 7.3-9)
are tackled during the Performance Management
Team (PMT) meetings. Finally, teaching
personnel meets the education requirements for
faculty pursuant to CSC MC 22 series of 2016 to
ensure HR capability.
In alignment with SKSU’s Strategic Objective No.
5, “Sustain strong leadership and good
governance” (Fig. 2.1-3), HR capacity is assessed
using the following key performance indicators
(KPIs): (1) Employee retention rates (Figs. 7.3-7
& 7.3-8) – the increased employee retention rate is
primarily due to the increase in the number of
scholarship grants granted (Fig. 7.3-20) ; and (2)
Days to fill a vacancy – complies with CSC MC
24, 2017 also known as the Omnibus Rules on
Appointment and Other Human Resource Action
(ORAOHRA) where a vacant position is filled
within 90 days from the day of publication and
posting of the vacancy (Fig. 7.3-12). Staffing level
is determined by the staffing plan. The Revised
Organizational Structure Staffing Standards
(ROSSS) have been submitted to the Philippine
Association of State Universities and Colleges
(PASUC) and to the Department of Budget
(DBM). To enhance the efficiency and
effectiveness of the HR that affects both capability
and capacity, SKSU adapted the Program to
Institutionalize Meritocracy and Excellence in
Human Resource Management (PRIME-HRM) of
the Civil Service Commission. It is a mechanism
that empowers government agencies through
developing their HR management competencies,
systems, and practices toward HR excellence
through the four pillars, namely (1) RSPP, (2)
Learning and Development (L&D), (3)
Performance Management System (PMS), and (4)
Rewards and Recognitions (R &R). Recently,
SKSU has just been awarded the level II
certificates in the PRIME HRM, particularly, the
L&D and PMS, and still working on the two
pillars to be certified. Figure 5.1-1 is the PRIME
HRM Model.
Figure 5.1-1: PRIME HRM Model
Sultan Kudarat State University
5.1a(2) New HR Members. SKSU’s recruitment
of new personnel is based on the campus needs
following the ORAOHRA, which includes posting
of vacancies on bulletin boards, websites, and
other platforms. In this time of the pandemic, the
Interim Guidelines on Appointments and Other
Human Resource Actions (IGAOHRA - CSC MC
No. 14, s. 2020) was released to assist in
recruitment (SKSU-SP-HRMD-00). Selection of
personnel is made through interviews, competency
examination for non-teaching positions, teacher’s
demonstration for teaching applicants, and
psychological assessments. It applies the KSA
(knowledge, skills and attitude) requirements in
hiring to ensure the competence of applicants. The
background investigation, as part of the hiring
process, is enhanced by adding a psychometrician
to the team beginning in the first quarter of 2021.
In placement, the onboarding program of newly
hired employees is done; this includes their
presentation on the Executive Committee
(EXECOM), Academic Council (ACAD), and the
Board of Regents (BOR) meetings for all new
hires. The newly hired employees take an oath and
sign a pledge of commitment. Personnel
orientation is also done, which includes a
discussion of the four-fold functions of the
University, SKSU’s core values, job orientation,
policies, NBC 461, HR evaluations, benefits,
evaluation system, and incentives. For external
motivation, all new hires are reminded of the
benefits, incentives, recognitions, and rewards that
they are entitled to as shown in Figure 5.1-4. They
are also coached by their supervisors for any
problems they may encounter so that new hire
retention rate is enhanced.
The retention of new teaching employees is
fostered by giving them administrative functions
to enhance their capabilities and knowledge. There
is 100% retention rate for all newly hired teaching
(2 years probationary period) and non-teaching (6
months probationary period) personnel since 2018.
Moreover, personnel are also encouraged to join
the research and extension (R&E) in-house
reviews (annual presentation and planning
workshop of R&E) to engage themselves in R&E.
For external motivation, all new hires are
reminded of the benefits, incentives, recognitions,
and rewards that they are entitled to as shown in
Figure 5.1-4. They are also coached by their
supervisors for any problems they may encounter
so that new hire retention rate is enhanced. To
ensure that SKSU’s human resources represent the
29
diverse ideas of its hiring and student community,
Equal Employment Opportunity Principles
(EEOP) of CSC C 24, s. 2016 is observed. In
addition, SKSU adopts the principle of Sexual
Orientation Gender Identity and Expression
(SOGIE) to enrich and diversify its culture.
5.1a(3) HR Work Accomplishment. HR is
organized and managed in Work Groups that are
aligned with SKSU’s key work systems, namely
(1) Management System (MS); (2) Client –
Oriented System (COS); and (3) Support System
(SS) (Figure 6.1-1) SKSU’s organizational work is
accomplished based on the strategic plan and its
project outcomes that are used to achieve the
mission and vision and are reflected in the OPCR
and IPCR. Accountability for accomplishing the
work of the organization based on the OPCR and
IPCR is established through the regular
management reviews discussed in 4.1b. SKSU
capitalizes on its core competencies in organizing
and managing the human resources by outsourcing
work that is better accomplished by suppliers and
partners based on their own core competencies. To
reinforce a focus on students and student learning,
the personnel are trained through the L&D system
to be equipped with the necessary skills for them
to impart their expertise and knowledge to the
students. In 2018, for example, the SKSU
Learning Resource Center was upgraded into a
system through the Online Public Access Catalog
(OPAC) to enhance students’ learning where
resources such are books, journals and other
references are available. As students are actively
involving in research, their outputs are presented
in local, national, and international paper congress
through the guidance and advice of the trained
human resources. To exceed performance
expectations in organizing and managing the
human resources, SKSU’s SLs motivates the
human resources to perform at their best through
the Program on Awards and Incentives for Service
Excellence-Annual Conferment Medal of
Excellence (PRAISE ACME). By using the IPCR
and OPCR as bases for performance, the personnel
who demonstrate good performance are rewarded
and recognized. Moreover, the University
President and the other SLs continually boost their
morale to encourage high performance in the
workplace.
5.1a(4) Workforce Change Management. SKSU
prepares its HR for changing capability through
scholarships and training grants, exposure to
administrative functions by being the head of a
Sultan Kudarat State University

certain campus/office, and participating as Cate- Program Key Perf. Targets

members of the different committees to assist in gory Measures
Symposia/health- No. of symposia 5
the decision-making process for both teaching and

HEALTH
related activities /health- related
non-teaching personnel. For changing HR capacity activities
needs, SKSU prepares for it by following the conducted
Health Services Percentage of 50 %
UFYHRDP so that the human resources are Medical & Dental students and
prepared for both periods of growth or reduction. (SKSU-COP-HEAS- personnel who (as per
For example, teachers are taught and trained to 01) availed MFO)
Health Consultation Number of As need
handle different subjects so that in cases of staff & First Aid Consultations arises

Health
reductions or even just with the absence or Administration
unavailability of designated teachers, continuity of (SKSU-COP-HEAS-
002)
instructions can be assured. To address the Accident insurance % of claims 100 %
immediate needs of the campuses and of the Presence of Retainer Number of 7
organization in general and to ensure the Physician/Dentist, Skilled workers
continuity of services whenever personnel retire, School nurses, and
Clinic in charge
resign, or are on extended leave, the HRMDO
prepares a succession plan, a sample of which is
shown below:
General Security Number of 0
Fig. 5.1-2: SKSU Succession Plan for

SECURITY
Protocol/Incoming & incidents
Retirement Outgoing (SKSU- SP-
GSSU-12)
Retired Staff Filled Available HR
Scheduled roving of Number of 0
and Faculty in positions 2020
security personnel; incidents
2020 with
Designation Personnel travel Number of 0
outside incidents
1 PhD/EdD Filled/ replaced 60 doctorate Presence of Security Number of 56
certifications as of 2020 Personnel (24 hours) Security Guards
SKSU QR ID Compliant 100 %
4 Masters Filled/replaced 242 masters as of 2020
SKSU. website posted No. of views Increasing
4 Staff Filled/replaced 49 JOs and casuals hired health protocols visited daily (baseline
as of 2021 3000
views)
The University Five-Year HRDP and the Clinics/infirmaries No. of 7
succession plans are improved by implementing functional clinic
ACCESSIBILITY

Oval field for Maintained 4x a year

the re-entry plans of scholarship grantees. In 2020, evacuation; evacuation area
eight reinstated scholars were entrusted with Dormitories Percentage of 80 %
designations upon acquiring their doctoral degrees. established
/existing
The newly reinstated faculty suffice for the needs Ramps & Fast Lanes Compliant 100 %
of the University when leaves of absence, (for PWDs, Senior
retirement or resignations occur. In cases where no Citizens & Pregnant
Women)
qualified personnel are available to replace a Free Transportation No. of utilized 7
vacant post, an overload pay is given to the vehicle
teaching personnel who handles the subject loads All new employees undergo medical
beyond his/her individual workload. The hiring of examinations. For personnel on travel or are
COS or part-time instructors is also considered in deployed to field areas such as rice fields, clinical
such cases. Finally, to address potential employee exposure, research, and other external activities,
reductions, NBC 461 and merit promotions are they secure a travel order duly approved by the
implemented. University President and the University Health
5.1b Workforce Climate Response Team (UHRT) for guidance and
5.1b(1) Workplace Environment. SKSU ensures advisory prior to travel. Moreover, because of the
the health, security, and accessibility of the existence of hazardous chemicals and the risk of
personnel through various approaches, as shown in accidents, the following measures are observed for
Figure 5.1-3 and the results are reflected to Figure both personnel and students: (1) observance of
7.3-14 to 17. UHRT protocols especially in the University
laboratories such as the use of gloves, masks and
Figure 5.1-3: Health, Security, Accessibility other PPEs; laboratory guidelines in terms of
30
Sultan Kudarat State University

appropriate waste disposal, disinfection, and Code

Terminal Leave Art 111, Retirement benefits
laboratory use are indicated in the laboratory Benefits University
operations manual; (2) availability of fire (Retirement) Code
extinguishers in the areas, (3) installed functional For services and benefits provided under the
shower rooms for possible chemical burns, and (4) University Code, a review committee deliberates
posting of proper signages in strategic locations. and presents these in the EXECOM and ADAC
5.1b(2) - HR Benefits and Policies SKSU HRs meetings. The SKSU President then endorses the
enjoy the University services and benefits (Figure proposal to the BOR for approval. The services are
5.1-4) and the results are reflected to Figure 7.3-18 designed to cater to the needs of the diverse HR
that are tailored to the different HR segments and and each HR group, regardless of culture and
given to them in accordance with existing policies orientation. The Collective Negotiation Agreement
of the CSC, Executive Orders, DBM Circulars, (CNA) bonus shown in Figure 5.1-4 are based on
Republic Acts, and the University Code. the decisions of the Faculty Association (FA) and
the Non-Teaching Employees Association
(NTEA), the two personnel organizations
Figure 5.1-4: Services and Benefits of SKSU recognized by SKSU that protect the employees,
HR exercise their welfare, grant their privileges, and
also motivate them to work effectively and
Services Policies Beneficiaries
13th Month Pay PD 851 Annual monetary
efficiently. To fast track the transactions in
benefits for permanent services, since 2018, the office has transformed
personnel and enrolled the processes in the ISO system
ACA/PERA/ Sec 55, Rule Monthly incentives for
RATA XVI (EO-292) permanent personnel
where data banking has been established and
Administrative Art 87, Promotion of non- enhanced, such as leave records, performance
Support Services University teaching personnel management system (SKSU-SP-HRMD-005),
for NTP. Code application for institutional scholarship programs
Cash Gift Section 6, Incentives for employees
DBM 2016-4 every December (SKSU-SP-HRMD-004), application for
Clothing Section 50, RA Uniform allowance for retirement (SKSU-SP-HRMD-006), and payment
Allowance 10964 permanent personnel of terminal leave benefits (SKSU-SP-HRMD-
CNA Bonus DBM 2019-5 Incentives for the FA
and NTEA every Dec. 007).
Dental and Article 104, Free dental and medical
Medical Services University services
5.2 Human Resource Engagement
Code 5.2a HR Engagement and Performance
Fitness and Article 104, Employees of SKSU. 5.2a(1) Organizational Culture. The University’s
Wellness Gym University tagline “SKSU works for success” helps drive and
Code
Hazard Pay AO 26-2020 HR working amidst build an organizational culture that embraces its
hazardous activities core values. Fig. 5.2-1 shows the various practices
Increment for JO, Article 94, Salary adjustments for aligned with SKSU’s values that foster an
COS. University JOs and COS personnel
Code organizational culture characterized by open
Leave Credits CSC MC 41, For permanent HR communication, high performance, and an
1998 engaged and empowered workforce benefiting
Monetization of Section 23, For personnel who have
VL and SL CSC MC 41- a financial emergency from its diversity.
1998 need
NBC 461 for Article 87, Promotion of permanent
Fig. 5.2-1: SKSU Drivers, Values, and Practices
Teaching University faculty members Drivers Practices
Personnel Code Open HR attends University activities; employees’
PBB Incentives EO No.80 s For permanent personnel communication orientation, a day with an HR program monthly
2012 & AO 25 High HR works accordingly based on their
Productivity Section 6, EO HR except for JOs and performance IPCR/OPCR, and high performance is rewarded
Enhancement 201 COS. with PRAISE ACME
Incentive (PEI) Engaged HR perform duties even in times of holidays,
Remittances of Art 108, HR contributions avail human pandemic even without designations and
GSIS, S.S.S., Phil University the benefits resource without additional compensation
Heath, Pag-IBIG Code Benefits from HR engage in meetings/activities such as A Day
Research and Article 69, HR engaged in research the diverse HR With An HR Program, EXECOM meetings.
Extension University and extension projects They speak, share their skills, and work for
Incentives Code their own styles, SKSU publication promotes
Scholarship and Art 101, Permanent HR. transparency
Training Benefits University
31
Sultan Kudarat State University
Empowered HR are empowered through designations such system, training and development, and
HR as program heads, unit heads, involvement in
decision-making & participation in meetings
compensation management, as drivers of
engagement, are found to be very satisfactory.
5.2a(2) Drivers of Engagement. The key drivers
5.2a(4) Performance Management. The Strategic
of workforce engagement at SKSU are determined
Performance Management System (SPMS) is used
through an online HR survey. From the list of
to measure HR performance. It supports high
thirty engagement factors based on the published
performance by rewarding those who achieve
research on employee engagement, the personnel
above very satisfactory ratings in the IPCR/OPCR.
across all campuses and human resource groups
Personnel needing capability enhancement are
and segments are asked to select ten (10) of their
assisted through coaching and mentoring. The
most important factors at work. They are then
office, which has the highest OPCR performance,
asked to rate those ten factors from 1 to 10, 1 being
is also recognized through PRAISE ACME. The
the most important and 10 being the least
performance evaluation of the teaching and the
important. The results are consolidated and the top
non-teaching staff (SKSU-SP-HRMD-05) is
ten responses are chosen. These key drivers of
standardized to enhance motivation and
engagement [P.1a(3)] become the basis of the
engagement in accordance with the SPMS. SKSU
human resource engagement survey used for all the
supports and reinforces HR engagement through
human resource groups and segments, as discussed
scholarships, salary adjustments, and employee
in 5.2a(3).
promotions and recognitions. Three personnel
5.2a(3) Assessment of Engagement. As noted, the were recognized as best in the Initiative Award
key drivers of HR engagement are used as the and Best Practice Award for introducing
basis of questions crafted in the online survey used innovations (intelligent risk-taking). As part of
to assess the SKSU’s HR engagement and innovation, the online survey on the mode of
satisfaction (QRDI-SP-HRMD05-014). Questions teachings during the pandemic was also conducted
related to leadership communication and trust in which shows that most of the students are prepared
the same survey are also used as one of the for flexible learning. Students are taught using
approaches to assess SLs’ performance (QRDI-SP- both modular and online platforms to ensure
HRMD05-015). Results of the HR engagement learning. These action plans are reinforced through
and satisfaction surveys are shown in Figure 7.3- series of meetings and consultations with the
18. Informal methods of assessing HR engagement teachers.
and satisfaction include monitoring absenteeism
5.2b Workforce and Leader Development
and tardiness. Another indicator for HR
5.2b(1) - Learning and Development System
engagement is the HR retention rate. SKSU
SKSU’s L&D system supports the organization’s
promotes retention by ensuring that personnel
HR needs by developing the capability and
health, security, salary increases, and incentives
capacity of the human resources in terms of
are given preferential attention, and the reward and
professional advancement by enforcing the
recognition system is appropriately implemented.
UFYHRDP, and the full implementation of the
The number of HR grievances is another indicator
NBC Cycle 7-A as its short-term plan. The short-
for HR engagement. A process (refer to Grievance
term and long-term HR plans are highlighted in
Mechanism - SKSU-MP-OPAC-004) is in place to
2.2a(4). Through the UFYHRDP (AOS), SLs
address HR grievances, with the corresponding
support the operations of SKSU by designating
results shown in Figure 7.3-4. SKSU prioritizes the
potential leaders in their relevant positions. SKSU
productivity of HR, as it is also indicative of HR
develops experts in technical fields to enhance the
engagement. Workforce productivity can be
core competencies, meet its strategic challenges,
assessed through achievements reflected in the
and achieve the short and long-term action plans
IPCR/OPCR. In addition, a survey on
and the IPCR/OPCR. SKSU’s L&D system
Intergenerational Workplace in SKSU (Palapos et
provides different learning interventions and
al., 2018) was conducted, and results become the
motivates HR with institutionalized, local, and
basis of a management policy intended for the
foreign-assisted scholarships (SKSU-SP-HRMD-
multi-generation HR of the University. Another
004) among others. The L&D system supports
study on the Impact of HR Management on
organizational performance improvement,
Organizational Performance of SUCs in Region 12
organizational change and innovation through the
(Yasin, 2019) showed that the SKSU reward
conduct of needed training, as well as engagement
32
Sultan Kudarat State University
and satisfaction surveys and using the results to
identify opportunities for improvement and
innovation. SKSU supports ethics and ethical
business practices by embracing its core values,
providing ethics training for new hires, and using
rewards and recognition for exemplary
performance. To improve the focus on students,
for example, internships of students in the College
of Agriculture and Hospitality Management are
performed abroad. Students are properly trained
for national and international competitions such as
Enactus (student enterprise contest), Mathematical
Olympiads, National Schools Press Conference
(NSPC) and others. The University Resource
Center is improved to provide students with new
learning materials. Similarly, for other customers,
the system keeps an eye on the implementation of
the Citizen’s Charter and ARTA. Departing or
retiring personnel are no longer given subject
loads and other responsibilities at least three
months prior to the date of the retirement for
succession planning purposes that helps ensure the
transfer of knowledge to successors. The grant of
scholarships, coaching, mentoring, and skills
development are well practiced to ensure the
reinforcement of new knowledge and skills on the
job.
5.2b(2) - L&D Effectiveness. SKSU evaluates the
effectiveness and efficiency of its L&D system
based on Kirkpatrick’s Four-Level of Evaluation
Model as shown below in Figure 5.2-2.
The objective for HR is to acquire intended
knowledge, skills, attitude, behavioral change,
confidence, and results. After an L&D
intervention, surveys of participants are conducted
to get their reaction, and satisfaction with the
content, resource
Figure 5.2-2: Kirkpatrick’s Four-Level of
Evaluation Model
speaker, learning modality used, and facilitation of
the activity (Kirkpatrick’s Level 1) The evaluation
is conducted by L&D and results are bases for
improvement of the L&D intervention. The
conduct of pre-test and post-test L&D assessments
is used to evaluate knowledge and learning gained.
These tests participants acquired learnings after
33
the training (Kirkpatrick’s Level 2). The behavior
stage refers to the application of learning, as it
addresses the desired change, and is evaluated by
the participant’s supervisor on the job, who
observes participant behavioral changes at work as
a result of the L&D intervention (Kirkpatrick’s
Level 3). Trainees are required to re-echo the
learnings. Coaching and mentoring are also done,
based on the needs, to ensure transfer of
knowledge, gained from the L&D intervention, to
on-the-job application of the knowledge. The
results stage refers to the achievement of direct
results of the L&D intervention, as it measures the
results by identifying notable impact to the
organization (Kirkpatrick’s Level 4). The surveys
resulted in high HR engagements (Figure 7.3-19)
and these results are monitored to sustain the
engagements.
5.2b(3) Career Progression. SKSU manages the
career progression of the human resources by
providing them scholarships and trainings (SKSU-
SP-HRMD-003). For other interventions, SKSU
supports career development through sustaining
the local and international linkages in research.
The teaching and non-teaching personnel are
enjoined to present researches in refereed journal
such as Scopus (digital journal). Moreover, SKSU
also reinforces career advancement for teaching
personnel by registering their inventions and
innovations to be accredited through IPO-
Philippines. Copyrighted, patented and utilized
models from their researches are rewarded with
the PRAISE ACME. For non-teaching personnel,
job immersion is done to prepare the personnel in
their future job. Personnel in management tracks
are also recommended to attend DAP’s managerial
courses. The conduct of training needs assessment
analysis (SKSU-SP-HRMD-02) contributes to the
career progression of the HR. For those in
leadership positions, SKSU carries out the
succession plan by reviewing it annually through
the year-end review, planning workshops, and
meetings participated by key officials, including
student regents (student representatives), and the
teaching and non-teaching personnel. The
succession plan sustains SKSU’s operations and
the delivery of its mandates. Candidates for
leadership positions are endorsed by the OP and
subject to the BOR’s approval.
CATEGORY 6 – OPERATIONS
6.1 Work Processes
6.1a(1) Program, Service, and Process
Requirements. The Sultan Kudarat State
Sultan Kudarat State University

University-Work System Model (SKSU-WSM) new education program. The Office of Curriculum
illustrates how the University operates as an Review, Monitoring and Evaluation facilitate its
organization. The four-staged cycle model of implementation for continual improvement. The
PDCA directs the operations of the Key Work University key work processes (KWP) and their
System (KWS) individually and integrally. The corresponding key requirements are listed below:
process of identifying the requirements for key Figure 6.1-2: SKSU Work Systems & Key
Educational Programs and Services and Work Process Key Requirements Target results
Processes begins with understanding the needs and
KEY
expectations of students and other customers WORK KEY WORK PROCESSES
KEY
REQUIREMENTS
[Figure 3.1-1 and 3.2a(1)] through various SYSTEMS
Operational & Quality Quality, Efficiency, and
methods (Figure 3.1-2). These needs and

MANAGEMENT
Planning and Control Accuracy

SYSTEM (MS)
expectations are translated into key requirements Results-based Performance
Management System
using the PDCA Process in accordance with the (RPMS)
SKSU-WSM. Communications
Client Satisfaction
Figure 6.1-1: SKSU Work System Model Continual Improvement
Classroom Management Timeliness, Meet all
(SKSU-WSM) accreditation standards
Opening of New Curricular Efficiency

CLIENT-ORIENTED SYSTEM (COS)

Program
Supervision of FS, PT, OJT Meet student
(Local & Abroad) requirements,
Conduct of Off-Campus Accuracy
Activities
Graduate Program Services Quality, Meet all
accreditation standards
Research Development and Compliance to
Extension (RD&E) Services NHERA, PHERA, and
CHED; RD&E
Engagement
Production Sustainability
Students Affairs Services Meet student needs
(Admission & Enrolment,
Medical & Dental, Library,
Guidance & Scholarship
Services)
Support to BOR & OP Quality
SUPPORT SYSTEM

General Services Meet customers’ needs

Plan: The University assigns a committee who Administrative Services Timeliness, Access to
(HRM&D, ICT, Infrastructure Services
conducts environmental scanning. The committee
(SS)

& Procurement)
considers the ff.: 1) internal – faculty, facilities, Finance Services
Compliance with
Regulations, Accurate
learning materials; and 2) external – the needs of Fiscal Operations, and
the community, sectors and employability. Customer Satisfaction
Note: For Key Performance Measures and Key Result, refer to
Additionally, best practices are identified through Figure 2.1-3
benchmarking. Do: The committee crafts a
proposal based on qualification standards set by 6.1a(2) Design Concepts. SKSI designs its
the CHED-Memorandum Circulars and Order, educational programs and services using the
AACCUP Survey Instrument, and other agencies concept of Work Systems (Fig 6.1-3) where
or sectors. Key educational program and service internal work processes are combined with
and work process requirements based on these external resources to create programs and services.
standards, student and stakeholder needs, and Figure 6.1-3: Work System Example of Client
comparative data and benchmarks, are stated in the Oriented System
study. The committee presents the Feasibility
Study in the academic meetings and eventually,
conducts consultation meetings with the
stakeholders. Check: Suggestions from
stakeholders are considered, integrated, and
presented in the ADAC Meetings for endorsement
to the BOR. The approved education program is
submitted to the CHED for further evaluation. Act:
Once evaluated, SKSI implements and adopts the
34
Sultan Kudarat State University
 Risk
assessm
D  Co  Attendance to  Com  Con
ent,
O ns education plian sider
public
ult and training ce to ation
service
ati  Conference CHE to
continuit
on with SKSU’s D Fee
y plan
wit relevant requi dbac
(PSCP)
h subject rem k
consider
IT matter ents from
ations,
ex experts, (CO Stud
emergen
pe senior PC/ ents,
cy
rts, leaders, COD Cust
processe
su Knowledge / ome
s, HR
ppl Manageme RQu rs,
capabilit
ier nt (KM) AT) Clie
y and
The work processes, on the other hand, are s Systems, ISO, nts,
capacity
an library of AAC Ben
designed or redesigned based on the SKSU-WSM d publications CUP chm
consider
ations,
(Figure 6.1-1) and using the following five steps: pa & arks,
process
rtn resources, Best
first, the appropriate work system is selected to see ers ISO Prac
redunda
ncy,
if there are similar work processes that can be processes tices
training
adopted; second, expected outputs and for agility
requirements are determined using student
C
listening and feedback mechanisms, regulatory H
requirements, comparative data and benchmarks, E Presentation: Stakeholders, EXECOM, ADAC, BOR
consultative meetings, and supplier and partner C
K
inputs, among others, as described in Figure 6.1-1
and 6.1a(1); third, the PDCA process is used by A
the process owners in translating these inputs into C Implementation; Periodic Review
T
proposed work processes; fourth, these proposed
work processes are reviewed during MR and are 6.1b Process Through operational
forwarded to Council meetings where appropriate Management planning, SKSU’s
for evaluation and subsequent approval and; fifth, operation of day-to-day
the work process is implemented and subjected for 6.1b(1) Process work processes meets
review and evaluation. Implementation. key process
SKSU differentiates requirements (Figure
SKSU incorporates new technology, operational planning 6.1-2) by establishing
organizational knowledge, program and service from strategic planning Key Performance
excellence, customer value, and the potential need based on the following Measures (KPMs)
for agility into its programs, services, and figure: (Figure 2.1-3)
processes as shown in Figure 6.1-4. For following the
mechanisms adopted by the University in response Figure 6.1-5: SKSU requirements in KWS
to the teaching-learning landscape brought about Organizational (Figure 6.1-1). Results
by the new normal education, please refer to Planning of the work processes
Figure P.1-1. are monitored by
process owners and any
deviations from process
Figure 6.1-4: SKSU Work Process Design requirements are
Considerations investigated to improve
the processes so that
PROG
RAM
key process
NEW ORGNIZATIO AND CUSTO POTENTIA requirements are met.
TECH NAL SERVI MER L NEED SLs monitor KPMs and
NOL KNOWLEDG CE VALUE FOR
OGY E EXCE AGILITY key results on a
LLEN predetermined schedule
CE
to ensure that the
P Committee Composition (Environmental Scanning); Bench
desired performance
L Marking level is being attained
A based on the OPCR of
N
heads from the
35
Sultan Kudarat State University

different campuses and These daily operations are responsible for the and viability in the
divisions. They discuss are monitored in two educational program delivery of excellent
these results with their ways: (1) the and service delivery. services to students,
personnel based on immediate supervisor The key support and other customers.
their respective IPCRs ensures that employees processes are identified 6.1b(3) Service and
and under a unit/division in Figure 6.1-2 as Process Improvement
OKRAPISPATRES deploy services components of the Outputs of work
[2.1a(1)]. These guide anchored in their Support System. The processes are reviewed
for personnel in Individual Performance University follows the for consistency in
delivering and Indicators (PIs) with PDCA process meeting requirements,
accomplishing their corresponding indicated in the WSM and if there are
given tasks based on evaluation criteria to (Fig. 6.1-1) and differences between
key process meet minimum explained in 6.1a(1) to expected and actual
requirements. An performance standards; ensure that these results, improvements
example of how SKSU and (2) SKSU’s PMT processes meet key are implemented using
ensures that the day-to- employs performance support requirements. the PDCA cycle. The
day operations meet the measures as elaborated Similarly, key support work processes are
key process in 2.2.a(5). In processes are monitored and
requirements is by improving SKSU’s Key monitored and checked observed over a longer
monitoring work Work Processes on a day-to-day basis time period, and
process output using (KWP), the key using the same outputs are compared
various modes of performance measures approach discussed in against targets (e.g.,
verification shown in (Figure 2.1-3) are 6.1b(1) for key Process Cycle Times
Figure 6.1-6. evaluated vis-à-vis the processes. Coordination published in the
in-process measures meetings are carried
Figure 6.1-6: Sample Citizen’s Charter) to
that are evaluated on a out between those
of Work Process see if the results
daily, monthly, responsible for key
Monitoring generated are stable
semestral, and annual work processes and and consistently
WOR WORK MOD basis as applicable. The those for key support meeting targets. If not,
K PROCES ES Records & processes to ensure
SYST SES OF investigations are
Management effective and efficient
EM VERI conducted to determine
FICA Information System implementation and
TION the extent of variability.
(MIS) is updated in delivery of programs Root causes are then
response to the and services to students
MAN Communi Proof determined and
AGE cation of continual improvement and other customers.
MENT and Client Recei analyzed so that
of KWPs. These
Satisfacti pt appropriate solutions
on Feed measures are SKSU ensures that all are implemented to
back undertaken by the work processes under
Form prevent recurrence of
University on a cyclical its Support System are variable results. Using
CLIE Classroo Class basis to ensure quality responsive to all this approach,
NT- m Atten in SKSU’s outcomes requirements in
ORIE Managem dance improvements of work
and the performance of supporting SLs in the
NTED ent
Librar processes enhance
educational programs governance of the
and y SKSU’s core
Student Utiliza and services. University. As the competencies with the
Affairs tion University remains implementation of
Services
6.1b(2) Support guided by its four-fold repeated cycles of
SUPP Finance Issua Processes. SKSU functions, the PDCA.
ORT Services nce determines key support employment of the
Recei
pt processes based upon SWOT/TOWS strategic 6.1c Innovation
the needs and alternatives anchored Management. The
expectation of students, on (SKSU-MP-QPAC- University's
Note: Modes of verification are
AOS. other customers and the 001) enables the SS-SP management of
faculty and staff that to respond to the gaps innovation is largely
classified into two
36
Sultan Kudarat State University

perspectives: applied in the three WS and target In 2018, SKSU

institutional and Development Stage KPMs. Some of these identified the cycle
unit/division/individual where details of the innovations are shown time for each ISO-
. These innovations are proposal are elaborated. in Fig 7.1-14. enrolled process
made possible with the The concerned offices categorized under MS,
6.2 Operational
changes and are gathered to allow COS or SS in reference
Effectiveness
opportunities present in collaboration and to SKSU’s KWS.
6.2a Process
Figure P.2-1 and follow integration of the Under the University’s
Efficiency and
the different stages as proposal vis-à-vis SPMS, process owners
Effectiveness. The
indicated below in the existing processes. monitor the following
projected overall costs
SKSU Innovation After these two stages criteria as prescribed by
of operations are
Management Model comes the Approval the PMT: Quality,
prepared through a
(Figure 6.2-1). Stage where ADAC Efficiency, Timeliness,
budget proposal one (1)
Figure 6.2-1: SKSU grants endorsement to and Accuracy. These
year before the
the BOR. The Budget criteria ensure that
Innovation implementing year.
Allocation Stage comes offices and individuals
Management Model During preparation of
next into play where deliver programs and
the budget proposal,
several factors are services with
different personalities
considered [2.2a(3)]. guaranteed
(students, faculty, other
The last stage is the productivity,
stakeholders) are
Implementation Stage efficiency, and
consulted so that the
where the concerned effectiveness. These
actual expenses shall
office evaluates
Stage the performances are
Implementa-tion
BudgetPlanning
Develop-ment Stage
Allocation
Approval Stage
Stage not exceed the allotted
innovation and reviewed every
budget. In addition,
recommends its semester by immediate
Divisions are allotted a
continuation or supervisors, SLs and
corresponding
termination. the PMT [2.2.a(5)], and
percentage for budget
Division/Unit/ are subject to the
allocation to address
Individual Perspective: performance
the needs of their
The proposal or improvement process if
Institutional proposed programs and
opportunity is directly gaps are identified
perspective: With the activities. In rare cases
implemented under the (P.2c).
use of SWOT/TOWS where all means are
head’s supervision to
analysis, SKSU exhausted and To prevent service
determine if the
establishes a core programs exceed the errors, losses, and
proposed innovation
group, either an ad-hoc allocated budget, the rework as well as to
provides significant
committee or an University-mandatory ensure process
impact. If the impact is
existing office, to study reserve fund augments efficiency and
extensive and desirable,
target key strategic any shortfall provided effectiveness, the
the division/unit/
opportunities as that they are allowable concerned Campus or
individual moves for
indicated in 2.1a(2). in the applicable laws Division works in close
the innovation to be
This activity forms part and policies. The coordination with the
implemented in the
of the Innovation Program Chairpersons, Accounting Division,
form of a proposal. It
Planning Stage which together with the Finance Division,
is, then subjected to the
tags a proposal as an College Deans, prepare Internal Audit, External
process as indicated in
Intelligent Risk (IR) if a PPMP to be endorsed Audit, and the BAC.
2.1a(2). The same
the committee assigned by the Campus Director The costs of operations
undergo the University
determines that the to the VP-FARG. The are primarily anchored
Innovation
possible gain or benefit SLs consolidate the to the rules and
Management process.
outweighs the loss of Campus and Divisions' regulations of DBM,
SKSU has developed
the institution as PPMP and present BAC, and COA as a
several innovations to
described in 2.1a(2). them to the ADAC for government-subsidized
address the different
The same consideration endorsement to the higher education
requirements of the
in identifying the IR is BOR for approval. institution. Any costs of
37
Sultan Kudarat State University

operations incurred CLIEN Class Attendanc follow the requirements letters, phone calls and
T- room e to
which are not included ORIE Mana Virtual in the IRR of RA 9184, via email.
in the budget allocation NTED geme Training, and SKSU’s procedure
nt Seminars,
of a particular fiscal Stud Workshop on the Procurement of Figure 6.2-3: SKSU
year are not considered ent s Infrastructure through Process for Inspection
Affair Personnel
regular and allowable s /Student Competitive Bidding of Delivered Goods
to avoid issuances of an Servi Portal via (SKSU-SP-PROC- and Equipment
ces SKSU
Audit Observation eTools 002). The identified
Memorandum (AOM). SUPP Finan Energy Lowest Calculated and
ORT ce Austerity
SKSU exhausts all Servi Measure: Responsive Bidder
measures to ensure that ces Aircon (LCRB) is awarded
Units are
COA and DBM rules turned after passing the post-
and regulations are only from qualification
10:00 AM
followed while to 3:00 evaluation. The BAC
ensuring that work PM. then recommends to the
processes are Head of Procuring
successfully Additionally, the Entity (HoPE) to award
implemented. SKSU University balances the to the LCRB the
Poorly performing
also utilizes strategies need for cost control particular goods or
suppliers, contractors
to prevent recurrence of with the needs of services. After serving
and consultants are also
errors and minimize students and other the notice of award and
given feedback to
operation’s cost customers by following notice to proceed,
improve their
including the the details of resource suppliers deliver these
performance. When
integration of new allocation as described goods and services
they continue to
technology, in 2.2a(3). based on the number of
perform poorly and
automation, 6.2b Supply Chain days stated in the
incur negative slippage,
procurement Management. SKSU’s contract. The supply
the BAC moves to
partnerships, audits, procuring entities and office accepts the
apply provisions of
inspections, effective suppliers are guided by deliveries and ensures
Resolution 14-2020 of
process management, RA 9184, "an act that these are in good
the Gov’t. Procurement
and collaboration in the providing for condition and complete
Policy Board
entire University to modernization, based on the
specifying the
ensure smooth standardization and specifications of the
guidelines in the
transitions across regulation of the end-users or
blacklisting of
processes (Figure 6.2- procurement activities requisitions using the
manufacturers,
2). of the government and Inspection of Delivered
suppliers, distributors,
Figure 6.2-2: SKSU other purposes". This Goods and Equipment
contractors, and
Sample of Austerity ensures SKSU's process (SKSU-SP-
consultants. The HoPE,
Measures compliance with legal, GSSU-002) shown in
end-users, Planning,
WOR WOR COST-
technical, and financial Fig. 6.2-3. They
K K CUTTING BAC, BAC Sec, TWG,
SYST PRO MEASUR requirements strictly conduct inspections and
Suppliers, Bidders,
EM CES ES
mandated by the provide results and
S Supply Officers, and
MANA Com Paperless government. This feedback to the
others involved in
GEME muni Communi
responsibility rests on suppliers and end-
NT catio cation procurement activities
n (Use of the BAC and its users. The end-
all work to take part in
Website,
Secretariat who users/requisitioners are
Infosyste the smooth and fast
m, facilitate the given evaluation sheets
processing of the goods
Facebook
Procurement Processes. to assess the
) and services to meet the
Bidders for goods and performance of the
needs of the end-users
services can join Pre- suppliers. They are
especially the students
bid to Open Bid constantly given
who are the main
Conferences. feedback through
clientele of the
Documents submitted University. The result
38
Sultan Kudarat State University

of the reviews is pandemic including Inspection: With the processes were

integrated into the conduct of regular conduct of fire and reviewed in 2020 and
strategic planning inspection & earthquake drills, 2021 by process
process. monitoring of stakeholders are guided owners and the IQA
incoming/outgoing in the use of entrance Team; corresponding
6.2c Safety and
employees and and exit doors, warning actions were taken to
Emergency
customers (gate signs and preventive address the risks and
Preparedness
entrance/exit) and measures in strategic improve on the
6.2c (1) Safety. SKSU
provision of waiting areas, availability of opportunities.
provides a safe
area for customers in ramps in every building
operating environment
compliance with the entrance and the Before SKSU
by following the SKSU
University’s Citizen’s emergency evacuation; personnel can travel to
Safe Initiatives (SSI) as
Charter; 4) QMS-ISO- 3) Root-Cause Analysis perform mandated and
shown below in Figure
IQA with the of Failures & corollary functions, a
6.2-4.
cooperation of all units SWOT/TOWS analysis duly signed Travel
Figure 6.2-4: SKSU
and personnel of are used to identify Order (TO) must be
Safe Initiatives
SKSU: observance of problems encountered secured to ascertain
the 5S+2 policy is by units and the that they leave their
implemented to University as a whole station for work-related
organize systems and in the implementation reasons. These
facilitate ease of doing of the SSI; and 4) personnel are granted
business, as well as to Recovery from per diem, travel
protect the personnel Problems or Accidents: expenses, and
from possible injury the University focuses allowance based on
from accidents; on the weaknesses and their Itinerary of Travel
provision of File opportunities to counter and as prescribed in EO
Compactors to protect the identified problems 77, s. 2019 from the OP
This program is a and preserve the and conducts PDCA (Prescribing Rules &
rollout of activities pertinent documents of participated by the Regulations and Rates
supervised by the ff. the University; 5) ICT Planning Division and of Expenses &
offices: 1) Health and PRI: protection of other key officials. Allowances for Official
Services Division: sensitive and Local and Foreign
In 2018, SKSU
Standard First Aid confidential office data Travels of Government
enrolled the ff.
Training every two with the use of UMIS, Personnel). Clinical
processes for ISO
years, bi-annual and the University Instructors and Health
9001:2015: 1) Risks
Medical and Dental Website for safe online Services Division
and Opportunities
Examination for information personnel are accorded
Identification Sheet
students and personnel, transactions; and, 6) hazard pay based on
(QRDI-MP-QPAC01-
routine monitoring of RGO: provision of DBM Budget Circular
002), and 2) Registry of
canteen for sanitation men’s and ladies’ No. 24.
Significant Risks and
practices and proper dormitories. Opportunities (QRDI-
waste segregation, SKSU addresses its SSI MP-QPAC01-004). To further ensure
semi-annual routine components with the The former enables workplace safety, all
water sampling following measures: 1) SKSU to look into the new employees
analysis; 2) DRRMC: Accident prevention: potential risks, impact, undergo medical
earthquake and fire The Planning-Infra current control, risks examinations.
drills among students office ascertains the acceptability rating and Moreover, travel
and employees (Figs. availability of separate risk control restrictions to COVID
7.1-16 & 17); 3) entrance and exit doors management while the 19 highly-infested areas
UHRT: implementation in every building, latter tags processes are communicated and
of national & local signages, ramps, and that are Significant implemented in
health and safety accessibility of Risks and adherence to local
protocols during the emergency exits; 2) Opportunities. These directives and

39
Sultan Kudarat State University

institutional 6.2c(2) Emergency Division, Planning relief distribution &

memorandum. Preparedness. SKSU Division, and other coordination, and (4)
established the Units/ Offices of the recovery &
To ensure safety in the University Disaster University work hand- reconstruction.
University laboratories, Risk Reduction and in-hand for prevention, With more than 11,000
SKSU complies with Management & continuity of students spread out
standard protocols such Climate Change operations, and over seven campuses,
as the use of PPEs, Adaptation and recovery. SKSU relies on
availability of fire Resilience Committee For prevention, SKSU warnings issued by the
extinguishers in the (UDRRMCCARC) in uses the ff. approaches: ff. government
area, installation of compliance with the (1) identification and agencies to determine if
functional shower implementation of RA evaluation of classes are to be
rooms for possible 10121 (Philippine risks/issues and suspended during
chemical burns, and Disaster Risk opportunities, (2) inclement weather and
posting of proper Reduction and determination of the emergencies: 1)
signages in strategic Management Act of SKSU Risk Profile, (3) PAGASA; 2)
locations. Specific 2010). DRRM/CCAR PHIVOLCS; and 3)
laboratory guidelines For emergency Awareness Campaign, NDRRMC. SKSU also
for appropriate waste preparedness, SKSU (4) implementation of coordinates with the
disposal, disinfection, conducts the following: infrastructure projects, Local Disaster
and proper use are 1) integration of (5) repair & Coordinating Councils
indicated in the disaster risk reduction maintenance of service to strengthen networks
laboratory operations and management facilities/building, (6) with local disaster
manual. education in the topics availability of safety experts, planners,
and activities of the officers, and (7) technical specialists,
In 2019, SKSU following institutionalization of and other stakeholders.
strengthened its subjects/curricula the CDRRMCCAR as For potential
measure to prevent across secondary and an auxiliary office of emergency purchases
fires by attending fire tertiary programs: a) UDRRMCCARC. (as allowed by RA
prevention programs Tertiary -National 9184), SKSU
and in 2020, it created For continuity of
Service Training coordinates with
the University Health operations, the
Program, Reserve suppliers during
Response Team University ensures (1)
Officer Training Corps, declared national or
(UHRT) that issued the strengthened and
Physical Education, local state emergencies
COVID-19 guidelines continued operations of
and General Science and the Supply Office,
to provide safety the above-named
Subjects, and b) in coordination with the
precautions and prevent offices through secured
Secondary - 80 hour- TWG and end-user,
infections based on the and available funding,
subject Disaster inspects the delivery of
WHO and DOH (2) the establishment of
Readiness and Risk goods.
protocols. SKSU a framework and
Reduction; 2)
transitioned from face- manual of operations, CATEGORY 7 –
preparedness activities
to-face to online (3) institutionalizing RESULTS
and emergency drills
consultations/referrals, work processes, and (4) 7.1. STUDENT
among personnel and
with official email and periodic monitoring of LEARNING AND
students; and 3) Annual
other contact details required resources PROCESS RESULTS
Standard First Aid and
posted on the official (IPCR, OPCR, Semi-
Basic Life Support
website for easy access. Annual Evaluation). 7.1a. Student
training for personnel
Designated Safety For recovery, SKSU Learning and
of Health Services of
Protocol Monitoring observes the ff. quad- Customer-focused
the University, other
Officers ensure phased protocol: (1) Service Results. The
employees and
observance of all health disaster/accident SKSU management
students. The
protocols. reporting, (2) damage continually monitors its
UDRRMCCARC,
and loss assessment, (3) performance by
Health Services
employing a Result-
40
Sultan Kudarat State University

based Management 100 120

90
System. SKSU G
O80 G
120.00
G 100

benchmarks results O

% of Graduates Employed
100.00
O70 O
O 80

with the performance D60 O 80.00

D

Percent Employed
D
of all takers of the

Percent
60
50 60.00

board examinations and 40

40.00 40
30
uses the average 20
20.00
20
national percentage as a 10
-
Within 6 Months Within 3Years Average Employment Rate
baseline of the to gauge 0
Y2015 Y2016 Y2017 Y2018 Y2019 Campus
0
BSIS BSCS BSIT-IM

the performance of its Figure 7.1-3:

graduates. Figures 7.1- Figure 7.1-8:
Performance of
1 to 3 show the Employment Rate of
Bachelor in Nursing
improving number of the Graduates of
degrees conferred in in Licensure
Lutayan Campus
the undergraduate and Examination Figure 7.1-5:
graduate programs. The 90 Employment Rate of G
120

G
University attained its O
80
the Graduates of O
100
O
target by surpassing the

Percent of Graduates Employed

O 70
Tacurong Campus D
average national D 80
60

passing percentage for 50

G 120
Percent

60

O
Board Examinations of 40

O 100 40

the BS in Education, 30
Percent of Graduates Employed
D
Nursing, & Midwifery
20 80 20

10
for the last five years. 0
60 0
BSSA BEED
Y2015 Y2016 Y2017 Y2018 Y2019

Figure 7.1-1:
40

Performance of Figures 7.1-4 through 20

Bachelor in 7.1-9 are the results of

the tracer study that 0 Figure 7.1-9:
Secondary in BSA AB POLSCI BSAT BS BIO BS HRM BS HRM BS EM BS CRIM

show employment rates Employment Rate of

Licensure
of the SKSU graduates Figure 7.1-6: the Graduates of
Examination for
from the different Employment Rate of ACCESS,
Teachers
campuses of the the Bagumbayan, and
G Graduates of
University. The figures Kalamansig
O Palimbang Campuses
G O
O
70 indicate that most D
120

120
G
O
60
employability rates are 100
O
% of Grad u ates Emp loyed

50
D
40
above eighty (80) 80 O 100
Percent

30 percent. D
Percent of Graduates Employed

60
20 80

Figure 7.1-4: Percent

10 40

0 60
Y2015 Y2016 Y2017 Y2018 Y2019
Employability of 20

SKSU Graduates 0
BSEED BSED BSIT
40
BSF BFT

20

Figure 7.1-2: Figure 7.1-7:

Performance of Employment Rate of 0
BSEM BSED

Bachelor in the Graduates of

Midwifery in Isulan Campus
Licensure
Examination 7.1b(1) Process
Effectiveness. As
advocate of
transparency in the core
values, all plans,
41
Sultan Kudarat State University

activities, and programs Figure 7.1-11: Fig. 7.1-13: Certificate

that are implemented Comparative of Program National Champion, ENACTUS (

passed the approval of Graduates for the Compliance

Bronze Medalist – Asia In
the EXECOM, Last Three (3) Years Olympiad, Bangkok, Thailand
Administrative and 100%

Academic Council, G 4,000

2019 Recognition from Governmen

Percentag e of Prog ram s w ith CO PC

80%
Committee for establishing Qua
Pre-BOR Meeting and O
O
3,500
(ISO 9001)
finally, the BOR. D 3,000 60%

Figure 7.1-10 shows City Takers Award by the Counci

2,500
the approved

Number of Graduates
40%

Recognition from DOST XII fo

percentages of the 2,000
Technology Innovation in the Reg
20%
agenda presented to the 1,500

Board of Regents 1,000 0% Top 10 - Midwifery Examination

LUT BAG PAL ISU KAL ACC TAC
meeting. 500
2019 Top 10 Most Outstanding M
As a measure of
Figure 7.1-10: Items 0
A B
innovation,
C
Figure
SKSU
7.1- Recognized by DOST as Niche
in the Agenda Halal Goat-the only in the Philipp
14 enumerates the
Approved by Board of Results in Figure 7.1- innovations and Figure
Regents 12 show that all thirty-
2 Silver and 2 Bronze Medals
7.1-15 shows the most Olympiads in Taiwan
100
one programs offered at significant awards
G
the seven campuses received by the 2020 Awarded PRIME-HRM for Learn
CSC
O
99
qualified for University.
O accreditation from
Percent Agenda Approved

98

D 7th Place – International Essay C

97 Level I to Level IV. Figure 7.1-14: SKSU Indonesia

96 Innovations
Figure 7.1-12:
95
Accredited Programs YEAR INNOVATION
7.1b(2) Emergency
94
of the University
93 DEVE-
Preparedness
FY 2018 FY 2019 FY 2020
7
LOPED
Figures 7.1-16 and 7.1-
The process 6 UMIS Automate
17 show SKSU the earthquake
frontline services and
effectiveness of the 5
2019
Financial Informationfire drills
drills and
University is associated implemented in the
System.
Number of Accredited

with the number of 4

seven campuses. SKSU
graduates that it SKSU QR Code Tracks employees in
maintains a Mandatory
Programs

3
Contact Tracing and out from
produces in its different 2020 System Reserve
different offices Fund of
degree offerings. As 2
amidst COVID-19
P8.67M for emergency
Pandemic
shown in Fig. 7.1-11, 1
purposes, which is
SKSU garnered second RMIS 100%the
Prompts regularly
0
place
G among three ACC ISU KAL TAC
(Repository
LUT
complied with in its
response of SKSU in
BAG PAL

O
higher
O educational Management the shift to
allocation every year as
Information virtual/online
institutions
D that The CHED prescribes System) shown in Figure 7.1-18.
accreditation
contribute to the the requirements for The mandatory reserve
workforce in the program offerings and Figure 7.1-15: Most fund was utilized in the
region, namely issues a Certificate of Significant Awards procurement of
Cotabato State Program Compliance. Received materials for the
University (A), Figure 7.1-13 shows implementation of
Cotabato Foundation the percentage of Year AwardsCOVID-19
Received initiatives
College of Science (B) SKSU’s programs with of the University in the
and Technology, and Certificates of Program 2018 Recognition from CHED-XII for the excellent pursuit and
last quarter of 2019 and
responsive higher education
University of Southern Compliance in every in the fiscal year of
Mindanao (C). campus. Good Performance in 2020. Implementing School Building
Projects

42
Sultan Kudarat State University

Figure 7.1- 16: process effectiveness to procured by the Supplies

Number of Fire Drills its graduation rates in University. 5

Conducted the seven campuses and

ensures a facilitating 4

100%
environment that
80%
encourages students to Figure 7.1-20: Overall
3

Raring
graduate without Evaluation of
2
compromising its Suppliers
% Compliance

60%

standard for instruction.

1
40%
Figure 7.1-9 shows
20%
SKSU’s graduation 0
rates. Office supplies & Equip. Books Lab S

0%
ACC BAG ISU KAL LUT PAL TAC
Figure 7.1 -22:
Evaluation of
Suppliers’
Performance on the
Figure 7.1-17: Carpentry, Electrical,
Number of and Other Supplies
Earthquake Drills
G5
100%
O
O
80% D4
D
% Compliance

60%
3

Rating
40%

20%
Figure 7.1-19: SKSU 5

0%
Graduation Rates 4.5 1

ACC BAG ISU KAL LUT PAL TAC 4

3.5
0
Carpentry Supplies Electrical Supplie
Figure 7.1-18: 3

Provision of
Rating

2.5
7.1c. Supply-Chain Figure 7.1-23:
Mandatory Reserve Management Results
2

Fund Emergency 1.5 Evaluation of

Purposes
1 Suppliers’
SKSU assesses its 0.5 Performance on Plant
120
supply chain by 0
Product Quality Delivery Equipment,
Warranty Office
Response to complaints
evaluating the Equipment,
100
performance of its Furniture, and
Figure 7.1-21:
suppliers in terms of
Percent Accomplishment

80
Evaluation of Plumbing Materials
quality of product,
60 Suppliers’
timeliness of delivery, 5
G
Performance on
40 warranty and O
Office, Books, O
complaints. Figure 7.1- 4
20
Laboratory and IT D
20 shows the ratings of D
0
FY 2017 FY 2018 suppliers for three
FY 2019 FY 2020 FY 2021 3

successive quarters. In
Rating

For state universities addition, Figures 7.1-21 2

such as SKSU, the through 7.1-23 show

government spends the suppliers 1

money for every performance classified

college student. Thus, according to the items 0
Plant Equipment Office Equipment Fu

SKSU also links

43
Sultan Kudarat State University

5 programs and services employees’ attitude,

7.2. CUSTOMER- of the University cleanliness, and
4.5
4

FOCUSED RESULTS 3.5

3 (Figures 7.2-3 through employees’ knowledge.
2.5
2 7.2-4) Based on the data, the
7.2a(1) Student and 1.5
1 parents gave good
Other Customer 0.5
0 Figure 7.2-4: Parents’ ratings to SKSU, which
Guidance Library Cashier Registrar Clinic
Satisfaction. Surveys Feedback indicates that they are
are conducted to satisfied with SKSU’s
evaluate the satisfaction Y2018
services and
Y2019A Y2020 SKSU helps my son /daughter to be more confident.
its
of the students and to employees.
solicit feedback from B My son/daughter enjoys learning at SKSU.
the parents. Prior to the Figure 7.2-2: Survey Figure 7.2-5: Fast
pandemic, SKSU Results of Student
C My son/daughter’s learning Service
is progressing well.
conducted its survey Satisfaction
using a manual process D My son/daughter is encouraged to 5work to the best of his/her
ability.
in the different offices 5 4.5
as shown in Figure 7.2- 4.5
E My son/daughter is feel safe at SKSU
4
1. During the 4

3.5
3.5
pandemic, the 3 F My son/daughter is treated fairly at SKSU.
University initiated the
Ratings

2.5
3

use of an online survey. 2 G SKSU considers my suggestion. 2.5

Ratings
The University 1.5

2
1
H Most of or all of my children graduated from SKSU.
consistently obtained a 0.5
1.5
very good rating from 0
PAL ISU ACC
IU-WIDE As parent
TAC
I will
BAG
recommend
LUT
SKSU to my friends and other
the survey in the first parents.
1

and second quarters of Figure 7.2-3: 0.5

2021 (Figure 7.2-2). Customer Complaints 0
The third data point as Lut Tac Isu Acc

a continuation of the 16 Figure 7.2-5: Parents’

survey will be available GOOD
14 Response on “How Figure 7.2-7: Good
on site (AOS). The does SKSU compared Service
12
campuses of the to other Universities
University obtained
5.00

where they have

10
4.50
very good ratings on enrolled their
Ratings

8
4.00

student satisfaction that 6 children?” 3.50

exceeded the target of 3.00

4
3.0 as shown in Figures
Ratings

2.50
60
7.2-5 through 7.2-8. 2
50
2.00

Most of the customer 0

Lut Bag Pal
40
30
Isu Tac ACC
1.50
Percent

1.00
complaints are on the 20
0.50
promptness (47.54%) 10

The parents were asked 0 0.00

of the personnel to The best Among the best Better than Worse than LutAmong the Tac The worstPal Isu

regarding their some some worse

carry out requested

perceptions of their
documents (Figure 7.2-
son’s/daughter’s
3).
experience at SKSU Figure 7.2-8:
based on nine Respectable Employees
Figure 7.2-1: Overall
statements shown in
Customer Satisfaction
Figure 7.2-3. The
per Office Figure 7.2-5 to 7.2-10
parents gave high
ratings in all items show how the parents
which indicated that responded about their
they are satisfied with experience with SKSU
the educational in terms of its services,
44
Sultan Kudarat State University
5.00
The students rate five 5.00

4.50
4.50
(5) statements that 4.00
4.00 describe their feelings Figure 7.2-13: SKSU 3.50

3.50 regarding SKSU. The always delivers its 3.00

Ratings
3.00 results indicated that to promises 2.50

a high extent, students

2.00
Ratings

2.50
1.50

2.00 are engaged with 5.00

1.00

1.50 SKSU (Figures 7.2-11 4.50 0.50

1.00 through 7.2-16). 4.00

0.00
Kal Lut Isu Tac

0.50
3.50
0.00 Figure 7.2-16: I will
Lut Tac Pal Isu Bag Acc Kal
3.00
recommend SKSU to
Figure 7.2-11: 2.50 my friend/associate

Ratings
Figure 7.2-9: Good and Students’
Clean Office/Unit Engagement 2.00
5.00

1.50 4.50

5.00 4.00
5
1.00
3.50
4.50
4.5
0.50 3.00
4.00

Ratings
4 2.50
3.50 0.00
Tac Pal Isu Lut 2.00 Kal Acc Bag
3.5
3.00 1.50

3
Ratings

2.50 1.00

0.50
Ratings

2.00 2.5
0.00
1.50 Isu Lut Kal Pal
2
1.00
1.5
0.50

0.00
Lut Tac Pal Isu
1
Bag Acc Kal
7.3 HUMAN
0.5 RESOURCE-
0 FOCUSED RESULTS
Figure 7.2-10: PAL ISU ACC TAC BAG LUT U-WIDE

Knowledge on the Job Figure 7.2-14: SKSU

7.3a(1) Human
always treats me with
5.00 respect Resource Capability
and Capacity As an
4.50
Figure 7.2-12: SKSU is educational institution,
5.00
4.00
a name I can always one way to measure HR
3.50 trust 4.50

3.00 4.00
capability is through
5 3.50
the educational degrees
Ratings

2.50
3.00
obtained by its human
2.00 4.5
resources. For the
Ratings

1.50 2.50
4 teaching HR, the
2.00
1.00
3.5 minimum requirement
1.50
0.50
is a Master's degree
3
0.00
Lut Bag Pal Isu Tac Kal Acc
1.00
with at least a one-year
2.5 0.50
teaching experience.
Ratings

Q1 Q2 Target
2
0.00
Isu Pal Kal Figure
Bag 7.3-1
Lut shows
Acc that
Tac

1.5
Master’s degree holders
Figure 7.2-15: I feel I represent 71% of all
1
7.2a(2) Student and belong to SKSU teaching HR at SKSU.
other Customer 0.5 In areas where there is
Engagement. The 0 a dearth of Master’s
PAL ISU ACC TAC BAG LUT U-WIDE
students’ perceptions of degree holders such as
SKSU are assessed in the specialized fields
through a student of food technology,
engagement survey. accountancy, and civil
45
Sultan Kudarat State University

engineering, Bachelors’ Figure 7.3-3 shows the Completed their Figure 7.3-5:
degree holders are teaching HR under Doctor’s and Master’s Teaching HR Status
hired. Figure 7.3-2, on scholarships who Degrees of Employment as of
the other hand, shows completed their CY2019-2020
the educational degrees advanced degrees, 140

attained by the non- improved the 120

teaching HR. The University's capability, 100

requirements for non- and at the same helped

Number of Teaching HR
80
teaching HR are based them improve their
60
on the qualification respective academic
standards set by CSC, ranks in the NBC 461 40

but still, some of them cycle evaluation that 20

pursue higher degrees. happens every three 0

AC BAG ISU KAL LUT PAL TAC

Campus
300
COS (Part-Time) COS (Full-Time) Temporary Permanent

250

200
Number

150

100

50

0
2018 2019 2020

Year

Bachelors' Degree Masters' Degree Doctors' Degree

years. Relative to this

Figure 7.3-1: evaluation, Figure 7.3-4
Educational Degrees shows the number of
Attained by the teachers who were
Teaching Human promoted in the NBC
Resources 461 Cycles 6, 7, and 7a. Figure 7.3-4:
35
Teaching HR
30 Evaluated and
25

20
Promoted under NBC
461 Cycles
Number

15

160
10
140

5 120
Number of Teaching HR

100
0
2018 2019 2020 80

Year 60

40
Secondary HS VocTech BS Master's Degree Doctors' Degree
20

0
CYCLE 6 CYCLE 7 CYCLE 7-A
Figure 7.3-2: Figure 7.3-3: NBC 461
Educational Degrees Teaching HR under
Attained by the Non- Scholarships Who Promoted Teaching HR No. of Teaching HR Evaluated
Teaching Human
Resources 18

16

14
Number of completers

12

10

6
Figure 7.3-6: Non-
Teaching HR Status
4

0 46
2018 2019 2020

Year

Doctors Degree Masters

Sultan Kudarat State University

of Employment as of
CY 2019-2020
Fig 7.3–8: Retention Figure 7.3-10: IPCR
Rate of Non-Teaching Ratings
160

140
HR
120

100
Number

80

60

40

20

0
AC BAG ISU KAL LUT PAL TAC

Campus

JO's COS Casual Permanent Figure 7.3-12: Days to

Fill-Up Vacancies
Figure 7.3-7 shows that 120

the workforce retention 100

rate for permanent 80

employees was at 60
40
98.08% for 2018. It 20
dipped by 12% in 2019 The capability of the 0
and 2020 due to the teaching HR can be Year

resignation of five assessed based on the

employees who academic rank as a
transferred to other result of the NBC 461
Teaching Non-teaching
agencies. On the other (Fig. 7.3-9). The results
hand, the retention rate of the IPCR ratings for
for non-teaching HR is teaching HR could Figures 7.3-11 through
100% for casual and further demonstrate its 7.3-13 reflect the
Non
co-terminus personnel capability to deliver student-faculty ratio, Teaching
(Figure 7.3-8). For services as rated by number of days to fill
permanent non- their respective peers, up vacancies, and the
teaching HR, retention supervisor, & students leave forms applied for
was at 100% in 2018, (Fig. 7.3-10). by the HR, which
with a 6% reduction in provide evidence of the
2019 and 4% in 2020 Figure 7.3-9: high *Details
capacity of conducted are available on-site
of the programs
because of the Academic Rank of SKSU’s HR.
retirement of personnel. Teaching HR as of
March 2021 Based on
NBC 461
Figure 7.3–7: Figure 7.3-11:
Retention rate of Student-Faculty Ratio Figure 7.3-13: Nature
teaching HR of Leaves Applied for
by the Teaching and
Non-Teaching HR

100
Teaching
90 90 90
90

80

70
60
Number of Vacancies

60

50

40
30 30
30
47 20

10

0
2018 2019 2020

Year

Teaching non-teaching
Sultan Kudarat State University

drivers of workforce
engagement. Results of
SL-Sick Leave, VL- Vacation Leave, SPL –Special Leave the survey gathered
from 119 respondents
showed that parameter
Figure 7.3-16: Health No. 8, "Transparency
claims for the three- and promotion…in
7.3a(2) Human year period SKSU," ranked 1 with
a rating of 4.17 (Fig.
7.3-19).
9

7.3a(2) Resource 8
Figure 7.3-19: HR
7
Climate. Figures 7.3- 6 Engagement
14 through 7.3-17 show
Number of Claims
5
4
Survey Results
the University HR 3
climate results in terms 2 Rating* Rank Parameters
of health, security and 1 8. Transparency and
0 standards are pro
accessibility as 2018 2019 2020 4.17 1 SKSU.
presented in 5.2b(1,2).
Year
3. I experience a hig
relationships with
In addition, the HR 4.15 2 colleagues.
benefits were Total claims 4.13 3 6. Employees are em
consistently provided, Figure 7.3-18: HR delegation of resp
9. Our leaders provid
as presented in Figure Benefits Provided by inspirational leade
4.12 4
7.3-18. the University 2. SKSU rewards hig
4.09 5
through its PRAIS
4.06 6 1. At SKSU, there is
employees and th
16 3.98 7 10. Fairness at work
14
7.3a(3) Human organization.
7. SKSU has an ong
3.97 8
Number of Health Related Program

12 including material
10 HR Benefit 2018 2019 2020 effective and effic
8 5. I am recognized fo
Salary and Wages 100% 3.96 100% 9 100%
(formal or informal,
6 ACA PERA 100% 100% 100%
sincere praise).
4 Mid-Year Bonus 100% 3.89 100% 10 100%
4. SKSU promotes a
2 Year-End Bonus 100% 100% 100%
including flexible w
0 Cash Gift 100% 100% 100%
HRMO HEALTH SERVICES GUIDANCE Uniform Allowance 100% 100% 100%
Offices Productivity Enhancement
100% 100% 100%
Incentive
CNA Incentive 100% 100% 100%
SRI 100% 100% 100%
2018 2019 2020 GSIS 100% 100% 100%
PHIC 100% 100% 100%
Figure 7.3-14: Health- HDMF 100% 100% 100%
Related Programs
Resource *1.00-1.69 Strongly disagree;
Conducted 1.70-2.39 Disagree; 2.40-3.09
Engagement. As Neutral
discussed in 5.2a(2),
Figure 7.3-15: Severe SKSU measures HR 3.10-3.79 Agree; 3.80-4.50
Illnesses Recorded for Strongly agree
Engagement using a
the Three-Year Figure 7.3-17: Number of Ramps,
survey based on the key
Period Dormitories, and CCTV installed in the
University
30
for Accessibility & Security
3.5
7.3a(4) Human
25
3
20
Resource
2.5 Development
Incidence of Illnesses

Number

2 15

1.5 10
1
5
The University is
0.5
0
committed to
0
AC BAG ISU KAL LUT PAL TAC
2018 2019 2020 48
Campus
Year

Severe illness Ramps Dormitories CCTV

Sultan Kudarat State University

developing its HR as Results for Q3 2021 are

seen in Figure 7.3-20 Figure 7.3-21: Top AOS. 5

with its sustained and Middle-Level 4

Satis fac tion Rating

allocation for training Managers Sent for G
3

and scholarship from Professional O 2

O
GAA as compared to Trainings Figure 7.4-1: SKSU D
1

Comparators B and C. 60
Regular Meetings and
0
Q1

G
Aside from the GAA,
VMGO

50 Awarding Events
O Target:
the University also O 3.00
D
allocates training from
40

Regular % Conducted by Senior Leaders

the income generated
Number
30
Meetings/Awarding Figure 7.4-4:
(AOS). 20
Events Management makes
2018 its expectations clear
10

0 Monthly EXECOM
100 G
Figure 7.3-20: Year Meeting O
5.00

Trainings and O
7.4. LEADERSHIP Quarterly ADAC D
4.00

Scholarship 100
AND Meeting

Satisfaction Rating
3.00
Allocation based on
GOVERNANCE
GAA, FY 2018-2020 UREDEC Meeting 100
2.00
RESULTS
1.00

Quarterly BOR
100
16,000
7.4a Leadership, Meeting 0.00
AC ISU TAC BAG

14,000 Governance, and Target:

Campuses

Societal On the Spot Award 100

12,000 3.00
10,000 Responsibility Results Q1 Q2
Allocation, in millions

“Pagtinib-unganay”
8,000 100
Annual Award
6,000
7.4a(1) Leadership
4,000
Annual State of
2,000 100
University Address
0 Figure 7.4-1 and 7.4-2
2018
show2019
the 2020 regular
Year Figure 7.4-2:
meetings and awarding Figure 7.4-5:
Attendance of SLs
Comparator A Comparator B
events conducted
Comparator C SKSU
by
and Middle Managers Management keeps
the senior leaders that
in the EXECOM me informed of the
reflect their
To further enhance the Meetings University’s updates
communication and
skills and capabilities
engagement with the G Board
2018 2019 2020
of the HR, participation O Resolutions
human resources, 100
70 G
5.00

in short-term and O Approved

90 (No.)
O
4.50 67 99
students, and other D Implemented
80
(%) 98 O
4.00

3.5098 99
degree trainings are
Satis fac tion R ating
Attendance Percentage

70
customers to deploy the Source: AOS Annual
D 3.00
Annual Annual
encouraged. One of the
60
2.50
Report, Report, Report,
SKSU vision and 50
2.00

MFOs under the Fiscal 40 Board Sec. 1.50Board Sec. Board

values, encourage two- 30 File 1.00File Sec. File
and Resource Target:
20 60%
way communication,
0.50

Management is to send 10 0.00

AC ISU TAC BAG

and create a focus on 0

2019 2020 Target:
Q1-2021 Campuses

top level and middle 3.00

action. Figure 7.4-3 Year
level managers to Q1 Q2

show results of Figure 7.4-6:

professional trainings
satisfaction with the Management is easy
to complement delivery
SLs’ deployment of the Figure 7.4-3: SLs set
of services. Figure 7.3- Gto talk with
VMGO. In addition, and share VMGO O
21 shows the number of O
satisfaction levels for
participants for the last D
SLs’ communication
three years, with many
are shown in Figures
still participating
7.4-4 through 7.4-7.
despite the pandemic.

49
Sultan Kudarat State University

5.00 Figure 7.4-9: Board 100

4.00 Resolutions Approved G

80

Percent of Compliance
Satis fac tion R ating
3.00 and Implemented O 60

O 40
2.00 D
20
1.00

0
0.00
AC ISU TAC BAG LUT KAL PAL 2015 2016 2017 2018 2019 2020
Campus es Year

Target:3.00 Q1 Q2

AACCUP (in terms of scheduled date) ISO (in terms of scheduled surveilance)
Figure 7.4-7: I can
Audit Observation Reports (COA) Budget Preparation (DBM)
get a straight answer
from the
management
7.4a(3) Law,
5.00
Regulation, and Fig. 7.4-12:
4.00
Accreditation Compliance
Fig. to DBM
7.4-11: Compliance to External Requirements
Satis fac tion R atin g

3.00

2.00
Requirements
1.00
SKSU ensures
0.00
transparency and
AC ISU TAC BAG LUT KAL PAL

fairness
Campuses in all
Target:
3.00 transactions
Q1 Q2
and G 100

adheres to legal, O 80

% Accomplishment
O
regulatory, and
60
D
7.4a(2) Governance. 40

accreditation measures 20
Fig. 7.4-8 & 9 present
as shown in Figures 0

SKSU results as they 2015 2016 2017 2018 2019 2020

7.4-10 through 7.4-14. Year

relate to governance.
Figure 7.4-10: APP Physical Accomplishment Report
Figure 7.4-8: Extent
Remittances of 100 Financial Accomplishment report Agency Performance Report
of Implementation of
Contributions 80

Critical Elements of
% of Compliance

60
G
Good
O
Governance 40

O 20

D 120
0
100 2015 2016 2017 2018 2019 2020
% Acco m p lish m en t

Year
80

60 G
40
O GSIS PhilHealth PAG-IBIG BIR

O
Target:100%
20
D
0
2018 2019 2020
Elements of Good Evidences Available on Site (AOS)
Year Target:
Governance 100% Target:
COMPETITIVE Records of BAC, complete set of bidding 100%
requirements
COMPETITIVE CATALYTIC ENTERPRISING FAIRNESS TRANSPARENCY

CATALYTIC Promotion of people’s organization for

“self-help” such as COOP. Faculty Assoc.
& NTEA both with CNA incentive
ENTERPRISING SKSU is innovative through the
establishment IGP and Technology
Business Incubation (TBIs)
FAIRNESS Full implementation of laws, regs & policies
TRANSPARENCY Transparency in Transactions Posting in
the website - FOI & PhilGEPs (RA 9184)

Target:
100%

50
Sultan Kudarat State University

Fig. 7.4-13: used by SKSU to Accomplishment (%)

Measures
Compliance to other promote and 2018 2019 2020
Background check 100 100 100
External ensure ethical behavior No. of formal complaints filed 0 0 0
Requirements in all transactions. No. of harassment and violence 0 0 0
Accomplishment (%) complaints filed
Measures Redressed grievances 0 0 0
202
2018 2019
0 Conduct values formation 100 100 100
Statements of Assets and Liabilities 100 100 100 Conduct Gender and 100 100 100
Financial reporting in BOR meeting 100 100 100 Development activities
Approved Code of 100 100 100
BOR minutes of contract approval 100 100 100
Ethics/Conduct
BOR Resolutions published in 100 100 100 Approved/Updated Faculty 100 100 100
website Manual
Budget published annually in website 100 100 100 Approved/Updated Students' 100 100 100
University Operational Plan posted 100 100 100 Manual
on website Approved/Updated Admin 50 70 80
Annual Financial Report posted on 100 100 100 Manual
website Freedom of Information Manual 100 100 100
Annual Procurement Plan posted on 100 100 100 Employees Oath to Office form 100 100 100
website signed
Annual Report posted on website 100 100 100 Employees’ appointment signed 100 100 100
Internet Conduct Agreement signed 100 100 100 Employees’ consent to Drug 100 100 100
Test
Employees Pledge and Oath 100 100 100
Enforcement of employees’ 100 100 100
administered by University President
suspension/ termination due to
Students Handbook posted on 100 100 100
misconduct
website
No. of grievance meetings 0 0 0
Program specific agreements OJT, 100 100 100
conducted
and apprenticeship
Citizen Charter posted on website 100 100 100
ARTA Policies implementation 100 100 100
Figure 7.4- 15: Ethical Behavior
Freedom of Information posted on 100 100 100 Year/Budget (in PhP in Millions) for Inf
Campuses
Website 2015 2016 20
Note: Documents are AOS 20.065 65.324 87
Figure 7.4-14: ACCESS 5 academic buildings 3 academi
7.4a(4) Ethics Infrastructure (46.242) (21.805)
Isulan 1 Academic building 2 Academi
Figure 7.4-15 shows Projects Implemented (9.082) (15.000)
accomplishment results in the Different Tacurong 1 Academic building
(10.000)
on various measures Campuses Based on Kalamansig 1 academic building 3 Academi
the Allocation from (20.065) (34.800)
GAA, FY 2015-2020 Lutayan 1 academi
(10.000
Bagumbayan 1 academi
(10.000)
Palimbang 1 academi
(5.805)

7.4a(5) Society Engagements are

SKSU’s supported by MOAs or
accomplishment of its MOUs.
Societal Responsibilities Number of Beneficiaries
societal responsibilities
2018 2019 2020 Figure. 7.4-16:
Community Service is well manifested in
“Hatag Bulig” 30 105 250 SKSU’s societal
the conduct of
“Adopt a Cell” 129 201 210 responsibility in the
Agri-Kapehan-Techno-forum 46 105 48 community support
Tech. Business Incubation 0 17 13 form of community
Techno-transfer activities as shown in
support
Vegetable Production 39 39 39 Figure 7.4-16.
Coffee Technology 0 61 61
Halal Technology 25 50 35
Livelihood training 15 20 45 7.4b Strategy the achievement of
Emergency Response
Voluntary Fund Raising for Php Implementation organizational strategy
earthquake, floods 80,000
COVID-19 - - Php
Results. The OPCR and action plans
a. In kind (worth) 91,322 results is a measure of (AOS).
b. Med supplies (masks, 1,900 front
face shield, PPE) liners 51
c. IEC materials
Environmental Management
Waste Management, 50
Hygiene and Sanitation
Tree Planting 145
seedlings
Sultan Kudarat State University

Though the University 20000000

18000000
SUCs in the region
7.5 BUDGETARY, ranks second, it has an 16000000 (Figure 7.5-10).
FINANCIAL, AND increasing budget for 14000000
Fig 7.5-10

A m o u n t, M illio n s
12000000

MARKET RESULTS GASS (Figure 7.5-3). 10000000 Comparative

7.5a(1) Financial Figure 7.5-3: General 8000000

6000000
Enrollment, Region
Performance. SKSU’s Administration and 4000000 XII
revenue from Support 2000000

0
20,000

18,000

government
60000000
A B C SKSU
16,000

appropriations are 50000000 Figure 7.5-7: Budget 14,000

for Extension Services

in T h o u s a n d s
classified into
12,000

E n ro llm e n t
40000000

A m o u n t, M illio n s
4000000 10,000

Personnel Services 30000000 8,000

(PS), Maintenance and 20000000 3000000

6,000

Other Operating
4,000

A m o u n t, M illio n s
10000000 2,000

Expenses (MOOE) and 0

2000000
0
A

Capital Outlay (CO). A B C SKSU

Fig. 7.5- 11 shows that

SKSU has the highest SKSU sustained its 1000000

position at the first SKSU surpassed the

CO & consistently 0
BUR prescribed by
ranks second in PS place with on funds A B C SKSU

intended (Figure 7.5-4 Another revenue source DBM to qualify for

compared to Cotabato submission of its
and 7.5-5). is tuition fees that are
State Univ. (A), proposed budget for the
Figure 7.5-4: Higher divided proportionately
Cotabato Foundation succeeding year.
Education Services among the campuses.
College of Science & Figure 7.5-11: BUR of
50000000
Figure 7.5-8:
Tech. (B), & Univ. of SKSU Compared to
Distribution of
45000000

Southern Mindanao 40000000

the Rate Required by

35000000
Revenue from Tuition
(C).
A m o u n t, M illio n s

30000000
Fees DBM
Figure 7.5-1: 25000000
4.50 100

Comparative budget
20000000
4.00
15000000 95

allocation based on
3.50
A m o u n t, M illio n s

10000000
3.00
90

GAA
5000000

% Utilization
2.50
0
A B C SKSU 85
500.000 2.00

450.000 Figure 7.5-5: Budget 1.50

80

for Advance
1.00

400.000 0.50 75

350.000 Education Services -

ACCESS ISULAN TACURONG KALAMANSIG PALIMBANG
70
LUTAYAN BAGUMABAYAN

Figure 7.5-9 shows

6000000 FY 2018 FY 2019
Amount in Millions

300.000 Utilization Targ

250.000
5000000
each campus’ share SKSU’s financial assets
4000000
from fiduciary fees are classified into three:
A m o u n t, M illio n s

200.000

150.000
3000000 (another revenue (1) Fund 101, the
100.000
2000000 source). agency's share in the
50.000 1000000
Figure 7.5-9: government
- 0
Distribution of appropriations, (2)
A
Revenue from B SKSU

Fund 164, school fees

Figure 7.5-2: Figures 7.5-6 and 7.5-7 Fiduciary Fees paid by students and/or
Maintenance and show that SKSU is 14

Other Operating doing better in 12

scholarship providers
Expenses (MOOE) gradually increasing its and (3) Fund 161,
A m o u n t, M illio n s

10

120000000 budget for the 8 externally-funded and

implementation of
6 income-generating
projects. Figure 7.5-12
100000000
4

research and extension

80000000 2
shows results of
A m o u nt in M illio n s

projects and activities.

60000000
Figure 7.5-6: Budget
0
ACCESS ISULAN TACURONG
operations.
KALAMANSIG LUTAYAN PALIMBANG BAGUMABAYAN

SKSU catered the Figure 7.5-12

40000000
for Research
second largest number Financial Status of the
of college students
20000000

0
A B C SKSU
compared to the other

52
Sultan Kudarat State University

University Figure 7.5-15:

200,000,000
Numbers of
150,000,000
Partnerships and
Linkages in Extension
30
100,000,000
Profit/L o ss

25

N o . in E x t e n t io n
50,000,000
20

15
0

10

-50,000,000
5
2018 2019 2020

Figure 7.5-11 shows 0

FY 2018 FY 2019 FY 2020

some of the cost saving Figure 7.5-16:

measures adopted by Number of Trainees
SKSU in its operations.
2500

Figure 7.5-13: Cost 2000

N o . o f T ra in e e s

Containment 1500

Cost Savings Documentary Proof of Containment

Targets 1000

Memorandum from the President on the

Utilities use of air conditioners 500

Memorandum from the President on the

Fuel use of agency vehicle 0
FY 2018 FY 2019 FY 2020
Accounting Office Memorandum NO. A-
Utilization of cash 2020-001 on the utilization of cash
advances advances and immediate reversion of
unused funds (page 4 of 4)
Rent of motor Accounting Office Memorandum No. 2021-
vehicles 004 on the exercise of prudence in renting
motor vehicles (page 2 of 2)
7.5a(2) Sectoral
Performance. Figures
7.5-14 and 7.5-15 show
the many linkages
SKSU made in research
and extension,
respectively, with its
key communities to
share & transfer
knowledge, skills and
technology. Figure 7.5-
16 shows the number of
trainees whose
knowledge and skills
were honed as a result
of the research and
extension activities.
Figure 7.5-14:
Numbers of
Partnerships
Linkages in Research
15

12
N o . in R e s e a r c h

0
FY 2018 FY 2019 FY 2020

53